Projects, Process, and Performance Measurement

1. Projects, Process, and Performance Measurement Chapter 2

2. Chapter 2: Goal Understand and use the principles of project management, process mapping, and performance measures in creating an enterprise architecture.

3. Networks and Network Security

4. Network Basic Concepts Computer networks allow computers to share: • Information • Resources • Printers • Disk arrays • Backup tape systems • Access to other networks and Internet Reference: NLECTC, “A Guide to Applying Technology for Law Enforcement”

5. Local Area Network (LAN) Three Functional Segments: • The Servers • Workstations (users or “client” computers) • LAN infrastructure or transmission medium: • Ethernet is dominant networking technology • Protocol (transmission language), TCP/IP typical • Cabling • Hubs/switches/routers for traffic control and coordination

6. Network Infrastructure Small Ethernet Network NLECTC, “A Guide to Applying Technology for Law Enforcement” p. 28

7. Network Security A Wide Area Network (WAN) interconnects Local Area Networks. The WAN can be located entirely in a local geographic region or may be interconnected around the world.

8. Network Infrastructure Wide Area Network (WAN) Large Ethernet Network NLECTC, “A Guide to Applying Technology for Law Enforcement” p. 29

9. Security RequirementsBasic Model • User authentication • Confidentiality • Data origin authentication • Data integrity • Non-repudiation (proof of sender’s ID and delivery) • Availability - security that does not hinder authorized use Reference: USGAO Executive Guide to Information Security Management

10. Security Components (Technology vs. Policy) • Firewalls to protect information systems and assets • Disable writing to/booting from disk • Access control mechanisms (biometrics/smart card) • Virus protection software • Encryption software/hardware • Public Key Infrastructure for authentication

11. Costs and Architecture Issues • Servers must be adequate in speed and capacity to support the mission – plan for growth. • Mobile access will increase requirements for network computing capacity. • Routers/hubs/switches will be critical in maintaining network viability. • Enterprise architecture will determine hardware/software requirements. • Wireless issues (including security)

12. Project Management

13. Typical Scenario • Step 1: Identifying a problem • Step 2: What “quick fix” can we purchase to solve the problem • Step 3: Make a purchase and HOPE it solves the problem

14. There Is a Difference Between Automation and Reengineering

15. Project Manager • Develops a sequence of steps for project planning • Creates the budget • Develops implementation plan • Keeps all stakeholders on task • Develops training timelines including the costs of training

16. Project Management Having a well-written and comprehensive strategic plan and a history of good project management is your strongest selling point in acquiring the necessary funding for IT projects.

17. 10 Things You Need to Know About Project Management 1. Planning, planning, planning. 2. Did I mention to create a sound plan? 3. What are other jurisdictions doing well? How did they do it? 4. Do not completely rely on subordinates to make all of your IT decisions. 5. Factor internal and external political considerations and priorities of current administration.

18. 10 Things You Need to Know About Project Management 6. Find experts you can trust. 7. Have a contingency plan available in case unanticipated obstacles surface. 8. Don’t be a guinea pig. Do not buy into any “Bleeding Edge” technology. 9. Check out the vendors. 10. Know the questions to ask in advance and know the answers as they apply to your organization.

19. Process and Process Mapping

20. Design Process • What can we do better? (antiquated process, redundant workflow, inadequate controls) • How can we do it better? (don’t get caught up in ‘analysis to paralysis’)

21. Mapping FlowchartAnalysis • Time per event (How long do we spend performing a task?) • Identify duplication of efforts (Eliminate redundant work) • Identify unnecessary tasks • Identify areas where process can be streamlined

22. Process Mapping 1. Determine “As Is” status of process 2. Determine “Should Be” map of streamlined process

23. Managing Criminal Justice Technology • Last and Best – Day 1

24. Performance Measurement Tools for Justice Information Technology Projects Center for Society & Law & Justice Faculty

25. Performance Measurement Tools for Justice IT Projects A CSLJ ongoing projectFunded by the Bureau of Justice Assistance Grant # 2002LD-BX K002

26. Project Background and Purpose This project is designed to identify and validate an inventory of performance measures appropriate for justice information technology projects and develop field-friendly performance measurement tools.

27. Performance Measurement Tools for Justice IT Projects Fact:There is an increasing focus on measuring performance in both government and industry.

28. Performance Measurement Tools for Justice IT Projects Fact:The demand for performance measures in law enforcement and criminal justice settings is high.

29. Performance Measurement Tools for Justice IT Projects Question:Why do you think there is currently a high demand for performance measurement in law enforcement and criminal justice settings?

30. Some Reasons Why There is a High Demand for Performance Measures • Performance measurement is increasingly being mandated • Tight budgets • There is a need to justify expenditures

31. Performance Measurement Tools for Justice IT Projects Problem:Even though the demand for performance measures in law enforcement and criminal justice settings is high, technology integration projects are not in advanced stages of performance measurement.

32. Performance Measurement Tools for Justice IT Projects Question:What are some of the unique challenges or “road blocks” to performance measurement?

