PP 22 :: 11/04/2008 - 11/08/2008

Trip Report: Program Review of Performance Management Training

Location:

Leadership Development Center, Coast Guard Academy, New London, CT

Client: CG-0931

Summary:

Participated, as designated subject matter expert, in program review of performance excellence training curricula. Completed program review of two LDC-taught courses.

Other review participants:

• CG-0931, performance management and decision support program manager. Representative: Danny P.
• CG-132, workforce and program development program manager. Representative: Eric H.
• Leadership and Development Center, Leadership and Organizational Performance Branch; representatives: Charlie C. and LCDR Jackie L. Also, for some of the meeting, CWO Michael B. and CPO John C.
• Leadership and Development Center, Training Support Branch

Review of Team Leader/Facilitator Curriculum

We completed a complete review of the curriculum for the Team Leader/Facilitator course. At my urging, we first reviewed the references and requirements for the course. We then reviewed and refined the mission and scope statements which then directly led to the creation of new terminal performance objectives for the course.

Here are the new terminal performance objectives:

1. MEETING MANAGEMENT
• As an assigned facilitator, complete meeting alignment activities, in accordance with the specified references.
• As an assigned facilitator, identify the physical and technological requirements for a particular meeting, in accordance with the specified references.
• As an assigned facilitator, organize the tasks associated with preparing for a productive meeting, in accordance with the specified references.
2. FACILITATION
• As an assigned facilitator, demonstrate the appropriate response to various participant behaviors and situations, in accordance with the specified references.
• As an assigned facilitator, employ the appropriate tools and techniques to effectively and efficiently achieve meeting objectives, in accordance with the specified references.
3. TEAM LEADERSHIP
• As an assigned team leader to a workgroup, determine the key actions necessary to link the work of the team to the greater organization, in accordance with the specified references.
• As an assigned team leader to a workgroup, employ methods to support team development, in accordance with the specified references.
• As an assigned team leader to a workgroup, employ methods to direct the team's work, in accordance with the specified references.

While we did nail the terminal performance objectives, we did not get as far with the enabling objectives. For the EOs, we brainstormed possible EOs; The LDC will draft EOs from the input gathered as well as the EOs for the current curriculum.

Of note in this program review:

• Project management content was dropped from the curriculum.
• Agreed-upon focus for this course is facilitation and team leadership. While this course may introduce some Lean Six Sigma concepts and tools, such as the use of DMAIC, the use of these concepts and tools is only used to support the focus, which is facilitation and team leadership.

Review of Organizational Performance Consultant Curriculum

We completed a complete review of the curriculum for the Organizational Performance Consultant course. This review was completed in a similar manner as the TL/F course review.

Like the TL/F, we ended up not re-writing the current terminal performance objectives, but, in essence, starting from scratch:

• As an assigned Organizational Performance Consultant, identify the impact of OPC products and services, in accordance with the specified references.
• As an assigned Organizational Performance Consultant, employ the tools, techniques, and concepts necessary to serve as an effective consultant, in accordance with the specified references.
• As an assigned Organizational Performance Consultant, correlate various CPEC-based interventions with specific client challenges, in accordance with the specified references.
• As an assigned Organizational Performance Consultant, state the organizational benefits of various Coast Guard management initiatives, in accordance with the specified references.

The LDC will draft enabling objectives using information generated at the meeting and as published in the former curriculum.

Other program issues:

Several additional important program issues were discussed including the use of OPCs as adjunct faculty members to provide LDC training. All parties agreed that certain OPCs would serve as excellent adjunct faculty to deliver Organizational Performance Program courses. The Leadership and Organizational Performance (LOP) Branch will "work with" qualified OPCs to deliver the courses in accordance with LDC policies.

Another important program issue discussed is the training and qualification of Lean Six Sigma professionals to assist Coast Guard units and programs with performance improvement initiatives. The LOP recently completed a pilot project with the Personnel Service Center Topeka. The pilot included the LOP offering a champion's course followed by a CG Team Leader/Facilitator course with a real-life project focus as well as an emphasis on DMAIC. Following this successful pilot, CG-0931 will move forward on establishing qualification codes for collateral-duty performance improvement roles (facilitator, Green Belt, Black Belt, Master Black Belt) as well as the associated policy pieces.

Required Follow-Up

• Continue to work with CG-0931 on program review initiatives.
• Draft COMDTINST for qual codes for collateral-duty performance improvement roles.

Future look:

• Week of 11/10, in office
• Week of 11/17, participating in Innovation Expo at Virginia Beach Convention Center.

Summary for this reporting period

• Hours Worked: 50.0
• Total travel hours: 26
• Travel hours outside work hours: 18.0
• Billable hours/direct client work: 24.0
• Leave hours: 0
  
• Days away from home: 5

Addendum (11/25/2008):

References which I used in supporting work with curriculum review:

• Baldrige National Quality Program. Criteria for Performance Excellence (2008).



• Kristin J. Arnold. Team Basics: Practical Strategies for Team Success.
  ISBN 096763130-0.



• Michael Wilkinson. The Secrets of Facilitation: The S.M.A.R.T. Guide to Getting Results with Groups.
  ISBN 0-7879-7578-8.



• Paul Keller. Six Sigma DeMystified: A Self-Teaching Guide.
  ISBN 0-07-144544-7.



• Peter R. Scholtes, et. al. The TEAM Handbook (2nd edition).
  ISBN 1-884731-11-2.



• Peter R. Scholtes. The Leader's Handbook: A Guide to Inspiring Your People and Managing the Daily Workflow.
  ISBN 0-07-058028-6.



• Thomas Justice and David W. Jamieson. The Facilitator's Fieldbook.
  ISBN 0-8144-7038-6.



• U.S. Coast Guard Leadership Development Center. Performance Improvement Guide (5th edition)