1. Performance Improvement at SSC San Diego
Cecilia Burrus
3rd HPO Change Conference
May 2002
Approved for Public Release; Distribution is Unlimited

2. Scope Overview of SSC San Diego efforts to improve performance
Analysis: internal hierarchal partnerships
Foundation: improvement strategy, structure & systems
Highlights: initiatives especially relevant to concepts taken from “High Performance Organizations (HPO)”

3. SSC San Diego Mission
Navy’s RDT&E, engineering and fleet support center for
Command and Control
Communications
Ocean Surveillance
And the integration of those systems which overarch multiplatforms

4. Project Performance control & oversight
SCVA Diagram for SSC San Diego Focused on Internal Hierarchical Partnerships - part 1 *
Food Chain
Benefit Chain $
Direct Sponsor
Project Performance control & oversight
Direct Beneficiary
Fleet
Other
Concerted V-P effort
( )
Task / Project Performance Partnership
Branch Head or Equivalent Role
Task / Project Supervision *
First-line employees
The typical Strategic Customer Value Analysis (SCVA) diagram emphasizes relationships outside of the outside of the organization. This is an unconventional SCVA that emphasizes the relationships internally among members of the SSC San Diego organization that have been more or less involved in V-P sessions to date.
This is Part 1 of two slides. Part 1 shows primarily the hierarchical relationships within the organization. The orange arrows show relationships of authority or control. The arrows shown here are all two-ended, suggesting the best case where partnership is the basis for management oversight. Insofar as the hierarchy establishes a strict one-way chain of command, all of the orange arrows in the this figure would point from right to left, showing the flow of control in that direction with ultimate control exercised by top management. V-P efforts to date have mostly involved members of middle and upper management, the people enclosed here in a red oval.
Outside of the organization, there exist two kinds of customers, comprising the “Food Chain” and the “Benefit Chain.” The green-outlined arrow in the figure (containing the “$” sign) indicates the flow of funding. The solid blue arrow indicates the flow of benefits. The connections between customers and the organization are not shown. Part 2 does show them, elaborating on relationships between the organization and both the food and benefit chains, as well as internally among members of the organization.
Management
Division Manager
Department Manager
CO/ED
Human Resource Development Partnership
Formal Internal Management Chain
First-line Task / Project Work & Human Resource Development
* Two roles that may be filled by same or different people
Draft 25Apr01

5. SCVA Diagram for SSC San Diego Focused on Internal Hierarchical Partnerships - part 2*
Food Chain
Benefit Chain $
Direct Sponsor
Project Performance control & oversight
Direct Beneficiary
Fleet
Other $
Performance Partnership
Task / Project Performance Partnership
Branch Head or Equivalent Role
Task / Project Supervision *
First-line employees $
This is Part 2 of the SCVA, which elaborates on the relationships external and especially internal and to organization. Orange arrows in this figure again represent authority or control, while blue arrows represent benefits and green represents funding.
The broken/striped arrow for “Performance Partnership” is meant to suggest that this relationship is not as strong as the relationships indicated by solid (un-striped) arrows. In other words, the figure suggests, although external sponsors typically exercise strong control over performance of technical projects (e.g., goals set, tools to be used, staffing, scheduling, etc.), the control is found less consistently to be exercised internally by middle and top management over these detailed parameters of technical projects performance. (Note: Even if it can be counter-argued that both sources of performance oversight are present in equal force, this situation still creates a potential division of command so that either both must agree or the task/project performers will be caught in the middle between conflicting demands.) Meanwhile, the internal management chain does exercise considerable authority for administrative procedures, support, provision of facilities, and so on, so the “Administrative Support, Control & Oversight” arrow is solid orange. The green arrow (with the “$” sign) that has a dashed outline, however, is meant to suggest that the flow of funds earmarked for support of human resource development is not well assured, particularly in technical departments where branch heads (or equivalent line supervisors) commonly perform the function as a collateral duty.
The relevance of this diagram to the effectiveness of V-P sessions is that the people mainly participating in the V-P to date are not the same people most intensively involved in setting specific goals for the performance of technical projects. This suggests a misalignment between the system in place at the Center for technical project management and who has been engaged to participate in V-P sessions. Participation by administrative/line management could be expected to produce different thinking and planning than participation by people in the project/operational management (including internally at least a selection of key project managers). This may account for the limited V-P results relating to technical project performance. Different people should be engaged in the V-P process if we want to get different performance-directed V-P planning results in the future.
Division Manager
Department Manager
CO/ED $
Administrative Support, Control & Oversight
Human Resource Development Partnership
Formal Internal Management Chain $
First-line Task / Project Work & Human Resource Development
* Two roles that may be filled by same or different people
Draft 25Apr01

6. Organizational Performance
Strategy Map for Performance Improvement (PI) Communities of Practice (CP) & Interest (COIN)
Organizational Performance
Performer Groups (Workgroups & Managers)
Internal Processes
Community Building
Community Growth
Strategic Leadership
Performance Consulting Excellence
Institutionalize Best Practices
Focus on Key Performers
Lead PI Strategically
Build Partnerships
Grow the COIN
Develop COIN Self-sufficiency
Develop Workforce PI Competencies
Develop PI Breadth & Depth
Grow the CP
Improve Business Results
Improve Performer Results
Increase CP Competencies
Practice 4-Delta
Draft Ver. 4.4, May 2002

