Transcript Development of a Successful Management Strategy

Projects, Process, and
Performance Measurement
Chapter 2
1
Chapter 2: Goal
Understand and use the principles of
project management, process mapping,
and performance measures in creating an
enterprise architecture.
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Networks and Network
Security
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Network Basic Concepts
Computer networks allow computers to share:
Information
Resources
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Printers
Disk arrays
Backup tape systems
Access to other networks and Internet
Reference: NLECTC, “A Guide to Applying Technology for Law Enforcement”
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Local Area Network (LAN)
Three Functional Segments:
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The Servers
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Workstations (users or “client” computers)
LAN infrastructure or transmission medium:
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Ethernet is dominant networking technology
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Protocol (transmission language), TCP/IP
typical
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Cabling
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Hubs/switches/routers for traffic control and
coordination
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Network Infrastructure
Small Ethernet
Network
NLECTC, “A Guide to Applying
Technology for Law
Enforcement” p. 28
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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.
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Network Infrastructure
Wide Area Network (WAN)
Large Ethernet
Network
NLECTC, “A Guide to
Applying Technology
for Law Enforcement”
p. 29
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Security Requirements
Basic Model
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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
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Security Components
(Technology vs. Policy)
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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
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Costs and Architecture Issues
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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)
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Project Management
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Typical Scenario
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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
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There Is a Difference
Between Automation and
Reengineering
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Project Manager
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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
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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.
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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.
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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.
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Process and Process Mapping
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Design Process
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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’)
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Mapping Flowchart
Analysis
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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
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Process Mapping
1.
2.
Determine “As Is” status of process
Determine “Should Be” map of
streamlined process
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Managing Criminal Justice
Technology
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Last and Best – Day 1
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Performance Measurement Tools
for Justice Information
Technology Projects
Center for Society & Law & Justice
Faculty
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Performance Measurement
Tools for Justice IT Projects
A CSLJ ongoing project
Funded by the
Bureau of Justice Assistance
Grant # 2002LD-BX K002
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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.
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Performance Measurement
Tools for Justice IT Projects
Fact:
There is an increasing focus on
measuring performance in both
government and industry.
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Performance Measurement
Tools for Justice IT Projects
Fact:
The demand for performance measures
in law enforcement and criminal justice
settings is high.
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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?
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Some Reasons Why There is a High
Demand for Performance Measures
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Performance measurement is
increasingly being mandated
Tight budgets
There is a need to justify expenditures
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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.
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Performance Measurement
Tools for Justice IT Projects
Question:
What are some of the unique
challenges or “road blocks” to
performance measurement?
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Some Unique Challenges or “Road
Blocks” to Performance Measurement
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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.
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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.)
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A Useful Acronym
Valid performance measures are SMART
S pecific
M easurable
A ccountable
R esults-Oriented
T imebound
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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.
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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)
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The Logic Model Approach
INPUTS
ACTIVITIES
OUTPUTS
OUTCOMES
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.
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The Logic Model Approach
INPUTS
Example:
Money,
Personnel,
Hardware,
Software
ACTIVITIES
Example:
Mobile
Data
Terminals in
Patrol Cars
INPUTS are your resources
OUTPUTS
More Rapid
ID
of Suspects
OUTCOMES
Increased
public
safety
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.
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The Logic Model Approach
INPUTS
ACTIVITIES
OUTPUTS
OUTCOMES
When creating performance measures, you can use
the Strategic Plan and the Theory of Change to
link together the:
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Inputs
Outputs
Outcomes
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The Logic Model Approach Helps You
to Define Your Theory of Change
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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.
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Thinking Through a Logic Model and
Articulating a Theory of Change
Goals
In order to
solve
these
Problems
Activities
Targets
Theory
of
Change
We will do
the following
activities and
Events
For these
people and
for this
amount of
time
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:
___________
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A Logic Model and Theory of
Change Example
Goals
In order to
solve
these
Problems
Activities
Targets
Theory
of
Change
We will do
the following
activities and
Events
For these
people and
for this
amount of
time
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:
___________
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Developing a Theory of
Change
Recommended Process for Surfacing
and Articulating a Theory of Change
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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.
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The Logic Model/Theory of Change
Method for Developing Performance
Measures
Program Logic Model and Chain of Events
Category
Measures:
Program
Feature and
Activity
1._______
2._______
3._______
4._______
Initial
Outcomes
1._______
2._______
3._______
4._______
Intermediate
Outcomes
1._______
2._______
3._______
4._______
Intermediate
Outcomes
II
1._______
2._______
3._______
4._______
Final
Outcomes/Goals
Accomplished
1._______
2._______
3._______
4._______
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Summary:
Why Measure Performance?
