Performance Management Presentation

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Performance Management Presentation
Manage Policy and Program Assessment for the
Delivery of NIH Owned and Leased Facilities
Team Members Division of Policy and Program
Assessment Farhad Memarzadeh, Sheri Bernstein,
Reza Jafari, Robert Henry, Mike Shaw and Clarence
Dukes 21 January 2004
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Overview and Contents

• Background on DPPA
• PMP Template
• Value proposition and strategy
• Performance objectives and measures
• Customer Perspective Critical Measures
• Project Review Board (PRB) reviews that meet due
  dates
• Customers attending training
• Internal Business Process Perspective Critical
  Measures
• Qualified Projects using Earned Value Analysis
  (EVA)
• Learning and Growth Critical Measures
• Training hours related to EVM and related
  professional development
• Financial Perspective Critical Measures
• Unit cost for DPPA discrete service
• Conclusions

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Background on DPPA

• DPPA resulted from the re-alignment of the Office
  of Research Services.
• Its Mission is to responsibly execute the public
  trust by management and development of policies
  and procedure to help achieve the best value and
  quality at all levels of project design,
  construction, commissioning and operations within
  the Office of Research Facilities (ORF )
• DPPA consists of Policy and Quality Assurance
  Branches.
• DPPA strives to provide tools for efficient and
  effective delivery of NIH real property.

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DPPA Performance Plan FY 04 FY 05
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DPPA Performance Plan FY 04 FY 05
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Strategy Mapping Conclusions and Actions

• Strategy Mapping revealed our Strategic
  Objectives should be goals within DPPAs span of
  control. This means the team must focus on those
  activities that directly contribute to
  successfully accomplishing the long term
  objectives that benefit our first line customers
  the Project Officers and Project Managers.
• We modified our PMP to reflect this approach.
• Strategy Map Analysis
• DPPA will be successful if it C1 Increase
  customer satisfaction . Accomplishment of this
  goal relies on the internal business processes
  objective IB1 Improving best value analysis
  throughout design and construction of
  facilities. The capacity to improve the best
  value analysis is dependent on the ORF project
  services community becoming Experts in best
  practices for project analysis and quality
  assurance.

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Customer Perspective Critical Measures
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PERMITTING PROCESS
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Objective C2. Improve availability and
reliability of guidance and expertiseObjective
C3. Our customers are familiar with the
Guidelines Measure PRBs meeting Review
Schedule Measure Scheduled customers
attending training
Critical Measures
Notional Data Actual To be reported in FY 04
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Customer Scorecard Methodology

• FY 04 will be the first year DPPA schedules a
  Customer Satisfaction survey. The intent is to
  determine how well DPPA is delivering on its
  primary mission of providing the expertise,
  practices, tools and guidance that helps project
  officers monitor and measure project status.
• Our plan is to measure customer satisfaction two
  times each year.
• Our audience will include project officers plus a
  sample set of AE professionals from the
  Contractor community who are on the job.

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What will we learn from this Customer data?What
actions will it indicate we should take?

• Data Analysis will indicate several possible
  conditions
• The estimate of time to perform reviews may
  require new time frame.
• A lack of available resources to perform
  reviews could be over utilization of the
  professional staff or inefficient
  prioritization of tasks.
• More training in the overall review process
  may be required.
• Some projects require different levels of
  professional resources may indicate need to
  realign resources.

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Internal Business PerspectiveCritical Measures
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Objective IB2. Improve Best Value Analysis
Measure IB2.1 of Qualified projects using
EVA
Notional Data Actual data To Be reported in FY
04
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SAMPLE S-CURVE TRACKING SCHEDULED VS ACTUAL
EXECUTION GOALS
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What will we learn from this Internal business
process data?What actions will it indicate we
should take?

• If behind on the goals then it will show us
  where we need to change.
• Indicate where more analysis is necessary to
  reduce risk on project falling behind schedule or
  exceeding budget
• Indicate the ability of the organization to
  adopt the new methods and procedures for
  implementing EVA on qualified projects.
• Risk Management Tool

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Learning Growth Critical Measures
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Objective L1. Be experts in best practices for
project analysis and quality assurance Measure
L1.1 Training hours for assessment and
interpretation of EVM and related professional
development courses (Notional Data - Actual to
be Provided in FY04)
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NOTIONAL PROJECT HEALTH INDICATOR DASHBOARD
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What will we learn from this Internal L G
data?What actions will it indicate we should
take?

• Identify training needs of the organization
• Identify individual requirements for types of
  training
• Help ID the need for additional training
  resources out source versus in house provider
• Act as a roadmap for the future show where we
  need to go.
• Help establish the budget necessary to provide
  requisite training.

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Financial Perspective Critical Measures
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NOTIONAL DATA FOR REPORTING TIME BY COST ACCOUNT
DPPA Time Card Report
1.1 RNU 13
1.6.3 ADMS 23
1.2 VAR 1
1.3 TRKG 11
1.6.2 SPCM 2
1.6.1 PROJS 12
1.5 SPECS 1.5
1.4 DEVN 36
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Objective F1. Minimize unit costs Measure F1.1
Comparison Yr to Yr Discrete Service costs
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What will we learn from this Financial data?What
actions will be indicated?

• Identify the make up of all the costs associated
  with each Discrete Service.
• We help establish baselines of minimum resources
  necessary to produce outputs.
• Indicate how resources should be reallocated from
  one area to another.
• Will help establish a more robust budgeting
  mechanism based on actual throughputs.
• Build actual to budget comparisons for better
  planning.
• Show trends over time.

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Conclusions
Need to thoroughly analyze how the professional
resources are allocated to perform the discrete
services. Our key initiatives for FY 04 and FY
05 Training Policy Development Design-Build
Safety Policy Pre-Project Planning
(PDRI) Post Occupancy Evaluation Guidelines
Building Occupancy EVMS Security Permitting
Process Color of Money Quality
System Manual Portfolio Management New A/E
Selection Form Other Actions Conduct Study to
verify ORF/ORS Training needs