from Bridgett Garchek

1. Relating Baldrige and PRM
2 Strategic Outcomes
Strategic
Planning
1
Leadership
Leadership
Leadership Mission and Customer
Triad
Business Results Results
3
Customer and
Market Focus
Processes and
Activities
6
Process Human Other Fixed
Management Technology
Capital Assets
7
Results Triad
Results
5
Workforce
Focus 4
Measurement, Analysis, and Knowledge Management
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2. Measures Overview
Measures Overview
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3. Coast Guard Measurement
CG-0931 Goal: Integrate measures
development with the enterprise
architecture business & performance
management framework.
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4. Today’s EA: Urban Sprawl
• Bottom Up development of the systems & the business
• Overlapping and/or incongruent delivery
• Not aligned with corporate strategy
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5. Tomorrow’s EA: Urban Planned
Enterprise
Strategic Metrics
Management Performance Metrics
Process Performance Metrics
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6. Urban Planning & Measurement
Enterprise Strategy Defined: Aspirations, Plans, Stakeholders
Enterprise
Strategic Metrics
Business
Units
Management Performance Metrics
Business
Functions
Process Performance Metrics
Business
Process
 Metrics: Defined Performance Dimensions and Key Performance Indicators
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7. Overview
• Definitions
– Enterprise Measure
– Informal Measure
– Tiers
– Roles & Responsibilities
• Process
1. Develop Request
2. Program Review
3. Measures Team Review
4. Implementation
• Enterprise Architecture & Performance
Logic Models
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8. Enterprise Measures
• What is an Enterprise Measure?
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9. Enterprise Measure
1. Measure has a program sponsor and policy governing its
purpose, standard/s and business rules
2. Measure is critical to understanding the performance
logic that relates Coast Guard key outputs to outcomes
and demonstrates activity/process efficiencies.
a. Measure aligns with Coast Guard Enterprise Architecture
(CGEA) business logic and performance logic models (CG
Unified Performance Logic Model (UPLM))
3. Data to populate the measure is drawn from an
authoritative, certified and accredited (C&A) enterprise
system
4. Measure promotes improved effectiveness and efficiency
and is commensurate with a high service-wide return on
investment (ROI) (cost effectiveness)
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10. Informal Measure
• If a measure does not meet all four
elements of the Enterprise
Measure criteria, it shall be
considered an Informal Measure
• CG-0931 manages Informal
Measures because they generally
have associated data and influence
decisions in the workplace
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11. Enterprise Standard Measure
• 3 Tiers:
– Tier I: Reported outside the Coast Guard;
Measures have significant influence on
national outcomes or pervasive influence
over CG work processes
– Tier II: Measures designed to link activities
to the programs outcome
– Tier III: Measures designed for monitoring
internal program performance
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12. Examples
Tier I Tier II & III
GPRA Reports
Program Management
Reports
Congressional Justifications
and FYHSP Report
Acquisition Program
Baselines
Exhibit 300s and 53s
Periodic Reporting
Congressional Testimony
OPAR
GAO Evaluations
Other
ExpectMore.gov (PARTs)
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13. – Measure Requester
• desires to implement a new measure or
change an existing measure
– Program Manager (measure owner)
• defines, maintains, evaluates, and articulates
program goals and program and system
requirements through the development of
program doctrine, policies, and associated
concepts of operations, including operational or
end user training requirements
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14. – The Measurement Steward (CG-0931)
• provides enterprise measure oversight
authority, access, and configuration and
change management
– The Enterprise Measures Matrix Team
• Headquarters representatives responsible for
enterprise measurement management
oversight
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15. Measures Organization
VIEWS
FILTERS
– Facet
– Formal
• People
• Enterprise
• Equipment
• Community
• Supply
– Informal
• Training
• Infrastructure
• Information
– Populated (Y/N)
• Activities
– Archived (Y/N)
• Outcomes
• Goals
– Performance Reference
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16. Process Overview
Process
•
1. Develop Request
2. Program Review
3. Measures Team Review
4. Implementation
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17. Measures Process
Figure 1-1: Measures Request
Define the
Submit the
Does an existing measure clearly,
equestor
Measures completed MT to Coordinate with PM
measure meet the NO using the
Requirement Steward via Chain and Steward to
need? Measures
of Command implement the
Template (MT)
measure (go to
Figure 1-3)
R
Use existing
YES
measure
NO
NO
Advise
Characterize
Requestor
measure as Is the MT
of status Is the measure
NO
INFORMAL (go YES accurate and Review MT
ard
unique?
