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J4 Executive Agency RIT Executive Briefing Reinventing The Department of Defense Executive Agent Policy and Process Report on RIT Findings and Recommendations May 10, 2001 Forward

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J4 Executive Agency RITExecutive Briefing

ReinventingThe Department of Defense Executive AgentPolicy and ProcessReport on RIT Findings and Recommendations

May 10, 2001


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Forward

“We must move from a perception of Executive Agents as merely one among many to a shared recognition and acceptance of Executive Agents as the First Among Equals”


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Agenda

  • RIT Charter

  • Why reinvent the Executive Agent program?

  • What needs to change?

  • Keys to success

  • Proposed model for achieving a breakthrough for Executive Agent performance

  • Implementation strategy


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RIT Charter

Reinvent the Executive Agent paradigm in order to:

  • Significantly improve end-user satisfaction

  • Eliminate redundancy where it makes sense

  • Reduce costs of supply

  • Improve cooperation and teamwork across the process


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RIT Charter

Develop recommendations for:

  • Criteria and process for designating new executive agents and validating existing ones

  • Definition of roles and responsibilities across the end-to-end executive agency process

  • Create Executive Agency Policy Directive

  • Redefinition of terms and establishment of a clear, common vocabulary

  • Assessment of existing and “to be” Executive Agent assignments


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Why Reinvent the Executive Agent Program?

  • Joint coalition warfare requirements

  • Shift in Operations and missions…more humanitarian efforts

  • Pressure to reduce non-combat support in theatre

  • Greater reliance on outside contractors and fewer contractors available

  • Budget reductions

  • Changes in doctrine (increasing influence of CINCs..Goldwater-Nichols Act)

  • Reduced infrastructure demanding more reliance on EA designations

  • New Administration

  • Parochialism reduced across Services

  • Decreasing inventories and adoption of new supply chain technologies

  • CINC and Services awareness of this issue

  • Increasing roles of Defense Agencies as potential EAs

  • Increased mandate for cross service integration

    * Effective Executive Agents are critical to ensuring National Military Strategy objectives are met now and well into the 21st Century


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What Are the Problems That Prompt the Need for Change?

  • Lack of a central organization

    • Lack of effective review process

    • Lack of linkage between defense planning and EA process

    • Lack of an accessible, comprehensive list of EA assignments in a central location

    • Lack of DoD policy, responsibilities and guidance

    • Lack of a roadmap to create EA assignments

  • Lack of a clear operational definition of EA (Duties and Responsibilities)

  • Lack of authority to assign and measure EA effectiveness

  • Lack of a clear funding policy to include joint budgeting process

  • Lack of a process to educate all stakeholders of EA process

  • CINCs have Authority and Services have responsibility and funding for resources


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Keys to Making a Executive Agency Effective

  • Mechanism for coordinating and assessing requirements

  • Clear statement of requirements and responsibilities

  • Flexibility to respond to changing conditions

  • Meaningful EA performance measures and the mechanism to provide feedback and ensure performance improvement

  • Full resources to the Executive Agents

  • Inclusion of suppliers in operations plans and process planning


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Model for Executive Agent Effectiveness

Clear and distinguishable definition for Executive Agents

Consensus Mission

Standard performance requirements tailored to each EA mission

Balanced Scorecard

Documented steps; defined roles and responsibilities; and clear Decision Authority

Disciplined End to End Process

Resources, systems and sub- processes aligned and integrated to support EA execution

Supporting Infrastructure


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Executive Agent Definition

A DoD component assigned a function by the Secretary of Defense to provide defined levels of support for either operational or administrative missions that involves two or more organizations. This assignment is non-transferable and remains in effect until revoked. The exact nature and scope of authority delegated must be stated in the document designating the EA.


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Executive Agent Mission

To provide defined levels of support for both operational and administrative missions that involve two or more organizations where efficiency and or effectiveness gains must be achieved


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Criteria for Executive Agent Assignment

Efficiency is defined as:

  • Common tasks where economies of scale in providing goods/services can only be accomplished through assignment of single point responsibility and authority.

