Seaport Enhanced Contract #N00178‐07‐D‐ · PDF fileAEGIS BMD’s Finance Directorate reorganized last year, TSI ... NAVSEA 05 and 06 wanted to teach their staffs modified Lean

Updated|February27,2009

SeaportEnhancedContract#N00178‐07‐D‐5281ZonesSupportedZone2,theNationalCapitalRegionPOC CustomerSatisfactionPOCBettyCruise Dr.AltynClarkCFO ExecutiveVicePresident2000KraftDrive,Suite2160 2011CrystalDrive,Suite400Blacksburg,VA24060 Arlington,VA22202‐3709Phone:(540)674‐5655 Phone:(703)622‐2775Fax: (540)674‐5973E‐mail:[email protected] E‐mail:[email protected] promotes quality performance at all levels by avoiding defects prior to productdelivery.OurqualityassuranceprogramcomplieswithFARPart46,QualityAssurance;through the use ofmetrics, observation of personnel, continuous evaluation, processimprovement, and quality assurance reviews. When issues are identified, seniormanagersareimmediatelyinvolvedandimprovementsareinitiated.Internal corporate level quality assurance reviews based on customer feedback areconductedtoidentifyandresolveissuesbeforetheydevelop.TSIusesbothwrittenandverbal evaluations as a way to assess the quality of services provided. After majoroffsitesortrainingsessions,wetypicallysolicitwrittenparticipantfeedbacktogaintheirperceptionsofoverallsessioneffectivenessandanystart,stop,orcontinuesuggestions.Wealwayssharethisinformationwithourcustomers.Onaquarterlybasis,weconductface‐to‐faceinterviewsregardingtheoveralleffort.Wehavefoundthatthesesessionsprovide invaluable input for performance improvement. We communicate theselessons learned through our internal learning sessions and through lessons learnedreports following serviceengagements. Formore complex engagements,we conduct“HappinessReviews”.InthesecasesourChiefExecutiveOfficervisitskeycustomersforfeedback. Historically, this feedback is very positive.When it is, we underscore bestpractices.Whenitisnot,wemakechanges.TeamMembersSTRATEGICDIRECTIONS,LLCoffersservicestofacilitateIndividual,Organizational,andEnterpriseExcellence.ThesuccessfulintegrationoftheseareasiscriticaltoanoverallTransformationprogram.Website:www.strategicdirections.com


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FunctionalAreas

• 3.18‐TrainingSupport(3.18.2‐ProfessionalDevelopmentandTrainingSupport)• 3.20‐ProgramSupport• 3.21‐FunctionalandAdministrativeSupport(3.21.2‐Analyticaland

OrganizationalAssessmentSupport)ExperienceandExpertise

3.183.18 ‐‐ TrainingSupportTrainingSupport

3.18.23.18.2 ‐‐ ProfessionalDevelopmentandTrainingSupportProfessionalDevelopmentandTrainingSupport

ApplicableRelevantExperienceTSIdesignsanddeliversexecutivedevelopmentprograms,trainingcourses,workshopsandcoachingeffortswhichincorporatethebestofcurrentresearch.Ourcoursescanbepartofacomprehensivecurriculumordeliveredasstandaloneofferings.Weregularlyenhanceourofferingsbasedonparticipantfeedback.Weareuniquelyfamiliarwiththecompetencies associated with the Senior Executive Service and incorporate theseconceptsinourdevelopmentprograms.TSI executive development programs are offered independently as well as throughestablished providers. Two examples are our EAGLE program offered in the pastthrough the Federal Executive Institute, and our collaboration with George MasonUniversitytodesignanddelivertheVirginiaCertifiedPublicManagersProgram. TSI isalso an exclusive provider of programs associatedwith theNewBeginnings Project™,whichaddressesdevelopmentneedsofthematuringworkforce.TSI maintains an extensive curriculum inventory. These and other developmentalworkshopshavebeenattendedbymanyofourNavycustomersovertheyears.