complete?
to Figure 1-2) Coordinate with
Requestor, PM and
Stew
YES
OSC to implement
Submit MT to Does the measure Validate measures the measure (go to
Program Manager YES meet Enterprise entry into Figure 1-3)
for approval Measure criteria? Measures
Repository (MR)
anag (P )
er M
Coordinate with
Program
Requestor and
Is the measure Steward to
YES
NO YES
approved? implement the
measure (go to
Figure 1-3)
M
Is the measure data
Build a data
currently collected by
collection strategy
USCG
easures M trix
NO, Requestor & PM make on -the-spot changes
a
YES
Team
Submit
NO
Is the measure
Review MT requirements
approved?
to CIO
NO
M
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18. The Process (cont’d)
1. Measures Request
– Requester should coordinate with:
– Steward and Program Managers
– Chain of Command
– Like-type organizations
– Come in using the Measures Template via:
– OSC Hotline or Customer Support (A help ticket is
generated and comes to CG-0931)
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19. The Process (cont’d)
1. Program Review
• Steward
– Ensures complete, accurate & unique
– May determine measure to be Informal
• PM
– Confirms policy
– Unifies effort of like-type organizations
2. Team Review
• Approval
• Data collection strategy
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20. The Process (cont’d)
1. Implementation
Figure 1-3: Measure Implementation
NO, Steward makes appropriate changes
S w rd
Advise Steward Does Steward Measure
te a
Measure Approver Approver approve Clarify measure
of MR entry measure?
YES
Is measure clear and
NO
complete?
Measure
Implemented
OC
S
Ensure MR entry Request data from Developer
is clear and YES authoritative Data enters EDW SCR Created approves measure
complete source in MR
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21. Coast Guard Measurement
CG-0931 Goal: Integrate measures
development with the enterprise
architecture business & performance
management framework.
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22. Today’s Measures: Urban Sprawl
• Too much focus on Bottom Up reporting of performance measures
• And the measures are not always what your CEO or senior managers care about
• Need to align with corporate strategy
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23. Enterprise Measures
• How do we manage them?
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24.  One Source  One Answer  One Coast Guard 

25. CGBI 2.0
CGBI 2.0
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26. How it works
ALMIS
AMVER
AOPS
AUXDATA
CASP
CG Central
CSD
CG Help
DENCAS
CGBI
Direct Access (DA)
EDW CGBI
FLS
HMIS
Homeport
TMT
MISLE
MMLD
MRRS
NESS
SANS
SAM
Legacy System Data
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27. What’s old?
• CG Central Tabs
– Executive Scorecard Portlet
– My Unit Portlet
– My Readiness Portlet
– Analytics TAB
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28. What’s new?
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29. What’s new?
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30. What’s new?
• Faster
– Response
• Cleaner
– Interface
• Better
– Search
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31. Accessing CGBI
CGBI provides the following views:
– Enterprise
– Unit
Personal
– Toolbox
– Help
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32. CGBI Search
• Allows a user to search for a specific
item.
• Searches for the following:
The exact phrase entered
• Each word of the phase entered
Anything that sounds similar to the phase.
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33. CGBI Search
Results are
broken down
by result type
(person, unit,
measure,
cube/report)
• Focuses on the
group with the
most results.
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34. Common Functionality
Provides the ability to create a bookmark.
Provides the ability for a user to view user specific
information, set their default view/position, and
view interface bookmark details.
Informs users of overall system notices that are
informational and not related to specific products.
Launches CGBI Online Help system
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35. Common Functionality
Provides the ability to Print, Export to Microsoft
Excel, or Export to PDF.
Provides the ability to view details on measures or
products.
Informs users that CGBI is experiencing problems
with that specific area/product.
Provides the ability for users to send feedback
regarding CGBI.