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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
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Some Suggested Steps…
1.
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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
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IT Integration
Challenges and Issues
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CAD
CARS
admin
COURTS
admin
field int
detectives
intelligence
PROSECUTOR
personnel
COM
STAT
patrol
case files
Local
PD
property
narcotics
DIST
ATTY
criminal
incident
int’l affairs
int’l affairs
traffic
homicide
JAIL
OTHER
LAW EN
Integration
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Sharing data electronically:
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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
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Functional Components of
Integration
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Automatically Query all levels of databases to assess
status of subject
Automatically Push information to another agency
based on action at originating agency
Automatically Pull information from other systems
Publish regarding people, cases, events and agency
actions
Subscribe to a notification service
Reference: SEARCH Group Reports
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Founding Principles of Integration
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Data capture at originating point
Data captured once, used many times
Integrated system should be driven by
operational systems of participating agencies
(not separate from)
Capabilities for functional components should
be constructed as general capabilities of
system
Reference: SEARCH Group Reports
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Integration
Management Issues
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Scope Of Project- Inter, Intra, $
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Organizing For Change - Goals
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Big Decisions
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Justice eXchange Data Definition (JXDD) Model – provides
standard, structured, flexible methodology to define
exchange points and standards
Leadership responsibilities identified
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Integration
Management Issues (cont.)
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Development Challenges
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Organizational Pre-planning
Develop a Tech Foundation and Plan
Funding Issues (value of partners/consortiums)
Field Implementation
Long term Oversight
Models and Standards – Global JXDD national programs and
models
Reference: BJA Monograph
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Integration
Models and Standards
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Federal Enterprise Architecture Framework http://cio.gov
(Federal process and principles)
U.S. DOJ Integration Projects: www.it.ojp.gov
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NASCIO Project - Statewide Architecture and identified models
for statewide - www.nascio.org
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Global Justice Information Network www.it.ojp.gov
Integrated Justice information Systems (IJIS) www.SEARCH.org
XML (Extensible Markup Language is the developing set of
standards for integration)
National Association of State CIO’s
Industry Working Group - www.ijisinstitute.org
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Integration
Techno-theology Issues
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Hardware /Software
Interfaces
Web-based Technology – XML Standards, Web
services and messaging
Gateways (HW/SW Combo)
Security Between Systems
Legacy Systems - Value
Not-Invented-Here Rejections
Custom vs COTS/GOTS
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Integration
Leadership Principles
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Standards are critical – see U.S. DOJ projects and programs
XML and messaging, with web services – the direction
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Justice XML Data Dictionary Model (JXDD)
JTF on Rap Sheet Standardization
Regional Information Sharing Systems - RISS (Intelligence)
Legal XML
American Association of Motor Vehicle Administrators (AAMVA)
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Drivers license and vehicle registration info.
Refer:
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www.it.ojp.gov/global
www.it.ojp.gov/jsr (Justice Standards Registry)
www.iacptechnology.org/LEITSC (Law Enf. Info. Standards Council)
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eXtensible Markup Language
(XML)
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eXtensible Markup Language
(XML)
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A structured language for describing an
electronic document sent by one agency to
another (e.g. Arrest/Incident Report)
Sets a standard for exchanging information
electronically
Establishes an organizing template for the
electronic document
Facilitates standards-based data exchange
Reference: www.it.ojp.gov/global
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eXtensible Markup Language
(XML)
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XML specifications do not dictate how
the data is stored in sending or
receiving systems
Specifications are broad enough to
accommodate jurisdictional differences
Specifications are shared among states
and federal justice agencies
Reference: www.it.ojp.gov/global
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Sample Objects and Relationships
Core Objects
Person
Organization
Agency
Location (address, lat/long, …)
Contact Info (tel, fax, email, …)
Property
Weapon
Vehicle
Other
Incident
Accident
Case
Event
Conviction
Reference: www.it.ojp.gov/global
Relationships
Person  Organization
Works_for
Affiliated_with
Supervised_by
member_of
leader_of
customer_of
Owns
Arrested_by
Convicted_by
incarcerated_by
booked_by
Relationships
Person  Person
Works_for
Affiliated_with
Supervised_by
leader_of
customer_of
Arrested_by
Convicted_by
incarcerated_by
booked_by
family (father_of)
work (works_for)
seen_with
victim_of
business_partner_of
committed_crime_with
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Typical Activity
Objects
Activity
Investigate
Org
Incident
Rpt
Arrest
Warrant
Arrest
Rpt
Booking
Rpt
Incident
Arrest
Book
Loc
Cnt
Prosecute
Indict
Charge
Doc Sentence
Activity
???
