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Performance Management Presentation

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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Performance Management Presentation

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  1. 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

  2. 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

  3. 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.

  4. DPPA Performance Plan FY 04 – FY 05

  5. DPPA Performance Plan FY 04 – FY 05

  6. Strategy Mapping Conclusions and Actions • Strategy Mapping revealed our Strategic Objectives should be goals within DPPA’s 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.”

  7. Customer Perspective Critical Measures

  8. PERMITTING PROCESS

  9. Objective C2. Improve availability and reliability of guidance and expertiseObjective C3. Our customers are familiar with the Guidelines Measure: PRB’s meeting Review Schedule Measure: % Scheduled customers attending training Critical Measures Notional Data – Actual To be reported in FY 04

  10. 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 A&E professionals from the Contractor community who are on the job.

  11. 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.

  12. Internal Business PerspectiveCritical Measures

  13. Objective: IB2. Improve Best Value Analysis Measure: IB2.1 # of Qualified projects using EVA Notional Data – Actual data To Be reported in FY 04

  14. SAMPLE S-CURVE TRACKING SCHEDULED VS ACTUAL EXECUTION GOALS

  15. 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

  16. Learning & Growth Critical Measures

  17. 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)

  18. NOTIONAL PROJECT HEALTH INDICATOR DASHBOARD

  19. 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.

  20. Financial Perspective Critical Measures

  21. 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%

  22. Objective F1. Minimize unit costsMeasure F1.1 Comparison Yr to Yr Discrete Service costs

  23. 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.

  24. 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 Conclusions

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