7. PI Structure as documented in IIWG’s FY02 Execution Plan
Cross-department Collaborations & Center Initiatives
Projects Mgr
260
220
240
280
203
Process and form established to
request, resource and manage
center-level IIWG PI services,
providing support above & beyond
a department’s own PI resources
CCHPO
Coord
270
210
290
230
202
Practice Leader
Developmental Consulting & Coaching
Practice established to advise members
of PI networks & to help IIWG reps
develop competency and skill
to support their home dept’s needs
Dept Head
(leader-coach)
Change Agent
(line or project mgr)
IIWG Rep
(performance consultant)
Change Agent
(line or project mgr)
Each Dept Builds Critical-Mass Improvement Network

8. Delivery of PI Service to Work Groups & Managers
Objective: Provide “just-in-time,” tailored
improvement assistance to SSC San Diego work teams.
Provide customized PiT STOP1 workshops and/or performance consulting advisement that is targeted to a manager’s or work team’s specific performance improvement need(s).
Help managers to develop leadership skills, e.g.
Facilitative leadership vs command + control
Develop shared leadership without losing accountability
Match leadership style to development level, move away from tendency to delegate entirely (abdicate)
Conflict resolution
Process facilitation
Four-Step Process to Diagnose, Develop & Deliver
Tailored Workshop and/or Performance Consulting
Advisement, and to Determine its Impact
Commitment
Capacity
(Identify root causes of performance gaps)
Diagnose
(Prepare Tools
Develop
& Materials)
( Workshop Session)
Deliver
(What are the results?
Determine
How did it help?)
Culture
Alignment
Partnership of Performance Advisor & Owners of Business Results)
OI Service Options (most generally needed- customize to specific client group need)
1. What is Higher Performance for Us? (Defining What Matters Most in Performance and Setting Solid Goals)
2. Develop the Ability to Operate as a Leadership Team.
3. Mastering Difficult Conversations: Giving Performance Feedback
4. How to Develop and Use a Strategic Customer Value Analysis.
5. Design and conduct of meetings to facillitate shared decision making (various, highly customized)
Entry Criteria (for groups requesting a workshop)
 Participants attend as intact work groups.
(Workshop size can range up to 24 total participants)
 The group’s leader has completed the 3-day HPO Seminar.
 The group’s leader takes primary responsibility for coaching
members in the HPO concepts, supported by the dept's own
IIWG member & the IIWG’s core members.
 All members do plan to complete the 3-day HPO Seminar.
 The group agrees to immediately apply knowledge to its
day-to-day work, and agrees to establish at least one
performance measure to monitor progress.
Clarification of PIT STOP Workshop: what it is, what it isn’t:
- The PIT STOP Workshop Concept was developed, in part, to increase the rate and quality of organizational improvement integration efforts throughout the Center.
- PIT STOP sessions provide short (as few as 4-hour long) work group development sessions to an entire work team.
- A PIT STOP session should not be interpreted as a “HPO Short Course”. While the workshops are shorter (can be customized to as few as 4 hours up to as many as 12 hours), they are not intended to replace the 3-day HPO Seminar with a shorter version.
- The goal should be exposure to the key learning points most relevant to the performance improvement needs of the work group.
- The goal is not full understanding of all key learning points normally covered during the 3-day HPO Seminar. Understanding will come from additional exposure to the material and actually implementing the concepts in their day-to-day activities.
1Performance Improvement Techniques- Steps to Optimize Performance (PIT STOP)

9. Leadership Development Pyramid Draft 11 Dec 2001
Initiatives Underway (examples)
Opportunities
(examples)
Decision Practices
- V-P Sessions
-Strategic Mkt’ing
-Strategy mapping
-Metrics--all levels
-Competency mgt.
-Internal Processes
-BSC
-Perf. Consulting
-Competitive Intel.
Business Skills & Practice
-Facilitated Mtgs.
-Feedback system
-Pay for value
-Key messages
-Values-Beh-WC
-Leadership teams
Engagement Skills & Practice
-PiT STOP:
Difficult Conversations
-“Facil. L’ship”
SLII & MBTI
Coaching Skills & Practice
-Bus. Coaching
-Mentoring
Flexibility of Style *
Match LS to DL
Don’t Oversupervise
Don’t Undersupervise
- HPO Seminar
Consultative Leadership Philosophy
- Seven Habits (Covey)
- Systems thinking
Foundational Individual-Level Development
Skills & Practice flexing styles of leadership, relationship and communication, selected to be most effective for the given situation and people *
LS= Leadership Style
DL= Development Level

10. Contact information Cecilia Burrus (619) Acting IIWG Projects Manager Code SSC San Diego San Diego, CA

11. Backup Slides

12. Warfare Systems Command
Space and Naval
Warfare Systems Command
(SPAWAR)
Space and
Naval Warfare
Systems Center
Charleston
SSC Charleston
Space and
Naval Warfare
Systems Center
Norfolk
SSC Norfolk
Space and
Naval Warfare
Systems Center
San Diego
SSC San Diego
SPAWAR
Space Field Activity
Washington, D.C.
SPAWAR
Information
Technology
Center
New Orleans
00A04

13. CMM is Integral to HPO Success
Design and Features Quality $
CMM LEVEL
COMPLEX $
Level Level Level 3 Level Level 5
Execution
Quality
POOR
EXCELLENT
MODEST
The quality of the work processes (CMM is a best practice which leads to a lower “cost of compliance”) and how well the processes are performed (doing it right the first time leads to the lowest “cost of non-compliance”) will dictate the Execution Quality of a project.