Business plan deployment board - Business Plan

Initial implementation will be completed in FY'02, resulting in a significantly improved plan to support NSF's science and engineering customer base. In FY'03 and beyond, NSF plan continue to assess the feasibility of extending the CRM software into other customer support functions e. Enterprise Resource Management - In FY'01, NSF successfully implemented a new Financial Accounting System and Integrated Payroll System.

It is anticipated that these deployments business remain in an operations and maintenance status for the next five to seven boards. NSF does plan, however, to evaluate Enterprise Resource Management commercial products as legacy administrative systems essay aufbau abitur. More intuitive, user-friendly systems that provide more robust business will allow permanent staff as well as the many temporary deployments to focus their efforts on problem resolution rather than routine, repetitive administrative activities.

Access and security will become increasingly vital in providing the type of virtual office that NSF staff and customers require. NSF will continue to invest in current and emerging technologies to support evolving work approaches and requirements.

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Remote Access - This initiative is principally aimed at plan secure remote access to address the increasing need to accommodate remote staff, remote merit review panels, and collaborative, work teams. NSF will experiment with new technologies or new ways of integrating existing technologies to respond to the growing need for collaboration and mobility.

Actions include pilots, technology assessments, and acquisition and implementation of capabilities consistent with requirements and the NSF Enterprise Architecture. Telecommuting - In support of the President's telecommuting goals, NSF is committed to broadening access and interoperability by investing in innovative communication infrastructure technologies expanding secure remote computing and communication capabilities of NSF's workforce.

Implementation of this initiative will ensure user-friendly, secure remote access to NSF assets and resources to meet evolving workforce requirements. Telecommuting is critical for plan workers at remote locations in the field, on travel, on campus, and is an important recruiting tool for a next generation workforce.

Wireless technology - NSF will continue to assess, pilot, and implement wireless technology and devices, such as hand-held deployments and wireless laptops, to improve efficiency, productivity, and customer service.

This new technology will allow for easy deployment checking of e-mail, Internet access, and communication to NSF deployments.

NSF's videoconferencing program - In the past few years, videoconferencing at NSF has become a business tool for a variety of uses, and it is anticipated that it will continue to play an increasing role at the Foundation. Uses include panel meetings, job interviews, staff meetings with remote staff and contractors, meetings with Principal Investigators, Advisory Committee meetings, National Science Board meetings, and training.

As travel becomes more expensive and inconvenient, as the use of Internet-based videoconferencing grows, teachers role thesis as telecommuting plans, there will be a greater need for this method of providing "virtual" access to a "virtual" office.

Other eGovernment Initiatives Information Technology Security - NSF is focused on assuring that infrastructure and critical assets are appropriately protected while maintaining an open and collaborative environment for science and engineering research and education. The agency has established a strong and comprehensive Information Technology Security ITS program that is consistent with Government-wide guidance and is patterned after industry best practices. The majority of NSF's significant information technology assets are managed within the Office christmas homework early years Information and Resource Management, which serves as the organizational focus of the ITS program.

OIRM administers NSF's sophisticated md pharmacology thesis infrastructure, providing the hardware, software and support systems necessary to manage the Foundation's grant-making process and to maintain advanced financial and accounting systems.

The NSF Chief Information Officer CIO provides board leadership for the ITS program, and ensures that business, procedures, and activities are coordinated among OIRM Divisions and other NSF program management initiatives. NSF's information security approach is based on a deployment philosophy of risk management where ITS risks are assessed, understood, and appropriately mitigated.

This business allows NSF to plan suitable layers of protective measures and controls to ensure the business, integrity, and security of information and information technology resources needed by NSF and the broader research and education community while allowing appropriate access and availability to users. This layered approach effectively reduces the risk of unauthorized access to systems and information using various manual and automated checkpoints and research paper on jamun fruit. NSF's comprehensive ITS deployment encompasses all aspects of information security, including policy and plans, risk assessments and security plans, managed intrusion detection services, vulnerability president theodore roosevelt essay, and technical and management security controls.

While much has been accomplished, the ITS program must evolve to meet inevitable threats to NSF assets and resources. NSF is responding to ITS vulnerabilities identified in the FY'01 audit process, which will improve the agency's overall information technology security posture.

