The mission design
process supports the successful execution of a mission.
Following this process, factors critical to the design and
execution of the mission are considered in the design stages, thus
creating a design basis from which the performance of the mission can be
measured, trends established, and enhancements made congruent with the
missions original design basis. Creating
the design basis for the mission involves many steps.
Mission
Definition Catalog # DM1
This guides the
client through a process that leads to the identification and definition
of a compelling mission. Contained
within this effort are several models, some of which are used to
characterize the mission in terms of its baseline precepts.
Other models reveal the internal construction of the mission and
define how it connects to the larger system that supports it.
Those who participate develop internal images anchored through
several sensory fields. These interconnected images associated with a common purpose
provide the neurological bases for an effective team structure.
Philosophical
Constructs - Catalog # DM2
This is a process
that is often overlooked by planners designing missions at all stages of
development. This is in part
true because, until now, models for developing cohesive philosophical
constructs were not readily available.
OAC, through The Theory of MissionsTM,
has identified the structure of philosophy in intent-based systems and is
capable, through the use of associated models, to assist you in
identifying the philosophical constructs most appropriate for your
mission. Why is designing
philosophical constructs important? Philosophical
constructs define the mission's relationship with its environment through
the introduction of values. In doing so, the mission's philosophy becomes the primary
channel through which connections to the mission are made, both externally
and internally.
Work
Flow Determination and Design Catalog #
DM3
The determination
of how work flows through an organization is unique in that it can be used
to accomplish several tasks. It
helps to identify check-points where values are incorporated into the work
process. It is useful in
identifying weaknesses in the work-flow like places where the process is
delayed, where quality is weak, or where overall efficiency is low.
Data from the determination can be used to establish manpower
requirements, and to identify improvements in the process.
Depending upon the size and complexity of the mission, many
subordinate processes may inter-connect to create the total process.
Designing a system that facilitates the flow of work through the
mission promotes both efficiency and effectiveness.
Process
and System Design - Catalog # DM4
This is a subset of
work-flow design that pertains specifically to the productive axis of the
organization. It most often
involves technical strategies, but it, like all other components of the
mission design process, requires integration with other components of the
mission structure.
Designing
Strategy Sets Catalog # DM5
This function promotes
the development and integration of master strategies that serve as the
bases of each of the four major strategy groups.
It characterizes the energy required by the mission both internally
and externally. This process
provides a mechanism through which the structure for identifying the four
major strategy groups is developed. It
also defines appropriate routes through which responsibility for macro
strategies is disseminated. Once
the macro strategies have been identified and defined, points of
integration between the strategy groups are identified.
This process serves as the foundation from which both the
functional and hierarchical organizations are developed and resources and
processes for the mission are defined.
Determination
of the Hierarchical Structure Catalog #
DM6
This process looks
at how well the organization is structured.
It looks at expertise, power styles, mission preferences,
inter-personal skills, agendas, relationships, and communication patterns
to determine ideal reporting relationships.
Productive
Axis Study Catalog # DM7
This is a study of
the central core of business. Its
purpose is to determine the critical nature of the business, and to assess
the impact of other business components on the various segments of the
business.
An
Efficiency Study Catalog # DM8
This looks at the
rate at which work moves from one point to another. It identifies duplications of effort, time delays, and
redundant actions.
Defining
the Functional Arrangement Catalog # DM9
This includes a
process of determining how functions will be arranged in the new
organization. It considers
the general nature, complexity, structure, and type of each function.
Data are typically illustrated in chart format for management
review. The purpose of creating a functional design is to assure that the
higher level concepts associated with the mission are defined to a level
that can be executed. This
design serves as the bases for several other processes, such as functional
plan development, organizational design, work-flow design, critical tasks
identification and analysis, job design, program and procedure design, and
resource allocation. Having a
sound understanding of the functional design of one's mission, provides
those driving the mission an opportunity to develop greater insight into
what the mission needs as a baseline for desired levels of performance.
Task
Analysis
- Catalog # DM10
Individual
tasks are analyzed to determine man loading requirements.
Core Competencies
-
Catalog #
DM11
Backgrounds
of individuals are analyzed to determine those possessing skills and
expertise critical to the mission.
Critical
Tasks - Catalog # DM12
Work
performed in each area is evaluated using a pre-defined methodology to
determine its criticality to the core business.
Tasks are issued designations.