  • Everyone can do it, but only one can coordinate and deliver more efficiently than everyone doing it alone”.


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Criteria for Executive Agent Assignment

Effectiveness is defined as :

  • Common tasks where capability to perform mission critical requirements, can not be duplicated without great expense and or risk.

  • “Everyone needs it but only one can do it at the level of performance required”.


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Criteria for Executive Agent Assignment

  • EA assignments are designated based on rigorous business case analysis

  • EA assignments must demonstrate the ability to deliver levels of value to all stakeholders above the current baseline


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Executive Agent Authority

  • Executive Agents are chartered only by signature of the Secretary of Defense or Deputy Secretary of Defense

  • Executive Agents are provided with “First Among Equals” status, authority and funding within their assigned support mission

  • In any situation where a lead agent assignment and EA assignment overlap, the EA is the dominant authority. The lead agent will make all necessary effort to work with the EA to avoid any conflicts or redundancies in the execution of the mission


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Goal

End user satisfaction

Realization of dollar savings through economies of scale

Responsiveness to end-user mission requirement changes

Reduction in support footprint in end-users theater of operations

Metric

Performance against agreed upon plans

Performance against baseline unit costs

Performance on exercises

Performance against baseline

Executive Agent Scorecard

All Executive Agents are accountable for achieving the following goals tailored to their missions:


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Goal

Single point of contact for communication of needs and problems by end-user

Provision of continuous, sustainable, and global support as required by end-user

Development of plans to anticipate end-user needs and matching resources

Metric

First call response

Y/N

Performance against plan and target mission capable rates; % of requirements planned for; top box scoring against agreed upon standards

Executive Agent Scorecard


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Executive Agent Process Stakeholders

Executive Authority

Providers

Subject Matter Experts

Legal Authority

Funding Authorities

EA process Owner

Executive Agent

Candidates/Designates

End Users


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Executive Agent Process Roles and Responsibilities

Role Key Responsibilities Who Plays This Role?


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Executive Agent Process Roles and Responsibilities (cont)

Role Key Responsibilities Who Plays This Role?


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Executive Agent Process Roles and Responsibilities (cont)

Role Key Responsibilities Who Plays This Role?


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Executive Agent Process Core Roles and Responsibilities (cont)

Role Key Responsibilities Who Plays This Role?


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Executive Agent Process Roles and Responsibilities (cont) (cont)

Role Key Responsibilities Who Plays This Role?


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Executive Agent Process Roles and Responsibilities (cont) (cont)

Role Key Responsibilities Who Plays This Role?


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Executive Agent Process Roles and Responsibilities (cont) (cont)

Role Key Responsibilities Who Plays This Role?


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Executive Agent Process Roles and Responsibilities (cont) (cont)

Role Key Responsibilities Who Plays This Role?


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Executive Agent Process (cont)

Step 2

Create the business case

Step 1

Identify and Validate the need

Step 3

Make the decision to assign or not assign

Step 4

Communicate the decision and educate on impact

Step 5

Resource and prepare to execute

Step 6

Execute the EA assignment

Step 7

Conduct formal EA performance evaluations

Step 8

Decision to re-assess or divest

An end-to-end roadmap for effective assignment, execution and evaluation of Executive Agents


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Executive Agent Process Core Roles (cont)

Step One: Identify and validate the need

Purpose of These Step:

  • Provide transparent, disciplined and efficient process for bringing forward and qualifying proposals.

    Keys to Success:

  • Use of templates for EA proposal document

    Output:

  • EA proposal approved for business case analysis

    Target Cycle Time:

  • 45 days


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Executive Agent Process Core Roles (cont) (cont)

Step Two: Create the business case

Purpose of This Step:

  • Provide a thorough data based cost-benefit analysis of the EA proposal.

    Keys to Success:

  • Use of a template EA business case document

  • Assign of a cross-discipline business case analysis team that can provide a timely and objective analysis.

  • Access to provider and End-user performance data.

