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TRANSCRIPT
H-1 Weapons System Support Activity (WSSA)
6th High Performance Organization Change ConferenceCharlottesville, VAApril 10 - 13 2007
John “Gouda” SelbyH-1 WSSA Military Deputy
Continuing the Journey
Company
LOGO H-1 WSSA Overview
o Established in 1987o Located at NAWS China Lake, CAo Provides life-cycle systems
development and maintenancesupport to the United States Marine Corps, and Foreign Military Sales Countries
o Performs Test and Evaluation through VX-31
o Team consists of about 50 on-site personnel
Company
LOGO Business Environment
Responsible for major subsystems of new H-1sReady to enter DT-IIbSupporting the full-rate production decisionNew multi-year, multi-product contract awardSolid teaming with contractor & sponsor requiredCapability Maturity Model Integrated (CMMI) expectations
Must consistently demonstrate Systems Engineering disciplineMultiple, parallel major product development effortsNaval Air Systems Command (NAVAIR) restructuringAirspeed initiativesPersonnel constraintsBRAC
Company
LOGO WSSA CultureTeams perform “miracles” with next to nothingFunding uncertainty affected staffing levelsTeams perform the traditional contractor roleMultiple roles filled by a single individual
“Can-do” Attitude
Two separate team cultures within WSSA
AH-1W
AH-1Z/UH-1Y
Company
LOGO HPO Adoption Timeline
2000
HPOTraining
2001
LeadershipMeetingsDiscontinued
4/04
NewWSSALead
9/05
StrategicPlanPublished
11/04
ConductedSCVA
1/05
TeamwayWorkshop
2/05
LeadershipMeetingsInitiated
12/04
SCVAOutbrief
3/05
PDQSurvey
Gouda arrives
Company
LOGO Setting the Stage for SCVA
- Bottom line -We must have a common definition of “Team” and “Success”,
and trust is critical to achieving desired results
Company
LOGO In 5 years we will be ...unplugged from the mother shipabsorbed into another organizationnot receive funding without demonstrating success and valuewithout tasking, facilities, or personnelscoped to life cycle support for legacyreduced in people/resources
Unless we continue our change model!!!
Company
LOGO SCVA Major Themes
Fleet responsiveness: timely response to Fleet questions. How do we capture the Fleet’s questions?Systems engineering process: reinforced through actions and organization training of SE best practices.Training: implement an organizational training plan-1st step DT training quarterly on operational issues.Teaming: invite stakeholders to WSSA activities.Marketing: coordinate with PAO to highlight H-1 successes (i.e., CobraDos success story)
Company
LOGO Strategic Goals
Warfighter FocusDedication to ourPeopleNaval TeamworkJointnessLeadershipAccountability &IntegrityAlignmentRisk ManagementCommitment toChangeEffects-Based Thinking (EBT)
CNO Goals 2006 NAVAIR Goals H-1 WSSA
Balance Current &Future Readiness
Implement Fleet-Driven Metrics
Reduce Cost ofDoing Business
Improve Agility
Ensure Alignment
Deliver Fleet Value
Advance Technical Leadership
Promote Strategic Communication
Strengthen The Team
Company
LOGO HPO Achievements
Documented WSSA Values & GoalsDocumented Leadership PhilosophyImplemented Leadership Team Charter
ScopeMembershipReporting mechanisms
Established WSSA PolicyPersonnel expectationsOrganizational NormsCertification to Capability Maturity Model Integrated (CMMI) Level 3
Facilitative Leadership Training
CoachingShared LeadershipReviewed Strategic Plan
Strategic PlanTeam signing celebrationGiven to each employeeAlignment briefed at all Reviews
Company
LOGO Lessons learned again….
Small team size might seem easier…Personalities have a big impact on emotional
Leadership Team must be aligned and consistentIPT Lead vs. Chief Engineer vs. Military Deputy
Clarity around level of consensus required for organizational decisions
What? Change the name of the WSSA?
Myers-Briggs appreciation is importantLearning Beads… that’s a “good idea”
Motivation Analysis exercise can be eye-openingRed Pilots vs. Green Engineers vs. Blue Support
Train the organization for the future needs
Company
LOGO More lessons learned…
Some folks adapt to change better than othersLikert results may not tell the whole storySCVA needs to involve all stakeholdersKeep the Strategic Plan relevant day-to-dayAssumptions are the bane of successful teamingDon’t underestimate the level of effort to implement organizational changesRemember “Rule #6” – Don’t take yourself tooseriously…Have fun