Report - Government Executive

3. Implementing DCIPS;
4. Evaluating the Success of DCIPS; and
5. Life-Cycle Support.
The program plan does not provide sufficient detail or milestones; it refers to an “established
timeline” but does not include it. Further, its focus is on tactical strategies; references to change
management issues are vague and few in number.
In addition, the program plan was not followed. DCIPS policies and processes were to have
been developed in the first phase of implementation. In reality, the timelines for Phases 1
through 3 were compressed and overlapping, and key policies were not ready at the outset.
Finding 4-11
The Program Plan for DCIPS Implementation does not focus sufficiently on change management
and lacks milestones for measuring progress.
HR Business Processes and Procedures
According to the OPM framework, business processes and procedures related to an alternative
personnel system should be documented prior to implementation. 138 These processes and
procedures provide the foundation for the development of automated tools, training materials,
and other implementation activities.
A major flaw of DCIPS’ implementation is that components were transitioned to DCIPS before
processes, procedures, and roles and responsibilities were finalized. For example, the DoD
policies, procedures, and responsibilities regarding performance management and for the DCIPS
occupational structure were not finalized until August 2009—two years after implementation
began. Although interim final regulations were signed in July 2008 for performance
management, occupational structure, and pay administration—two months in advance of the first
conversion of employees into DCIPS—some components were unwilling to publish local
implementing polices based on “interim final” regulations. In addition, two months is
insufficient time for employees to be informed of and trained on the policies and procedures.
Further, several important DCIPS policies and procedures have not yet been completed, as noted
in Chapter 3.
Implementing DCIPS while simultaneously developing and finalizing its policies and processes
has had widespread negative effects. The lack of firm policy and guidance has impacted
communications, training, and automated tools. Data from the Academy focus groups, online
dialogue, and open forums indicate that communications and training have included inconsistent
and contradictory information, and trainers have been unable to provide complete answers to
even basic questions.
138 OPM Framework, p. 27.
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