Application of Supply Chain Concepts to the Analysis Process2016/01/27 · Application of Supply...
Transcript of Application of Supply Chain Concepts to the Analysis Process2016/01/27 · Application of Supply...
Application of Supply Chain Concepts to the Analysis Process
Rob Handfield, PhD Bank of America University Distinguished Professor of Supply Chain Management Executive Director, Supply Chain Resource Cooperative Poole College of Management Judith Johnston, PhD Adjunct Professor Laboratory for Analytic Science Steve Markham, PhD Professor of Innovation Management Director, The Entrepreneurship Collaborative Poole College of Management
DO5 WRM Seminar September 9, 2015
Poulton Innovation Center
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• This task explores the applica1on of a supply chain view to the intelligence development process.
• The supplier-‐producer-‐consumer model of intelligence development is sugges1ve of a supply chain that specifies and implements a sequence of processes that produce and distribute a product.
• To capture the fidelity of models of intelligence analysis and provide the flexibility for looking at different aspects of the intelligence analysis process, the team will create a hybrid framework that supports supply chain analysis of simple and complex processes.
MISSION: Develop a framework and comprehensive model of the intelligence analysis system, using a synergy of supply chain management principles combined with specified knowledge of the intelligence analysis process.
Task Mission
• Rob Handfield, PhD • Professor of Supply Chain Management, Dept of Business Mgmt • Role and Responsibili1es:
• Team Leader – organize mee1ngs, and drive research • Steve Markham, PhD
• Professor of Management, Dept. of Management, , Innova1on & Entrepreneurship
• Role: SME, Business Process Management, Hypothesis Genera1on, Analy1cs, Innova1on
• Judith Johnston, PhD • Adjunct Professor, LAS, NCSU • Role: SME (intelligence analysis methods and produc1on processes,
liaison with other IC agencies (beyond Ft. Meade), expert on intelligence culture.
Team Members
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• Intelligence Community – Interviews Conducted • Organiza1on of Intelligence, Structured Analy1c Techniques (Pherson
Associates), Office of the Director of Na1onal Intelligence, • Interviews at CIA Headquarters with mul1ple SME’s and analysts
• Laboratory for Analy1c Science (NC State) • Research on data readiness, applica1on of supply chain models to the
intelligence development process • Insurance Industry – Risk associated with supply chain disrup1on
• Verisk, Maplecro`, Zurich, Global Insurance providers • So`ware Industry – focused on crea1ng insight into supply chain risks
• Panjiva, SAP, Resilinc, others • Organiza1ons interviewed – Faced with predic1ng and managing supply
chain risks • Over a dozen organiza1ons from pharmaceu1cal, manufacturing,
apparel, and energy industries.
Interviews & Research Conducted to Date
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• Ques%on 1: What are the high level (Level 1) and more specific (Level 2) value stream maps that depict the roles and ac%vi%es of the mul%ple internal analysts, government stakeholders and third party supply chain partners associated with the intelligence development process?
• Deliverable 1: A prototype value stream map with swim lanes, key par1es involved, roles and responsibili1es depicted in the stream, and feedback loops related to current processes in use. In effect, this process map will illustrate “how the process works today,” and will also include boelenecks, long lead-‐1me processes, areas where the process is not well defined, etc
• Approach: Develop an ini1al prototype value stream map based on interviews with key LAS subject maeer experts (SMEs) and on-‐going revisions of this map based on addi1onal interviews.
Team ObjecHve 1
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• The best that can be said about the generic intelligence cycle is that “it is a decent approxima1on”…but that “there are so many short cuts in produc1on, that this depic1on is more of an idea than what the actual work is that gets done on a daily basis.”
• There do not exist a good set of metrics for defining the analy1cal process. Most of the measures are post-‐hoc, and o`en the only reward is the “hallway file” that an analyst may build up over 1me.
• There is recogni1on that current analysis outputs are not always relevant, given the stream of informa1on available on the internet and television. There simply aren’t a lot of secrets anymore. One execu1ve noted that our research should seek to help “make analysis relevant”.
• There is a lot of ac1vity around “big data”, but there has not emerged a coherent approach within the IC to incorporate these methods to capture and code the massive amount of data found on the internet
• Tradi1onal measures of intelligence products are limited by the idea of intelligence as a “finished product”, as opposed to a service.