Job
Design Catalog # DM13
This establishes
the parameters for jobs including function, reporting relationships, and
required skills. Data from
all aspects of the work-flow come together to be used to define individual
job descriptions. Both now
and in the future this will play a greater role in business than ever
before. The advancement of
technology along with the growing demand for accelerated learning dynamics
are only two of many challenges facing businesses worldwide as technology
stretches the boundaries of human interest and geographical territories. In this new world, understanding these complex dynamics will
determine, to a large part, the success or failure of your mission.
Capturing the baseline precepts required in each area of your
mission, while designing jobs with the dynamics needed to compel a person
to commit to his or her job, is OAC's forte.
 .
Job
Descriptions
- Catalog # DM14
Descriptions
are developed that define both the function and requirements of each job.
This includes developing the data collection instrument, collecting
the data, and writing the job descriptions.
Functional Design
Catalog # DM15
This involves the
process of creating a structure through which the mission's philosophical
constructs and four major strategy groups can be most effectively
executed. This design usually
involves a unique mixture of strategy, politics, function, and hierarchy.
Failing to understand the cultural, business, and technical
ramifications of these designs can cause significant failures in the
mission system. Learning to
utilize various design strategies is beneficial under almost any
circumstance.
Job
Evaluation Methodology - Catalog # DM16
This is a point
factoring system that takes into consideration components comparable to
all jobs. The value of each
defined job in relationship to the whole can then be determined.
Job
Ranking
- Catalog #
DM17
Jobs
are ranked on a scale according to their ability to contribute value to
the company.
Salary
Surveys - Catalog # DM18
This
involves developing a questionnaire, surveying comparable jobs, and
analyzing results. The
purpose of the salary survey is to determine the market value of the job.
Salary
Scales
- Catalog # DM19
Salary
scales are developed as a combination of each job's assessed and market
value. It involves
establishing the dollar value of jobs in each category, developing a
competitive strategy, and placing jobs within the scale.
A cohesive plan for
determining job-worth establishes a sense of fairness and equity in the
organizational structure and is fundamental in the maintenance of a
productive company. 
Staffing
Criteria Catalog # DM20
When well defined
and carefully followed, these will become the bases from which successful
companies of the future select their staff whether for internal teams or
permanent jobs. We can now
identify, through modeling neurological strategies, the personal and
professional attributes needed for specific jobs within given cultures.
With this new technology, we can design a highly effective work
force that supports your baseline value structures.
Scenario
Development Catalog # DM21
This
follows the development of the initial mission design.
Its purpose is to test options for various design strategies.
Most organizational designs focus on a particular organizational
strategy. Scenario
development provides an opportunity to consider or test various
strategies, thus broadening the possibility that an ideal design will
emerge.
Plan
Documentation Catalog # DM22
This
represents the final step in the mission
design process. OAC offers
two types of services in this area. The
final design can be produced as a document with related charts, graphs
and/or illustrations of various types.
OAC can also produce an electronic document that can be accessed by
people in the organization or through a web page.
Recruiting
- Catalog # DM23
When
job openings out-number personnel availability, OAC consultants can design
and/or conduct a recruiting, testing, and evaluation program to acquire
needed staff.
Selection
- Catalog # DM24
People
are selected for jobs based on their skills and the results of the
psychological testing performed in the assessment stage.
OAC consultants can assist in developing selection criteria,
interviewing, testing, and selecting people for jobs.
Succession
Planning
- Catalog # DM25
The
purpose of succession planning is to assure that the organization contains
people who are competent and knowledgeable in more than one position and
to assure people are provided adequate growth and development
opportunities.
Piloting
the Program - Catalog # DM26
Once
the organization is designed, staff recruited, and staff selected, the
scenario chosen for implementation should be adopted by a portion of the
organization. Its progress
should be reviewed routinely and adjustments made as needed.
Changes should be thoroughly analyzed and documented.
OAC can assist in monitoring and adjusting the pilot program and
analyzing and documenting the progress of the program.
Self
Assessment - Catalog # DM26
Self
assessment is an important part of the pilot program, but it is also an
important part of routine business. The
primary purpose of self assessment is to create a process through which
lessons learned are incorporated into routine business practices.
OAC
can participate in your assessment program in several different ways, such
as:
-
Providing
a self assessment tutorial,
-
Training
in-house personnel in the techniques of self assessment, and
-
Developing
self assessment criteria.
Call
today and ask for Jan.
(281)
579-2351
Or, send us an e-mail.
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