Tool Optimization for Large Federal Government Agency
Overview:
This purpose of the Tools Optimization project was to conduct a technology inventory and performance analysis to optimize the ongoing technology infrastructure and support for a large agency with the U.S. Treasury Department by
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Defining which tools/technologies the division should continue to maintain/support and
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Identifying additional changes the division’s management can make to optimize the performance of critical positions in its workforce.
The project goal was to optimize service delivery to the division’s customers by providing an improved tools environment and/or other recommendations identified during the project.
The project was conducted in 3 phases: Phase 1—We used the Performance DNA methodology to conduct interviews with tool users in the field to identify a standardized set of the critical tools required to perform their job duties, ratings of tool effectiveness, and tool and non-tool gaps and barriers. The data from the performance analysis was analyzed and consolidated to produce findings and recommendations that address organizational and enterprise-wide infrastructure issues that will improve tool effectiveness. Phase 2—We conducted a Technology Analysis to refine the client’s initial tools inventory list, map tools to the workforce lifecycle, gather license and usage data, and conduct research to determine industry standards for critical tools and their ability to achieve the client’s vision. Phase 3—We developed a business case for next steps, including which tools to retire, maintain, and enhance, as well as follow-on projects to remove performance barriers and improve tool usage.
Challenges:
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Client workforce was highly distributed at a time when minimal funds were available for travel
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Client workforce included Union personnel
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Tools data was dispersed among groups and individuals; no current centralized database existed
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Usage data was not current
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Ownership of some key tools was outside of the client organization
Solution
Cognitive’s approach was to start with the most current tools inventory the client had and to compile a list of the top 49 tools in use. We ran Phase 2 and Phase 3 efforts in parallel to ensure that the team had enough time to gather required license, cost and usage data. We worked with the client organization and union liaisons to modify interview questions to obtain necessary data within union guidelines. We created and implemented an on-line Likert survey to capture input from individuals who had not been interviewed, to improve the dataset.
We used the interview and survey data to create Tool Scorecards and align tools with tiers based on reported criticality and use. This data was then combined with license and cost data, as well as data on industry standards, in order to make recommendations on which tools to retire, maintain, and enhance. Cognitive Technologies produced a business case that highlighted immediate cost savings from tool retirement and estimated costs and projected ROI for 3 follow-on projects to enhance tool usage and access to up-to-date tool data.
Cognitive Value Added:
Cognitive Technologies conducted expert analysis, professional interviews with end users and managers, and tool ratings to identify the most critical tools, cost savings by retiring unused or rarely used tools, and new projects, ensuring continual improvement of tools ROI. Specific talent and techniques we applied include:
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Experts in the Performance DNA methodology
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Expert interviewers
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Administration, coordination and analysis of data from online Likert surveys and interviews
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IT strategy and visioning consulting
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Research and analysis of tools, tool suites, and best practices
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Business case development and ROI calculations