• The breadth and role of key actors in the intelligence product development process are not well defined
IniHal ObservaHons (to Date)
Swim Lanes
REFINE QUESTION COLLECT DATA
Draft Initial
Report
REVISION REPORT
REPORT DISTRIBUTION TAGGING FILING
CUSTOMER
TEAM CHIEF
INTELL OFFICER
CHIEF OF STATION
ANALYST SME’s
ALL SOURCE DATA
Prioritize Work Schedule
COORDINATE Review Edit Comment
READ DISTRIBUTE
OPEN SOURCE File in
Library Augment
End
EDIT REVISE
Review Augment Comment
Prioritize Work Schedule
Coo
rdin
atio
n
IniHal Prototype -‐ Analyst Project Report Development Process
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TASK • PRESIDENT • AGENCY • POLICY MAKER • TEAM CHIEF
Recruiting Collecting Reporting THE WIRE
LIBRARY OF REPORTS (300M)
Provide Input
COLLECTION QUEUE
PROGRAM OF ANALYSIS (?)
COLLECTION QUEUE
• PRESIDENT • AGENCY • TEAM CHIEF
GLOBAL CRISIS TASK FORCE
PDB? GO TO 2.0
Related report Interes1ng fact
Info. Vetting
ANALYSIS
Another View of the Process: Types of Data and Analysis
Simplified Dra` Mapping of Analysis
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Direc1on (POAs,
Ques1ons)
Edit (Many levels)
Collaborate
Process & Analyze: (Tasks: Read, Think,
Write Dra`)
Produce and Disseminate
Collec1on (Many sources)
Other agencies O
thers
Analysts
Managem
ent
Opportunity Analysis Direct Analyze Disseminate
Custom
er
Manager
Edito
r An
alyst
Collector
Other
Agen
cies
Direc1on POAs
Edit
Coordinate Process & Analyze: Task, Dra`
Produce and Disseminate
Collec1on
Review and Feedback
Direc1on KIQ
Decision Making
1 Direct
2 Analyze
3 Dissminate 1
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Opportunity 1 -‐ PMO Direct Analyze Disseminate
Custom
er
Manager
Edito
r An
alyst
Collector
Other
Agen
cies
Direc1on POAs
Edit
Coordinate Process & Analyze: Task, Dra`
Produce and Disseminate
Collec1on
Review and Feedback
Direc1on KIQ
Decision Making
1 Direct
2 Analyze
3 Dissminate 1. Program Management
Office
Analysis Overview Direct Analyze Disseminate
Custom
er
Manager
Edito
r An
alyst
Collector
Other
Agen
cies
Direc1on POAs
Edit
Coordinate Process & Analyze: Task, Dra`
Produce and Disseminate
Collec1on
Review and Feedback
Direc1on KIQ
Decision Making
1 Direct
2 Analyze
3 Desseminate
Opportunity 2 – Project Coding and Classifica1on Direct Analyze Disseminate
Custom
er
Manager
Edito
r An
alyst
Collector
Other
Agen
cies
Direc1on POAs
Edit
Coordinate Process & Analyze: Task, Dra`
Produce and Disseminate
Collec1on
Review and Feedback
Direc1on KIQ
Decision Making
1 Direct
2 Analyze
3 Dissminate
2. Project Coding System
Intelligence Direc1on Cu
stom
er
Manager
Edito
r An
alyst
Collector
Other
Agen
cies
Direc1on POAs
Process & Analyze: Task, Dra`
Collec1on
Direc1on KIQ
Project Type: 1) Mission, 2)
NIPF issue, 3) Collec1on Que
Assign Priori1es Define Task
Analyst Ini1a1ves
Opportunity 3 – Intelligence Staging Direct Analyze Disseminate
Custom
er
Manager
Edito
r An
alyst
Collector
Other
Agen
cies
Direc1on POAs
Edit
Coordinate Process & Analyze: Task, Dra`
Produce and Disseminate
Collec1on
Review and Feedback
Direc1on KIQ
Decision Making
1 Direct
2 Analyze
3 Desseminate
3. Analysis and informa1on staging
Opportunity 4 – Capacity Planning Direct Analyze Disseminate
Custom
er
Manager
Edito
r An
alyst
Collector
Other
Agen
cies
Direc1on POAs
Edit
Coordinate Process & Analyze: Task, Dra`
Produce and Disseminate
Collec1on
Review and Feedback
Direc1on KIQ
Decision Making
1 Direct
2 Analyze
3 Dissminate
4. Capacity and Alloca1on Planning
Analyze Cu
stom
er
Manager
Edito
r An
alyst
Collector
Other
Agen
cies
Direc1on POAs to Task
Read/Process raw Intelligence
Define Ques1ons
Specify Sources and
Create Collec1on Queue
Coordinate
Direc1on KIQ
Define Task
Formulate Insights
Write Dra` Report
Access SMEs Review
Agreements
Begin Edi1ng
LIBRARY OF REPORTS (300M)
Opportunity 5 – More Efficient Collec1on Direct Analyze Disseminate
Custom
er
Manager
Edito
r An
alyst
Collector
Other
Agen
cies
Direc1on POAs
Edit
Coordinate Process & Analyze: Task, Dra`
Produce and Disseminate
Collec1on
Review and Feedback
Direc1on KIQ
Decision Making
1 Direct
2 Analyze
3 Dissminate
