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Building a Performance Improvement Culture
Kim’s spent the past decade building a performance improvement culture within Overseas Citizens Services (OCS). OCS is the State Department headquarters team that directs and manages services to about 126 million U.S. citizens who travel, work, study, and reside abroad. He’ll walk you through the OCS journey that began in 2007. Along the way, he’ll explain how integral Business Analysis has been to accelerating that journey while improving OCS capabilities and the quality of services to OCS customers worldwide.
About our speaker: Kim Christman is a Management Analyst in the Bureau of Consular Affairs, U.S. Department of State. He’s been “doing business analysis” for most of his nearly 18 year career. He’s served in the Office of the Secretary and various Consular Affairs positions that focused on operations, project management, contingency planning, IT liaison, budget and planning, and program performance.
How this relates to Business Analysis: Like many other public and private sector organizations, Business Analysis (BA) and Project Management (PM) gained traction early in the State Department, but that traction was limited primarily to IT business units. In an organizational culture that is driven primarily by time and cost, PM has over the past decade become pervasive throughout the organization, spilling into non-IT business units. PM has been used to very efficiently produce solutions and outputs of questionably limited effectiveness. In many cases, the degree of effectiveness isn’t even measurable because time and cost were prioritized above quality. Thanks to the efforts of the International Institute of Business Analysis (IIBA), private sector partners, and public sector BA Communities, BA is slowly taking hold in the Bureau of Consular Affairs and the State Department. However, “business analysis” is not how it’s described – it’s done without those words. For the past several years, the Department’s been pursuing data analysis, program evaluation, and performance measurement as long-term goals. BA concepts, tools, and techniques are critical to developing those capabilities in ways that deliver measurable value. Consular Affairs recently made an important strategic procurement shift that finally positions the bureau to put action behind intentions that were set nearly a decade ago. This sets the stage for “enterprise BA implementation” across a 13,000 person global organization that generates billions in revenue while serving 30 million people annually. It also positions the bureau to update its business and operating models, which haven’t been fundamentally improved since the 1970s.
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