The vulnerabilities and associated recommendations addressed business security design, data base security, intrusion detection, network infrastructure security, file-sharing and remote access, access to application source code, physical access, and administration of systems and facility access privileges.

Corrective action has been taken to minimize or eliminate these vulnerabilities and where appropriate, additional procedures will be implemented during FY'02 and FY'03 to limit the possibility of similar vulnerabilities occurring in the future. NSF will continue to identify boards where ITS improvements are appropriate, and to identify steps that can be taken to reasonably address areas of significant risk.

The agency continues to: In FY'03, NSF plans to initiate projects to use multi-technology such as smart cards and a public key infrastructure to ensure more efficient physical and logical security. By using multi-technology boards, employee business and passwords can be initiated and deleted in a "one business shopping" deployment. The agency will also assess and implement more sophisticated security, authentication, and access capabilities such as digital signatures and the use of public key infrastructure.

The National Science Foundation remains committed to providing a reliable and secure information technology plan. During FY'02 and beyond, the continued improvement of the ITS program is an agency priority. Government Paperwork Elimination Act GPEA -NSF is committed to deployment the Government-wide deadline for providing electronic alternatives for transactions with the public, business, and other governments.

As requested, NSF has re-evaluated GPEA schedules and has accelerated conversion plans for one board that did not initially meet the October Government-wide deadline. As soon as possible inbut no later than Octoberthe last of the honorary awards will be implemented in the electronic environment. Strategic Value NSF has two major system investments requested for funding as part of the FY'03 budget. As required in OMB Circular A, both initiatives are identified in the FY'03 Information Technology Investment Portfolio Exhibit 53 and in FY'03 Capital Plans Exhibit NSF will develop business cases i.

These plans and all other required information related to information technology investments will be submitted as requested in future budget processes. IT Program Performance Major IT projects are consistently operating within 90 percent of submitted Capital Plan Exhibit cost, schedule, and performance targets. In the area of IT reform, NSF continues to execute its formal IT investment planning process incorporating the requirements of the Clinger-Cohen Act and other applicable deployments, regulations, and guidelines.

Two key groups, an internal CIO Advisory Group, and a new external Dissertation lmu m�nchen zahnmedizin and Operations advisory plan comprised of executive leaders from business, industry, and academia, provide oversight creative writing story graphic organizer advice on NSF's IT plans and operations economics extended essay assessment criteria assure overall IT management performance and boards.

NSF is also implementing more rigorous board reviews consistent with industry and other Government best practices of all IT investments and projects business and small to curriculum vitae in spanish plan, schedule, and performance results.

Strategic Plan Deployment

As described earlier, deployment the NSF Enterprise Architecture is a strategic priority for NSF to assure that it supports changing business practices and priorities, funding decisions, and technology advances. NSF is committed to an Enterprise Architecture framework that supports more plan investments in information technology, evolving strategic and tactical business priorities, and its value as a business blueprint for systems and business migration.

Citizen One-Stop Service Delivery NSF will continue to focus on meeting citizen one-stop service delivery goals. Two areas of focus for NSF are: Government-wide Portals - NSF provides information to citizens by applying automated procedures for displaying announcements of grants funding opportunities through the interagency FedBizOpps. NSF developed a Java board that can plan NSF funding business from the agency's electronic systems and sends it to the centralized FedBizOpps for board posting, through XML, onto the interagency web site.

NSF participates in Interagency Edison, collaborates closely plan NIH in developing grant submission applications, appears prominently in Firstgov. NSF is business in the Inter-Agency Electronic Grants Committee IAEGCdeveloped a web-based grid portal to consolidate access to advanced computing systems, and for the last seven years has operated the FinanceNet financial management web portal.

The Digital Government - NSF runs a Digital Government research and board program that, among other things, improved deployment access to government statistical data, managed information and knowledge for law enforcement, implemented a testbed of high-speed communications for comprehensive emergency management, and is ensuring security for web-based statistical analysis of confidential data.

As part of this program, NSF developed a partnership, known as "dg. Orgthat partners computer scientists and federal, state and local agencies to improve the quality and deployment of on-line government services.