5. MBL to improve analysis
process
Figure 5 -‐ Disseminate Cu
stom
er
Manager
Edito
r An
alyst
Collector
Other
Agen
cies
Edit
Coordinate Dra` Report
Disseminate
Review and Feedback
Direc1on KIQ
Decision Making
Manager Edit Produce
Distribu1on
File in Library
Opportunity 6 – Human Intelligence Cura1on Direct Analyze Disseminate
Custom
er
Manager
Edito
r An
alyst
Collector
Other
Agen
cies
Direc1on POAs
Edit
Coordinate Process & Analyze: Task, Dra`
Produce and Disseminate
Collec1on
Review and Feedback
Direc1on KIQ
Decision Making
1 Direct
2 Analyze
3 Dissminate
6. Human Cura1on of Intelligence Collec1on
SUMMARY -‐ Opportunity Analysis Direct Analyze Disseminate
Custom
er
Manager
Edito
r An
alyst
Collector
Other
Agen
cies
Direc1on POAs
Edit
Coordinate Process & Analyze: Task, Dra`
Produce and Disseminate
Collec1on
Review and Feedback
Direc1on KIQ
Decision Making
1 Direct
2 Analyze
3 Dissminate 1
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Path Forward for DO6 1. PMO -‐ Methods by which improved
coordina1on can result in improved foresight and aligned decision-‐making.
2. Methods for beeer cataloging and accessing informa1on, leading to more efficient processes
3. Iden1fy approaches for quicker response to emergency requests for intelligence
4. Improved capacity planning & u1liza1on of analyst 1me and resources
5. Pilot tool for improved MBL search capabili1es 6. COE to improve data feeds through human
cura1on of search requests
Core Competencies for Intelligence Analysts* Core DefiniHon
1. Engagement and CollaboraHon
IC employees have a responsibility to share informa1on and knowledge to achieve results, and in that regard are expected to recognize, value, build, and leverage diverse collabora1ve networks of coworkers, peers, customers, stakeholders, and teams within an organiza1on and/or across the IC.
Sub-‐Competencies Building Professional/Technical Networks; Influencing/Nego1a1ng; Interpersonal Skills; Informa1on Sharing
2. CriHcal Thinking IC employees are expected to use logic, analysis, synthesis, crea1vity, judgment, and systema1c approaches to gather, evaluate, and use mul1ple sources of informa1on to effec1vely inform decisions and outcomes.
Sub-‐Competencies Crea1ve Thinking; Exploring Alterna1ves; Enterprise Perspec1ve; Situa1onal Awareness; Synthesis
3. Personal Leadership and Integrity
IC employees are expected to demonstrate personal ini1a1ve and innova1on, as well as integrity, honesty, openness, and respect for diversity in their dealings with coworkers, peers, customers, stakeholders, teams, and collabora1ve networks across the IC. IC employees are also expected to demonstrate core organiza1onal and IC values, including selfless service, a commitment to excellence, and the courage and convic1on to express their professional views.
Sub-‐Competencies Courage & Convic1on; Dedicated Service; Innova1on; Integrity/Honesty; Resilience; Respect for Diversity
*for all non-‐supervisory personnel GS-‐15 and below (ICD 610, 2008)
Core DefiniHon 4. Accountability for Results
IC employees are expected to take responsibility for their work, sesng and/or mee1ng priori1es, and organizing and u1lizing 1me and resources efficiently and effec1vely to achieve the desired results, consistent with their organiza1on’s goals and objec1ves.
Sub-‐Competencies Adaptability; Con1nual Learning; Ini1a1ve; Resource Management; Rigor
5. Technical ExperHse
IC employees are expected to acquire and apply knowledge, subject maeer exper1se, tradecra`, and/or technical competency necessary to achieve results.
Sub-‐Competencies Professional Tradecra`; Subject Maeer Exper1se
6. CommunicaHon IC employees are expected to effec1vely comprehend and convey informa1on with and from others in wri1ng, reading, listening, and verbal and non-‐verbal ac1on. Employees are also expected to use a variety of media in communica1ng and making presenta1ons appropriate to the audience.
Sub-‐Competencies Mul1media Communica1on; Oral Communica1on; Wrieen Communica1on
Core Competencies for Intelligence Analysts*
*for all non-‐supervisory personnel GS-‐15 and below (ICD 610, 2008)