by Linda McCarthy, Kevin Stewart, Ginna Moore, David Tomlinson, and Wayne Schmidt
ABSTRACT
Many Army personnel can be classified as knowledge workers - people who produce not tangible products, but some form of processed or enhanced information. Ongoing research at the U.S. Army Construction Engineering Research Laboratories (USACERL) is resolving problems of information access and management for knowledge workers, with the goal of developing a comprehensive performance support environment for this group.
The Knowledge Worker System (KWS) is a performance support environment designed to help government knowledge workers organize and coordinate their work by storing task scheduling informationin a centralized data base. KWS tracks scheduled events, lists completed events, and outlines the steps necessary to complete forthcoming tasks. This project demonstrated the ability of KWS Version 1.6 to implement process improvement through a pilot test of the system at Fort Eustis, VA. This test formed a basis for developing a model for application of KWS to new areas, defining the relationships between business process improvement and KWS, and developing a strategic plan for broader KWS implementation.
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FOREWORD
This study was conducted for the Defense Logistics Agency under
Military Interdepartmental purchase Request (MIPR) No. DLAH-92-ZRM-206.
The technical monitors were Harriet Reofrio, DLA-ZI and Richard Reynal, ATZF-EHP
The work was performed by the Business Process Division (PL-B)
of the Planning and Management Laboratory (PL), U.S. Army Construction
Engineering Research Laboratories (USACERL). Moonja P. Kim is
Acting Chief, CECER-PL-B, L. Michael Golish is Acting Operations Chief, and David M. Joncich is Acting Chief, CECER-PL. The USACERL technical editor was William J. Wolfe, Technical Resources.
COL James T. Scott is Commander and Acting Director of USACERL,
and Dr. Michael J. O'Connor is Technical Director.
1 INTRODUCTION
Background
Many Army personnel can be classified as knowledge workers - people who produce not tangible products, but some form of processed or enhanced information. Army knowledge workers perform tasks that are driven by Department od Defense (DOD) deadlines, workgroup coordination, and ad hoc events. These knowledge workers make decisions that significantly impact organizational resources and are themselves a significant and costly resource.
The Corporate Information Management (CIM) initiative, undertaken
by the Director of Defense Information (DDI) in the Office of
the Assistant Secretary of Defense for Command, Control, Communications
and Intelligence, seeks a major re-engineering and restructuring
of DOD business methods and processes (DOD Directive 8020-1). Two measures inaugurated
by DDI to assure CIM program objectives involve reducing costs
of information technology implementation through standards and
expediting CIM programs by providing evolutionary organizational
training methods. Business can be re-engineered by using an Integrated Computer-Aided
Manufacturing Definition (IDEF) to model business processes and
highlight areas where improvements will have the highest pay-off.
However, new information
technology alone is only part of business re-engineering. Information
technology must also be closely tied to the process improvements, information
flows and decision processes.
Ongoing research at the U.S. Army Construction Engineering Research Laboratories (USACERL) is resolving problems of information access and management for knowledge workers, with the ultimate goal of developing a comprehensive performance support environment for this group. The Knowledge Worker System (KWS) is a performance support environment designed to help government knowledge workers organize and coordinate their work by storing task schedule information in a centralized data base. KWS tracks scheduled events, lists completed events, and outlines the steps necessary to complete forthcoming tasks.
KWS functions as an automated performance
support environment (PSE), comprised of an integrated set of automation systems, that guides Army action officers through the
course of their daily tasks by helping them organize, prioritize,
and execute their work efficiently and effectively. KWS enhances productivity and reduces stress in an event-driven, high-demand environment by:
The Knowledge Worker System can provide the needed link between the disparate parts of information technology. KWS can play an integral part of the CIM business re-engineering process; as part of the CIM program, it can help meet the need for a wide range of functional process improvements and training requirements by providing institutional knowledge on an as-needed, individualized basis. KWS Version 1.6 is currently in the pilot phase of development. A final version is planned for release in the fiscal year 1996 (FY96).
Objective
The goal of this project is to demonstrate the ability of KWS
to implement opportunities for process improvement through pilots.
These pilots serve as a basis for developing a model for application
of KWS to other areas, defining the relationships between Business
Process Improvement and KWS, and a strategic plan for broader
implementation.
Approach
A pilot site was selected according to established criteria. With the selection of a pilot site and the specific offices at that site to implement, interviews were done to gather information about the processes performed at those particular offices. The information gathered from the interviews were input into the Knowledge Worker System data base for use by the knowledge workers at the pilot site. KWS was installed at the pilot site, training was conducted, and support visits were made. After the program was put into use, an evaluation of the system was done and recommendations were made regarding the continued development of KWS and its use at Fort Eustis.
Scope
KWS uses institutional knowledge capture for Business Process
Improvement. When a process is changed it is captured in KWS for
future use. KWS continues the decomposition of processes done
in IDEF. IDEF decomposes at a high level, KWS decomposes at a
lower level. The combination of these two covers all processes
at all levels.
2 SITE SELECTION
Overview
Several agencies, both governmental and nongovernmental, were
involved in executing this project. In order to coordinate activities
between them, a Concept of Operations was created, including: Participants and Roles, Tasks and Task Schedule,
and Specific Responsibilities. Figure 1 shows the Task Schedule
used. The three steps to selecting the site(s) were:
Develop Work Plan
A work plan was developed with the constraint that the project
had to be complete by 1 Jun 93. It was recognized that this did
not allow for a thorough evaluation of the results. Estimates
of the impact would have to be used in the report. Concurrently
with the development of a work plan, the KWS demonstration program
and executive overview program were revised. These were developed
to better brief future KWS participants.
Determine Performance Metrics
On completion of the project work plan, the next task was to
determine the performance metrics - how success would be measured.
USACERL has an ongoing, multi-year KWS research project on how to
measure productivity and productivity increases among knowledge
workers. One method being investigated is the use of Work Profile
Analysis developed by Dr. Peter G. Sassone of Ga. Tech.(Sassone
1987). In this method, the knowledge worker's activities are broken down
into work categories. The worker then keeps a daily time log of
his/her activities. A tally of the logs ultimately reveals how
much time knowledge workers spend, on average, performing each
work category. An analysis is then made to see if knowledge workers
are spending a majority of their time performing the tasks for
which they were hired. For example, such an analysis might be used to determine if a manager is spending more
time supervising and decisionmaking, or doing clerical duties. The Work Profile Analysis
requires significant time to determine the work categories, to build
the time logs, and then to analyze the results. This project's relatively short time line did not allow it to be used.
Another method of determining performance metrics is to measure the differences in time it takes
to accomplish a task (Thomas, Baron and Schmidt 1995). After determining
the events, tasks, or steps that a knowledge worker performs (part of building the knowledge base), the knowledge worker
relates how long it takes to accomplish a task or step before KWS
is installed. A distinction is made between waiting time (the
time waiting for someone else to perform their task) and the time
the knowledge worker spends performing an activity. After the
installation of KWS, the knowledge workers are surveyed for the
time to perform a task. The change in time is then multiplied
by the knowledge worker's wage rate and by the number of occurrences
of the task per year, resulting in an annual productivity increase
figure. This method was selected for this project. (There is potential for more in depth study
in this area, particularly in measuring the benefit of KWS to
a new knowledge worker's learning curve.)
Determine Pilot Site(s)
A set of selection criteria was written to aid in finding the
best pilot site (Appendix A) and the criteria were weighted by level
of importance (critical, important, or nice to have). The criteria
included physical (hardware/software, location), political (enthusiasm,
top management support), and resource characteristics (completeness
of IDEF models, automated data processing [ADP] support, etc.). The methodology for selecting a site was to:
The initial pool of sites consisted of those sites conducting the Functional
Process Improvement Plan (FPIP) through the office of the Director
of Defense Information (DDI). The site's IDEF and Activity Based
Costing models were reviewed to select a subset of sites with the best IDEF model factors for implementing KWS. Additional
information was gathered about the site to better judge the
Site Related Factors.
A two day review was conducted by representatives from DLA, Dynamic
Research Corporation (DRC), and USACERL of over 30 IDEF model
reports covering over 15 potential sites. DIS and OASD Ambulatory
Health Care scored the highest in the review. The detailed results
of this review are in Appendix B.
After this review another possibility was brought to our attention.
The U.S. Army Corps of Engineers Engineering and Housing Support
Center (EHSC) (now the U.S. Army Center for Public Works [USACPW], 7701 Telegraph Road, Alexandria, VA 22312-3862) had performed a detailed IDEF and ABC analysis of
the Directorate of Engineering and Housing (DEH) at Ft. Sill.
In addition, earlier IDEF modeling had been performed as part
of the development of the Integrated Facilities System - Mini/Micro
(IFS-M). There are 119 DEHs worldwide that all perform the same
functions. This potentially large audience would allow for tremendous
savings in acquiring process information.
Two potential DEH sites were then considered, Ft. Sill and Ft.
Eustis. While Ft. Sill had just recently performed detailed IDEF
and ABC models and Ft. Eustis had not, it was decided that the
functions performed by both were similar enough that a majority
of the Ft. Sill study was applicable to Ft. Eustis. Given this
assumption, the IDEF model factors were judged to be equal. Ft.
Eustis was selected over Ft. Sill because there of its top management
support (EHSC, TRADOC, and the DEH), because the user hardware was partially
present, and because a computer network already existed.
Having determined the site, it was then necessary to identify
potential KWS implementation opportunities in the DEH/DPW environment.
To do this the Fort Sill Activity Based Costing Project Report
dated May 1992 was used as a theoretical model of the DEH business.
The first step was to evaluate the identified improvement opportunities
(IOs) (Appendix C). One hundred twenty-three IOs were eliminated
as outside the scope of KWS because the IO recommended changes
in physical environment, regulation, policy, personnel, and/or
ADP systems unrelated to KWS.
The remaining IOs were then grouped by subject area in order to
determine the subject areas with the most potential for improvement
(Appendix D). Those subject areas with the most IOs and/or greatest
potential dollar savings were then considered: Provide
Administrative Support, Train Personnel, and Process
In-House Work Order. The two subject areas with the greatest identified potential dollar savings were Process In-House Work Order and Process Service
Order.
The first subject area we considered was Process In-House Work
Order. This subject area has the most IOs and the biggest
identified potential dollar savings. However, there is a risk
of duplication of effort in this subject area because of the extensive
automation help already provided to the work reception office
and shops through IFS-M. More importantly, KWS currently emphasizes
cyclical, complex tasks; rather than highly structured tasks that
occur multiple times a day, such as work order reception. These
tasks are more suited to conventional automation.
On briefing the KWS concept to EHSC, TRADOC, and Ft. Eustis
DEH representatives, the area of work orders was again mentioned.
The Production Control Shop is an area within the Ft. Eustis DEH
that deals with work orders and customer service and is the most important area within the DEH environment. A
more detailed look at this area identified several tasks
that would benefit from KWS implementation. Four people within the Production
Control Office were selected: the Chief Estimator, a Work Control
Technician, a Scheduler and an Estimator.
The area of Real Property and Space Utilization was also recommended
because it is an area that is gaining in significance due to BRAC.
As the Army is reduced in size and reorganized, this area is becoming
more and more burdened with work. It is also an area where currently
little automation help has been provided. Three people within
the Real Property/Space Utilization were selected: the Real Property
Officer and two Real Property Clerks.
Both of these areas involve the general work areas of Provide
Administrative Support, Oversee Performance of Activities,
and Train Personnel. Future areas of opportunity within
the DEH would be to select the DEH office, the Engineering Resource
Management Division (ERMD), and Engineering Plans & Services
(EP&S). Implementing KWS in these offices would provide
process improvement in the areas of Provide Administrative
Support, Budget/Account for Operations, Oversee
Performance of Activities, Process Construction Work Order,
and Train Personnel. These offices contain a large percentage
of knowledge workers in the DEH/DPW organization. Their tasks
are often complex and cyclical in nature, involve coordinating
work among many individuals, are generic across DEH/DPWs, and
frequently access many diverse data bases.