Teamwork • CriticalThinking&DecisionMaking• AdvancedTeamConcepts&Skills • MiraculousMeetings• TeamSkillsforToday Leadership• TeamLeaderWorkout • TransformationalLeadership• VirtualTeamConcepts • AchievingResultsThroughPersonal

Leadership


CoalitionBuilding • ManagingPersonalityDifferences• EngagingYourCustomerStakeholderCommunity

• ConflictManagement

Management • Coaching:MakingitWorkforBothofYou• CreatinganInformationEffectiveCulture

• CreatingaHighPerformanceOrganizationalCulture

• StrategicPlanning&PerformanceMeasurement

SelfDevelopment

• WinningStrategicPlanning • LiveADifferenceAtWork• PainlessMetrics • StressLessforSuccess• GenderMatters • MakeTimeToGetThingsDone• IntroductiontotheBaldrigeCriteriafor

PerformanceExcellence• BusinessProtocolAdvantage

Whilewedeliverahostofformalprograms,expertsagreethat“experientiallearning”isby far the greatest source of professional development. Experiential learning isacceleratedwhensubjectmatterinformationistransferredbothformallyandinformallyduring thecourseof theworkbeingperformed. It iscommonforus to“embed” thistypeofprofessionaldevelopmentaspartofeffortstoplanandorimproveprocesses.Dependingon theneed, “embedded”professional developmentwithNavy customersalignswith the Five VectorModel: Professional, Personal, Leadership, Qualifications,and Performance. Our efforts fall in any of these categories depending on what isneeded to move a project forward. “Embedded” development is conducted at thegroupand/or individual level. Groupdevelopment is typicallydeliveredthroughshortsessions, while individual development is delivered through coaching. Both aredesignedtocorrespondwiththelifecycleoftheproject.Herearea fewexamplesofwhatwe’vedone in theareaofTrainingSupport, FormalandEmbedded:• When the AEGIS program Technical Representative inMoorestown,NJ needed to

substantially improve its team skills, it asked TSI to design and deliver theworkshops.

• When PEO IWS6 decided to reorganize, a TSI expert in organizational design firstpresented an hour of training on Design Approaches before deliberations couldbegin.

• WhenAEGISBMD’sFinanceDirectoratereorganizedlastyear,TSIwascontractedtoprovidetrainingaroundcommunication,teamandconflictmanagement.

• WhentheDoDCounterIntelligenceCommunityneededtolearnaboutperformancemanagement over the last two years, TSI was asked to create and deliver theworkshops.


• WhenBAESystemsneededarefreshercourseinsystemsengineeringandtraininginconflictmanagementtoimprovetheircustomersupport,theycalledonTSI.

• When PEO IWS needed to train analysts in balanced scorecard approaches, TSIdeliveredcustomizedworkshops.

• WhenNAVSEA05and06wantedtoteachtheirstaffsmodifiedLeanSixSigmatoolsandapproaches,TSIwastheir trustedproviderofchoice todesignanddeliver theLeantrainingrealtimeduringLeanimprovementevents.

• NAVSEA 06 also turned to TSI for training in the Malcolm Baldrige Criteria forPerformance Excellence, which forms the basis for the assessment approach oftechnicalwarrantholderorganizationhealth.

• Over 18 months before specific NSPS deployment guidelines were provided toNAVSEA, TSI was teaching and coaching our NAVSEA clients how towrite SMARTgoalsandimplementaperformancemanagementprocess. Withtheorganizationsweworkedwith,formalNSPSwentmuchmoresmoothly.

• NAVSEAsupplementeditsowncorporatetrainingprogrambymakingTSI’smonthlytrainingworkshopsavailabletoeveryoneinNAVSEA.

• Whenanewexpeditionarywarfaresupportprogramwasstoodup,theprogrammanagercalledonTSItotrainhisentireleadershipteaminasuiteofeightcourses,akeycontributortothembecomingahighperformingteam.