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36. Importance of the Icon
Product Details provides users with a
wealth of information about that
specific product:
At-A-Glance (Name, Detailed Description, Refresh
Rate, and Data Sources with automatic alerting)
– Get Assistance (Specific Contact, CGBI Online
Help, and OSC Customer Support)
– Related Content
Analytical Data (Included Measures,
Facts/Dimensions, and Data Filters).
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37. Importance of the Icon
Product
Details
Example
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38. Importance of the Icon
Measure Details provides users with a
wealth of information about that
specific measure:
At-A-Glance (Short Name, Full Name, Measure
Number, and Detailed Description)
– Get Assistance (CGBI Online Help and OSC
Customer Support)
– Related Content
In-depth (Algorithm, Standards, Description,
Bands, Targets, and Exceptions).
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39. Importance of the Icon
Measure
Details
Example
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40. CGBI Online Help
Can be accessed in four places:
By clicking the CGBI Help view
– By clicking CGBI’s – located under Get
Assistance.
CG Central’s Global Toolbar
– By clicking the CGBI Help program on the
CG Analytics tab.
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41. CGBI Product Lines
Views
Enterprise
– Unit
– Personal
Toolbox
– Help
Cubes
• Reports
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42. Enterprise View
Contains the following:
Executive Summary Tab
– Executive Details Tab
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43. Enterprise View
Provides the ability to view an overall summary of
Coast Guard Measures or view the details on user
selected measures.
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44. Executive Summary Tab
Provides the user the ability to
interactively select and view
measures by All Coast Guard,
Districts, and Sectors for a specified
time period.
Users can view details for a point in
time on the graph line or hover to
display a single line on a graph.
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45. Executive Details Tab
Provides the
user with the
ability to
create their
own graph of
up to four
measures
View unit specific details and also compare against
All CG and Sublevels.
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46. Unit View
Contains the following:
People Tab (default)
– Training Tab
– Equipment Tab
Infrastructure Tab
– Cube & Report Groupings (All Cubes & Reports
is the default)
NOTE: Click to view tab information for other
departments.
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47. Unit View
Provides a user with their unit related information
and access to Cubes & Reports.
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48. People Tab
Provides the following details for
Human Resource
information/measures:
Standard Color Indicator
– Current Count/Percentage.
– Trend/Graph – displays a trend arrow and
provides the ability to launch a graph displaying
the trend.
Detail - links to categorical information for each
individual in the selected Unit.
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49. Training Tab
Provides Person, Position, and Unit
Based training information such as:
Competencies
Tasks
–
– Training
Education
–
– Aviation Proficiency.
NOTE: Only Competencies in the Competency Dictionary are
displayed.
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50. Equipment Tab
Includes resource information on
CASREP(S), Capacity,
Target/Resource Hours, POTF, and
MTTF.
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51. Infrastructure Tab
Provides the following information:
Condition Index
– Real Property Facility Number (RPFN)
– Name
– Mission
Dependency
Index (MDI) –
Descriptive
and Update.
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52. Personal View
Contains the following:
– Compliance Tab (default)
– Skills Tab
– Cube & Report Groupings (My Cubes & Reports
is the default)
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53. Personal View
Provides a user with their readiness related
information and access to Cubes & Reports.
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54. Personal View
• Improvements…
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55. Compliance Tab
Provides
personal
compliance
and
deployability
status/details
for Military
and Civilians.
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56. Skills Tab
Available in categories:
My Skills
– My Pipeline Skills or Civilian Resources
– Official Passport
– My CPRL Assignment
– My Info.
NOTE: Only Competencies in
the Competency Dictionary are
displayed.
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57. Toolbox View
Provides a user with links to launch the
following tools:
– PAA - Personnel Allowance Amendment (PAA)
reporting tool used to monitor and report on
personnel position related data.
– Enterprise Data Catalog - An EDC search tool to
locate and determine availability of Coast Guard
enterprise data.
– Measures Repository - Measures and standards.
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58. Help View
Provides a user
with the ability
to:
Launch the CGBI Online
Help system
– Submit a Help Desk
ticket
– Launch the
CG Analytics tab in
CG Central to view the
CGBI channels
– View Customer Support
contact information.
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59. CGBI Cubes & Reports
Provides preformatted reports and
cubes to extract and display data in a
dynamic, multidimensional format.