3 PROPOSED/PILOT-TESTED KWS IMPLEMENTATION METHODOLOGY
Kickoff Meeting
With the selection of a pilot site and the specific offices in which to implement the system,
an initial briefing should be conducted at the site with the implementation
coordinator, the participant's supervisors, and the participants.
This meeting will demonstrate KWS and review the installation
plan. The installation plan is a schedule of the interviews, installation,
training, and support visit(s).
At Ft. Eustis, the initial briefing was conducted at the site with Michael Mitrione from DRC; Kevin Stewart and Linda McCarthy from USACERL; the implementation coordinator, Michael West; the participant's supervisors, Edward Edwards and Rufus Byrd; and the participants, Carolyn Prokup, Kathy Mueller, James Brown, Marge Zolinski, and Angelyn Risher from Ft. Eustis. At this meeting, KWS was demonstrated and the schedule of activities was reviewed.
Build Knowledge Base
The IDEF models will be used during the interviews as a starting
point and to help the interviewees see where they belong in the
business process of the installation. Three interviews are planned using two interviewers. (At Ft. Eustis, two interviews were done using two interviewers.) The interviewers
must have an understanding of both the information required
by KWS and the capabilities of Do Its.
The goal of the initial interview is to give interviewees
an opportunity to freely talk about their jobs. This allows the
participants to lay a foundation for understanding
the general activities performed by the knowledge worker, to offer
suggestions on improvement opportunities, and to give interviewees
a feeling of ownership in the KWS process. Another goal of this
interview is to identify the opportunities for Do Its.
The interviewers should then take the information gathered and
fit it into the IDEF model. Typically the IDEF model's detail
extends only to the Task level and does not extend to Steps. In
preparing for the second interview the interviewer tries to add
detail to the IDEF model and to organize the information gathered
in the first interview into the IDEF model. The interviewer also
identifies potential Do Its and the unknown ADP information needed
to create the Do It.
The second interview should be more structured; it involves presenting
the information gathered during the first interview with the goal
of correcting errors and adding depth to the information. This
can be done by updating the IDEF models. The interviewers
at this time should also collect information necessary to construct
the Do Its (for example, to identify the fields from IFS-M that would appear in specific
reports, review copies of reports and forms, and locate files).
Due to the shortness of the overall schedule at Ft. Eustis, only one week lapsed between the first and second interviews. More time would have allowed a better opportunity to prepare for the second interview so that consequently, needed ADP information for the construction of the Do Its had to be gathered through telephone calls, faxes, and another site visit.
Following this interview, the builders of the knowledge base put
the information into the Event/Task/Child Task/Step structure
of KWS using the forms contained in Appendix E, "Building
the KWS Data Base". By this time, all information for the Do Its and Attachments
should be gathered and the final interview should be conducted. This step may
be done through telephone calls and faxes. The
goals of this interview are to confirm the Event/Task/Step accuracy,
gather the remaining KWS data requirements (i.e., assignments,
dependencies, priorities, frequencies, etc), and gather the before-performance metrics information on the Tasks/Steps (Appendix H).
By this time, all data, forms, and files will have been collected. The Do Its are
constructed using the selected tool set (i.e. batch files, macros,
programs, etc). The Do Its are tested externally to KWS, and are then tested
within KWS. Any Do Its created for another installation that are
applicable to the current site should be used.
At Ft. Eustis, the Do Its were constructed using the toolset of VistaCom scripts, WordPerfect macros, 1-2-3 macros, batch files, Clipper programs, and dBase data files. The Do Its were tested externally to KWS, then within KWS. No Do Its created for other installations were applicable to this site (Appendix I).
The knowledge base can now be built, and should
be completely entered into the data base (with appropriate due dates,
frequency of occurrence, durations, etc.) and assigned to the appropriate
people for accomplishment. The Do Its and Attachments are attached
to the proper Task or Step.
Installation
At this point, the installation of KWS at the pilot site is ready for completion.
The knowledge base has been input into the KWS Task Data Base and
backed up. The server is now ready to be shipped to the site.
Two people proficient in Oracle and computer hardware/software
should then visit the site to install the server and the
KWS software on the participants' machines. They will then test
the system to make sure everything is running as it should.
Because Ft. Eustis did not already have user workstations, the installation ocurred in two phases. First, the user workstations were purchased, configured, and installed for the users before the commercial Windows training. Appendix J lists the equipment purchased. Part of the installation included providing a means for the users to continue "business as usual" (i.e., executing old DOS applications from within Windows).
Then the knowledge base was input into the Oracle server and backed up, and the server was shipped to Ft. Eustis. Two people proficient in Oracle and computer hardware/software then went to the site and installed the server and the KWS software on the participants machines
Training
The participants are trained in two phases. Phase one provides commercial training in the use of Microsoft Windows
if the staff are not already familiar with Windows. Appendix F includes a course outline. On completion of this training, the KWS users
are allowed several weeks to get comfortable with the Windows
environment.
After the users are comfortable with the Windows environment,
two days of KWS training is conducted, using their database for
the" hands on" portion of the training. An outline of
the course is in Appendix G. During the training it is emphasized
that they need to customize their KWS knowledge base. They need
to add depth and extend the knowledge base as they use it. Or
as procedures or information flows change this needs to be reflected
in the knowledge base. Thus accomplishing instantiation of organizational
and/or procedural changes. It is crucial that the KWS users understand
this KWS knowledge extension is central to process improvement.
Support Visits
When training is complete, an immediate support visit is
necessary to resolve any problems participants have
using KWS, and to fix Do Its. The visit should occur within two
weeks after the training. Another support visit may occur
in another month or so depending on the problems that occur. At Ft. Eustis, the follow-up support visit occurred at the same time as the evaluation visit because of the relatively short time frame of the project.
Evaluation
After the knowledge workers have had at least a month to use the
system, it is appropriate to begin doing an evaluation. (At Ft. Eustis, the evaluation process was begun after two weeks.) Measurements
will be taken on how long it now takes to perform tasks and users
will also be asked whether they sense that their work has become more efficient
using KWS. The users will also be asked to suggest changes or enhancements
to the system. A complete evaluation of the pilot study at Ft. Eustis has not been completed; however, for four of the Do Its for three people, there is projected annual savingsof about $25,000 (Figure 2).
4 RECOMMENDED KWS SITE INSTALLATION METHODOLOGY
Lessons Learned
The experience gained during the pilot study done at Ft. Eustis was used to modify the proposed KWS installation methodology for use at other installations. The recommended methodology includes the following changes:
Site Selection
A candidate site for KWS implementation should do an IDEF analysis as part of the Functional Process
Improvement Plan (FPIP) or apply the IDEF model of a similar organization.
For example, the Ft. Eustis DPW could use the Ft. Sill DPW IDEF model.
Also the IDEF "As Is" model should be evaluated for potential Improvement
Opportunities that can be addressed by KWS.
These improvement opportunities should be analyzed in order to
select the offices that would benefit from the installation of
KWS. When evaluating improvement opportunities the following factors
should be considered:
When identifying potential site locations to which an existing
IDEF model can be applied, the criteria should include:
Coordination Meeting
A coordination meeting should be conducted with organizational hierarchies
to develop the installation plan. The plan should minimally:
Kickoff Meeting
With the selection of a pilot site and which offices to implement,
a kickoff meeting should be conducted at the site with at a minimum,
the implementation coordinator, the participant's supervisors,
and the participants. The meeting should include:
Determine Performance Metrics
The method(s) for measuring success for the implementation
of KWS need to be determined. The metrics selected should be as quantifiable as possible
even though some areas will be subjective (e.g., quality). Other
metrics to be considered include:
The metrics must be determined before the interviews so that the
interviewers can gather the information needed for the "before
picture." (After the installation, people will often forget what
things were like before KWS.)
Build Application Knowledge Base
To build the knowledge base for KWS, the implementation team must define the Event/Task/Child
Task/Step hierarchy, identify attachments, and develop Do
Its. The task hierarchy needs the following data that are not provided
by the IDEF models:
While building the knowledge base, the processes, tasks, and steps
must continuously be analyzed for more efficient, cost effective
ways to perform the process, task, or step. Improvements could
result from:
The KWS implementaion process requires an interview location that offers privacy and isolation,
but that is also close enough to individual work stations to allow
easy demonstration of new processes in the target work environment. If possible,
a direct e-mail connection should be in place to allow easy
dialogue between the participants and the implementation team.
Again, the implementation team will need a dedicated workstation at the installation to give the interviewers a place to record
the collected data and a workstation to test and demonstrate
without displacing participants.
The implemantation team must be prepared tio conduct an iterative set of structured interviews to obtain an
in-depth understanding of tasks to be performed. Three interview
sessions are recommended to compile the required information.
The interviewer(s) need to have an understanding not only of the
information required by KWS, but also of the capabilities of Do
Its and how to construct them. Important factors to consider
during an interview are:
The IDEF models will be used during the interviews as a starting
point and to help the interviewees see where they belong in the
business process of the installation. They should be studied before
hand to develop a "strawman" of the task hierarchy.
Structure the interview questions to focus on identifying all
tasks and performance metrics associated with a given process.
If the selected site is similar to a previously installed version
of KWS, then the previous knowledge base should be used as a basis
to build on. The events and the first levels of the task structure
should be the same. What will change will be step level information,
work flow assignments, and the Do Its.
During the initial interview, the goal is to give the interviewee
an opportunity to freely talk about his/her job. This allows the
interviewer(s) and interviewee to lay a foundation for understanding
the general activities performed by the knowledge worker, offer
suggestions on improvement opportunities, and to give the interviewee
a feeling of ownership in the KWS process. Another goal of this
interview is to identify the opportunities for Do Its.
The interviewer(s) should then take the information gathered and
fit it into the IDEF model. Typically the IDEF model's detail
extends only to the Task level and does not extend to Steps. In
preparing for the second interview, the interviewer(s) tries to
add detail to the IDEF model by putting into a simple flowchart,
and to organize the information gathered in the first interview
into the IDEF model. The interviewer also identifies potential
Do Its and the unknown ADP information needed to create them.
The second interview should be more structured and should involve presenting
the information gathered during the first interview with the goal
of correcting errors and adding depth to the information. This
can be done by updating the flowcharts previously done
from the IDEF data. The interviewer(s) at this time should also
collect information necessary to construct the Do Its (for example,
by identifying the fields from IFS-M might appear in specific reports, reviewing copies of reports and
forms, and locating files).
Following this interview, the builders of the knowledge base put
the information into the Event, Task, Child Task, Step structure
of KWS using the forms contained in Appendix E, "Building
the KWS Database". All information for the Do Its and Attachments
should now be gathered.
The final interview should then be conducted. This step can be
performed through the use of telephone calls, faxes, and/or e-mail.
The goals of this interview are to confirm the Event/Task/Step
accuracy, gather the remaining KWS data requirements (i.e. assignments,
dependencies, priorities, frequencies, etc), and gather the before
performance metrics information on the Tasks/Steps.
Where domain-specific Do Its exist in reuse libraries, determine
applicability to the KWS tasks being developed at the current
site. All data, forms, and files have been collected. Any new
Do Its are constructed using the selected tool set (i.e. batch
files, macros, programs, COTS, etc). The Do Its are tested external
to KWS then tested within KWS.
When these steps are complete, the Knowledge Base can be built. The knowledge base should
be completely entered into the data base (with appropriate due dates,
frequency of occurrence, durations), and assigned to the appropriate
people for accomplishment. The Do Its and attachments are associated
with the proper Task or Step.
Installation
If the site is acquiring user hardware and/or software for the
KWS implementation, the installation of that equipment should
occur at the earliest opportunity. The user should be given as
much time as possible to become familiar with the Windows environment
and the Windows applications. Part of the installation of the
Windows environment should be to provide the users with a means
to do business as usual. The user should be allowed to move to
the new environment as they feel comfortable. It is important
to recognize that the user needs to still perform their old job
until the new KWS environment is installed.
