Beginning with the End in Mind
But where to Start?
I’m going to arbitrarily start at Tier 3. Could have started at another tier or level in the hierarchy or network in the enterprise you are focused on.
Tier 3 are the Enablers Required for ideal/ targeted Process Performance – in an Enterprise Context.
That’s where you are going, as a Performance Analyst if you are using my EPPI methods, adopted and/or adapted. EPPI = Enterprise Process Performance Improvement, known by many other names as well, of course, from others.
Thus is where an analyst is headed at some point on their personal continuum from Macro to Micro Analysis, from the big picture down to the finest detail, or vice versa, within a system view, of course. Of course.
But from whence did this come, this Tier 3. What is/are Tier 1 and Tier 2?
And is that all there is? In this EPPI model, method and sets of processes and practices at targeted outputs, most effectively first and then most efficiently second, if it cannot be a tie. And mostly it cannot.
Enablers enable this stuff, this level of the EPPI stuff. Some call these Tasks, some call them Processes, some have a way to examine Practices as integrated into Processes. I use a Performance Model in place of a Process Map – and I can and do make my Performance Model subservient to existing Process Maps, Swim lane or otherwise. But if they don’t exist already, I seldom create them.
There are many free resources on doing analysis at Tier 2 and 3 in the Resources Tab – here – including downloadable audio podcasts, video podcasts, articles published elsewhere and in my firms’ newsletters (PDFs), free book (chapters), etc., etc. Plus the numerous Blog Posts (2100+).
While I started this post at Tier 3 – Tier 2 is really the heart of process and performance analysis IMO, and is for me in my practice, IMP.
Providing the architecture for an enterprise to look at itself, as it is (functional) – but with a process-centricity of those functions. Everyone Aligned. And Focused. And Balanced.
Balanced – in my context here – is too personal a thing for me to easily generalize some truth uncovered in my journey. As a former business owner with a staff from 15-25, I could put my talk to the walk, so to speak. It’s how you expect and enable how clients were to be treated and how staff were to be treated, and how we were to approach getting the work done (process and practices) including submitting our time and expenses with great accuracy, etc., etc.
I could not meet and fund every staff members’ personal learning and career goals. I did for those that were really/really/really required in my shop, my shop of traveling consultants and stay at home production staff, in our Process Performance Context – posted in the past – here.
But at most we would send only one who would be expected to report back EVERYTHING to EVERYONE ELSE, or else… peer pressure… and a teaching/development/learning culture of sharing (by demand by the way). But a performance demanding culture too. Did I mention fun? Here – from a CADDI Crew Halloween Party…
I had to approach Staff Development this way, sending one and then sharing, creating targeted expertise by design, and it was in accordance with what I learned from my AT&T Network Systems client back in the day, O. Wayne Stewart, who taught me and lived the Texas Ranger motto/saying/whatever:
“One riot. One ranger.”
I didn’t just send anybody, in their turn, at outside seminars, etc. I sent those who would do us all the most good… back at the ranch.
It was good to be king back at the ranch to mix my metaphors.
Some of the time, anyway. But I digress.
The Big Picture of EPPI
This my attempt to provide one page that says it all, EPPI-wise anyway.
But wait, there’s more.
There are Stakeholders, including Shareholders.
It is they who set expectations and requirements.
Know them well. Or, oh well…
Because one page/slide/view isn’t enough.
It’s just too darn complex, at the micro level, at the enabler level. Because if you think about it, there more below the surface of any enabler categorization scheme, like mine, here…
And if that weren’t enough, in terms of complexity, there is the Enabler Provisioning Systems.
The Enabler Provisioning Systems.
But Where are The Enablers Enabled From?
From the Enabler Provisioning Systems.
Here is my view of that, yours of course most likely differs… has to differ… think about which organization on your Enterprise’s org chart has responsibility… or shares responsibility for the following…. and then adapt my model to what works for you.
And report back if you will.
Adopt What You Can and Adapt the Rest
And be respectful about whose shoulders you are standing on.
My thanks to my mentors is something I am trying to do – here – in my First Friday’s Favorite Guru series of posts, available the first Friday of each month.
There are many free resources available in the Resources Tab, most are the prior versions of this 2011 updates to my ISD and PI – Instructional Systems Design and Performance Improvement – models, methods, tools and techniques.
The 6 pack of books are available as both paperbacks and Kindles…
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