Return to Achieving Value and Improving Performance Across the Federal Enterprise (3J6L)
Breakout Group 3 Management, Change, and Culture: How can we promote process improvement? (3J72)
- Getting executives to endorse/support process improvement (3GQU)
- Getting business partners to buy-in to process improvement (3GQV)
- Responsibiities for process improvement and enterprise architecture - it's beyond the CIO (3GQW)
- Promoting process improvement with organizational managers (3GQX)
Discussion Flow (3J76)
- Introductions (name, org, Improvement activities in your organization, Needs in your organization? Expectations for this workshop? (3J77)
- Absence of leadership apparent in many efforts to implement new systems and processes (3JS6)
- Capital Planning and Investment Control--OMB driven requirements (aid or impediment to management?) (3JS7)
- Finding new ways to explain the technical details in terms that top executives can appreciate (3JS8)
- EA today lacks people focus (3JS9)
- How can we move beyond box checking? (security is there, but EA remains a box checking exercise) (3JSA)
- "Getting to green" is primary focus of many box checking exercises today (3JSB)
- Language/ Culture (3JSC)
- Trust (3JSD)
- Process Improvement = Resistance Management (3JSE)
- Arlington County participation in Meeting (3JSF)
- Grassroots approach to process improvement utilized in Arlington County (3JSG)
- Moving from product to a service orientation (3JSH)
- Knowledge Capture (3JSI)
- Mandate and volume (hi/low) are predictors of success (3JTH)
- Agencies are nominally members of a federation (3JTI)
- Tacit beliefs define culture in an organization (3JTJ)
- Need for transparency/accountability influences language/culture (3JTK)
- Clinger/ Cohen doesn't drive local government work, but the need for enterpise approach is growing (3JTL)
- Architecture is not initially explicit, but it can evolve over time along with credibility (3JTM)
- Crisis offers opportunities for change (3JTO)
- Processes bring an organization further along the organizational maturity scale (3JTP)
- Responsibility, authority and accountability are essential components for change (3JTQ)
- Need a performance connection (3JTT)
- Is ROI necessary or sufficient to prompt change? (3JTU)
- Incentives/drivers: budgets cuts, crisis (3JTV)
- Summary: (3JTW)
- 1. Need transparency and accountability to affect change (3JTX)
- 2. Have a vision that is concrete and communicate it clearly/concisely (3JTY)
- 3. Leadership is essential--engaged leaders are necessary to success (3JTZ)
- 4. EA can consume resources that might otherwise focus on process improvement (3JTR)
- Question: Improvement needs in your organization? (3J7A)
- Question: Incentives/ Motivation for improvement (ties to Performance/Objectives)? (3J7B)
- Barriers to Improvement? (3J7C)
- Options for initiating impovement (e.g., overcoming barriers)? (3JFO)
- Ways to engage management (organization and higher)? (3JFP)
- Prepare breakout report(ideas/ recommendation for initiating and sustaining Improvement; ...for engaging management support (3JFQ)
Background Discussion Questions (draft 3/27/07;updated 4-9-07) (3IVY)
- Please describe process improvement in your organization: - activities? - level/priority of management support? - current responsibilities for process improvement? (3IVV)
- Is there a connection with other organizations (support, customer, partner) in which process improvement is, or should be, a factor? (3IVW)
- How do you see your organization benefiting from process improvement? (3IVZ)
- What barriers currently exist to process improvement? (3IW0)
- What incentives do organization managers currently have to engage in process improvement? (3IW1)
- Are there any organization performance issues that could be linked to process improvement? (3IW2)
- What opportunities do you have to influence process improvement in your organization? (3IW3)
- Are there any opportunities to engage higher level management to support process improvement ? (3IW4)
- What time frame or schedule would you need to act on (e.g., related to budget or performance reviews) to have a positive impact on process improvement? (3IW5)
- Is there anyone in your organization that could support your efforts for a process improvement program? (3IW6)
- What kind of support would be helpful from the CIO? (3IW7)