# Presentation: 207870

## A New Approach to Developing Position Classification Standards

*“**Optimizing People, Processes and Technology”*

- August 29, 2000

## Introduction

- Ms. Judith A. Davis, Chief, Classification Programs Division
- OPM Project Manager for the OPM Classification Reengineering Project
- Manages the  OPM Classification Programs Division
- Mr. Keith Phillips, Senior Associate and Team Leader for Change Management, Booz Allen & Hamilton Inc.
- Project Director for the OPM Classification Reengineering Project
- Leads process and performance improvement projects for Government and Commercial clients world-wide

## Overview

- Drivers for Change
- Need for Reengineering
- Reengineering Methodology and Approach
- Results of “As-Is” Analysis
- Emerging Concepts for Process Improvement
- Benefits to Customers and Stakeholders

## Drivers for Change 

- Pressures for a Government “That Works Better and Costs Less”
- Government Transformation into “Results-Based Business Models”
- OPM Government-wide Improvement Initiatives
- Improve customer service
- Improve relationships with stakeholders
- Classification Programs Division Challenges
- Update and maintain classification documents
- Optimize data collection efforts
- Ensure process integrity and stakeholder flexibility

## Need for Reengineering 

- Classification Programs Division (CPD)
- Transition from single to multiple series studies
- Continued interest in consolidating and integrating classification documents.
- Above factors indicate a need for significant process improvement
- Eliminate non-value added activities
- Identify opportunities for centralization/decentralization of activities
- Improve up-front planning and coordination
- Identify opportunities to automate current manual activities
- Identify opportunities to use information technology as a process enabler
- Improve cross-functional and CPD-to-Agency communication

## Our Approach:  Performance-based Business Process Reengineering

## Reengineering Must Combine the Best Ideas From Government and Industry To Achieve Demonstrable Performance

- Experience With Performance-Driven Organizations Reveals a Recurring Pattern for Success...

- Identify Customer Needs
- Define Needs in Terms of Performance Requirements
- Develop Broad Goals To Satisfy Performance Requirements

- Assess Current Capabilities To Achieve Goals
- Identify Capability Gaps
- Develop Specific Performance Targets

- Design Processes That Achieve Performance
- Use the Best Ideas From Government and Industry
- Put Required Business Infrastructure in Place (I.e., Quality, Communication, Performance Measurement, and Feedback Systems)

- Use Technology as a Decision Support Tool
- Use Technology To Stay Close to the Customer
- Use Technology To Continuously Improve

- Design the Organization That Optimizes Processes
- Effectively Manage Knowledge
- Design Flat, Nimble Organizations

**Know What You Must Achieve**

**Plan To Achieve**

**Design Processes That Achieve**

**Use Technology as an ****Enabler**

**Sustain a Learning Organization Focused on People**

**PERFORMANCE**

**Planning**

**Processes**

**Technology**

**People**

## Use The Best Ideas

**Solutions ****That Make Sense for Federal Organizations**

**Long-Term Performance**

- Fifteen Industry Sectors Including:
- Energy and Environmental
- Aerospace and Automotive
- Insurance and Banking
- Materials and Consumer Products
- Procurement and Logistics
- Partnerships With Industry
- Academia and Professional Societies

**Commercial Best Practices**

- Hammer Award Winners
- Presidential Quality Award Winners
- The Best Ideas From Booz·Allen’s Projects in Defense, Civil Markets, Information Technology, Transportation, and National Security

**Government Top Performers**

## Best Practices in Action

**Where Are We and Where Are We Going?**

**PHASE I:**
**Planning and **
**“****As-Is” Analysis**

**PHASE II:**
**Performance-Based Process Reengineering and Technology Integration**

**PHASE III:**
**Implementation and Continuous Improvement**

- Best Practices In:
- Strategic Planning
- Customer Service
- Performance Definition
- Rapid Application Development

**What Do We Need To Do?**

- Best Practices In:
- Performance Improvement
- Quality Systems
- Decision Support Tools
- Process Capability
- Information Technology

**How Do We Get There Successfully and Thrive in the Long-Term?**

- Best Practices In:
- Change Management
- Knowledge Management
- Growth Strategies
- Operations and Maintenance

- Near-Simultaneous Development

**PROCESS IMPROVEMENT**

**TECHNOLOGY DEVELOPMENT**

**PLANNING**

**LEVEL OF EFFORT**

## Reengineering Methodology and Approach

- Core Reengineering Team
- CPD subject matter experts
- OPCSD/CPD Program leadership** . . .** An active sponsor
- Booz Allen consultants
- Reengineering effort simultaneously
- Considers other OPM initiatives
- Builds on current program improvement efforts
- Considers process, organizational, technological, and informational factors
- Allows for continuous process improvement over time

## How Process, Technology, and Organization Must be Considered

**Process**

**People**

- Analyze “Where We Are”
- Identify Capability Gaps
- Reengineer Processes That:

- Are Strategy-Driven
- Use The Best Ideas From Government and Industry
- Produce Quantifiable Results
- Can Change as Requirements Change

**Technology**

- Think and Plan Strategically
- Know What Customers Want
- Develop Knowledge, Skills, and Abilities Required for Success
- Share the Vision
- Manage for Continuous Improvement

- Use Technology as a Process and Performance Enabler
- Use Technology to support Effective Decision Making
- Invest Intelligently

- Planning

- Planning

- MISSION FULFILLMENT

**How To:**

**How To:**

**How To:**

## Results of “As-Is” Analysis  

- Improve criteria for identifying classification studies
- Standardize key documents
- Enhance information sharing via web-based technology
- Develop new tools and methods to better balance workload
- Develop more efficient approaches to conducting site visits and information gathering
- Improve customer relationship management
- Improve internal documentation management procedures and practices

## Emerging Concepts for Process Improvement

- Process/Procedural Improvements:
- Improve review cycles via standardized templates for regular agency correspondence
- Develop and maintain “evergreen” agency contact lists
- Technology Improvements:
- Improve OPM process scheduling and workload planning
- Improve use of web-based information technology and other productivity tools
- Organizational Improvements:
- Develop “Working with OPM Classification Programs Division” Job Aid
- Utilize highly coordinated, “super” focus groups for data gathering and more accurate insight into occupations

## Benefits to OPM Customers

- Reduced study duration
- Improved coordination of various process activities
- More useful classification documents
- Less administrative burden to agencies
- Improved quality of information exchange and analysis between OPM and agencies
- Enhanced opportunity for OPM to provide value-added consulting to stakeholders