    Output:

  • A completed business case forwarded to the EA process owner for decision coordination.

    Target Cycle Time:

  • 90 days.


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Executive Agent Process Core Roles (cont) (cont)

Step Three: Make the decision to assign/not assign

Purpose of This Step:

  • Make a timely”consulted”final decision on Executive Agent assignment.

    Keys to Success:

  • Use of a template decision process to expedite necessary reviews prior to Secretary of Defense decision.

    Output:

  • A clear “go/no go decision on EA assignment

  • Signed policy directive from Secretary of Defense giving EA authority to execute its mission.

    Target Cycle Time:

  • 90 days


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Executive Agent Process Core Roles (cont) (cont)

Step Four: Communicate the decision and educate on Impact

Purpose of the Step:

  • Ensure all parties impacted by and/ or in the EA assignment are fully aware of the EA mission, authority and responsibility and the impact and implications for action

    Keys to Success:

  • Global education on the EA process prior to EA process assignment

  • Web based knowledge sharing and education portal

    Output:

  • EA assignment and implications are understood by all impacted/involved parties.

    Target Cycle Time:

  • 90 days


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Executive Agent Process Core Roles (cont) (cont)

Step Five: Resource and Planning

Purpose of the Step:

  • Effective joint communication and planning between the Executive Agent, End users, Providers and funding sources to ensure effective and timely execution of EA mission

    Keys to Success:

  • Use of a templated EA execution plan document

    Output:

  • EA, End users and support providers are fully prepared to execute the EA mission.

    Target Cycle Time:

  • 90 days


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Executive Agent Process Core Roles (cont) (cont)

Step Six: Execute the EA assignment

Purpose of the Step:

  • Execute the EA assignment in a manner that achieve all goals specified on the balanced scorecard for the EA

    Keys to Success:

  • Process for periodic EA performance review

  • Process for fairly resolving EA, End user, supplier conflicts

    Output:

  • End user requirements consistently met and efficiency/effectiveness goals achieved.

    Target Cycle Time:

  • Situational


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Executive Agent Process Core Roles (cont) (cont)

Step Seven: Conduct Formal Performance Evaluations

Purpose of the Step:

  • Perform an objective, rigorous analysis of EA performance against

  • The EA balanced scorecard

    Keys to Success:

  • Use of template EA evaluation process

    Output:

  • Objective assessment of EA performance and recommendations for action forwarded to the EA process owner action

    Target Cycle Time:

  • 30 days


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Executive Agent Process Core Roles (cont) (cont)

Step Eight: Make the decision to Reassign or Divest

Purpose of the Step:

  • Make a timely and analytically based decision to continue or terminate an EA assignment

    Keys to Success:

  • Documented, transparent decision process.

    Output:

  • Decision to “Recommission” or “Decommission” an existing EA

    Target Cycle Time:

  • 60 days


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Barriers to Implementation (cont)

  • Political and cultural Resistance to change--What’s in it for me to support a new EA approach?

  • Lack of Dollars and Cents case for action

  • No policy or Executive Champion to push the proposal forward

    • Getting data for business case analysis

    • Lack of marketing plan poor promulgation

    • Process as designed will dilute

    • Other DoD processes will dilute this


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Action Strategy for Rapid EA Program Implementation (cont)

  • Strategy 1: Accelerate development of all policy “backbone” required to prepare for signature of the recommended EA program

  • Strategy 2: Accelerate validation of the new EA process with “live” EA opportunities and develop all tools and guidance required for effective implementation


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Action Strategy for Rapid EA Program Implementation (cont)

  • Strategy 3: Accelerate the “buy-in” to the new EA program by effective ; marketing of the case for action, key program feature and benefits

  • Strategy 4: Accelerate the development of a pro forma set of new EA assignments with a projection of benefits


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Action Campaign Infrastructure (cont)

EA Executive Sponsors

EA Pro Forma Benefits Team

EA Policy

Backbone

Action Team

EA Process Validation Team

EA Marketing Team


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Action Campaign Timelines (cont)

What Who When


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