The installation of KWS at the pilot site should be completed
prior to KWS training. The knowledge base should have been input
into the KWS Task Data Base and backed up, and then the server should be shipped
to the site. Two people proficient in Oracle and computer hardware/software
should then visit the site and install the server and the KWS
software on the participants machines. They will then test the
system to make sure everything is running properly.
Training
Participants should be trained in two phases. Phase one will include commercial training in the use of Microsoft Windows
and any new Windows applications, if users are not already familiar
with Windows and/or the new application(s). On completing
this training, the KWS users should be given several weeks to
get comfortable with the new environment.
Once users are comfortable with the Windows environment,
two days of KWS training is conducted, using the current data base for
" hands on" training. The training
should emphasize the need to customize the KWS knowledge
base - to add depth and extend the knowledge base as
it is used. As procedures or information flows change, these changes
need to be reflected in the knowledge base, thus dynamically
instantiating organizational and/or procedural changes into the knowledge base. It
is crucial that the KWS users understand that KWS knowledge extension
is central to process improvement.
Maintenance Support
When training is complete, an immediate support visit is
necessary to help resolve any problems participants may have
using KWS and the Do Its. This visit should occur within two weeks
after the training; subsequent monthly visits may occur until
the system stabilizes. Early support should be provided by the
implementation team.
A long-term plan for maintenance support should be formulated either through onsite or contract personnel.
The support should minimally provide:
Evaluation
Based on the performance metrics selected, each Event/Task should
be evaluated. After the knowledge workers have had at least a
month to use the system, it is appropriate to begin doing an evaluation.
Depending on the type of metrics selected prior to installation,
the appropriate measurements are taken. At least measurements
should be taken on how long it now takes to perform tasks. Users
should also be asked what new tasks they have time to do now that
they are using KWS. The users will also be asked for any changes
or enhancements needed for the system. The results of the analysis
should be documented and saved for later use.
Update "To Be" Model
The information gathered during the KWS installation should be
used to update the "To Be" model. If a "To Be"
model has not been developed, the "As Is" model should
be modified to reflect the changes.
Document and Catalog Do Its
It is important to document and catalog the new Do Its into domain-specific reuse
libraries, especially if the same KWS functionality
is to be installed at multiple locations (e.g., facility management
at various DPWs). These libraries support reuse and may also:
Continuous Process Improvement
Periodic review of other related KWS projects, will lead to improvement
opportunities within the organization. Technology, directives,
and procedures will always be changing over time. KWS processes,
tasks, and steps should be reviewed for potential improvements.
5 CONCLUSIONS AND RECOMMENDATIONS
This study demonstrated the ability of the Knowledge Worker System to implement opportunities for process improvement through a pilot test of KWS at Ft. Eustis, VA. This pilot test will serve as a basis for developing a model of application of KWS at other Army installation and to other areas of application.
It is concluded that the Events, Tasks, and Child Tasks developed for Ft. Eustis are likely to translate directly to other installations and areas of application. it is also concluded that the extension of the pilot work done in developing the steps and Do Its at Ft. Eustis to other DEHs may be indirect; the principles underlying the creation and application of KWS were shown here to be sound and generally applicable, but individual steps and Do Its may be specific to an installation or application area. While all DEHs perform the
same processes, they accomplish those processes in different ways using different
tools. For example, while Ft. Eustis uses Lotus 1-2-3 (spreadsheet program) and WordPerfect (word-processing software); other
organizations might use Microsoft Excel and Word. Such difference would necessarily impact the Do
Its. The other impact would lie in the area of size and diversity
of organization. Larger installations might split tasks differently.
This kind of impact would require less effort than the changes
in Do Its.
In this pilot test, KWS has shown itself to be an extension to the Business Process
Improvement Program (BPIP). By providing a direct means to implement
new processes within an organization and to provide process improvement
at the execution level, KWS provides a more direct means of change
than through the publication of additional regulations and policies.
Changes in procedure are reflected in their individual To
Do list.
It is recommended that the Knowledge Worker System be further implemented at Ft. Eustis. The system was well received by Ft. Eustis personnel; both the Commander and Deputy Commander have expressed interest in expanding the scope of KWS implementation to include more offices.
Like many Army installations, Ft. Eustis is currently undergoing reduction in force and reorganization. It is also recommended that the Installation Methodology outlined in Chapter 4 of this report be taken as a working strategic plan for expanding the use of KWS to other installations. Expanded use of KWS would not only continue the productivity improvements measured in this study, but would also provide a unique opportunity to:
APPENDIX A - SELECTION CRITERIA
HARDWARE/SOFTWARE REQUIREMENTS FOR KNOWLEDGE WORKER SYSTEM
(KWS) SITE
1. Oracle Server Requirements
a) Hardware
CPU - Any ORACLE-certified multi-processor platform.
Memory - Minimum of 16 Megabytes of RAM is recommended.
Disk - 200 Megabytes of disk space on Disk 1 (above the operating
system) is required. 400 Megabytes is recommended.
Network - Interface networking hardware supported by LAN.
Tape Backup Unit.
Example - One of our current servers has the following:
CPU: 386/33
Etherlink: 8 bit (plan to upgrade to 16 bit)
RAM: 10M (plan to upgrade to 16M)
HD size: 320M
Tape: Arc60 (plan to upgrade to Exabyte 2.5)
Tape Controller: Emulex 1B02B (plan to upgrade to Adaptec 1542B)
Vaines: 4.11(5)
b) Software
LAN Software
TCP/IP - Ability to use SQL*Net TCP/IP (e.g., for Banyan Vines,
the TCP/IP routing option must be purchased from Banyan.)
Any LAN software required for access to Oracle
Ability to access InterNet
2. Client Requirements
a) Hardware
CPU - 386 or higher with 20MHZ CPU to run MS Windows 3.1 in enhanced
mode.
RAM - Minimum of 5 MB is recommended; 10 MB is better.
HD - Min. of 40 MB recommended (Windows 3.1 and KWS together require
15M. Network client software and memory manager require additional
space.)
Mouse - Required.
Monitor - VGA required.
b) Software
MS-DOS 5.0
Microsoft Windows 3.1
Memory manager such as QEMM or 386MAX is recommended to load the
network drivers into upper memory to leave the space for SQL*Net
driver and MS Windows 3.1.
Drivers to access Oracle server (E.g., Oracle SQL*Net driver for
Banyan Vines).
Capability to run TCP/IP version of SQL*NET.\
PILOT SITE SELECTION CRITERIA
* - C = Critical, I = Important, N = Nice to Have
High-Level Site Evaluation Criteria
APPENDIX B - REVIEW OF POTENTIAL SITES
Table B1. (Cont'd)
Table B1. (Cont'd)
APPENDIX C - FT. SILL IMPROVEMENT OPPORTUNITIES
TEAM INTERVIEW COMMENTS
Numbered Improvement Opportunities
From Ft. Sill
March 19, 1992
IMPROVEMENT OPPORTUNITIES
1. Develop a software package with commonly used standard forms
available on disk and ready for use. Use for SF1034. Establish
computer templates for the following documents used in the JOC
and Inspection branches: DD1155 Contractor payroll (as many as
70 a month), DD1354 Real property, Eng93 Pay application, and
SF40 Modification forms. AD
2. Encourage the processing of suspenses. Suspenses are not handled
in a timely manner or have unrealistic response dates. AD
3. encourage people to answer their electronic mail in a timely
fashion. AD
4. Establish preventative maintenance measures for computer hardware.
AD
5. Bill yearly for customers whose bill is $25 or less per month.
AD
6. Provide more autonomy to the Co-Located DOC. This includes
control of various logs and the ability to print all contract
documents locally instead of at DOC headquarters. AD
7. Eliminate unnecessary and redundant reports such as the Tech
Data Report, Behickle Usage Report, and Copier Usage Report. Also,
consider a reduction in the level of detail associated with some
reports such as the Deadline Report. Supply has five 4-door cabinets
filled with old receipts that need to be microfiched, eliminated
or archived on computer tape. Don't file useless data. Eliminate
"AUTODIN" print-outs; not used. Eliminate "Depot
Status Cards" from DOL. Various Environmental performance
measurement reports don't seen to be used; eliminate. AD
8. Provide DOC with more space to accommodate the level of paperwork
they generate particularly to handle the year-end rush. AD
9. Improve work environments. For example, inadequate lighting
and inadequate receiving ramp. AD
10. Improve information system capabilities and responses to eliminate
the existence of various manually maintained logs. AD
11. Eliminate unnecessary copying. AD
12. Provide more administrative and secretarial support. Some
organizations have to share secretaries. Need better definition
of requirements and expectations. Other potential related issues
are filtering junk mail and distribution of mail. AD
13. Update phone system. Include use of 1-800 numbers without
the need for access codes. Implement voice mail system to support
information distribution. Need autodial capability. Need upgraded
telephone system (rotary now) with switchboard to handle volume
of calls and to route calls in Family Housing. AD
14. Adopt bar code data entry. Locate the appropriate supply clerk
between FMS and DOC. AG
15. Let a driver pick up locally expedited materials, not the
workers. AG
16. Use supplies recovered during recycling (rubber bands, paper
clips, etc.). AG
17. Establish more aggregate contract. Gas chlorine and liquid
alum are examples. AG
18. Locate data transcription closer to the warehouse. Too many
keying errors. Look at bar-coding and do away with data transcriber
function. AG
19. Reduce the frequency of preparation of Form 250, Material
Inspection and Receiving Report, in departments other than Supply.
AG
20. Establish simple system for local and self-service purchases.
Credit cards, for instance provide self-service for office supply.
Allow more people access to self-service store. AG
21. Reduce the number of brands of equipment purchased to minimize
amount of spare and/or replacement parts required. AG
22. Raise authorization for Blanket purchase Agreements from $1,000
to $2,500 as provided by FAR. Provide BPA authority to each shop
for their top 2 03 items. AG
23. A Rolodex file for often used supplies is an effective way
to index items by description rather than by NSN or MCN. Scrub
Stock and Fringe Catalogs. AG
24. Provide safety shoe allowances or vouchers. Do away with the
property book officer processing requisitions for safety shoes
when the PBO orders the shoes. AG
25. Improve responsiveness of procurement process. Part of the
problem is providing enough information on requests to order supplies
or services. Also, supply personnel do not check on status of
orders until order is 45 days or more old. Supply requests go
through too many hands. Materials sold after in storage for more
than a year. Not enough supply people during peak periods to handle
needs. Priority system is abused; everything is hot. Because preventive
maintenance is not being regularly performed, equipment breaks
requiring priority requisitions to return equipment to operational
status. Not clear on rules for contacting suppliers. Source identification
can be a problem leading to unnecessary order cancellations or
the purchase of inferior product. Units of issue are not always
considered when supplies are ordered (lumber). Supply system works
on 30-day cycles, DPW works in hours or days when responding to
emergencies. Too many organizations and people are involved in
process. AG
26. Automatically generate late delivery letters on letterhead.
AG
27. Install a PC with printer to generate partial purchase receipts/redos.
This now requires loading and aligning the printer. AG
28. Hire more people in Supply. Takes too long at counter to obtain
supplies. AG
29. Replace old material handling equipment. AG
30. Consolidate all storage under one 100,000 square foot roof.
AG
31. Determine value of IFS-M to supply. No perceived need. AG
32. Service requests (including rentals of equipment, etc.) have
no transaction register captured in FESS; only SAILS captures
the delivery of the service. Services are more time consuming,
many times needing Contracting involvement. Extensions of service
require another set of documentation. AG
33. FESS isn't utilized to its fullest extent; e.g., ASRs are
converted into #3953s. Skip ASR and allow electronic changes to
the #3953 (since funds are already authorized by the ASER). AG
34. Supply Division and DOC log similar data; provide means to
enter data only once for both systems (FESS and SAACON). AG
35. Avoid duplicate obligations; e.g., three items ordered and
four received, and the fourth is allowed to be kept as the order
quantity. AG
36. Establish an automated system for authorizations, that considers
the Common Table of Allowances and Table of Distribution Allowances.
Avoid delays for items like Environments 15 cubic yard dump truck.
