class dismissed: now how do we execute?

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Unleashing Learning: From Strategy to

Execution


Execution

Class Dismissed…Now How Do We Execute?

A Strategy for Improving Individual Accountability & Organizational Performance


Tactical Approach of Measurement


The New Performance Strategy for Learning

Capture Lessons Learned

Adopt Best Practices

Report & Confer Sr. Mgt.

Identify / Remove Barriers

Update Policy/Procedure

Cyclical process anchoring business process improvements while increasing organizational performance

Invest in Training


Define the Purpose: Business Context for Training

US Civilian Agency Acquisition Spending


Entitlement programs are creating a significant near-term strain on all federal budgets


•  Shorter shelf life for failing projects

•  Need for both individual accountability – acquisition competencies & business acumen – and organizational accountability – policies, systems & procedures

•  Escalating expectations for “Transparency” on all programs to curb runaway costs

•  Burgeoning responsibility to produce Positive Results and Program Benefits, not simply on time and on schedule.

•  More alignment required between mission goals, program requirements and acquisition strategies…

•  Foster a mindset of purpose, performance, accountability, and integrity

•  Improve the accuracy of program metrics which executives base program/portfolio decisions

Define the Purpose: Impact on your Audience

Goals

Strategies Requirements


Align with Performance-minded Stakeholders

“…the Federal Government needs to make greater investments in its existing workforce, helping workers build skills and gain expertise to meet new challenges. Agencies need to increase and improve their training efforts, and implement plans to measure the effectiveness of their training investments.”

-  Building a High-Performance Government (President Obama’s 2010 Budget)


Feeling the Pinch of Transparency & Accountability

•  Population explosion

•  16-Major Initiatives

•  Program Performance

•  Budget Cuts

•  Secretary Directive

•  VAAA has designed a comprehensive training program for its VA acquisition professionals —  Addresses acquisition career continuum —  Focuses on applied learning

–  Documenting lessons learned & best practices –  Tracking application of process improvements –  Reporting on performance improvements

—  Ensures that impacts are measured


Custom Government Curriculum

Acquisition Management

Leadership & Interpersonal Skills

Business Management for

Government Applications


Entry (120-hrs)

Mid (120-hrs)

Senior (120-hrs)








Program/Project Management

Program/Project Management

Program /Project Management

Invest in Training


Action Plan

•  Demonstrate the value of learning through Action and Accountability —  Hold Participants, and their Supervisors, accountable for improving one

element of their project/program/department as a result of the training investment

•  Articulate the value of the improvement effort in terms of Benefits Received, Cost Improvement, Productivity Enhancement

•  Capture and identify Organizational Impediments —  Process, Procedure, Policy; not culture —  Stakeholders

•  Identify the Risks associated to your customer, operation and budget of not implementing the change

•  Ensure each participant, and their supervisor, develops an Implementation Plan that is Specific, Measurable, Attainable, Realistic and Timely (SMART)

Capture Lessons Learned


Tracking Improvements Adopt Best Practices


Senior Management Support Identify / Remove Barriers


•  Demonstrate strong commitment and top level leadership addressing organizational risks

•  Develop Capacity/Competence to address organizational performance gaps

•  Implement Corrective Action Plans addressing root causes of trouble projects and initiate a subsequent solution design and project plan

•  Launch program to monitor and independently validate the effectiveness of the corrective measures

•  Institute a transparent process that offers the ability to demonstrate progress

•  Establish a Strategic Plan for maintaining and expanding the revised Organizational Best Practices / Policies that focus on performance, accountability, transparency and fiscal discipline

Business Alignment Report & Confer Sr. Mgt.


•  Benefit of not only reporting on progress internally to improve operational efficiencies, but likewise reporting out to external stakeholders (e.g.: OMB, GAO, “shareholders” within private industry)

•  Learning executives are also being held accountable for ensuring that their efforts are demonstrating alignment to external stakeholders concerns:

•  Operational improvements

•  Customer Service improvements

•  Shareholder value

•  Organizational preparedness

•  Market Confidence

External Stakeholders Report & Confer Sr. Mgt. (cont)


Define. Align. Apply. Deliver.

Training Action Plan Implementation Reporting Performance Improvement


•  Get ahead of the curve!

•  Understand the directives of your business; current and future

•  Analyze any/all business/human capital issues impeding individual productivity and organizational performance

•  Develop and execute your business/training plan to improve the performance of your company; follow through and report progress

•  Partner with your consumers, your customers; be in alignment with their stakeholders

•  Develop a transparent performance management model; report progress

•  Take stock; improve and secure the buyer experience

‘Moment of Truth’

Always… make sure that you deliver the right product, that solves the right

problems, for the right customer, at the right price


Brian Green Manager, Enterprise Solutions, US Federal Government

[email protected]

www.learningtree.com/facppm

Richard Garrison Vice Chancellor, Veterans Affairs Acquisition Academy

[email protected]

http://www.acquisitionacademy.va.gov

Thank you!



Execution


Execution