ProjectExample:NAVSEA05,ShipDesignIntegrationandEngineeringDirectorateLean Six Sigma (LSS) efforts are about increasing speed, reducing waste and addingmore customer value. A powerful tool to help reduce costs, its genesis is in themanufacturingcommunity. WhilemanyNAVSEAemployeeshaveparticipatedinbasicLSS training, adapting its principles in a non‐manufacturing environment requiresadditionaldevelopment. Recognizingthis,Ms.SusanYang,thefulltimeLSSchampionforNAVSEA05askedTSItohelpthemlearnhowtobestuseLSSintheircircumstances.Aspartofourefforts to facilitateNAVSEA05 leanevents,weembedded trainingandcoaching appropriate to the issues involved. Subjects ranged from how to apply LSSprinciples to what types of tools would be most appropriate given the situation.Trainingandrelatedmaterialsweredevelopedasrequired.Asaresultof integratingthe learningwiththework,NAVSEA05 isseeingresults thatmaybemoretypicalofLeaninthemanufacturingsector.Forexample,TSIfacilitateda3 day event with 17 people that saved the client half a million dollars in annualoperatingexpense.Anothereventreducedthecycletimeofacomplexdecisionprocessto300from700days.


3.203.20 ‐‐ ProgramSupportProgramSupport

ApplicableRelevantExperienceAcornerstoneofsuccessfulManagementSystemsiscollaborationandconsensus. Wearerecognizedexperts inthefieldof“CollaborativeDecisionMaking.” Ourassociatesarealltrainedmeetingfacilitators.OurcustomersinthiscategoryrangefromFlaglevelofficers and Senior Executive Servicemembers to leaders in pay bands 2 and 3. Tothem, we are independent experts who create structured ways to address complexissues.Theneed forourProgramSupport servicesalmostalways falls into twocategories,a)thedesiretopro‐activelyimproveaprogram,orb)theneedtofixaproblem.Hereareafewexamplesofwhatwe’vedoneintheareaofProgramSupport:• When the Research and Development road map for the Extended Range Guided

Munitions(ERGM)systemhitasnagafewyearsago,theASNRD&Asummonedthebesttechnicalmindsfromtheacademicandothercommunitiestogethertofigureitout;TSIassociateswereaskedtofacilitateanewwayahead.

• WhenthePEOfortheformerDD‐XprogramhostedasummitofNavyleadershipinSanDiego to envisionnewways to provide life‐cycle support in 20 years; TSIwasaskedtofacilitatetheeffort.

• When PEO IWS needed to create an internal “enterprise” approach to horizontalintegration,TSIwasaskedtofacilitatethecreationoftheirCONOPs.

• WhentheapproachtocreatingaCommonEnterpriseDisplaySystem(CEDS)forallNavyplatforms recently got stuck, a TSI associatewasbrought in and successfullycoachedtheworkteamonhowtomoveitforward.

• When Flag officers believed an off‐site was needed to address issues critical tostanding‐up the emerging NAVSEA RS&E organization, a result of CompetencyAlignment;TSIwasaskedtofacilitatetheidentificationandoftentheresolutionofissues.

• When PEO IWS needed to improve the process for developing AEGIS computerprogrambaselines,TSIwasbroughtintomanageconflictamongtheprogramoffice,theindustryprime,andthefieldactivities.

• When the Cooperative Engagement Capability (CEC) acquisition was experiencingproblemswiththeinabilityoftheirprimecontractoron‐siteoverseers, i.e.,severalprogram staff members and their DCMA counterparts to work together; a TSIassociatewasaskedtointerveneandsuccessfullycreatedanimprovementstrategy.

• WhentheTrackManagementAcquisitionTeamneededa“redteam”reviewof itsdraftRFP,TSIwasaskedtofacilitate.