AG
37. The FESS to SAILS data feed is approximately two days behind
affecting responsiveness to correcting problems. This process
should be improved. AG
38. SAACON needs to be expanded to support the needs of large
supply, services, and construction contracting. AG
39. Provide better understanding of Budget and Administration
systems. Need empathy for line people. BD
40. Budget re-approval cycle has too much paperwork and too many
memos. BD
41. The DPW needs to have the authority to purchase its own ADP
equipment without going through Directorate of Information Management
(DOIM). BD
42. Authorize signatory authority (up to $5000) for certain Engineering
personnel when unforeseen problems arise during ongoing projects.
CO
43. Establish better coordination between DPW personnel, contractor
representatives and facility managers. CO
44. JOCs are great for shortening time, but impact statements
and reviews by regulatory agencies take time. We can't always
expedite! Some of this activity appears too expensive. How can
we get the flexibility of JOC at the price of doing the work inhouse?
CO
45. Make contract modifications become effective on the first
of the month. The administrative cost of initiating a modification
is $250 per modification. CO
46. Let contractors type and submit their own DD250's (request
for payment). Standardize the payroll form for all contractors.
CO
47. Improve the time required by Environmental to perform assessments
for projects. Some contracts have been sent to DOC without them
(with permission from the Colonel and Dennis) but these assessments
are supposed to be completed before the project goes to DOC. CO
48. Design for support maintainability; that is, 19 year old soldiers,
e.g., vandal-proof latrines. Bench buildings for design excellence.
CO
49. The instability in the Project Priority list causes general
productivity loss. Dollars have too much impact but do not necessarily
reflect reality. Need should carry more weight in establishing
priorities. Too many people have the authority to create changes
in the priority list: Colonel, Deputy director, Business Management,
Facilities Maintenance and Engineering Chief. CO
50. Schedule design reviews (by Colonel or Wayne Kiser) at 30%
and 70% of completion, instead of when designs have been completed.
CO
51. The year-end "use it or lose it" philosophy creates
costly work and disturbs priorities. CO
52. Provide better contract specifications and definitions to
minimize the need for modifications after contract award. CO
53. Need to reorganize project folders. Folders are becoming too
large to handle. CO
54. Provide standard contract specifications on engineering PC's
to reduce review and development time. Need additional CADD software.
Provide temporary secretarial help during periods of heavy specification
writing. During the period of May-July, current secretary spends
up to 90% of her time doing nothing but processing specifications.
CO
55. Reduce the amount of time engineering spends on inspection
documentation and/or provide inspectors with tools to expedite
the documentation process (hand held tape and video recorders).
CO
56. Need to update engineering data standards, databases and floor
plans. CO
57. Release environmental money (free to FT. Sill). EN
58. Submit supply installation description, etc. only once a year.
(Reference Pest Management Plan to TRADOC). EN
59. Establish a building (structure) history system to keep records
of application and to establish audit trails. Look into the Navy
system for pest control inventories. EN
60. Ensure Maintenance works on fire equipment first, as required
by fire prevention regulations. Provide mechanics trained to work
on fire equipment. Do preventive maintenance on fire equipment
instead of waiting until equipment fails. provide training to
firemen to perform preventive maintenance. FD
61. Clear up confusion over responsibilities for hazardous materials
emergencies between Fire Department and Environmental Department.
FD
62. Improve the fire extinguisher control and servicing process.
Shouldn't have to replace so many extinguishers. Fire extinguishers
are supposed to remain with real property. FD
63. Pay firemen for overtime at regular overtime rates. FD
64. Should have specialists or fully trained firemen to do alarm
maintenance. FD
65. Add Fire Department personnel to meet regulation-based manpower
levels. FD
66. Expand Fire stations to accommodate current equipment. FD
67. Include fire department in standard billeting upgrade considerations.
Firemen sleep at the fire stations. Quarters are cramped, old
and have limited restroom facilities. FD
68. Implement a computer-aided dispatch system. FD
69. Replace alarm system (currently telephone-based) with radio
controlled version. FD
70. Eliminate fire reports on fires of limited damage. Establish
a higher dollar threshold, currently reporting on all fires involving
damage greater the $1. FD
71. Buy commercial fire fighting equipment instead of Mil Spec
equipment. Don't purchase prototype equipment until tested for
use. FD
72. Provide housing with authority over construction projects
from conception through completion. HO
73. Time is lost bringing HOMES system up and taking it down.
HO
74. Hire more people in Housing and provide necessary training.
HO
75. Provide funding for upgraded equipment (HVAC, shower pans,
roofs). HO
76. Eliminate waste associated with accounting for cost per dwelling
unit in family housing. HO
77. Provide access to Post Locator to find military personnel.
HO
78. Improve the HOMES system. System response time is very slow.
HO
79. Eliminate time card and L&E handling problems and improve
dial up reliability. LB
80. Integrate IFS-M and STARSIPS. Use system to pose L&Es.
Eliminate redundancy between L&Es and time cards. Computerize
time cards. LB
81. Upgrade Personal Computer capabilities (need more speed).
MI
82. Fix Supply computer terminal (possible cable problem). MI
83. Investigate the use of CD ROM to replace microfiche (AMDF)
manipulation. MI
84. Provide a modem for dial-up to other depots (like with GSA).
HO
85. Purchase IP Plot ($180 each and 4 needed). HO
86. Purchase additional/improved computer software and hardware.
MI
87. Reduce "unit of issue" to "unit of order"
conversion errors. MI
88. Reduce the use of carbon-back computer paper within the installation.
Many reports are sent to recycling without ever being decollated,
obviously copies were never used. MO
89. Investigate the usage of 80-column cards within the installation.
Is anyone using them? MO
90. Maintain a level of shop stock in Data systems for repair
of computer hardware. MO
91. DPW assumed additional responsibilities without additional
help. OV
92. Establish one hour lunch period; it would be a morale booster.
OV
93. Establish better coordination with AG personnel. There is
a duplication of responsibilities between the DPW Cemetery Administration
and the AG's Casualty Office. Need additional authority over grounds
personnel who are assisting in the cemetery. Takes too many people
and shops to bury someone. OV
94. Accept advice and respect expertise of housing chief and staff.
OV
95. Determine value of Special Duties program. Time is being spent
picking up and delivering SD prisoners to work sites. OV
96. Provide road-worthy vehicles to Environmental. OV
97. Accomplish all design work in-house. this would give DPW total
control over projects and the work could be done faster and cheaper.
OV
98. Determine whether unused copier paper is being recycled. OV
99. Improve timeliness of information flowing through the organization.
Need to get performance appraisals and suspenses on time and accurately.
Many times suspenses arrive after the due date. OV
100. Make the Director a civilian position. OV
101. Improve coordination between departments and divisions. Different
divisions work on same projects without knowledge of the other.
There is a lack of communication with management. BMD should work
more closely with the shops, instead of simply dictating responses.
Departments/divisions should help solve each other's problems
in addition to identifying them. Some organizations are perceived
to be a nuisance within DPW. Get more recognition outside the
organization than within. There doesn't seem to be equal sacrifices
when times get hard. Accept the opinion and advise of Environmental
on environmental issues. OV
102. Reach decisions at meetings. Provide effective meeting training.
OV
103. assign and coordinate work better. Actions are moved instead
of fixed in place to make people happy. too much time spent duplicating,
verifying and checking each others work. People ask questions
that they should research themselves. People should be responsible
for their own mistakes. Instructions should be written down. System
checks and balances should be left to do their work, and there
shouldn't be so much second-guessing. Have to log-in/log-out correspondence
to fend off accusations of non-responsiveness. OV
104. Provide a work-at-home program, with computers tied into
system through modems. OV
105. Don't always have the right equipment to do jobs right. Plumbers
have the only back hoe and have to schedule its use. OV
106. Establish a Long Range Plan for ADP with milestones. OV
107. Determine whether number of people sufficient to accomplish
expected level of efforts. OV
108. Provide vehicle maintenance in a timely manner. OV
109. Provide beepers to all crews working at remote sites. OV
110. Pay on improvement ideas in a timely manner. OV
111. Do away with the internal controls program documentation.
This is only a paperwork shuffle. OV
112. Get Supply out of the temporary loan business (for lawn maintenance
equipment). Give an allotment of equipment maintenance to self-help.
PB
113. Improve the time it takes HVAC to repair/salvage appliance
property book items. PB
114. Encourage Housing to keep new/replacements item instead of
replacing because of aesthetics. PB
115. Incident information should be directly entered onto Report
of Surveys; i.e., generated by the person who is responsible for
the damage. PB
116. Increase the amount/cost of hand-receipt items to more realistic
levels. Improve hand-receipt procedures. PB
117. Establish a common stacking adapter for bunk beds so that
one type would support all type beds. Could save money and provide
a safer fit. PB
118. Centralize storage equipment to reduce quantities required.
PB
119. Automate the sub hand-receipt process at the section level.
PB
120. Issues vouchers/kits to each craftsman for durable hand tools.
Develop a kit of tools for each craft. PB
121. Avoid moving furniture during unit moves. Use built-in wardrobes,
for instance. PB
122. Use bar-coding for check-out/check-in of FMO property items.
PB
123. Receipt of a property book item (from hand-receipt) should
automatically update its issue; re: Facilities Engineering Property
Book system. PB
124. Support in-house personnel in their pursuit of licenses with
awards or reimbursements. PR
125. Reduce the time it takes to secure appropriated-funded personnel.
PR
126. Reduce the use of IOC employees. IOC employees cause problems
with regularly employed personnel. Need to hire them as either
part or full time employees. PR
127. Manpower authorizations should be controlled better. Go to
Management to the Civilian Budget MCB) system. Lift manpower constraints.
Manpower and Staffing Standards, Work Measurement, Manpower Studies
go away and hire people based on what the dollars and workload
demands. PR
128. Performance appraisals are counter-productive. PR
129. Ensure that Service Orders have customer phone numbers. SO
130. Reduce the number of Service Orders recorded incorrectly.
SO
131. Establish a better system for handling customer service.
SO
132. Completed Service Orders can be re-opened if one member of
crew does not indicate Service Order completion. SO
133. Provide more training for firemen. TR
134. Send current personnel to real property management seminars
(1 week). TR
135. Need fire fighter training area. Current area closed by EPA.
TR
136. Do more cross-training between branches. Increase understanding
between branches regarding responsibilities and operations. TR
137. Have training classes for supervisors on how to complete
performance appraisals correctly. TR
138. Establish training program for hiring and training environmental
rookies. TR
139. Provide education and training within the directorate for
Time Cards, L&Es, Service Orders, Work Orders, Contract Administrator,
and Correspondence. TR
140. Provide customer service training for personnel. TR
141. Provide annual technical training for employees. TR
142. Conduct on-site Corp of Engineers General Construction School
for inspectors/monitors on a regular basis (every 1 or 2 years).
Also provide training in negotiation techniques. TR
143. Allow Environmental to estimate asbestos removal requirements
or train Estimators to do this function efficiently and effectively.
WO
144. Work with Housing to educate housing occupants regarding
what constitutes an emergency. Most night calls are not emergencies.
WO
145. Work with State Historical Preservation Organization (SHIPO)
to improve the time required to approve design work on buildings
over 50 ears old. WO
146. Need to reduce time housing units are under maintenance.
WO
147. Reduce the time and effort required to track and process
work orders. Need in ensure that work orders are not closed without
work actually be accomplished. Too many old work orders in system.
A significant number or work orders are no longer valid. Need
to better understand the work order priority system. WO
148. Do a better job of understanding customer requirements and
of identifying work scopes at job sites. WO
149. Increase Work Order thresholds from $750 to $1,000. WO
150. Avoid duplication of effort between Program Managers, Foremen,
and Estimators. Establish a scheduler position that schedules,
provides time lines, schedules weeks in advance and not weekly.
WO
151. Develop a Sportsman customer database that serves multiple
retail applications; e.g., like a customer and invoicing database.
WO
152. Relocate emergency WO phone responsibility. Firemen have
little understanding of the nature of facilities emergencies such
as plumbing, roofing, heating; and are not skilled to deal with
these problems. WO
153. Provide data recorder for Engineering Division. this will
allow for generation of topographic drawings from data recorder.