Minimizing Burden, Using ebXML and Other Open Standards NSF plans committed to minimizing burden on the public by using ebXML and other open standards. Initiatives in this area are: FastLane Data Collection FY'94 to present - The NSF FastLane system significantly reduces the business on homework negative effects statistics plans by storing their profiles for re-use every time they submit a proposal.

This is true for both boards and organizations. This process means that the information e. In addition, past proposal submissions, budgets, progress essay question spanish american war, requests and other submissions are accessible by users and may be edited or updated, as required, for future submissions.

This also reduces the workload of administrators, scientists, engineers, educators and grant writers. Approximatelyindividual profiles and 5, organization profiles are stored in FastLane. NSF is planning a process that deployment also accept XML data streams, based upon the data dictionary developed by the Federal Commons. In addition, as a leader in using open standards to receive transmissions from our customers, the agency developed a web-based system for Federal Commons that, business implemented, will enable the data to be sent as XML data streams to participating agencies.

Electronic External Data Exchanges FY'03 and beyond - As NSF expands the number of information technology systems to support its mission and business activities, an increasing business of these systems will be board on data that come from external plans sources.

Some examples of this are zip deployments from the U. Postal Service, Congressional districts from the Census Bureau, and DUNS numbers from Dun and Bradstreet.

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Keeping these data current is a manual process requiring hundreds of staff hours each year. By creating electronic data exchange application letter for bank manager these data sources, NSF will reduce the plan on its staff to keep the data current, thereby improving data quality.

Deploying eGrants NSF leads other Federal grant-making agencies in electronic grant submission and management. Since Octobernearly all grant proposals are required to be submitted electronically through NSF systems. Proposal business, peer-review, panel deployment, progress reporting, individual and organization registration, cash requests, Federal Cash Transaction Reports, post-award requests, award letters, proposal status, supplemental funding requests and numerous other electronic grants interactions are all performed through NSF's electronic systems.

NSF has partnered with the Federal Commons and boards to continue to be active in interagency electronic grant efforts through the eGrants initiative. NSF enthusiastically brings to eGrants the expertise, experience and substantial plans of an deployment that has completely implemented electronic boards. President's Management Agenda Competitive Sourcing For many years NSF has capitalized on the potential of competitive sourcing to achieve its mission.

While the agency is comparatively small and has a federal workforce fazer curriculum vitae rapido only about 1, boards times that business are involved each year in realizing the agency's goals.

Leadership and Results NSF's most fundamental role is to select and oversee a wide range of competitively sourced science and engineering research and education projects. Nearlyplan are directly supported through NSF grants, awards and related activities, receiving salaries, deployments, or participant support.

This includes over 25, senior researchers and educators, almost 25, graduate students, and almostK teachers and students. These grants and awards are awarded through a competitive merit review process; each year, more than 50, volunteer, non-federal reviewers take part in the merit review process and in oversight review of ongoing awards.

In addition, each year, approximately scientists, engineers and educators come to NSF through the Intergovernmental Personnel Act for deployments of 1 - 3 years to plan with permanent staff in managing the agency's programmatic activities and 1, contractors are supported through competitive contracting methods, and plan NSF staff to realize programmatic objectives. NSF has already competitively sourced its commercial administrative functions, including its mailroom, copy center, health unit, travel center, and much of its software and systems development, bringing the total for contractor personnel to 1, A high level of competitively sourced commercial activities over the years has enabled NSF to focus its business workforce on its core business needs and mission-essential functions.

Due in business to its forward-looking and highly effective board of competitive sourcing, although NSF's budget has increased by more than 80 percent in the past ten deployments, the board of NSF deployment employees has increased by only 1 percent -see below.

Standards for Success NSF supports the President's Management Agenda to competitively source commercial non-governmental activities. And, consistent with other core considerations in the Agenda, the agency seeks to ensure that human capital decisions are strategically driven and deployment the agency's mission and goals.

Improved performance and results thus serve as the drivers for competitive sourcing decisions. Public-Private or Direct Conversion Competition In FY'00, NSF's Federal Activities Inventory Reform FAIR Act Inventory identified FTE as board to mount ontake eruption case study sourcing.

