Highlights:
Support to OPCOM Implementation Team
- Participated in kickoff meeting for the OC-00/09 working group. (1.5 hours billable)
- Provided process mapping consulting to the OC-5 working group. (2.5 hours billable)
Role confusion during modernization efforts
Our role with the OCIT and the OCIT working groups is to provide consulting support, with a focus on process. Who is providing our SME input on the content for the performance excellence/OPC role in the modernized organization. I'm suspecting (although I don't know as the box in the wire diagram is suspiciously absent) that what is now Amp is moving to OC-09 (or perhaps OC-00). I think we need someone as an actual team member (not serving in a consultant role) to provide SME input in the same way that Ae and Aa have people serving as SMEs on the working group to do the work.Yes, I think I'm suggesting that we have one person on the working group as a team member along with one person serving as the consultant to the working group.
If the Amp functions don't go to OC-00/09, the issue still stands. Someone needs to be on whatever working group has the Amp functional statements.
The alternatives are, as I see them, are to either just ignore the whole thing and just see what falls out or to have me (or whomever the consultant to the appropriate working group is) have a dual focus: part focus on serving as a consultant and part focus serving as a SME and actual team member on the working group. Frankly, both of these alternatives are less than satisfactory, at least from my perspective.
This, I believe, needs a solution, and it is clearly above my level to make unilaterally. My recommendation would be that George participate as a team member in whatever working group as the Amp functional statements and that Byron or Dave or I serve as the consultant to that working group. This may require some minor shifting to our current OCIT support plan.
Consult to D17 Knowledge Mangement and Measures Specialist
Provided consult to D17 KMMS who has been tasked with implementing a KM solution for some unnamed and undefined issue. Provided suggestions on possible process to work through the issue and overview of possible web-based tools to use. (1 hour billable to D17 KMMS)Additional Information from PDQ Precision
Received follow-up information from PDQ Precision about their Mini-Max Aqueous Waterless Cleaning system. Info included four CD/DVDs (Ford F-250 Engine Cleaning, overview, Electronics and Electrical Applications, and SEAL Team 3 Weapons Cleaning Session). Forwarded by snail mail entire package to MLCA Industrial Program Manager, CDR Mark D.Social Media/Web 2.0 Consulting/Work
Using RSS Feeds in the Future to Keep Coasties informed of important IT security information
Provided suggestion to CWO at CG-6D to use RSS feeds to provide security information once the new Portal is up and running. Imputus for this suggestion came from Admiral Allen's INFOCON all-hands email and the referenced security update page. Use of RSS feeds for this and other issues will help ensure timely passing of important information and a way for individuals to manage incoming electronic data.Impact of Social Media/Web 2.0 Tools on Work in the CG
Dan T. of CG-9334 posted the following on his Facebook page as a status:Dan is done letting senior leaders know CG-LIMS is gonna be delayed. From within CGDN, there's more at http://tinyurl.com/cg-lims.I commented back,
Sorry to hear this... I know the answer, but, anything I might be able to do to help... I know... but I felt compelled to ask... like it matters...Of note, CDR T. replied,
I appreciate the offer. There's nothing you can do in the immediate term, but once I've taken care of the impacts on the people and can take a step back to start figuring out a Plan D, I may reach out to you.This is a clear example of these web-based tools having a positive impact on CG business and process, at least from this Coastie's perspective.
You already helped by pointing me to the "inside the firewall" platform I'd been leveraging when I was underway and making way. That's where the link above is points.
And in a roundabout way, our conversations over what's appropriate for public forums has impacted how I've dealt with this.
Thanks again for offer to help!
Input to Mid-Year Performance Appraisal:
Provided EARS input for mid-year evaluation:
Attended Sterling Performance Excellence Conference; used available Internet tools to post, in a near-live format, learnings and observations so that personnel who could not attend the conference could learn from own experiences. Provided counsel to CG-0931 program manager on a variety of topics including formal training, organizational structure of internal consulting corps, and modernization. Served on two unit performance assessment site visits; served as "criteria lead" for one pilot visit and as "team leader" for other. Feedback provided to units directly led to improved organizational performance in strategic planning and measurement & knowledge management. Recommended LEAN Six Sigma project involving industrial facility which will lead to increased performance. Developed process mapping process for OPCOM Implementation Team which has been adapted throughout the CG Modernization Efforts. Conducted numerous workshops and senior-leader consulting sessions on the topics of facilitation, meeting management, and knowledge management. Own initiatives on the use of Internet tools have demonstrated for personnel across the Coast Guard on the value and effectiveness of these tools. Work has directly impacted use of these tools at Sector San Diego, Loran Support Unit (Wildwood), Training Center Cape May, Personnel Support Center (Topeka), Amver (New York), and D13 Public Affairs. Ongoing counsel and direct interventions -- including focus groups, training, and supervisor consulting -- to MLCA has led to reduction in interpersonal conflict within the staff. Served on "Master's Panel" at OPC Course, providing valuable insight to new internal consultants. Own personnel and professional development includes ongoing work on doctoral dissertation and qualification as a designated and certified instructor within the Coast Guard training system. Provided crisis intervention to aircrew following death of civilian during SAR case. See also http://civempsum4pas.blogspot.com/.Supervisor EARS input for mid-year evaluation based on discussions with supervisor:
Continued excellent performance with high impact results as a master-level Organizational Performance Consultant. Use of Web 2.0 tools, including accomplishment and activity summaries, are the ultimate proven practice. Establishment of a Intelink-U tool to track multiple consultants' work with the OPCOM Implementation Team provides decision makers and other key stakeholders with the information they need when they need it. Counsel is more-than-frequently sought out from CG-0931 program manager, other internal consultants, and Coast Guard personnel throughout the nation. Ability to see linkages between diverse activities helps provide unified business processes within the Coast Guard. Works within the boundaries, directives, and guidelines of the organization, yet is continually looking for new and better ways of doing business, driving a continuous improvement attitude within own office as well as other service elements. Uses available opportunities to talk informally with Coast Guard senior leaders about performance excellence and improvement. Provided counsel to Commandant and Atlantic Area Commander on use of Internet tools to improve organizational performance. Use of Internet tools by personal example has led to numerous improvements in communication, collaboration, and effectiveness at a number of Coast Guard units and programs. Led HQ sponsored unit assessment pilot site visits, providing invaluable counsel to units during the visits and to program managers in the development of improved visit processes. Integral member of team which provided program review of CG Team Leader/Facilitator curriculum; input provided key insights for course redesign, providing enhanced learning for CG members. Continual partnering with Leadership Development Center, CG-0931, other consultants, and other Coast Guard personnel led to enhanced working relationships with and between these dispirit staffs.Future look:
- Week of 12/8: Prepping for KM pilot project.
- Week of 12/15: In Baton Rouge for KM pilot project with Danny P. of CG-0931 and Joy F. of D8.
Summary for this reporting period
- Hours Worked: 40.0
- Billable hours/direct client work: 5.0
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