WO
154. Need multi-craft people to do one stop fixes. WO
155. Establish better ad hoc query access to obtain analytical
information. WO
156. Improve timeliness of information in IFS-M. Currently manual
logs are maintained to ensure currency of information. WO
157. Improve the synchronization between work orders in IFS-M
and FESS. WO
AD Provide Administrative Support
AG Acquire Supplies & Services
BD Budget/Account For Operations
BQ Provide Bachelor Quarter Occupancy
CO Process Construction Work Order
DG Develop Guidance
EN Protect The Environment
FI Inspect Facilities
HO Provide Family Housing Occupancy
IH Provide Internment Services
LB Report Actual Labor And Expenses
MB Prepare For Mobilizations & Disasters
MD Develop Information Technology
MI Implement Information Technology
MN Perform Minor Maintenance/Housekeeping
MO Operate Information Technology
OV Oversee Performance Of Activities
PB Provide Reusable Items
PR Administer Personnel Programs
RC Receive Guests and Visitors
RL Maintain Customer Relations/Awareness
RP Maintain Real Property Configuration
SO Process Service Order
TB Troubleshoot Problems And Issues
TC Provide Technical Assistance
TR Train personnel
WO Process In-House Work Order
APPENDIX D - FT. SILL SUBJECT AREAS
IMPROVEMENT OPPORTUNITIES BY SUBJECT AREA
Based on the above analysis, the subject areas with the greatest
potential cost savings are "Process In-House Work Order"
and "Process Service Order". The subject areas with
the most improvement opportunities are "Provide Administrative
Support", "Train Personnel", and "Process
In-House Work Order".
APPENDIX E - BUILDING THE KWS DATABASE
Event Name: ____________________
_________________________________
SUBTASK:
ASSIGNED BY:
ASSIGNED TO:
PERFORMED BY:
SKILL LEVEL:
DATE DUE: / / DURATION:
DEPENDENCIES:
Predecessors:
Successors:
PRIORITY: (Please check one)
Critical
Important
Normal
STATUS: (Please check one)
Not Started
Started
Completed
OBE
FREQUENCY OF OCCURRENCE: (Please check one)
Ad Hoc
Cyclic (Please check one)
weekly
monthly
quarterly
yearly
TOOLS:
Software:
Data:
Access Path:
Authorizations:
STEPS:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
APPENDIX F - PROSOFT WINDOWS 3.1 COURSE OUTLINE
MICROSOFT WINDOWS
DESCRIPTION
Microsoft Windows 3.1 is a desktop work environment. Microsoft
Windows' graphical user interface (GUI) allows the user to perform
tasks by pointing and clicking rather than typing in cryptic DOS
commands.
STUDENT SKILLS
PREREQUISITES
None
COURSE LENGTH: 1 Day
SOFTWARE VERSION: Windows 3.1
MICROSOFT WINDOWS
STUDENT OUTLINE
I. Overview of Microsoft Windows
A. Graphical User Interface
B. Running Windows
1. Real Mode
2. Standard Mode
3. Enhanced Mode
C. Getting Help
D. Exiting Windows
II. Windows Screen
A. Desktop
B. Windows
1. Title Bar
2. Minimize and Maximize Boxes
3. Control Box
4. Scroll Bars
C. Icons
D. Menus
E. Dialog Boxes
III. Program manager
A. Running programs or Applications
B. Switching Between Programs
C. Task List
IV. File Manager
A. Switching Drives
B. Directories
1. Making and Removing
2. Directory Window
3. Options
C. Searching for Files
D. Selecting Files
E. Moving Files
F. Copying Files
G. Deleting Files
H. Formatting disks
I. Copying Diskettes
V. Control Panel
A. Screen Colors
B. Desktop Pattern, Wallpaper, and Screen Saver
C. Printers
VI. Print Manager
VII. Clipboard
A. Copying to the Clipboard
B. Passing from the Clipboard
VIII. Introduction to Microsoft Windows Accessory Programs
A. Write
B. Paintbrush
C. Notepad
D. Cardfile
E. Calendar
F. Clock
G. Games
IX. Review
APPENDIX G - KWS COURSE OUTLINE
COURSE OUTLINE
(Real Property Team)
Day 1 Monday, May 3, 1993
TIME SUBJECT
0800 Introduction
0900 The TODO Window
Navigation
Add/Modify/Delete
Command Menu
1030 FILE Command Menu
1100 Navigate via the Event Manager
1130 Summarize & Answer Questions
1200 Lunch
1300 Introduction/Review
1330 Add/Modify/Delete Official Task in Event Manager
1430 Attachments (Basic)
1530 Review of Day 1
DAY 2 Tuesday, May 4, 1993
0800 Review of Day 1
0830 Do Its (Basic)
0900 Personal Preferences
1000 Advanced Attachments/Note
1100 Advanced DO ITs
1200 Lunch
1230 Predecessors/Successors
1300 Work Groups
1330 Queries
1400 Changing Levels
1430 Cyclic Tasks/Events
1500 Other Features
1530 Summary of Training
DAY 3 Wednesday, May 5, 1993
0800-1000 Walkthrough of Knowledge Base
Conducted with trainees in individual work areas
NOTE: The instructors will be available through the week to
answer specific questions about the knowledge base in use in the
functional areas.
COURSE OUTLINE
(Production Control Team)
DAY 1 Wednesday, May 5, 1993
TIME SUBJECT
0800 Introduction
0900 The TODO Window
Navigation
Add/Modify/Delete
Command Menu
1030 FILE Command Menu
1100 Navigate via the Event Manager
1130 Summarize & Answer Questions
1200 Lunch
1300 Introduction/Review
1330 Add/Modify/Delete Official Task in Event Manager
1430 Attachments (Basic)
1530 Review of Day 1
DAY 2 Thursday, May 6, 1993
0800 Review of Day 1
0830 Do Its (Basic)
0900 Personal Preferences
1000 Advanced Attachments/Note
1100 Advanced DO ITs
1200 Lunch
1230 Predecessors/Successors
1300 Work Groups
1330 Queries
1400 Changing Levels
1430 Cyclic Tasks/Events
1500 Other Features
1530 Summary of Training
DAY 3 Friday, May 7, 1993
0800-1000 Walkthrough of Knowledge Base
Conducted with trainees in individual work areas
NOTE: The instructors will be available the remainder of the
day to work with you on specific functional areas with KWS.
APPENDIX H - FT. EUSTIS TASK DURATIONS (BEFORE)
COORDINATE WORK
ESTIMATE WORK
INSPECT WORK
APPROVE WORK
SCHEDULE WORK
MANAGE RPF UTILIZATION
MANAGE RPF UTILIZATION
MANAGE RPF UTILIZATION
PROCESS GRANT REQUIREMENTS
PROCESS GRANT REQUIREMENTS
PROCESS GRANT REQUIREMENTS
PROCESS GRANT REQUIREMENTS
PERFORM SPACE MANAGEMENT
PERFORM SPACE MANAGEMENT
ACCOMPLISH RPF DISPOSAL
APPENDIX I - FT. EUSTIS KNOWLEDGE BASE
APPENDIX J - HARDWARE AND SOFTWARE PURCHASED FOR FT. EUSTIS
Server Hardware and Software
Compaq System Pro Server
320/520 Meg Tape Drive
Oracle V6 (including support)
Banyan Vines
Vines 4.11 (5)
LAN Server to Server
Network Management
1 Network Copy of LanShark Mail
1 HP IIP LaserJet Printer
2 HP Font Cartridges
Notes:
The tape drive is required for periodic backups of the server.
Oracle V6 includes one year of support. The Vines software is
the current version being run at Ft. Eustis and is required to
connect the database server to the existing Banyan network being
run at Ft. Eustis. The LAN Server to Server option is required
for every server in a multi-server LAN environment. The Network
Management option is required for every server if that option
is being run on the existing LAN and per Mike West, Ft. Eustis
uses the Network Management option.
Ft. Eustis Equipment
Description of Equipment:
ACROS Model 4365
486DX/33MHz Personal Computer
8 MB RAM
240 MB Hard Disk
3.5" 1.44 MB Floppy Disk Drive
5.25" 1.2 MB Floppy Disk Drive
SVGA (1024x768, 16 Colors) Graphics Adapter
Two Serial Ports, One Parallel Port, and One PS/2 Mouse Port
Four 16-bit Expansion Slots
101-Key Enhanced Keyboard
Logitech PS/2 Mouse
9600 Baud Internal Fax Modem
ACROS Preloaded Software
MS-DOS 5.0
Windows 3.1
PFS: Windows Works
Prodigy Service Startup Kit
Fax and Data Communication
CERL Purchased and Loaded Software
QEMM 6.0
WordPerfect for Windows
Harvard Graphics for Windows
Lotus 1-2-3 for Windows
AcerView 11D 14" Super VGA Color Monitor
Sassone, Peter G., "Cost Benefit Methodology for Office systems,"
ACM Transactions on Office Information Systems, July 1987,
Vol. 5, No. 3.
Figure 1. Task 1 (prototype) schedule.
Figure 2. Projected KWS productivity improvement at Ft. Eustis
Criteria Necessity *
Enthusiasm of site
Top management support C
Users have time to work with developers C
Completeness of IDEF models C
IDEF models in electronic form N
Opportunities for Process Improvement
Potential for big improvement C
Processes already identified I
Process automation analysis already done N
Can use pre-exiting tools/DoIts I
Availability of onsite ADP support I
User and server hardware/software C
Location C
Factors Metric
1. Management Support Y N ?
2. User Interface with Developers N/A (Site Selection)
3. User/Server Hardware & Software Y N Partial
4. Available ADP Support On-Site N/A (Site Selection)
5. Location (DC Area) Y N
6. IDEF Model Detail (# Levels) 1, 2, 3 ... n
7. Existing "To -Be" Model Y N
8. Improvement Potential N/A (Site Selection)
9. Processes for Improvement Identified Y N
10. pre-existing Tools or do Its N/A (Site Selection)
11. Automation Analysis Done Y N
12. Activity Based Costing Done Y N
Subject Area Potential Yearly Cost Savings
in 1,000 dollars
AD Provide Administrative Support
1 - Computerize Standard Forms 400
2 - Expedite Suspense Processing (undetermined)
4 - Establish PM for Computer Hardware (undetermined)
5 - Bill Yearly for Small Customers 178
10 - Eliminate Manual Logs (undetermined)
12 - Provide Admin/Secretarial support (undetermined)
AG Acquire Supplies & Services
25 - Improve Procurement Process (undetermined)
26 - Automatic Late Delivery Letters 45
32 - Service Requests Integration (FESS/SAILS) 93
37 - Improve FESS to SAILS Integrations 93
BD Budget/Account for Operations
39 - Establish Budgeting/Admin System Knowledge (undetermined)
40 - Reduce Budgeting Re-approval Paperwork (undetermined)
BQ Provide Bachelor Quarter Occupancy
CO Process Construction Work Order
43 - Coordination with Construction./
Facility Managers 680
52 - Prepare Better Contract Specs 129
DG Develop Guidance
EN Protect the Environment
FI Inspect Facilities
HO Provide Family Housing Occupancy
IH Provide Internment Services
LB Report Actual Labor and Expenses
MB Prepare for Mobilizations & Disasters
MD Develop Information Technology
MI Implement Information Technology
MN Perform Minor Maintenance/Housekeeping
MO Operate Information Technology
OV Oversee Performance of Activities
99 - Improve Information Flow (undetermined)
101 - Improve Department/Division coordination (undetermined)
103 - Assign/Coordinate Work Better (undetermined)
104 - Provide Work-At-Home Program (undetermined)
PB Provide Reusable Items
123 - Auto Property book Items Issue/receipt 174
PR Administer Personnel Programs
125 - Reduce personnel hiring Time (undetermined)
RC Receive Guests and Visitors
RL Maintain Customer Relations/Awareness
RP Maintain Real property Configuration
SO Process Service Order
130 - Eliminate Incorrect SO Entries 8478
131 - Great Customer Service System 8764
TB Troubleshoot Problems and Issues
TC Provide Technical Assistance
TR Train Personnel
136 - Cross-train Branch Personnel (undetermined)
137 - Performance Appraisal Training (undetermined)
138 - Establish Environmental Training Program (undetermined)
139 - Training Time/L&E/SO/WO (undetermined)
140 - Provide Customer Service Training (undetermined)
141 - Provide Annual Technical Training (undetermined)
WO Process In-House Work Order
147 - Reduce WO Tracking/Processing 8816
148 - Improve Work Scope Definition 316
150 - WO Process Duplication of Effort 436
154 - Need Multi-craft People 8505
155 - Establish Information AdHoc Query Access 225
156 - Improve IFS-M Information Timeliness (undetermined)
157 - Synchronize WOs in IFSM/FESS 73
Date Date
Tasks Due Subtasks Due
Customer Generate Work Order Duration
Receive 4283 5days, 4hours
1. Verify 4283 2hours
2. Route to Environmental Office 2.5days
3. Route to Safety Office 2.5days
4. Input 4283 into IFSM 2hours
Establish & Maintain Work Request
Provide Work Status
Produce Production Shop Report (weekly) 2days
Generate Draft Report
1. Print draft copy of report 5hours
Get New Information
1. Have Chief, Production Control Section
update draft 1hours
2. Get Lotus report from Scheduler sorted
by project start date 1hours
Make comparison 1hours
1. Compare new information with last week's
report
Produce final report 8hours
1. Make changes in Harvard Graphics file
2. Delete completed projects over
2 weeks old
3 Sort by estimated shop date
4. Print report
5. Make 4 complete copies
6. Make 1 copy with start dates
Produce Project Status Report (weekly)
Prepare report 3hours
1. Query IFS-M
2. Print Report
Produce Project List (monthly)
Query IFS-M 2hours
1. Run IFS-M query "L ACCT over 15K NO FH"
Receive information from other sources 30days
1. Receive edited hard copies of previous
lists.
