Part 2 of 12 – My 12 Boxes for Leveraging Enterprise Process Performance Improvement

Re-Introduction to the Series

Note: This series started with this post on November 15, 2013.

In this 12 part, monthly series I will explain my starting mental template for conducting analysis of a organization, function, department, process, practice, team, job, role, etc.

It’s IMO all about – the Process – meeting Stakeholder Requirements – and that requires that all of the enablers of Process be adequately in place. If not, something suffers. Or, the Process was robust to that enabler not being in place adequately, and there was no effect, or maybe just a smaller effect.

For – in my model – “a Process” is simply a “Paper Process” – until resourced – and put into place.

In my model those Resources are of two major types: Human Assets and Environmental Assets.

Assets = the stuff needed by the Process to produce Products to meet the Stakeholder Requirements of both their downstream customers second, but of their own Stakeholders first.

My mental model, that itself is at just one level in my set of analysis and design Mental Templates – that I typically adapt, if/as needed for my current application – is this … a core model …

The EPPI 12 Boxes Model of Enterprise Process Performance Improvement 

EPPI Fishbone v2012 - 1- The Process

In my EPPI Fishbone (with a tip of the hat to the Ishikawa Diagram) there is the Process, and then there are the enablers of that Process.

The Process itself is key – and then how well it is resourced with the Required Enablers is next. So start with the Process – and it’s Requirements and Successes and Gaps – and then look to the Enablers.

In my version – Humans on the top spine and other, non-human enablers on the bottom spine.

Your version my vary.

Rocking Around the EPPI 12 Box Model Clockwise: A/K/S

A/K/S = Awareness, Knowledge and/or Skill.

New employees need them all, eventually, and how you ramp them up affects effectiveness and efficiency of the Learning to Performing effort. But incumbent employees sometimes need new A/K/S due to some change and/or discovery of what works best or better, or situationally.

All of that can be derived by understanding the Performance Competence Requirements.

Performance Competence graphic

New employees, as we said, need to acquire all of the A/K/S required to enable them to perform on the job.

That happens due to the Recruiting/Selection system, the Training/Development system, and the inform, social learning that can happen via structured and/or unstructured peer and management and supplier and customer interactions – on the job.

They need it all.

Sometimes they – the incumbents – simply need an awareness level of the topic/task. That might be sufficient based upon their prior knowledge, which is tricky of course, to not over-generalize….

So we expect the need of new hires, and perhaps should suspect/inspect the need for incumbents.

That’s where an ISD Analysts slips into our super hero, Performance Analyst.


Back to A/K/S

At other times people need a deeper knowledge than just a general awareness.

And at other times they need a new skill.

And those As and Ks and Ss required are often needed in a diverse set of Performances, or Performance sets – that I call Areas of Performance… AoPs…

Look at the boxes – the AoPs – the Areas of Performance – the chunks of a manager’s job… and think about one type of A/K/S – sasy in a legal… law/ regulation/ code/ contract setting… in each of the boxes/chunks of that job…

EPPA - Building Block View - Department

What A/K/Ss could be shared and where across the many different managers in the Enterprise – which is the intent of models such as this one above – after any appropriate adaptation?

In my PACT Processes for T&D/ Learning/ Knowledge Management – I use 17 Categories of A/K/S – usually stated simply as K/S – Knowledge and Skill… see this next graphic.

K-S Categories

Then we – a facilitator and a group of Master Performers – capture it on a K/S Matrices – a Matrix from PACT – that BTW – is just one of several Enabler Matrices in my overall EPPI methodologies – where we look beyond A/K/S to all of the other enablers.

Each K/S Item on the K/S Matrices was systematically derived – and not simply brainstormed.

Brainstorming might be quite appropriate for some situations, but if not systematic in its application may lead to parftial results

And that might be a problem, to have partial insight to the nature of a Problem/Opportunity.


Folks who work in that Enterprise space that is sometimes known as Training or Learning, etc., need to appreciate and act according to the reality of all of the other enablers  affecting Performance.

Staff, Managers and Executives – care about it all.

Perhaps the solution you are working on is not the right one. Perhaps something else needed to be done before your efforts, or in conjunction with your efforts, or driving your efforts.

Perhaps what you are working on is not the variable at the single root of the Problem/Opportunity.

And THAT’s what it’s all about.

Getting to and addressing that.

It’s inherently complex.



My 2011 book 6-pack covers my ISD to PI – Instructional Systems Design to Performance Improvement – concepts, models, methods, tools and techniques (other then the databases).


More info about these 6 books and others – is available on this site – here.

There are many other free books and publications and presentations and Video Podcasts and Audio Podcasts – on this, all of it – and aspects of it, in the Resources Tab.

Next Month

… on the 15th, we’ll cover another of the 12 Boxes of EPPI…

On the EPPI Fishbone… with a “hats off” to The Ishikawa Diagram.

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One comment on “Part 2 of 12 – My 12 Boxes for Leveraging Enterprise Process Performance Improvement

  1. Pingback: Part 13 of 12 – My 12 Boxes for Leveraging Enterprise Process Performance Improvement | EPPIC - Pursuing Performance

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