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Planning, Goals and Desired Outcomes
Jack Anderson
FermilabWinter 2013
Operations Workshop
February 20, 2013
Discussion Topics •A quick review•The integrated model & planning cycle•The Lab Agenda•Measuring and monitoring•Developing issues
Material will be available on IPPM website
A unique point in time…
Landscape is changing
•A highly unusual federal fiscal situation
•A Fermilab transition from steady state operations to a portfolio of new exciting projects -- The largest portfolio of new projects within the Office of Science
•New leadership coming– DOE– Office of Science– Fermilab
FY12 DOE Science Laboratories PEMP Results
FY12 PEMP Feedback (Goals 4.0 – 8.0)
Shortcomings
Project Management
Contractor Assurance
ES&H
Acquisition Management
Activities underway
• Project Management improvement initiatives (establishment of Performance Oversight Group, restructuring of Project Management Groups, Project Management Evaluation & Selection Board, skill/tool training for project management team members)
• Directors Review of Project Management (March 25-27)
• Continued progress on FY11/12 Independent Review recommendations • Assurance Council MSO Reviews • Development of Integrated Planning framework• Continued maturation of Fermidash • Creation of ‘iTRACK’ Issues Management tool
• Attention to Tripartite reviews. • Clarifying roles, responsibilities and expectations associated with NEPA.
Interaction with leadership through Performance Oversight Group.• Continued senior level support and resourcing of HPI initiative. • Small-group ‘pause’ meetings this Spring• Workplace safety statistics improving.
• Continued progress on 2012 PERT and Director’s Review recommendations
• Additional resources
Strategy and PlanningStrategy and Planning
Align the business to deliver on strategy •Budget/Business Planning (PEPs)•Enterprise Risk Register development (Assurance Council)
Work ExecutionWork Execution
Perform the work and business functions•Execute Work•Management System Deployment
Performance Monitoring and Analysis
Performance Monitoring and Analysis
Monitor, measure, and evaluate performance •Performance Indicators (Fermidash)•Integrated Assessment Plan•Performance Analysis (Assurance Council/POG)•Risk Register Review
Communication, Feedback, and Improvement
Communication, Feedback, and Improvement
Identify improvement opportunities and inform business decisions•Communicating Results•Feedback Forums (e.g., EAG, Assurance Council…)•Lessons Learned program•Improvement Opportunities
National R&DPriorities
CustomerRequirements
Moving forward -- The planning model: an organizing principle for integration
Lab Plan
for Fermilab
PEMP
Fermilab Agenda
The “Fermilab Agenda”
A planning & communications framework that can: • align Lab strategic objectives, critical outcomes and major
initiatives in major mission areas of science & operations• provide top-level focus for Sector Business Plans (aka
Program Execution Plans) that flesh out annual actions and performance plans to make progress toward the strategic vision
• provide stimulus to keep improving (sustain good ideas, end those not panning out, innovate new ideas)
The ‘Agenda’ provides insight into Fermilab, but it does not encompass everything we do
It starts with a purpose…
Advancing the understanding of the fundamental nature of matter and energy by providing leadership and resources for qualified researchers to conduct basic research at the frontiers of high energy physics and related disciplines
f
What is the nature of the universe and what is it made of?
What are matter, energy, space and time?
How did the universe form and how is it evolving?
Initiatives with an Operations focus
Initiative Plans:Short, concise
action plans that provide context
and focus onoutcomes and
milestones
Performance Indicators – guiding principles
good indicators help us ask new and better questions – it’s the dialogue that’s important!
indicators must have a logical connection to mission outcomes
indicators should be objective and easy to interpret
measure only where there is a commitment to analyze the results
analyze results only if there is a commitment to take action
maintain a focus on the vital few
A foundation for measures: What’s important to us…?
What do we value? How do we express those values? How well do we know how we’re doing?
Our starting point for enterprise measures
FermiDash Home
FermiDash helps to convey performance information
Developing Issues:DOE roles and responsibilities
• DOE: Customer, owner, and regulator
• Contractor/parent
• Line management (DOE and contractor)
• Laboratory/facility management
A few words about Risk Management
• Integrated Strategy – Risk Management is important because it supports our strategy and our ability to make decisions that are risk-informed.
• Consistency – Provides a systematic approach for management and operations – how we make decisions, govern how we establish and implement requirements, and how we hold ourselves accountable.
• Better Communication – Understanding risks will provide the framework for clearly articulating the processes we use for execution, oversight and governance.
• Clear and Concrete Measures of Performance - It will improve efficiency and allow us to communicate consistently with our sponsor and stakeholders.
• Minimizing ‘Blind Spots’ – Leveraging our discussion around risk to better identify and minimize gaps and blind spots in our systems.