ProjectExample:NAVSEA61,WarfareSystemsEngineeringandArchitectureDivision


Amajor functionof this organization is administering TechnicalAuthority forNAVSEA06, establishing standards and overseeing the systems engineering and technicalreviewsnecessarytoassurethetechnicalperformanceofwarfaresystems.Inadditionithasledmanyfuturenavyinitiatives,includingservingastheincubatorforamajornewprogramcalledSingleIntegratedAirPicture(SIAP).Recognizingthechallengesinherentintheseroles,afewyearsagoMs.DebbieWittmer,thenDirectorofNAVSEA61,askedTSI to help facilitate the creation of a strategic plan andmanage its implementation.Through TSI’s actions with Ms. Wittmer and her successors, the organization hasimplementedastrategicmanagementsystembasedon“Plan‐Do‐Study‐Act” (PDSA)asthe foundation of its improvement efforts. In its simplest form, PDSA requires thecreationofaplan, followedbyaperiodoftimewhentheactivitiesplannedaredone,followedbyaperiodoftimewheremetricsareemployedtostudytheactivities’effects,andfinallyactingtochangetheplanwhenitisrequired.UndertheguidanceofTSI,NAVSEA61definedclientmissionareas,identifiedcustomer‐drivenproductandservicerequirements,allocatedthoserequirementstofunctionsandpeople,andthenintegratedcross‐divisionworkpracticestomeetdesiredoutcomes.The strategic management system also consisted conceptually of two othercomponents:alivinglistofleadershipworkrequiredforongoingtransformationoftheorganization, and a disciplined leadership meeting framework into which theappropriate leadershipworkwas scheduled. Wedesigned the system’s framework inabouttwoweeks,andthenfacilitateda2‐dayoffsitemeetingtocodifyit.Thecustomerwasstunnedbytheoutcomeandexclaimedthat“weachievedmorein2daysworkingwithTSI thanwehad in the last 2 yearswithout you.” TheworkwebeganwithMs.Wittmercontinuedandgrewunderhersuccessor,PaulMann,toincludethefacilitationof periodic strategic plan updates, implementation team meetings, alignment ofstrategic goals with individual performancemanagement objectives in NSPS, and thedesignandmaintenanceofperformancemetrics.The success of this strategic management system has led to a number ofaccomplishments.TheSIAPprojectwassosuccessfulthatitisonitswaytobecomingajoint Program Management Office. Other noteworthy accomplishments include TSIfacilitating an effort to revise the jointly owned NAVSEA 06 and PEO IWS TechnicalReview Manual. TSI’s efforts created a structured approach to the successfuladjudication of over 400 individual comments from technical experts and led to TSIbeingaskedtocompleteasimilareffortfortheNAVSEA06andPEOIWSownedSystemsEngineeringOperationsManual.


3.213.21 ‐‐ FunctionalandAdministrativeSupportFunctionalandAdministrativeSupport

3.21.23.21.2 ‐‐ Analytical andOrganizationalAssessmentSupportAnalytical andOrganizationalAssessmentSupport

ApplicableRelevantExperienceTSI has a long history of, conducting organizational systems, climate, skills and otherassessments, assisting in the creation of Human Capital Strategy processes andprograms, and facilitating organizational development and process improvementefforts. In the area of assessment, we use custom approaches or off‐the‐shelfinstrumentsdependingon thepurpose. Weareexperienced in thedevelopmentandinterpretation of standard Human Capital metrics which often precede the design oforganizationaldevelopmentandprocessimprovement.Ourexperiencewithorganizationalclimateassessmenthasledustouseavarietyofoff‐the‐shelfproductsaswell as customdesign. Ourapproach to skills assessmenthelpsorganizations address their overall “Capability Risk” as it relates to workforcedevelopment. Our approach involves identifying the desired competency level asrelatedtocriticalskills.Wethenassessthecurrentstateoftheorganizationasrelatedto those skills. By doing so, a learning strategy can be created to address themajorgaps.Hereareafewexamplesofwhatwe’vedoneinthisfunctionalarea:• WhentheformerPEOTSCfoundoutthatsecretarieswouldbecomeathingofthe

past,TSIwasaskedtohelpcreatetransitionalstrategies.• When the samePEO realized it needed toenliven itsworkforce, TSIwas asked to

facilitate and support a People Teamwhich: a) redesigned their IDP system andimplementedapromotionalcampaign,b)createdanewapproachandrelatedpolicyon reward and recognition, c) developed a rotational assignment and mentorprogram.