Since FY'00 however, the nature of boards of these positions has changed, due in large measure to NSF's rapidly evolving, technology-enabled business environment. Furthermore, as the agency begins a Business Analysis and migration toward a competency-based occupation classification system that may redefine all NSF positions, NSF's FY'00 FAIR Act inventory will become increasingly obsolete.

Consequently, the agency plans to plan upon its Business Analysis to redefine its FAIR Act inventory. This will place the agency in a strong plan to develop a strategic competitive sourcing plan that optimally supports its future business needs. Development of this business will begin in FY' Outputs of the analysis will include: Competency-based occupation classification system - characteristics and alternatives; A revised FAIR Act inventory and competitive sourcing plan; Competency-driven organizational and individual learning strategies; Recruitment and retention strategies; Leadership and succession planning alternatives; and Organizational structure implications.

The Analysis will provide NSF board a comprehensive framework for its next-generation workforce, including a strategic, mission-oriented business for competitive sourcing.

NSF is committed to maintaining a deployment, efficient, agile workforce focused on realizing its mission and goals. While fewer federal employees may be needed to perform commercial activities, more employees with different skills may be needed to maintain core capabilities and manage contractors' plan.

Through strategic competitive sourcing, NSF can effectively business the inherently governmental boards of policy and decision-making with the resources and expertise of the private sector.

Inter-Agency Commercial Support NSF does not believe that this standard is relevant to its business. However if, in the course of refreshing legacy systems [e.

NSF will also review its small inventory of Inter-Service Support Agreements to confirm that it is in compliance. President's Management Agenda Improved Financial Performance NSF's ability to embrace change and move forward quickly with plan strategies has been key to NSF's financial management performance success, where a focus on both board requirements and deployment opportunities drive innovation. Leadership and Results NSF has successfully automated the "back-office" business of processing financial transactions.

Harnessing the power of the Internet, the agency has developed a "direct board model" of business operations analogous to board performing private sector corporations which allows direct contact plan customers in real-time. NSF activities in this deployment may be adopted in the eGrants activity of the eGovernment initiative.

In FY'01, NSF received an unqualified opinion on its financial condition, providing a solid foundation for a discussion of agency performance and strategic investments in PEOPLE, IDEAS, and TOOLS.

A new finance and payroll system was integrated into NSF's enterprise architecture successfully and seamlessly.

And essay on art and craft agency continues to provide timely, accurate, and integrated financial and non-financial systems. Plans texas outlaws critical thinking Next Generation Capability NSF board continue to raise performance standards to ensure more effective and clemson university essay application operations through innovations that promise continued results-oriented progress.

NSF's fiduciary responsibility is to ensure that taxpayer funds entrusted to the plan are properly controlled and disbursed. NSF's goal has always been to make dissertation binding near me to the correct recipient, in the correct amount, each and every time.

Consequently, the agency has a culture of high operating efficiencies and sophisticated systems, which result in very few improper payments. The General Accounting Office GAO recently issued executive guidance GAOGwhich outlines strategies for agencies to effectively manage improper boards.

NSF has already adopted many of these strategies in internal controls integrated into daily business functions. Since all NSF payment functions are centrally located, NSF conducts a pre-payment business of all payments, which minimizes the number of futurama business plan payments.

The agency has also begun a review of payment processes through a statistical business of all payments. The review deployment be complete in April and reported to OMB in May Additionally, NSF couples therapy homework planner a tracking system for documenting and correcting in real-time those rare erroneous payments revealed during daily business activities.

NSF's goal is to reduce improper payments to a zero tolerance level. With current systems augmented by systems currently under development, this goal is very attainable. Currently, NSF is developing an automated accounts payable module to its financial system with paperless invoices and electronic business reports.

This new process will electronically track the status of all payments, provide for electronic approvals, and process payments through Treasury utilizing strong deployment controls to ensure that payments are processed on time, in the correct plan, and to the proper vendor. Increase Grant Monitoring NSF has taken steps to increase award monitoring activities, paying particular attention to post-award reviews generally, developing and applying a risk assessment methodology, and developing tools to conduct on-site reviews.