Developing Issues
• Partnerships– New strategic/programmatic International
partnerships– Applied Technology Program aspirations
(technical, conventional, administrative & human infrastructure)
– Transition to standardized agreements (User Agreements, CRADAs WFOs, etc.)
• Infrastructure– Science Laboratories Infrastructure (SLI)
project funding– Integrated Muon Campus
• Constrained budget driven planning Muon g-2
New cryoplant
New tunnel toMuon Campus
Mu2e
Developing Issues:Project Management Improvement Initiative
23
RevitalizePeople &
Performance
Re-tool Systems,
Services & Information
Review Accountability & Oversight with Transparency
How do we help?
• Principles– Maintain a focus on mission outcomes– Mature our management systems &
processes such that they drive improvements toward desired outcomes
– Provide emphasis on self-identification, correction, and prevention (productive inquiry)
– Demonstrate sustainable performance– Collective searching for opportunities
to improve allocation of resources– Welcome and leverage 3rd party scrutiny– Establish a climate of mutual trust that
defines relationships and actions
Success relies on engagement of all 3 parties
DOE
FRA Fermilab
Backup
It’s about delivering outcomes…
Mission delivery
Contract requirements
are met
Effectively run operations and
business systems
Protection of workers, public
and environment
Risks are understood and
managed
Requirements
Key Management System components
System Description, R2A2 definition
Requireddeployment
tools
Requiredrecords
Internalprocedures and
processes
Performancemeasurement
Define desired outcomes, primary processes and rolesDefine desired outcomes,
primary processes and roles
Associate record requirements with management system processes
Associate record requirements with management system processes
Assess against measures to determine effectiveness and efficiency of deployment
Assess against measures to determine effectiveness and efficiency of deployment
Extend requirements into work control processes
Extend requirements into work control processes
Ensure identification and integration thru lab processes
Ensure identification and integration thru lab processes
Provide effective, efficient, andintuitive toolsand services
Provide effective, efficient, andintuitive toolsand services
Office of Program and Project Support Restructuring (December 1, 2012)
• ES&H Section ESH&Q Section – Quality Services Section to focus on:
Senior Management Meeting, 2012-10-2228
• Maintain IQA Plan• MSO for Quality Program• D/S/C support• S/CI and Lessons Learned Program
• Assessment Program Coordination• Directorate Independent Assessments• Issues Management Program
• OPMO Project Support Services• Provide project controls skills/staff as
needed • Support/Facilitate PM training and
certification• SME in DOE 413.3 • Optimize core project management
processes (scheduling, cost estimating, risk management, etc.)
• Assist IPT leaders with project initiation phase activities
• Maintain EVMS certification• Maintain templates/standardized
system/approaches for PM plans• Support oversight activities of POG with
standardized metrics/data• Manage support service contracts (staff
and systems)
Office of Program and Project Support Restructuring (Cont’d)
• Office of Integrated Planning Office of Integrated Planning and Performance Management
Senior Management Meeting, 2012-10-2229
• Facilitation of Lab Strategic Planning/Goal Setting Process
• Coordinate preparation of Annual Lab Plan• Maintain/Monitor Lab Agenda• Lab coordination of PEMP development
with DOE/FSO
• POG Support and Secretariat• CAS support to the AC • Maintenance of Director’s Policy Manual• Facilitate Enterprise Risk Management
• Project Oversight Laboratory Director’s Performance Oversight Group (POG)
• Top lab management instituting more effective support, assistance and oversight to project managers through monthly project metrics and issues reviews
• Review and ensure acceptable trends of performance on Laboratory major projects and to provide assistance if needed to line and project managers to resolve issues that may threaten budgets, schedules or key performance requirements.
• Provide an opportunity to share common experiences between Project and Laboratory managers.
PerformanceOversight Group
Our vector (significant milestones)
FRA CAS Review
(June 2011)
• Impact• Reputation• Value• Sustainability
SC Peer Review(Aug 2011)
Mgmt System Gap Analysis
(Aug 2011)
OPPS Consultant
(May 2012)
Consolidated Assessment
Schedule(Dec 2011)
CAS Project Mgr
(Apr 2012)
AC Charter revised(Jul 2012)
FermiDash Ops Mgr(Mar 2012)
CAS End State Defined(June 2011)
FermiDash Phase IICycle 1(May 2012)
FermiDash Phase I ‘live’
(Dec 2011)
FermiDash Phase II Cycle 2(Jul 2012)
FermiDash Phase II Cycle 3(Sep 2012)
FermiDash Phase II Cycle 4 (Nov 2012)
2012
Consolidated Assessment
Schedule(Sep 2012)
Director’s Triennial
Assessment Process Safety
(Oct 2012)FRA CASReview(Jul 2012)
MSO Reviewsbegin
(Jan 2013)
FermiDash Phase II Cycle 5 (Feb 2013)