• Ability to select from multiple
groupings:
All Cubes & Reports
– Related Cubes & Reports
– My Cubes & Reports
– System Cubes & Reports.
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60. Cube & Report Icons
Click the to expand/collapse a
grouping
Cubes are distinguished by this icon
• Reports are distinguished by this icon
– If more than 1 cube/report is available per
category, the following screen will display your
choices:
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61. Cube & Report Common Functionality
Click the to expand cube/report
additional functionality:
Launches Product Details screen
Provides the ability to bookmark cubes and
reports in Internet Explorer Favorites by clicking
the icon.
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62. Cube & Report Common Functionality
Provides the ability to add cubes and reports to
the My Cubes & Reports grouping by clicking the
icon.
Provides the ability to remove cubes and reports
from the My Cubes & Reports grouping by
clicking the icon.
NOTE: The removal icon will only appear under the My Cubes & Reports
grouping.
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63. CGBI Reports
Available in the following types:
Static
– Dynamic.
NOTE: Data is refreshed nightly.
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64. Static Reports
Pre-filtered and pre-processed
reports built for a specific set of
departments, communities (generally
by Area or District), or enterprise
data system type.
Preformatted and printable.
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65. Dynamic Reports
Dynamic Reports provide multiple
output formats:
Output (HTML, PDF, Excel)
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66. Dynamic Reports
Dynamic Reports provide customizable
filters, such as:
Report View (Department or Individual summary)
– Organization Level/Department (COMMANDANT,
CG LANTAREA, CG PACAREA, and so forth)
– Employee Sources (Active and Reserve).
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67. Dynamic Reports
There may be more than 1 page of
filters available.
Run Report/Finish can be clicked after
all required filters have been selected.
• May generate slower than Static
Reports due to use of multi-layered,
custom filters.
• Displays CGBI information in a
printable file format.
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68. CGBI Cubes
Dynamically extract, compile, and
display USCG information.
Presented in a multidimensional format
according to mission, organization, and
enterprise data system and/or
department type.
• Use a variety of interdependent filters
to drill to the specific type and level of
information needed.
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69. Cube Toolbar
Provides the ability to display or remove the graph
gridlines.
Provides the ability to display graph data in chart
format.
Provides alternatives to the way the cube
information is displayed. The Options Menu
includes: Display Options, Edit Title, Split View, Get
Data Later, and Reset.
Provides the ability to switch the rows and columns.
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70. Cube Toolbar
Provides the ability to add or remove rows, columns,
and/or specific dimensions from the display.
Provides the ability to insert a custom calculated
column or row using the displayed data.
Provides the ability to add ranks to a report so
categories can be compared against each other.
Provides the ability to hide columns and/or rows in a
cube which contain nothing but zeroes or N/A (Not
Applicable).
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71. Cube Toolbar
Provides the ability to remove rows and/or columns
whose absolute values do not contribute to the top
80% of results.
Provides the ability to automatically highlight
exceptions that stand out in a report or crosstab.
Provides the ability for a user to define exceptions
that stand out in a report or crosstab and their
formatting.
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72. Cube Toolbar
Provides the ability to create a defined group of data
in a dimension.
Provides the ability to view detail data that may not
be available in the cube.
Provides the ability to export cube data in various
formats or prepare an IE bookmark
Provides the ability to access to Online Help, Search
Capability, and General Information about the cube.
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73. i
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74.  One Source  One Answer  One Coast Guard 

75. CGBI Questions/Help
• For Questions, Concerns, Enhancement
Requests, and so forth please contact
OSC Customer Support (Help Desk):
– Hours: Monday – Friday 6:30 to 18:30 EST
– Phone: 877.USCG.SYS (877.872.4797) or
304.264.2500
– Web Form: http://csd.osc.uscg.mil/cghelp/
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76. “Urban Planning”
Enterprise Strategy Defined: Aspirations, Plans, Stakeholders
Enterprise
Strategic Metrics
Business
Units
Management Performance Metrics
Business
Functions
Process Performance Metrics
Business
Process
 Metrics: Defined Performance Dimensions and Key Performance Indicators
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77. Measuring the Real Drivers
of Business Value
Best Practices:
2. Collectively exhaustive and mutually exclusive
Corporate
Financial Metrics
Business
BU 1 BU 2 BU 3
Units – P&Ls
KPIs
KPIs KPIs KPIs
KPIs KPIs
Business Marketing Operations Marketing Operations Marketing Operations
Functions
Key Performance Indicators
Key Performance Indicators Key Performance Indicators
Business
Op. 1 Op. 2 Op. 3 Op. 4 Op. 5 Op. 6 Op. 7 Op. 8 Op. 9
Operations
Let's look at an example of a metrics that meet these criteria …
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78. Business Intelligence linked with
Performance Management
0 1 2 3 4 5
Acknowledge Enterprise
Intraprocess
Process Agile
Interprocess
Operational Valuation
Automation
Aware Business
Automation
Inefficiencies Control
and Control Structure
and Control
BI Continuum
Measure Decide Align Optimize Discover Innovate
Analyze Align process
with market
alternatives driven
strategy.