2. Receive other suggested changes.
Update and Prepare Report 4hours
1. Make changes in IFS-M
2. Make changes in dBase file
3. Kathy copy dBase file to floppy
diskette and give to Gail
4. Gail: Merge data
5. Gail: Print Project List
6. Distribute
Estimate Work Request Duration
Perform Budget Estimate 6days, 20min.
Do Budget Estimate
Examine Work Request
1. Do site visit of proposed work 1hours
2. Review with requestor the work
required 1hours
Execute LOTUS 150 Spreadsheet
1. Look up all information needed to
complete job in MEANS and 2hours
historical data
2. Transfer information from MEANS
to LOTUS 150 spreadsheet. 1hours
3. Spreadsheet automatically
calculates cost .5hour
If NOT Reimbursable Work
1. Put in folder to accomplish detail
estimate or folder to hold 10min.
until further notice
If Reimbursable Work
1. Go into PROFS 10min.
2. Send work request to ask for
funds transfer .5hour
3. Await receipt of funds 1week
4. Funds are received
5. Determine if work is inhouse
or contract 1hour
Retrieve information from 4283 1hour
1. Retrieve job site information, document
number, facility number, requestor
name and telephone number, and
information requested
Perform Detailed Estimate 1day
Define Phases 2hour
Estimate Phase Time 2hour
Estimate Material Requirements
1. Fill out Bill of Materials (IFS-M):
Labor hours for In-House & 1hour
Specifications for Contract
2. Fill out Purchase Request: In-House
for Supply & DOC for Contract 1hour
Perform Determination of kind of Work
1. Is the work In-House 1hour
2. Is the work to be done by Contract 1hour
Maintain Standards
Maintain Factors
Maintain Estimating Standards
Maintain Supply Catalogue
In-House 1day
1. Answer questions
2. Fill out inspection form
Inspect Contract Work 1day
1. Answer questions
2. Fill out inspection form
Score 4283 1day
1. Local Score (Eustis)
2. Use TRADOC system
3. BMAR Scoring
Check funding 1hour
1. Is the work funded
2. Is the work not funded
Determine resources (manpower) 4hour
1. In-House
2. Contract
3. U-DO-IT
4. Troop
Estimator Scheduled 1hour
1. Chief, Production Control schedules job to an estimator
Fund Approval 1week
1. Get approval for materials
2. Get approval for contract work
3. Get approval for troop work
4. Get approval to put job on hold
Work approval
1. Receive work approval 1week
2. If contract, send 4283 to DOC 1hour
3. If inhouse, send 4283 to Supply/MC 1hour
4. Send 4283 to shops (U-DO-IT, Troops, inhouse) 1hour
Revise IFS-M
1. Get updated information from Chief, Production Control 1hour
2. Get updated information from DEH Warehouse 1hour
3. Run Customer Service Menu query in IFS-M 1hour
4. Letter N or O to bring up W/O & change status.
5. Change status in IFSM 1hour
Revise LOTUS File 2hour
1. Use IFS-M data to update LOTUS file
2. Delete completed jobs
3. Delete cancelled jobs
Send Work to Shops 1hour
1. Send 4283 to shop
Document RPF Utilization (ICARPUS) - Ft Eustis Duration - @25% time
Initiate update of report.
Review previous year's submission. 8 hrs
Separate out and copy sections by activity. 4 hrs
Access form for cover letter. 10 min
Make changes to form letter as needed. 30 min
Print out cover letter & route for signatures. 20 min
Enclose respective sections of report. 4 hrs
Send cover letter and sections to each activity
requesting updated information. 1 hr
Receive changes to report. 2-4 wks
Incorporate changes received into final draft.
Access file of sections with changes. 4 hrs
Make changes and save in file. 16 hrs
Prepare final copy of report.
Prepare copy of report for approval of Garrison
Cmdr., RPO, & DEH.
Print out signature page. 10 min
Highlight changes on copy of report. 3 hrs
Attach signature page to copy & route for
signatures. 10 min
Receive copy with signatures & comments. 1 wk
Print out final copy of report. 1 hr
Include updated photographs of facilities
as needed. 4 hrs
Include cover for report binder. 5 min
Prepare transmittal letter.
Access form for letter. 5 min
Make changes to form letter as needed. 10 min
Print out transmittal letter & route for
signature. 20 min
Send final copy to TRADOC. 10 min
Prepare report for distribution.
Send copy of highlighted report to DOIM-Editorial. 10 min
Receive proofed copy of report from DOIM-Ed. 1-2 wks
Make editorial changes to version on file & print. 4 hrs
Prepare transmittal letter for distribution.
Access form for letter. 10 min
Make changes to letter as needed. 30 min
Print out letter & route for signature. 20 min
Send report to DOIM with printing &
distribution instructions. 30 min
Receive call from distribution point. 16 hrs
Attach "for official use only" cover on reports. 1 hr
File a copy of report. 10 min
Document RPF Utilization (ICARPUS) - Ft. Story Duration - @25% time
Send previous year's submission to PAO with request for
update of information. 10 min
Receive changes to report from PAO 2-4 wks
Incorporate changes received into final copy of report
Access file of section with changes. 4 hrs
Make changes and save in file. 16 hrs
Prepare final copy of report
Prepare copy of report for approval of Garrison
Cmdr., RPO, & DEH
Print out signature page. 10 min
Highlight changes on copy of report. 3 hrs
Attach signature page to copy & route
for signatures. 10 min
Receive copy with signatures & comments. 2 wks
Print out final copy of report. 1 hr
Include updated photographs of facilities
as needed. 4 hrs
Include cover for report binder. 5 min
Prepare transmittal letter.
Access form for letter. 5 min
Make changes to form letter as needed. 10 min
Print out transmittal letter & route
for signature. 20 min
Send final copy to TRADOC 10 min
Prepare report for distribution.
Send copy of highlighted report to DOIM-Editorial. 10 min
Receive proofed copy of report from
DOIM-Editorial. 1-2 wks.
Make editorial changes to version on file. 4 hrs
Prepare transmittal letter for distribution.
Access form for letter. 10 min
Make changes to letter as needed. 30 min
Print out letter & route for signature. 20 min
Send report to DOIM with printing & distribution
instructions. 30 min
Receive call from distribution point. 16 hrs
Attach "for official use only" cover on reports. 1 hr
File a copy of report. 10 min.
Control Space Allocation Duration - @25% time
Receive request for space.
Add request for space to agenda of next Facility/Space Management
Committee Meeting
Access file for agenda for next meeting. 10 min
Add request for space as a new agenda item. 10 min
Conduct meeting of Facility/Space Management Committee. quarterly
Relay decision of committee to requestor of space
Access form letter for response. 10 min
Make changes to form letter as needed. 20 min
Print out letter & route for RPO signature. 20 min
Send letter to requestor. 10 min
Set up meeting between RPO & Requestor to survey space
Contact requestor & get available dates/times 20 min
Check RPOs calendar & decide on date/time 10 min
Notify requestor of meeting date/time 10 min
Add property to gaining hand receipt 1 wk 4 hrs
Process new request for lease for outgrant Duration - @25% time
Receive letter of request from activity.
Write letter of availability.
Access form for letter of availability. 10 min
Make changes to form letter as needed. 45 min
Run letter with appropriate address. 10 min
Enclose report of availability.
Access form for report of availability. 10 min
Customize information in form letter. 35 min
Print out report of availability. 10 min
Enclose an as-built drawing.
Obtain original drawing of area. 15 min
Make 4-5 enlarged copies of specific area. 15 min
Identify area with a circle on all 4-5 copies. 15 min
Shade requested area with colored pencils
on all copies 1 hr
Enclose record of environmental consideration (REC).
Access form letter. 10 min
Pull in pertinent paragraphs.
Access file containing environmental
regulations. 10 min
Retrieve specific paragraphs and
insert in REC. 20 min
Produce Preliminary Assessment Screening form (PAS).
Access form for PAS. 10 min
Fill in appropriate blanks. 20 min
Route PAS to environmentalist for signature. 4 hrs
Route letter & enclosures with Publication Correspondence
Summary form 105 to Cmdr. 10 min
Receive approved packet back from Cmdr. 8 hrs
Forward packet on to TRADOC for approval. 10 min
Receive copy of signed lease from activity. 2 wks
Update list of outgrants for ICARPUS. 30 min
Access file containing list of outgrants. 10 min
Make changes to list as needed. 30 min
File copy of signed lease. 15 min
Process amendment of lease for outgrant Duration - @25% time
Receive letter of request from activity.
Write letter of availability.
Access form for letter of availability. 10 min
Make changes to form letter as needed. 45 min
Run letter with appropriate address. 10 min
Enclose report of availability.
Access form for report of availability. 10 min
Customize information in form letter. 35 min
Print out report of availability. 10 min
Enclose an as-built drawing.
Obtain original drawing of area. 15 min
Make 4-5 enlarged copies of specific area. 15 min
Identify area with a circle on all 4-5 copies. 15 min
Shade requested area with colored pencils
on all copies 1 hr
Enclose record of environmental consideration (REC).
Access form letter. 10 min
Pull in pertinent paragraphs.
Access file containing environmental
regulations. 10 min
Retrieve specific paragraphs and
insert in REC. 20 min
Produce Preliminary Assessment Screening form (PAS).
Access form for PAS. 10 min
Fill in appropriate blanks. 20 min
Route PAS to environmentalist for signature. 4 hrs
Route letter & enclosures with Publication
Correspondence Summary form 105 to Cmdr. 10 min
Receive approved packet back from Cmdr. 8 hrs
Forward packet on to TRADOC for approval. 10 min
Receive copy of signed lease from activity. 2 wks
Update list of outgrants for ICARPUS. 30 min
Access file containing list of outgrants. 10 min
Make changes to list as needed. 30 min
File copy of signed lease. 15 min
Process renewal of lease for outgrant. Duration - @25% time
Receive letter of request from activity.
Write letter of availability.
Access form for letter of availability. 10 min
Make changes to form letter as needed. 45 min
Run letter with appropriate address. 10 min
Enclose report of availability.
Access form for report of availability. 10 min
Customize information in form letter. 35 min
Print out report of availability. 10 min
Enclose record of environmental consideration (REC).