• WhenformerPEOSwantedtobetterunderstanditscommunity,itturnedtoTSItodeliver and interpret an organizational climate survey (in this case the CampbellInstrument).

• WhenPEOIWS6neededaskillsassessment,itaskedaTSIassociatetoprovideit.• WhenNAVSEA06wastaskedbytheSurfaceWarfareEnterprisetoclarifyitsoutput

metrics and relate them to Navy performancemeasures like “warships ready fortasking,”SEA06askedTSItofacilitatethedevelopmenteffort.

• Thedirectorresponsibleforwarfaresystemscertificationdecisions(for installationof and deployment with new or upgraded warfare systems) turned to TSI foranalyticalhelp inoperationallydefiningthecertificationcriteriaandportrayingtheresultingmeasuresinamoreinformativegraphicmanner.

• AdirectorinSEA62requestedTSItoassisthiminassessinghisorganizationagainstthe People Capability Maturity Model criteria and devising a customized plan toimproveagainstthosecriteria.


• When a US Air Force base in‐house team developed a human capital index tomeasureandevaluatehowtheymanagetheirworkforce,theyaskedaTSIassociatetoassessthemeasurementindexandproviderecommendationsfor improvement.The report laterbecamethebasis forapublishedpaper, co‐authoredwith theAirForceteam.

• Unabletomakesenseofarecentcorporateclimate/culturesurvey,SEA06gavethedata to TSI for analysis: we quickly provided conclusions and, more importantly,caveatsaboutthedataandconclusionsthatcouldbedrawn.

ProjectExample:NAVSEA06,WarfareSystemsEngineeringDirectorateNAVSEAand thedefenseengineering and acquisition community at large continue toexperienceincreasingworkloaddemandwhileoperatingwithasmallerlaborforce.Ms.Sharon LinsenmeyerofNAVSEA06asked forTSI’shelp toaddress this challenge. TSIrespondedwith aWorkforceRevitalization Plan (WRP) to guide decisions and actionsaimedatensuringthestabilityanddepthofthefutureworkforce.TheWRPwastightlycoupledwithTSI’sfacilitationoftheNAVSEA06strategicplanningprocess.AsaresultofhavingTSI leadboththestrategicplanningprocessandtheworkforcerevitalizationplan, NAVSEA 06 has a human capital strategy to address the evolving missionrequirementsintheirstrategicplananditsrelatedprocessimprovementinitiatives.Toaidincreatingthislinkage,TSIdevelopedanumberofportrayaltools.Forexample,a spreadsheet functions as a top‐down competency‐focused method for mappingstrategicbusinessinitiativestothefollowingworkforcerelatedrequirements:• A detailed listing of Knowledge, Skills and Abilities (KSAs) and

certifications/qualificationsrequiredtoaccomplisheachstrategicinitiative.• Thenumberof currentFTEpositions (byEntry, Journey,andExpert level)working

eachinitiative,andthenumberofFTEpositionsrequired.• Assessmentsofworkforcehealthwithregardtoeachinitiative,intheformofrating

metricswithrationale.The WRP provides a detailed picture of the current workforce, forecasts futureworkforce needs, and identifies strategies to accomplish the transition. The WRPprovides an analysis of current workforce health, alignment, and gaps; and providesdirection in the form of potential solutions for addressing workforce challenges. Tosupport theWRP, TSI also conducted an analysis of current workforce demographicsandtrends,aswellasadetailedexaminationofworkforceneedsandgapsbypositionandstrategicplanfocusarea.LinktoSeaPortEnhancedWebsite:http://www.seaport.navy.mil/


TaskOrderList:


TaskOrderunder:N000178‐05‐D‐4530


Task Order under: N00178-04-D-4078




TaskOrderunder:N00178‐04‐D‐4034

Documents

Seaport Enhanced Contract #N00178‐07‐D‐ · PDF fileAEGIS BMD’s Finance Directorate reorganized last year, TSI ... NAVSEA 05 and 06 wanted to teach their staffs modified Lean