process. Considering our strategic Objectives, Goals, and Initiatives, as well as the customers’ stated needs, requirements are determined to optimize effectiveness, efficiency, and quality consistent with our Mission & Beliefs (M&B) , while delivering the maximum value. 6.1a(2) Key Work Processes As defined by senior leadership, the Customer Value Work System (Figure 6.1-1) is segmented into four key work processes: Customer Acquisition, Consulting Services, Customer Retention, and Quality (shown in blue). The Product Development Process, Business Planning Process (BPP), and Leadership are internal drivers of our work system, as they impact the entirety of the process. Through the BPP, the processes are validated, and if any are found to be wanting, Initiatives are undertaken to improve their effectiveness and efficiency, and, ultimately, the customer experience.
resource plan to calculate an estimate to project completion. This estimate to complete is compared to the project budget to calculate the variance, which highlights if any corrective action is needed. Key measures such as the previously mentioned Variance tool, performing to customer expectations, and Net Promoter Score (NPS) capture end-product quality and performance. Additionally, the PQP is used during delivery of client services to plan for activities to achieve high quality, monitor in-process quality, make changes as needed during the project to ensure success, and review overall performance at completion. In 2016, the entirety of the PQP process was updated and streamlined (AOS), and it now includes the reporting of results and compliance. 6.1b(2) Support Processes Key support processes and their associated requirements are listed in Figure 6.1-3 . We determine our key support processes by examining our strategy and business needs to decide what functions are integral to facilitate the execution of our key work processes. The complete customer value work system continues to be evaluated for alignment to the strategic plan. If a significant gap is noted, a new support process—or processes—may be identified. During this evaluation in 2016, it was determined that to meet our Objectives, we needed two additional support processes, so Risk and Information Security (2.1a(4)) and Resource Planning were added. Measures for the day-to-day operation of key support processes are shown in Figure 6.1-3 and are used to control and improve our support processes. A systematic review of key support measures at scheduled intervals (Figure 4.1-3) ensures that the key support processes are meeting business requirements. For example, the Workforce Management in-process measures, such as Round 1/Hire Ratio, provide real-time data on the hiring process performance. This information can prompt adjustments to improve hiring efficiency, which is critical for achievement of our strategic goals. Outcome measurements, such as Number of New Hires and Year 1 The improvement of our work processes to enhance products and performance most often starts when OFIs are identified during the BPP. The improvements are realized through associated Initiatives, which follow the Plan-Do-Check-Act (PDCA) process cycle (Figure P.2-2) as well as our stage gate process. This entire series underwent a cycle of improvement in 2016, and now all Initiatives must have a charter and appear on the Internal Project Portfolio Management (IPPM) dashboard. Turns, show the quality of the hiring process. 6.1b(3) Product and Process Improvement Additionally, the use of dashboards and the systematic review of our measures ( Figure 4.1-3) —as well as other sources identified in Figure P.2-1 —lead to the identification of OFIs to our work processes at the functional level. These ideas are discussed among IPM’s senior leadership, Knowledge & Process Management (KPM) group, directors, managers, and
Figure 6.1-1 IPM Customer Value Work System Key work process requirements are shown in Figure 6.1-2 . 6.1a(3) Design Concepts Development of new products and work processes follows the IPM Stage Gate Process (Figure 2.2-2) . Per the Stage Gate Process, a business case is developed, as well as a charter, which outlines the organizational knowledge, approach, processes, and tools—including any new technology—needed to meet requirements, drive customer value, and achieve product excellence. Thorough risk assessment is followed by a stage gate, meaning a determination of whether to continue is made based on the risks identified. The multiple stage gates allow us greater agility, as we can quickly alter a process or product as needed. 6.1b Process Management and Improvement 6.1b(1) Process Implementation Measures for the day-to-day operation of key work processes are shown in Figure 6.1-2 and are used to control and improve our work processes. Systematic reviews of key process measures at scheduled intervals (Figure 4.1-3) ensure the key work processes are meeting requirements. For example, the Project Projected Variance tool is used to track actual time billed against the time forecasted in the
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