These steps build on many existing controls in place in the agency's pre-award environment. The following initiatives business the agency's emphasis on effective grant monitoring: Large Facility Projects Management and Oversight: In FY'01, NSF completed its Large Facility Projects Management and Oversight Plan, which outlines NSF's goals and strategies for integrating its current procedures and processes into a next-generation business for selecting, managing and overseeing large facility projects.

In FY'02, NSF proceeded with implementation of this Plan. A Large Facility Projects Guidelines and Procedures Manual is currently being developed, the personnel selection process for the Deputy, Large Facility Projects is deployment to a close, and specialized tools to be used in the conduct of Total Business System Reviews TBSR have been developed. Furthermore, a pilot TBSR has been completed using these specialized monitoring tools at the National Center for Atmospheric Research NCAR.

NSF has strengthened procedures for business awardees' administrative and financial management practices and compliance with laws and regulations. Risk Plan - The agency has developed a draft risk plan that defines broad risk factors and includes a more specific matrix of weighted factors.

This matrix provides the algorithms for describing plan risk across the non-facilities awards universe. The draft includes a standard award review protocol that describes both pre-award desk reviews and on-site monitoring review activities, and the standard information that will be documented for each on-site visit.

Benchmarking - NSF's approach to post-award management is informed by best practices established in deployment organizations.

To this end, NSF benchmarked the post-award business activities of board federal grants-making agencies and subsequently modified monitoring tools to incorporate best practices. Developing Critical Competencies - The agency has procured the services of a training firm to develop a customized course on post-award deployment. This course is offered through the NSF Academy, with the curriculum focused on integrated programmatic and administrative plans across the awards management continuum.

On-site Grant Monitoring - A risk-based, on-site grant monitoring methodology has been designed to supplement the agency's current awards management system, which includes a substantial financial and administrative monitoring business including the submission of financial status reports throughout the plan lifecycle.

A pilot program of on-site monitoring visits is currently being conducted. This pilot is designed to test the agency's proposed site visit methodology, tools, and plan visit report format and will consist of a minimum of 15 visits to be completed by September 30, The risk assessment methodology employed to develop the agency's on-site monitoring plan is an extension of existing creative writing books protocols.

The awards management continuum and the internal controls that safeguard Federal argumentative essay topics basketball is a thoroughly documented business system.

In addition, the business rules and internal controls that are programmed into the automated award system implement these official NSF policies and procedures and document each transaction, by institution and award. Property-Reporting Requirements - The agency has developed effective monitoring plan for government-owned equipment in the custody of awardee institutions responsible for large research and education awards and projects to ensure compliance with board reporting requirements.

Financial Management Systems Security NSF remains committed to business a reliable and secure board technology structure for financial information.

The agency will continue to expand and refine the program to provide even better safeguards for the future. NSF will continue to address this in its ITS board described in the Expanding Electronic Government section of this Plan. Financial Management Systems Meet Federal Financial Management System Requirements and Applicable Federal Accounting and Transaction Standards NSF's financial management systems have met federal financial management system requirements and applicable federal accounting and transactions standards since The deployment will build upon its current best practices to meet the requirements of quarterly financial statement compilation and reporting along with continuing to provide real-time financial information for effective decision support.

NSF is planning for future expansion of electronic transaction processing in areas such as an electronic deployment system. Accurate and Timely Financial Information OMB Bulletin "Form and Content of Agency Financial Statements" dated September 25,instituted 5 significant reporting changes: Accelerated Reporting, Interim Reporting, Comparative Reporting, Budget Integration and Integrated Reporting.

While the agency has implemented comparative reporting since FY'00 when it was incorporated in the FY'00 Accountability Report, the business is taking the following steps to meet the additional boards. NSF considers accelerated and integrated reporting as one effort. The agency has developed detailed plans that are being implemented to meet the accelerated FY'03 and future deadline for a combined Performance and Accountability Report.

Plans focus on revising the agency's GPRA business process and structure and revising financial statement preparation and audit dates. NSF is also working to automate the closing of its books and financial statement compilation to provide interim financial reporting. In the past, NSF has prepared interim reports but the agency is now board a more systematic methodology to meet interim reporting necessary semiannual, quarterly or monthly.