Access form letter. 10 min
Pull in pertinent paragraphs.
Access file containing environmental
regulations. 10 min
Retrieve specific paragraphs
and insert in REC. 20 min
Produce Preliminary Assessment Screening form (PAS).
Access form for PAS. 10 min
Fill in appropriate blanks. 20 min
Route PAS to environmentalist for signature. 4 hrs
Route letter & enclosures with Publication
Correspondence Summary form 105 to Cmdr. 10 min
Receive approved packet back from Cmdr. 8 hrs
Forward packet on to TRADOC for approval. 10 min
Receive copy of signed lease from activity. 2 wks
Update list of outgrants for ICARPUS. 30 min
Access file containing list of outgrants. 10 min
Make changes to list as needed. 30 min
File copy of signed lease. 15 min
Coordinate ingrant requests. Duration - @25% time
Receive request for ingrant lease and completed 4283.
Produce Purchase Request Commitment form 3953.
Access blank form 3953. 10 min
Input data from form 4283 into form 3953 as
applicable. 30 min
Print form 3953. 10 min
Route form 3953 to Comptroller for addition of funding 10 min.
information.
Receive completed form 3953. 2 wks
File form 3953. 10 min
Update list of ingrants for ICARPUS.
Access file containing list of ingrants. 10 min
Make changes to list as needed. 20 min
Produce utilization of admin/storage space report Duration - @25% time
Write letter to HRHs requesting updated information.
Access form letter. 10 min
Make changes to form letter as needed. 20 min
Access list of HRHs. 10 min
Merge two files for personalized form letter. 20 min
Enclose blank TCFE 1061. 10 min
Enclose blank TCFE 1061A. 10 min
Run off and enclose current hand receipt. 2 hrs
Receive signed and dated hand receipt and forms. 2 wks
Enter updated information in Hand Receipt Directory.
Access Hand Receipt Directory file. 10 min
Update information in file. 20 min
Enter date of last sign off on hand receipt. 10 min
Enter updated information in POC/Ph#/Date list.
Access POC/Ph#/Date file. 10 min
Update information in file. 20 min
Compile information from TCFE 1061 & 1061A into DD 805.
Gather information needed from completed
1061s & 1061As. 30 min
Access DD 805 report software. 10 min
Enter data in screens. 1 hr
Transmit information contained in DD 805 to HQ DA. 1 hr
Print out report for files. 30 min
Maintain facility hand receipts Duration - @25% time
Receive notification of change to hand receipt.
Set up meeting between RPO and losing HRH.
Contact losing HRH & get available dates/times
for meeting. 15 min
Check RPOs calendar & decide on date/time. 15 min
Notify losing HRH of meeting date/time. 5 min
Complete TCFE Supply/AR405-70 (Facility Assign & Clearance
Record)
Fill in blanks on form appropriate for losing HR. 1 hr
Send form to losing HRH for completeness of
information and signature. 10 min
Receive signed TCFE Supply/AR405-70 from
losing HRH. 1 wk
Fill in blanks on form appropriate for gaining HR. 1 hr
Send form to gaining HRH for completeness and
signature. 10 min
Receive signed TCFE Supply/AR405-70 from
gaining HRH. 1 wk
Get RPO signature on both forms for final
approval. 5 min
Meet with losing HRH
Inspect facility being transferred with
losing HRH. 1 hr
Verify information about facility on TCFE
Supply/AR405-70. 15 min
Collect facility keys. 5 min
Remove property from losing hand receipt
Open up file for losing hand receipt. 10 min
Remove facility being transferred from hand
receipt. 5 min
Run off updated hand receipt. 10 min
Send updated hand receipt to losing HRH for
acceptance and signature. 10 min
Receive signed hand receipt. 1 wk
File hand receipt in appropriate file. 5 min
Set up meeting between RPO and gaining HRH
Contact gaining HRH & get available dates/times
for meeting. 15 min
Check RPOs calendar and decide on date/time. 15 min
Notify gaining HRH of meeting date/time. 5 min
Meet with gaining HRH
Inspect facility being transferred with
gaining HRH. 1 hr
Verify information about facility on TCFE
Supply/AR405-70. 15 min
Sign over facility to gaining HRH 5 min
Issue facility keys to gaining HRH 5 min
Add property to gaining hand receipt
Open up file for gaining hand receipt. 10 min
Add facility being transferred to hand receipt. 5 min
Run off updated hand receipt. 10 min
Send updated hand receipt to gaining HRH for
acceptance and signature. 10 min
Receive signed hand receipt. 1 wk
File hand receipt in appropriate file. 5 min
Make changes to building list (blue cover)
Locate transferred facility in building list. 5 min
Change HRH for building. 5 min
Change other information as needed for list. 10 min
Make changes to IFS-M
Get copy of completed TCFE Supply/AR405-70 for
losing and gaining HRs. 10 min
Do a query on IFS-M to locate building being
transferred. 5 min
Make changes to appropriate fields in IFS-M
as needed. 10 min
Identify candidate for disposal Duration - @25% time
Initiate selection process for disposal
Review potential candidates for disposal from
reduction in facilities program. 1 hr
Rank potential candidates based on pre-determined
criterion (age, condition, etc) 1 hr
Select candidate 30 min
Initiate disposal approval
Prepare HUD survey
Open up survey form 10 min
Access building information file 10 min
Fill in blanks with data specific to building
candidate for demolition 45 min
Make copy of survey for files 10 min
Send HUD survey to DA thru TRADOC 10 min
Receive report from HUD on suitability of building
for reuse 30-90 days
Coordinate Disposal
Write Letter for Commander's signature to remove from inventory
Access form letter 10 min
Make changes to form letter as needed 20 min
Print out letter 10 min
Route letter to Commander for signature 10 min
Receive signed letter from Cmdr. 8 hrs
Prepare 1354 for removal of building from IFS-M
Access form 1354 10 min
Fill in appropriate blocks 45 min
Verify data in blocks 1 hr
Get RPO signature 20 min
Route through appropriate channels 1 wk
Prepare GSA 4283 (Work Control) for building shutdown
Access form 4283 10 min
Fill in appropriate blocks (shut off util, etc) 45 min
Route to RPO for signature. 5 min
Receive signed form from RPO 20 min
Make a copy for file 10 min
Prepare DA 377 (Building Detail Report)
Access form 377 10 min
Fill in appropriate blocks 45 min
Route for signatures. 10 min
Receive signed form. 4 hrs
Make a copy for files 10 min
If estimated cost is < $25,000, send form to
Installation Commander for approval 10 min
If estimated cost is > $25,000, send form to TRADOC for approval
Pass approval form to EP&S for contract for demolition
10 min
Query/document disposal
Receive 1354 for removal of building from IFS-M 1 wk
Verify data on 1354 1 hr
Remove building information from IFS-M 1 hr
Event/Task/Step Description DoIt Developed
COORDINATE WORK
Customer Generate Work Order
Receive 4283
1) Verify 4283
2) Route 4283 to Environmental Office
3) Route 4283 to Safety Office
4) Input 4283 into IFSM. YES
Establish & Maintain Work Request
Provide Work Status
Produce Production Shop Report
a) Get New Information
1) Perform steps 2 through N. YES
2) Get information from IFSM.
3) Get information from Scheduler's Lotus report.
b) Verify Information
1) Verify and correct information. YES
c) Produce Report
1) Perform steps 2 and 3. YES
2) Sort projects by estimated date to shop.
3) Remove projects that have been completed for over 2
weeks.
4) Perform steps 5 through 6. YES
5) Generate complete report.
6) Print copy of complete report.
7) Make 6 copies of the complete report.
8) Perform steps 9 and 10. YES
9) Generate subset of report for Supply.
10) Print copy of Supply report.
11) Make 2 copies of Supply report.
12) Perform steps 12 and 13. YES
13) Generate subset of report for Shop.
14) Print copy of Shop report.
15) Make 2 copies of Shop report.
Produce Project Status Report
Prepare Report
1) Perform steps 2 through N. YES
2) Access IFSM.
3) Run IFSM Query for project status.
4) Print report
Produce Project List Report
a) Receive Information from other Sources
1) Receive edited hard copies of previous lists
2) Receive other suggested changes
b) Update and Query IFSM
1) Make any needed changes to IFSM. YES
2) Perform steps 3 through 5. YES
3) Connect to IFSM.
4) Run IFSM query "L ACCT over 15K NO FH".
5) Create dBase database.
c) Update and Prepare Report
1) Make changes in dBase file YES
2) Kathy copy dBase file to floppy diskette & give to Gail
YES
3) Gail Merge data
4) Gail Print project list
5) Distribute report
ESTIMATE WORK
Estimate Work Request
Perform Budget Estimate
Do Budget Estimate
Examine Work Request
1) Do a site visit of proposed work
2) Review with requestor the work required
Execute LOTUS 150 spreadsheet
1) Look up all information needed to complete job.
2) Transfer information from MEANS to Lotus 150
Spreadsheet.
3) Spreadsheet automatically calculates cost YES
If Not Reimbursable Work
1) Put in folder to accomp. detail est. or folder to hold
until further notice
If Reimbursable Work Unit
1) Perform steps 2 and 3. YES
2) Go into PROFS
3) Send work request to ask for funds transfer
4) Await receipt of funds
5) Funds are received
6) Determine if work is inhouse or contract
Retrieve Information from 4283
1) Perform steps 2 through 7. YES
2) Access IFSM.
3) Retrieve job site information
4) Retrieve document number
5) Retrieve facility number
6) Retrieve requestor name and telephone number
7) Retrieve information requested
Perform Detailed Estimate
a) Define Phases
b) Estimate Phase Time
c) Estimate Material Requirements
1) Fill out Bill of Materials (IFSM) Labor hours for YES
inhouse, Specs for contract
2) Perform steps 3 through 6. YES
3) Access IFSM.
4) Use query to download Bill of Materials.
5) Use WP and merge files to fill out purchase request.
6) Purchase request: inhouse for supply, DOC for contract
Perform Determination of Kind of Work
1) Is the work inhouse
2) Is the work to be done by contract
Maintain Standards
Maintain Factors
Maintain Estimating Standards
Maintain Supply Catalog
INSPECT WORK
Inspect InHouse Work
1) Answer questions
2) Fill out inspection form
Inspect Contract Work
1) Answer questions
2) Fill out inspection form
APPROVE WORK
4283 Scoring YES
1) Local score (Eustis) YES
2) Use TRADOC system YES
3) BMAR scoring
Check Funding
1) Is the work funded?
2) Is the work not funded?
Determine Resources (manpower)
1) InHouse
2) Contract
3) UDOIT
4) Troop
Estimator Scheduled
1) Chief, Production Control schedules job to an estimator
Fund Approval
1) Get approval for materials
2) Get approval for contract work
3) Get approval for troop work
4) Get approval to put job on hold
Work Approval
1) Receive work approval
2) If contract, send 4283 to DOC
3) If inhouse, send 4283 to Supply/MC
4) Send 4283 to shops (UDOIT, Troops, InHouse)
SCHEDULE WORK
Revise IFSM
1) Get updated information from Chief, Production Control
2) Get updated information from DEH warehouse
3) Perform steps 4 through 6. YES
4) Run Customer Service Menu query in IFSM
5) Letter N or O to bring up W/O
6) Change status in IFSM
Revise LOTUS File
1) Use IFSM data to update LOTUS file YES
2) Perform steps 3 through N. YES
3) Update information.
4) Delete completed jobs
5) Delete cancelled jobs
Send Work to Shops
1) Send 4283 to appropriate shops
Event/Task/Step Name DoIt Developed
MANAGE RPF UTILIZATION
Document RPF Utilization (ICARPUS)
ICARPUS - Ft. Eustis
Initiate update of report.
Review previous year's submission.
Separate out and copy sections by activity.
Access form for cover letter. YES
Make changes to form letter as needed.
Print out cover letter & route for signatures.
Enclose respective sections of report.
Send cover letter and sections to each activity requesting
updated information.
Receive changes to report.
Incorporate changes received into final draft.
