The Many Architectures in Enterprise Performance

Architectures in Enterprise Performance

Or in Enterprise Process Performance Improvement – EPPI. That’s my version of PI, HPI, HPT, etc. Organizational Performance – performance sustainment and/or improvement – by any name. That’s what it’s all about (with apologies to the Hokey Pokey lyricists).

Architecture – a word sometimes synonymous with Engineering – what Gilbert called (Human) Behavior Engineering (see his B.E.M. – Behavior Engineering Model in the classic book “Human Competence” – 1979) – suggests a science (or should suggest that) and EBP – Evidence Based Practice – and not adoption/adaptation of current fads and snake oil/foo foo.

In my view there are/can be “architectures” in/for…

  • the Organizational Structure
  • the Processes
  • the Environmental supports that enable performance
  • the Human/People enablers of performance
If one is to call oneself an “architect” – as in Learning Architect – I would expect to see some semblance of engineering in “how one does what one does” in going about setting up a “Greenfield Operation” where nothing existed prior,  or when addressing problems and/or opportunities in the existing Performance Context. But sadly – I do not.
Now, before going on, my advice regarding my language – and graphics – “adopt what you can, and adapt the rest” – as appropriate to your context.

The Human/People Enablers of Performance

I’ve always been a “Process Kind of Guy” – even before entering the Performance Improvement Biz in 1979.

In my models – and many have their own models – for the human enablers – I categorize “what the humans bring to the process” using the following…

  • Awareness, Knowledge, Skills
  • Physical Attributes
  • Psychological Attributes
  • Intellectual Attributes
  • Values

Most all of my models have “been liberated” from others – adopted and adapted – and can be generally credited to the Crowd of NSPI (now ISPI) back in the day – 1979-through-the early 1990s. That Crowd “borrowed/liberated” each others’ models liberally, so to speak, and I have done the same.

An early view of my sense of architecture in the Learning Space is captured and preserved in this page from a 1984 article in TRAINING Magazine…

Note that the “Measures” in the “architectural” graphic can link back to any level of the elements in the Performance Hierarchy on the left – and should be done appropriately – and not just linked to them all – just because you can.

This is from the first published reference to Curriculum Architecture (other than in my firm’s – at the time – Quarterly Newsletters). If you’d like the published article (6 pages) or what was originally submitted (30 pages)…here they both are…

CAD – Training Mag – 1984 – 6 page PDF – the first publication about Curriculum Architecture Design via a Group Process – published in Training Magazine in September 1984. Original manuscript (30 pages) – How to Build a Training Structure That Won’t Keep Burning Down.

In this next graphic below – I add Awareness to Knowledge/Skills – which came about when my Analysis Design Team (at Illinois Bell in 1990) worried that labeling anything as requiring a Knowledge level in the depth of coverage – would result automatically in a 2 hour module when only 5 minutes would really be needed.

So I suggested we label those “quickie” items “Awareness” as their signal to those downstream who would create Content “not so fast bub with the everything is a 2-hour module” kind of nonsense way-too-prevalent in the Training Biz – necessitating the name change from Training to Learning after Senge’s book (The Fifth Discipline) gave us some new buzz words to align to – IMO.

That was just one of many examples I have come across with my clients – and some of the silly/stupid stuff we in the Training Biz have done to our clients and ourselves – as too many that came before us hoisted themselves and those of us who followed – up on our own petard – so to speak.

Or in the parlance of the day: Boom!

But I digress.

The Architectural Building Blocks of Performance Competence

Customers lead the definition of requirements – but don’t have the last say on products and/or process Requirements. There are many Stakeholders, including the Customers (and the Customers’ Customers’ Customers….).

And my apologies to those who use Skills/Knowledge versus Knowledge/Skills. I personally like to start at the beginning of a process – and in my view (and yes, many have “other” views) Skills come after Knowledge – and Awareness comes before that – as in the graphic above – and in my mind.

My “Big Picture of EPPI” Graphics

Side 1

This is where I attempt to convey the scalability of the Performance and Enabler Data – useful if you are using an ERP System.

Side 2

Where I refocus on Process/Performance – and those Stakeholders – and the upstream Providers of the Enablers – for your analysis/diagnostic needs – and for your re-design/re-architecting needs.

There is an architecture for each variable in the model above.

Not just a Curriculum Architecture/Learning Architecture – which BTW – includes Instruction “AND” Information – for use “In the Moment of Need” (via Performance Aids/EPSS/etc.) and/or “Before the Moment of Need” (via Training- Self-Paced, Group-Paced or Coached, etc.)

As it always has.

A Book on Business Architectures From 1994

The Quality Road Map

That cover graphic – is my and my partners/co-authors’ view of a Business Architecture – that was also detailed out in our firm’s brochure from back then…

Click on the graphic for a larger size – and/or to copy.

This was our model-set for approaching Performance Improvement – and Instruction and all of the other variables and their Provisioning Systems – as we conducted analysis and design activities – for our client’s ROI.

My Latest Book on Analysis of the Process and Its Enablers

If this “architectural perspective” is of interest to you – you might be interested in my 2011 book:

Analysis of Performance Competence Requirements

This book is part of a Six Pack – intending to provide details on “how to” go from Training to performance-based Training – to Performance Improvement Consulting – whether you feel a need to change the name of your department/function – or not.

The PACT Processes for T&D/ Learning and KMS – are performance-based – and lead smoothly – to EPPI for Performance Improvement.

All 6 books are available as Kindles ($15 each) and Paperbacks ($20 each).

For more info about these books, or to order, please go – here.

Caveat Emptor

Many are claiming to be Architects in many of these Domains – the Domains that impact Organizational Performance.

Caveat Emptor.

What does their language and imagery contain?

Do they seem to think and present in a language of engineering and/or architecture?

That would be your first clue.

And Finally…

And for those of you celebrating the USA’s Independence Day today/this week – be safe and have a great holiday!

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