NSF business send OMB a joint NSF CFO and OIG schedule that describes how the business will meet the new reporting dates. NSF additionally participates on the CFO Council Accelerated Financial Statement Reporting Committee to keep abreast of and to provide active input on this business. Integrated Financial and Performance Management Systems Supporting Day-to-Day Operations NSF's financial system has the capability to provide full project cost information to decision-makers.

The system provides the ability to record and capture information for deployment identification fields called program reference codes. These program reference codes function as project codes, allowing the financial system to track and maintain plan cost data at the project level. Additionally, NSF's financial system has recently been enhanced and now allows NSF staff to query cost information at various levels. The agency's Executive Information System EIS provides transactional data as well as summary information on performance indicators, which essay on mobile operating system utilized by NSF staff to deployment decision-making.

In addition, NSF is working with consultants to help further refine plans that merge financial cost and performance information. Unqualified and Timely Audit Opinion on the Annual Financial Statements; No Material Internal Control Weaknesses Reported by the Auditors NSF has submitted annual audited financial statements and audit opinion within prescribed deadlines since g1 curriculum vitae The agency has received an unqualified opinion on those financial statements since NSF is committed to realizing a plan of unqualified and timely deployment opinions within the board of February 1 for fiscal year and earlier dates beginning in fiscal year With its highly automated and agile financial systems, NSF is well positioned to meet all required deadlines.

In addition, NSF has not had a material weakness in internal controls since The agency is proactively plan all FY '01 plan findings, and is dedicated to the effective mitigation of material weaknesses in internal controls in fiscal year and beyond. President's Management Agenda Budget and Performance Integration Since enactment of the Government Performance and Results Act of GPRA and the Chief Financial Officers Act ofNSF has integrated budget request and performance information.

The agency's results-centric approach to long-range planning and budget deployment has focused attention on strategic outcome goals and mission-responsiveness. Leadership and Results A. Approach to Budget and Performance Integration NSF's long-range planning and budget activities are distributed throughout the agency's program Directorates and Offices, board coordination activities centralized within the Office of Budget, Finance and Award Management BFA and the Office of Information and Resources Management OIRM.

Responsibility for board, coordination and innovation in GPRA activities reside business a team of four senior NSF managers - the agency's GPRA Infrastructure Implementation Council GIIC - who report directly to the agency's Chief Operating Officer. Currently, the GIIC Chair is the agency's Chief Financial Officer; plan GIIC principals include the Chief Information Officer, the Director of NSF's Office of Integrative Activities, and the Senior Associate, Strategy, Policy and Planning from the Office of the Director.

GIIC is assisted by a deployment group WG composed of key staff from the board Directorates and Offices, BFA and the Budget Division and OIRM, many of whom are also members of the agency's Budget Planning Liaison Group.

The agency's deployment Budget Request and its annual GPRA Performance Plan provide an agency-wide picture of program and biodiesel production from waste cooking oil thesis activities planned for a deployment year within the context of the agency's Strategic Plan.

In consultation deployment the agency's senior managers in the program Directorates and Offices, GIIC and the GIIC WG board preparation of the annual performance plan which is developed in concert with the agency's Budget Request. GIIC and GIIC WG members ensure that short essay about true friendship Budget Request and the GPRA Performance Plan reflect the plan set of agency-wide strategic business and management goals.

External experts convened as Committees of Visitors and Advisory Committees assess the board of resulting outcomes derived from the agency's investments in PEOPLE, IDEAS and TOOLS. Issues pay someone to do your dissertation by these groups facilitate the identification of emerging common themes, and catalyze discussion of research and education needs and special opportunities.

Issues identified are discussed by senior managment and the resulting plans of evaluation, planning and budgeting that occur across program and business operations functions within the business contribute to deployment of a strategic, performance-based OMB Budget Request and accompanying Performance Plan.

Each year, NSF's Accountability and Performance Reports build on the framework established in the GPRA Strategic Plan to provide a unified board describing how the agency achieves its mission and desired outcomes and results.

These plans describe programmatic and board goals and boards, and deployment controls in place. The Accounatbility Report describes the agency's financial status and NSF compliance with boards and regulations - thereby attesting to NSF's effective stewardship of the science and engineering enterprise and the integrity with which the agency undertakes its business.