33. Some Unique Challenges or “Road Blocks” to Performance Measurement • Many people are unfamiliar with performance measurement or reluctant to use it. • Measurements are imposed from the outside. • Most measures are not outcome oriented. • Existing measures are not sufficient.

34. A Definition of Performance Measures Performance Measures: a particular value or characteristic used to objectively measure results. This means using valid and reliable indicators. Valid: Do they truly measure what they are intended to measure? Reliable: Do they consistently do so ? (Time A, Time B, Time C, etc.)

35. A Useful Acronym Valid performance measures are SMART S pecific M easurable A ccountable R esults-Oriented T imebound

36. The Two “O”s of Performance Measurement Performance measurement can be defined as the process of routinely measuring the outputs and outcomes produced by a project, thereby allowing one to assess the effectiveness of project investments and activities.

37. Outputs and Outcomes: The Logic Model Approach to Performance Measurement “A program logic model … provides a roadmap of your program, highlighting how it is expected to work, what activities need to come before others, and how desired outcomes are achieved.” Source: WK Kellogg Foundation Evaluation Handbook (1998)

38. INPUTS ACTIVITIES OUTPUTS OUTCOMES The Logic Model Approach INPUTS are your resources OUTPUTS are the product of an activity OUTCOMES are the consequences of the program/initiative efforts—changes in conditions, attitudes or behavior of individuals or outcomes for agencies and communities, not what the program or initiative itself does.

39. INPUTS Example: Money, Personnel, Hardware, Software ACTIVITIES Example: Mobile Data Terminals in Patrol Cars OUTPUTS More Rapid ID of Suspects OUTCOMES Increased public safety The Logic Model Approach INPUTS are your resources OUTPUTS are the product of an activity OUTCOMES are the consequences of the program/initiative efforts—changes in conditions, attitudes or behavior of individuals or outcomes for agencies and communities, not what the program or initiative itself does.

40. OUTCOMES The Logic Model Approach When creating performance measures, you can use the Strategic Plan and the Theory of Change to link together the: • Inputs • Outputs • Outcomes INPUTS ACTIVITIES OUTPUTS

41. The Logic Model Approach Helps You to Define Your Theory of Change • A theory of change is a statement of how your program intends to proceed from initial outputs to produce long-term outcomes. • Once you articulate and reach consensus on your theory of change, you can then move on to identify those vital, few performance measures that are aligned with your organization’s mission, goals and objectives.

42. Thinking Through a Logic Model and Articulating a Theory of Change Goals In order to solve these Problems Activities We will do the following activities and Events Targets For these people and for this amount of time Theory of Change This activity will lead to changes in these factors __________, which in turn will lead to solving these problems Initial/Short& Intermediate Term Outcomes We will know these changes have occurred if: ___________ Long Term Outcomes We will know we are reaching our goals if: ___________

43. A Logic Model and Theory of Change Example Goals In order to solve these Problems Activities We will do the following activities and Events Targets For these people and for this amount of time Theory of Change This activity will lead to changes in these factors __________, which in turn will lead to solving these problems Initial/Short& Intermediate Term Outcomes We will know these changes have occurred if: ___________ Long Term Outcomes We will know we are reaching our goals if: ___________

44. Developing a Theory of Change Recommended Process for Surfacing and Articulating a Theory of Change • Use a Focus Group Format • Start with Long-term Outcomes • Work Backwards Toward Initial Activities • Map Required Existing Resources • Reconcile Multiple Theories of Change Adapted from J.P. Connell et al., 1995, “New Approaches to Evaluating Community Initiatives.” Aspen Institute.

45. The Logic Model/Theory of Change Method for Developing Performance Measures

46. Summary: Why Measure Performance? • To monitor project implementation • Because IT projects are high-risk • To demonstrate improvements • To correct problems and make adjustments • To ensure accountability • To illustrate progress and justify additional funding for your integration effort

47. Some Suggested Steps… • Invest in Performance Measurement • Carefully select and form a team • Identify the Business Process to be mapped • Specify the logic model using the Theory of Change method • Decide the Audience/Level of the Measures • Keep in mind that the Model should be Plausible, Doable and Testable • Reconcile conflicting assumptions among stakeholders • Revise and Refine model and corresponding measures as needed

48. IT Integration Challenges and Issues

49. CAD CARS admin patrol DIST ATTY COURTS admin case files criminal field int incident Local PD int’l affairs detectives intelligence int’l affairs OTHER LAW EN PROSE- CUTOR personnel property traffic narcotics homicide COM STAT JAIL

50. Integration • Sharing data electronically: • At key decision points throughout the justice enterprise • Across disparate systems and applications, and agencies and branches • Using new or existing systems/applications • Share within agency or consortium, or between parties in other Federal/state/local jurisdictions • Civil info and non-justice agencies • Public Reference: SEARCH Group Reports: www.search.org “Integration in Context of Justice Information Systems” –March, 2000.(BJA Monograph) “Justice Information Exchange Model, Final Project Report,” May 2002