Key Work Processes Consulting Service Delivery Customer Acquisition
Sub-Processes
Requirements
Key Measures
I/O
Results
Project Management
Customer Sat. Customer Sat. Efficiency
PPE (Perform to my Expectations) PPE (Overall Satisfaction – Likely to Recommend – NPS) Project Projected Variance Unique Website Views Social Media Contacts # Marketing Influenced Opportunities Lead generated project % Proposal Accept. % (new clients) Proposal Accept. # (new clients) NBD Volume (Hours) NBD Volume ($) BD Ratio Network Growth (new) BD Meetings (new)
O O I I O O O
7.2-1 7.2-8 AOS 7.1-5 7.1-5 7.1-7 7.1-7 7.1-8 7.1-9
Marketing
Brand Awareness Brand Awareness Lead Generation Lead Generation Efficiency
Business Development
I I
Throughput Throughput Throughput Efficiency
O O
7.1-12 7.1-13 AOS 7.1-14 7.1-15
I I I
Volume & Throughput Volume & Throughput Service Quality Service Quality Service Quality Service Quality Service Quality Service Quality Service Quality Service Quality Service Quality Quality of Deliverable Efficiency Efficiency Volume & Throughput Throughput
Quality
Account Management
PPE (leadership) PPE (risk) PPE (solutions) PPE (scope) PPE (schedule) PPE (commitments) PPE (behavior) PPE (verbal) Customer Dissatisfaction PQP
O O O O O O O O
7.2-2 7.2-3 7.2-3 7.2-2 7.2-2 7.2-3 AOS AOS 7.2-5 7.1-1
I I I I I I
Customer Retention
Account Development
Proposal Accept % Proposal Accept # Network Growth (existing client) BD Meetings
7.1-10 7.1-9 7.1-14 7.1-15
Figure 6.1-2 Key Work Process Requirements and Measures PMCs to generate potential improvement initiatives and process enhancements. Improvements to established processes are managed using the PDCA methodology. Enhancement of our core competencies through work processes is achieved by improving our hiring and Performance Summary & Development Plan (PS&DP) processes and those for our training and mentoring programs. These, as well as the various Centers of Excellence (CoEs), with their centralization of subject matter expertise and wealth of relevant service line experience, improve processes deployed to reduce variability. 6.1c Supply-Chain Management Because IPM exclusively provides services, our supply chain is our employees. The supply chain is managed through IPM’s recruiting, hiring, and retention process (Figure 5.1-2) , which ensures we meet operational needs and enhance our performance and our customers’ satisfaction. In the requisition stage of the recruiting program, the required skills and experience to meet operational needs are identified. The multiple steps of the interview process evaluate an applicant’s work ethic, drive, and communication skills to support the Company’s culture, high standard for performance, and customer-driven excellence. Through rigorous recruiting, hiring, and on-boarding, our employees are deemed qualified. Supply chain performance is measured and evaluated through the PS&DP process (5.2a(4)) and the PPE. Scorecards are
used to provide feedback and guidance for areas in need of improvement. Poorly performing employees receive a performance improvement plan, and continued employment is contingent on its successful completion. 6.1d Innovation Management IPM pursues opportunities for innovation through the BPP and the development of Initiatives. The innovation management process begins with senior leadership creating an environment for innovation and intelligent risk taking. The desire to cultivate those conditions led to the formation of Greenhouse; its process flow for innovation is depicted in Figure 6.1-4 . Various ideas feed into the Observations & Trends (O&T) site and the BPP, where options are evaluated during the initial stages, as shown in the Planning Funnel (Figure 2.1-2). The BPP determines which opportunities to pursue based on the impact to operations and the risk profile, and then the IPPM process is deployed to facilitate the availability of financial and other resources. In conjunction with the IPPM process, the stage gate is used to make the determination to discontinue a project to pursue a higher priority one. 6.2 Operational Effectiveness 6.2a Process Efficiency and Effectiveness IPM controls costs through Finance’s structured Cost Control Procedure (Figure 6.2-1) , which connects the BPP to budgeting and to analysis of actual results via detailed reviews.
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