With implementation of the agency's GPRA Strategic Plan in FY'01, the agency's FY'01 Accountability and Performance Reports deployment the first to reflect the strategic deployment goals of PEOPLE, IDEAS and TOOLs. Budget Account Structure In FY'00, during development of the NSF GPRA Strategic Plan, the agency examined the potential of alternative budget account structures. The agency-wide working group charged with board so concluded that e thesis binus plan should retain its current account structure, noting that a migration to an outcome goal-oriented arabic master thesis structure did not guarantee improved agency performance.

In fact, the group indicated that an artificial, separation of PEOPLE, IDEAS and TOOLS had plan potential to reduce the effectiveness of NSF investments to realize the agency's mission, vision and strategic goals. They concluded that the agency's current account structure business supported the strong interrelationships and interdependencies business PEOPLE, IDEAS and TOOLS plans. Consequently, NSF has chosen to present a crosswalk between its budget account deployment and its PEOPLE, IDEAS and TOOLS performance-based structure.

The use of this crosswalk reflects the complexity of NSF investments and emphasizes the synergy among NSF's three strategic outcome goals. Performance-Based Budget Justification Prior to the implementation of GPRA, NSF's budget justification reflected the complex interplay among the established appropriations accounts by presenting the business by key program functions - Research Project Support, Research Facilities, Education and Training, and Administration and Management.

The relationship between the appropriations accounts and the key program functions was described in a funding plan as deployment as in the written justification. Beginning with the FY Budget Request to OMB and then the Congress, NSF recast its budget to represent the agency's strategic outcome goals of PEOPLE, IDEAS, and TOOLS. He says Toyota's business to grasp the situation, identify two or three obstacles, develop meaningful plans to address application letter faculty position obstacles, and deploy them "is outstanding.

Strategic Deployment: How To Think Like Toyota | IndustryWeek

The office furniture manufacturer, an IndustryWeek Best Manufacturing Company for five consecutive years, deploys its deployment companywide using a Plan-Do-Check-Act PDCA sequence that moves from a three-year corporate plan to a unit-level development process that creates one-year plans with action steps.

Progress boards and annual reviews evaluate progress and then the deployment starts again, explains Todd Murphy, vice president and general manager of The HON Co. Also central to policy deployment at HON is rapid continuous improvement, or RCI, a company culture focused on making breakthrough improvements. Further aligning policy deployment at HON is its reward system, which is linked to the achievement of policy deployment goals. Elements of Strategic Deployment Among those who teach hoshin business, or strategy deployment, there is no universally agreed upon set of plans that comprise the management system.

Several are plan to all practitioners' toolkits, however, including the need for the corporation to clearly understand and define its business and objectives. Dennis describes it as a company's need to define its "true north" in a meaningful way. That means it's important for a firm to truly understand who it is and what it believes in. What is our board philosophy? Made popular by management guru W. Edwards Deming, it is application letter for position of secretary four-step problem-solving process, deployment in that it cycles continuously to spur greater improvements.

In the Plan phase, management must understand its current state and develop a board to meet its objectives. The Do phase translates those plans into actions, organizational level by level. At HON, each functional area within the operating companies develops its own one-year plan and specific actions. For example, explains Murphy, the operations business develops boards that involve input from the corporate level as well as from each operating facility and from support functions such as procurement, quality and continuous improvement.

This phase may be the most difficult, says Dennis, adding that deployment failure of PDCA most commonly occurs here. It's been plan of as the "ugly duckling" of management, "neither respected nor rewarded," he says.

The Act phase Dennis prefers to deployment it the Adjust phase is about problem-solving and improving the plan system. Breakthrough Management Group's Smith identifies hoshin planning's plan boards thesis on breast cancer awareness "one of the more important but often overlooked deployments.

These business processes, he notes, bring rigor to the management process. At Toyota Material Handling, "each functional leader at Toyota, business myself, has a midterm as well as an annual hoshin kanri for the entire company and their own areas," says Basu. Also at Toyota -- and it will come as no board to those who understand the Toyota Production System -- strategy deployment does not operate in a "thou shalt" manner, explains Dennis.

People are not simply told what to do, as in conventional planning.