by various
optimization
Model and techniques in
Establish Create a
analyze process Directly link real time. business Innovate new
business governance. process performance businesses,
processes. model and framework that
products and
Craft process
rules to links business
Measure
services through
automation and
execution. valuation to
and monitor Identify
an agile business
control across process
process
business
structure.
the enterprise, execution.
owners.
activities. Integrate customers and
activity-based trading partners.
accounting with
process steps.
Generally, where we are today
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79. Performance Management
• Performance Management - A
fact-based
approach to assessing, planning,
and monitoring the controllable activities
performed within the organization.
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80. FEA as related to USCG
FEA Model
DHS Model
Program
Performance Performance Performance
Mission Goals Objectives Programs Performance
Measures Targets Results
Goals
Coast Guard Model
http://cgea.uscg.mil/Pages/Default.aspx
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81. Enterprise Architecture
• Business Reference
Model
– What we do
• Performance
Reference Model
– How we do it
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82. Basic Performance Logic/
Reference Model (PRM)
OUTCOMES
OUTPUTS
GOALS
PROCESSES
Activities
•
Tasks
•
INPUTS
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83. Terms of Reference
• Input – Any items required to perform a task
• Process - A series of time-based activities that are linked to
complete a specific output.
– Activity - Work performed by people, equipment, technologies, or
facilities
• Task - The breakdown of work in an activity into smaller elements
• Output - A product or service desired by a customer that is the
immediate result of an activity. Outputs influence outcomes.
• Outcome - The public benefit which the Coast Guard seeks to
achieve or influence.
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84. FEA PRM
Strategic Outcomes
Outcomes
Mission and Business Customer Results
Results Outputs
•Customer Benefits
•Services for Citizens •Service Coverage
•Support Delivery of Services •Timeliness & Responsiveness
•Service Quality
•Management of Gov’t Resources
•Service Accessibility
Processes and Activities
•Financial
Processes
•Productivity
•Cycle Time and Timeliness
•Quality
•Security & Privacy
•Management & Innovation
Technology
Inputs
Human Other Fixed
•Technology Costs
•Quality Assurance
Capital Assets
•Efficiency
•Information and Data
•Reliability & Availability
•Effectiveness
Value
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85. Relating the BRM and PRM
PRM
BRM Strategic Outcomes
Business Area
Service for Citizens: Mission and Customer
Maritime Safety Business Results Results
Line of Business Processes and
Activities
Commercial
Vessel Safety
Response
Technology
Human Other Fixed
Capital Assets
Sub-function
Investigate
Accidents
Value
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86. USCG Unified Performance Logic Model
(UPLM)
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87. USCG Unified Performance Logic Model
(UPLM)
Mission Execution PLM
+ Support PLM
_____________________
Unified Performance Logic Model
OPERATIONAL SUPPORT
The intersection of the two models =
Requirements & Capability
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88. USCG UPLM Basic
Execution
Mission
Requirements
SUPPORT &
Capability
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89. UPLM Basic Details
GOALS
(External)
OUTCOMES
(External)
Operational
OUTPUTS
Operational
PROCESSES
Activities
•
Tasks
•
INPUTS
PROCESSES
OUTCOMES
(Readiness)
SUPPORT
OUTPUTS
•Activities
(Internal)
(Internal)
INPUTS
GOALS
•Tasks
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90. Comments & Questions
Comments & Questions
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