Doc
Doc.xsd
Bond
Adjudicate
Fine
Prop
Relate
Confine
Charge
Pers
Sentence
Incarcerate
Supervise
Order
Case
File
Protect
Order
Parole
Pardon
Release
Reference: www.it.ojp.gov/global
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eXtensible Markup Language
(XML)
Reference: www.it.ojp.gov/global
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What Standards Are Being
Applied?
XML.gov
Draft Federal XML Schema Developer’s Guide (04/02)
ISO / IEC
11179 Specification & Standardization of Data Elements
UN / CEFACT ebXML Core Components Technical Spec 1.85 (09/02)
FBI
Electronic Fingerprint Transmission Spec v7 (01/99)
ANSI / NIST
Data Format for Interchange of Fingerprint, Facial, & SMT
OASIS
XML Common Biometrics Format Committee (09/02)
Dept of Navy Draft XML Registry Requirements (09/02)
DoD
DoD 5015.2-STD Design Criteria Std for E-RMS Apps (06/02)
W3C
XML Schema Specification (05/01)
W3C
RDF and RDF Schema Specification (02/99)
Reference: www.it.ojp.gov/global
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What Requirement Sources Are
Used?
SPONSOR
SOURCE DOCUMENTS / SPECIFICATIONS
Global ISWG
JTF for ICHTS
RISS
LegalXML
AAMVA
Reconciliation Data Dictionary (RDD) v1.0.0
Rap Sheet v2.2 schema
RISSIntel v2.0 schema
CourtFiling v1.1 DTD
Driver History v1.02 schema
NIJ
LA County CA
InfoTech v2.0 Data Dictionary and schema
Incident Report schema
SEARCH
LegalXML
LegalXML
LegalXML
Minnesota
Justice Info Exchange Model (JIEM) data sets
Arrest Warrant schema
Charging Document schema
Sentencing Order schema
CriMNet v1.0 Data Dictionary and schema
NCSC
Maricopa Co AZ
CISA
FBI
NIBRS
Data element spreadsheets (civil, criminal, juvenile)
ICJIS Data Dictionary v1.3
Southwest Border States DD (TX, AZ, NM)
NCIC 2000 Data Dictionary and Code Tables
Incident Report schema
Reference: www.it.ojp.gov/global
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Traditional Data Exchanges
Your
Systems
Oracle DB
Custom
Export
Access DB
Legacy
Systems
One-to One
Their
Systems
$$$
V
E
N
D
O
R
S
Custom
Import
SQL DB
Paradox DB
One-to-One
DB2 DB
$$$
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XML Data Exchanges
Your
Systems
Not
Applicable
Oracle
Access
Paradox
DB2
SQL
Legacy
Your Data
Elements
Name
DOB
Address
Crime Location
Gang Info
Alias Name
Scars
Marks
Tattoos
Photo
SSN #
Date of Arrest
XML
V
A
L
I
D
A
T
I
O
N
Data
They Want
Name
Gang Info
Date of Arrest
DOB
Photo
SSN #
Crime Location
Tattoos
Their
Systems
Not
Applicable
Oracle
Access
Paradox
DB2
SQL
Legacy
JXDD
MODEL
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CAD
CARS
admin
COURTS
admin
field int
detectives
intelligence
PROSECUTOR
personnel
COM
STAT
patrol
case files
Local
PD
property
narcotics
DIST
ATTY
criminal
incident
int’l affairs
int’l affairs
traffic
homicide
JAIL
OTHER
LAW EN
XML JXDD Vision
Law
Enforcement
Not
Applicable
Oracle
Access
Paradox
DB2
SQL
Legacy
CAD
RMS
JMS
Police Data
Elements
Name
DOB
Address
Crime Location
Gang Info
Alias Name
Scars
Marks
Tattoos
Photo
SSN #
Date of Arrest
XML
V
A
L
I
D
A
T
I
O
N
JXDD
MODEL
Data
They Want
Name
Gang Info
Date of Arrest
DOB
Photo
SSN #
Crime Location
Tattoos
Other
Agencies
Not
Applicable
Probation
Courts
Parole
State
Feds
Jail
County
Public Defender
District Attorney
Sheriff
Other Police
Victim Crime Brd.
69
Managing Criminal Justice
Technology

Break
70
Privacy and Ethical Concerns
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Privacy and information systems as a national
concern
Issues: What types of information may be
reasonably maintained within criminal justice
information systems?
Who should have access to this information?
Emerging legal standards
Technology based solutions: privacy filters
71
Managing Criminal Justice
Technology
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Lunch
Next Topic: Solution Design & Project
Management
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