Access file of sections with changes. YES
Make changes and save in file.
Prepare final copy of report.
Prepare copy of report for approval of Garrison Cmdr., RPO,
& DEH.
Print out signature page. YES
Highlight changes on copy of report.
Attach signature page to copy & route for signatures.
Receive copy with signatures & comments.
Print out final copy of report.
Include updated photographs of facilities as needed.
Include cover for report binder.
Prepare transmittal letter.
Access form for letter. YES
Make changes to form letter as needed.
Print out transmittal letter & route for signature.
Send final copy to TRADOC.
Prepare report for distribution.
Send copy of highlighted report to DOIM-Editorial.
Receive proofed copy of report from DOIM-Ed.
Make editorial changes to version on file & print. YES
Prepare transmittal letter for distribution.
Access form for letter. YES
Make changes to letter as needed.
Print out letter & route for signature.
Send report to DOIM with printing & distribution
instructions.
Receive call from distribution point.
Attach "for official use only" cover on reports.
File a copy of report.
Document RPF Utilization (ICARPUS) - Ft. Story
Send previous year's submission to PAO with request for
update of information.
Receive changes to report from PAO
Incorporate changes received into final copy of report
Access file of section with changes. YES
Make changes and save in file.
Prepare final copy of report
Prepare copy of report for approval of Garrison Cmdr., RPO,
& DEH
Print out signature page. YES
Highlight changes on copy of report.
Attach signature page to copy & route for signatures.
Receive copy with signatures & comments.
Print out final copy of report. YES
Include updated photographs of facilities as needed.
Include cover for report binder.
Prepare transmittal letter.
Prepare transmittal letter. Access form for letter. YES
Make changes to form letter as needed.
Print out transmittal letter & route for signature.
Send final copy to TRADOC.
Prepare report for distribution.
Send copy of highlighted report to DOIM-Editorial.
Receive proofed copy of report from DOIM-Ed.
Make editorial changes to version on file & print. YES
Prepare transmittal letter for distribution.
Access form for letter. YES
Make changes to letter as needed.
Print out letter & route for signature.
Send report to DOIM with printing & distribution instructions.
Receive call from distribution point.
Attach "for official use only" cover on reports.
File a copy of report.
Document RPF Utilization (ICARPUS) - Ft. Story
Send previous year's submission to PAO with request for
update of information.
Receive changes to report from PAO
Incorporate changes received into final copy of report
Access file of section with changes. YES
Make changes and save in file.
Prepare final copy of report
Prepare copy of report for approval of Garrison Cmdr.,
RPO, & DEH
Print out signature page. YES
Highlight changes on copy of report.
Attach signature page to copy & route for signatures.
Receive copy with signatures & comments.
Print out final copy of report. YES
Include updated photographs of facilities as needed.
Include cover for report binder.
Prepare transmittal letter.
Access form for letter. YES
Make changes to form letter as needed.
Print out transmittal letter & route for signature.
Send final copy to TRADOC
Prepare report for distribution.
Send copy of highlighted report to DOIM-Editorial.
Receive proofed copy of report from DOIM-Editorial.
Make editorial changes to version on file. YES
Prepare transmittal letter for distribution.
Access form for letter. YES
Make changes to letter as needed.
Print out letter & route for signature.
Send report to DOIM with printing & distribution instructions.
Receive call from distribution point.
Attach "for official use only" cover on reports.
File a copy of report.
Control Space Allocation
Receive request for space.
Add request for space to agenda of next Facility/Space
Management Committee Meeting
Access file for agenda for next meeting. YES
Add request for space as a new agenda item.
Conduct meeting of Facility/Space Management Committee.
Relay decision of committee to requestor of space
Access form letter for response. YES
Make changes to form letter as needed.
Print out letter & route for RPO signature.
Send letter to requestor.
Set up meeting between RPO & Requestor to survey space
Contact requestor & get available dates/times
Check RPOs calendar & decide on date/time
Notify requestor of meeting date/time
Add property to gaining hand receipt
PROCESS GRANT REQUIREMENTS
Process new request for lease for outgrant
Receive letter of request from activity.
Write letter of availability.
Access form for letter of availability. YES
Make changes to form letter as needed.
Run letter with appropriate address.
Enclose report of availability.
Access form for report of availability. YES
Customize information in form letter.
Print out report of availability.
Enclose an as-built drawing.
Obtain original drawing of area.
Make 4-5 enlarged copies of specific area.
Identify area with a circle on all 4-5 copies.
Shade requested area with colored pencils on all copies
Enclose record of environmental consideration (REC).
Access form letter. YES
Pull in pertinent paragraphs.
Access file containing environmental regulations.
Retrieve specific paragraphs and insert in REC.
Produce Preliminary Assessment Screening form (PAS).
Access form for PAS.
Fill in appropriate blanks.
Route PAS to environmentalist for signature.
Route letter & enclosures with Publication Correspondence
Summary form 105 to Cmdr.
Receive approved packet back from Cmdr.
Forward packet on to TRADOC for approval.
Receive copy of signed lease from activity.
Update list of outgrants for ICARPUS.
Access file containing list of outgrants. YES
Make changes to list as needed.
File copy of signed lease.
Process amendment of lease for outgrant
Receive letter of request from activity.
Write letter of availability.
Access form for letter of availability. YES
Make changes to form letter as needed.
Run letter with appropriate address.
Enclose report of availability.
Access form for report of availability. YES
Customize information in form letter.
Print out report of availability.
Enclose an as-built drawing.
Obtain original drawing of area.
Make 4-5 enlarged copies of specific area.
Identify area with a circle on all 4-5 copies.
Shade requested area with colored pencils on all copies
Enclose record of environmental consideration (REC).
Access form letter. YES
Pull in pertinent paragraphs.
Access file containing environmental regulations.
Retrieve specific paragraphs and insert in REC.
Produce Preliminary Assessment Screening form (PAS).
Access form for PAS.
Fill in appropriate blanks.
Route PAS to environmentalist for signature.
Route letter & enclosures with Publication Correspondence
Summary form 105 to Cmdr.
Receive approved packet back from Cmdr.
Forward packet on to TRADOC for approval.
Receive copy of signed lease from activity.
Update list of outgrants for ICARPUS.
Access file containing list of outgrants. YES
Make changes to list as needed.
File copy of signed lease.
Process renewal of lease for outgrant.
Receive letter of request from activity.
Write letter of availability.
Access form for letter of availability. YES
Make changes to form letter as needed.
Run letter with appropriate address.
Enclose report of availability.
Access form for report of availability. YES
Customize information in form letter.
Print out report of availability.
Enclose record of environmental consideration (REC).
Access form letter. YES
Pull in pertinent paragraphs.
Access file containing environmental regulations.
Retrieve specific paragraphs and insert in REC.
Produce Preliminary Assessment Screening form (PAS).
Access form for PAS.
Fill in appropriate blanks.
Route PAS to environmentalist for signature.
Route letter & enclosures with Publication Correspondence
Summary form 105 to Cmdr.
Receive approved packet back from Cmdr.
Forward packet on to TRADOC for approval.
Receive copy of signed lease from activity.
Update list of outgrants for ICARPUS.
Access file containing list of outgrants. YES
Make changes to list as needed.
File copy of signed lease.
Coordinate ingrant requests.
Receive request for ingrant lease and completed 4283.
Produce Purchase Request Commitment form 3953.
Access blank form 3953.
Input data from form 4283 into form 3953 as applicable.
Print form 3953.
Route form 3953 to Comptroller for addition of funding information.
Receive completed form 3953.
File form 3953.
Update list of ingrants for ICARPUS.
Access file containing list of ingrants. YES
Make changes to list as needed.
PERFORM SPACE MANAGEMENT
Produce utilization of admin/storage space report
Write letter to HRHs requesting updated information.
Access form letter. YES
Make changes to form letter as needed.
Access list of HRHs.
Merge two files for personalized form letter.
Enclose blank TCFE 1061.
Enclose blank TCFE 1061A.
Run off and enclose current hand receipt.
Receive signed and dated hand receipt and forms.
Enter updated information in IFS-M.
1) Perform steps 2 through 4. YES
2) Update Hand Receipt information in IFS-M.
3) Update POC/Ph#/Date information in IFS-M.
4) Enter date of last sign off on hand receipt.
Compile information from TCFE 1061 & 1061A into DD 805.
Gather information needed from completed 1061s & 1061As.
Access DD 805 report software. YES
Enter data in screens.
Transmit information contained in DD 805 to HQ DA.
Print out report for files.
Maintain facility hand receipts
Receive notification of change to hand receipt.
Set up meeting between RPO and losing HRH.
Contact losing HRH & get available dates/times for meeting.
Check RPOs calendar & decide on date/time.
Notify losing HRH of meeting date/time.
Complete TCFE Supply/AR405-70 (Facility Assign & Clearance Record)
Fill in blanks on form appropriate for losing HR.
Send form to losing HRH for completeness of information and signature.
Receive signed TCFE Supply/AR405-70 from losing HRH.
Fill in blanks on form appropriate for gaining HR.
Send form to gaining HRH for completeness and signature.
Receive signed TCFE Supply/AR405-70 from gaining HRH.
Get RPO signature on both forms for final approval.
Meet with losing HRH
Inspect facility being transferred with losing HRH.
Verify information about facility on TCFE Supply/AR405-70.
Collect facility keys.
Remove property from losing hand receipt
Open up file for losing hand receipt.
Remove facility being transferred from hand receipt.
Run off updated hand receipt.
Send updated hand receipt to losing HRH for acceptance and signature.
Receive signed hand receipt.
File hand receipt in appropriate file.
Set up meeting between RPO and gaining HRH
Contact gaining HRH & get available dates/times for meeting.
Check RPOs calendar and decide on date/time.
Notify gaining HRH of meeting date/time.
Meet with gaining HRH
Inspect facility being transferred with gaining HRH.
Verify information about facility on TCFE Supply/AR405-70.
Sign over facility to gaining HRH
Issue facility keys to gaining HRH
Add property to gaining hand receipt
Open up file for gaining hand receipt.
Add facility being transferred to hand receipt.
Run off updated hand receipt.
Send updated hand receipt to gaining HRH for acceptance and signature.
Receive signed hand receipt.
File hand receipt in appropriate file.
Make changes to building list (blue cover)
Locate transferred facility in building list.
Change HRH for building.
Change other information as needed for list.
Make changes to IFS-M
Get copy of completed TCFE Supply/AR405-70 for losing and gaining HRs.
Do a query on IFS-M to locate building being transferred.
Make changes to appropriate fields in IFS-M as needed.
ACCOMPLISH RPF DISPOSAL
Identify candidate for disposal
Initiate selection process for disposal
Review potential candidates for disposal from reduction in facilities program.
Rank potential candidates based on pre-determined criterion (age, condition, etc)
Select candidate
Initiate disposal approval
Prepare HUD survey
Open up survey form
Access building information file
Fill in blanks with data specific to building candidate for demolition
Make copy of survey for files
Send HUD survey to DA thru TRADOC
Receive report from HUD on suitability of building for reuse
Coordinate Disposal
Write Letter for Commander's signature to remove from inventory
Access form letter
Make changes to form letter as needed
Print out letter
Route letter to Commander for signature
Receive signed letter from Cmdr.
Prepare 1354 for removal of building from IFS-M
Access form 1354
Fill in appropriate blocks
Verify data in blocks
Get RPO signature
Route through appropriate channels
Prepare GSA 4283 (Work Control) for building shutdown
Access form 4283
Fill in appropriate blocks (shut off util, etc)
Route to RPO for signature.
Receive signed form from RPO
Make a copy for file
Prepare DA 377 (Building Detail Report)
Access form 377
Fill in appropriate blocks
Route for signatures.
Receive signed form.
Make a copy for files
If estimated cost is < $25,000, send form to Installation Commander for approval
If estimated cost is > $25,000, send form to TRADOC for approval
Pass approval form to EP&S for contract for demolition
Query/document disposal
Receive 1354 for removal of building from IFS-M
Verify data on 1354
Remove building information from IFS-M
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