- Interventions 1, 2 3 (from 2 days to one or more weeks)
- State Buster Lecture/Workshop (2 to 3 hours)
- CMMI Orientation (3 hours)
- SCAMPI A Appraisal Leadership (3 days - 10 days)
- Appraisal Team Member Training (6 hours)
- CMMI and Process Improvement Executive Orientation (1 to 2 hours)
- Process Definition Workshop (2 Hours)
Interventions 1, 2, 3 (from 2 days to one or more weeks)
The word intervention has many definitions; my favorite is the following: “care provided to improve a situation.” JFR Consulting offers 3 levels of intervention.
Level 1 Intervention- A short term engagement for a less stressed organization seeking opportunities to improve that immediately resonate with staff and management.
A level 1 intervention is an opportunity to put like-minded individuals (marketing, Sr. Mgt., Designers) in the same room at the same time, allow them to reflect on their activities at work, and reflect on their feelings toward those activities. This is done in a setting that is steeped in calm and trust. It is led in such a way that participants feel they are the top priority in the process, because they are. Under these circumstances, participants tend towards a dialog that is passionate, but constructive, factual, but not personnel.
Two types of information are taken from these sessions: Affective and Technical. Affective information provides the social context that can not only reveal a problem, but also furnish immediate indicators of levels of acceptance or rejection for a possible solution. Technical information is the actual process or tool functionality that may lie at the source of a problem, the “mechanics” of the problem, whose alteration or addition may constitute a proposed solution.
This intervention creates a setting that is rarely, if ever, found in the natural course of a workplace, since by design, the top priority of a company is to deliver to customers and make profit. It is a worthwhile aberration to the natural flow that provides the most fertile ground for identifying timely improvements. It also brings a degree of unification to the organization. It culminates with a final presentation delivered by JFR citing current issues and possible solutions to all participants.
Duration: Approximately 2 (non-consecutive) consultant days.
Level 3 Intervention- A longer engagement for a very stressed organization where some or all work relationships have gone toxic.
The primary objective of this intervention is to get people talking again, to break the organization free from its frozen and dysfunctional state. This is achieved by utilizing individual and group activities. Individually each person’s story is heard via one-on-one interviews, all of management and staff are included. This ensures that each person’s voice is heard and their greatest concerns can be aired in a safe and secure setting. Sessions may include some venting or emoting, which is entirely acceptable, and at times, expected. The group activities bring staff and management together for thoughtful and humorous interactive lectures where all members are encouraged to participate in a safe and facilitated environment. These could include activities from the “State Buster” service listed on this page, Satir’s phases of change, theory XY vignettes, or many others.
Prior to the onsite phase of this intervention a confidentiality agreement must be signed by a senior manager and JFR-Consulting and shared with all participants. A very short questionnaire is then sent out to all participants. The onsite schedule consists of one-on-one interviews and group activities interspersed throughout, therefore careful consideration must be given to scheduling and availability. The onsite culminates with final presentation delivered by JFR citing current issues and possible solutions for the organization. This presentation is to the entire group and must include all participants.
Duration: One or more weeks
Level 2 Intervention- A custom built intervention that falls between a level 1 and level 3. We are happy to build an intervention that suites your organization’s needs
State Buster Lecture/Workshop (2 to 3 hours)
The first step in any change is to shake loose the grip on the current state. One way to achieve this is to sensitize people to our basic human foibles. How we, without even knowing it, fool ourselves on a daily basis. “The current system isn’t all that bad,” though in reality perhaps it is. Or, “the current system is awful and there isn’t any chance for good anywhere,” although a better option could be standing right in front of you. These lectures discuss the everyday illusions we all suffer from and draw upon classic historical instances of being just plain wrong (though in the moment could never have seen it). The workshop portion is tailored specifically for the customer’s culture so as to realize the maximum benefit and perhaps even steer participants in a desired direction. These events are designed to shake confidence in the status quo and convince folks to re-examine current perceptions. This is a fun and interesting way to shake loose petrified views and emotionally prepare people for change.
Process Model Adherence (1 day to 10 days)
Unlike social models, which focus on HOW to change, process models are action oriented, and focus on WHAT to change. They can be used to efficiently determine what elements of an organization’s product development or service delivery are missing. Whether it’s the management of projects, development engineering, support, service establishment, service delivery, or the infrastructure necessary for these capabilities to endure, these process models have proven to be effective tools. Built into these models is a path towards organizational maturity where the organization actually grows in the understanding and management of itself. The organization’s level of sophistication increases as it becomes more systemic in its thinking and learning. It really is amazing to see an organization mobilize itself both socially and behaviorally. These process models are called the Capability Maturity Model for Integration (CMMI) and there is one for service delivery, one for product development, and one for acquisition. These models help organizations to build operational resiliency by creating sustainable processes to achieve new levels of success and security.
The determination of adherence to these process models, or the identification of “gaps”, varies in breadth and depth based on customer needs. The “C” event is a higher level pass at the organization’s adherence to the model elements of choice. Visibility to the organization’s adherence is generally furnished by interviews. It is recommended that at least one change agent from the organization take part in the entire “C” event so as to retain detail and nuance from the event. The “B” event is a more rigorous study of the organization’s adherence to the model elements of choice. Visibility to the organization’s adherence to the model is generally furnished by interviews and artifacts demonstrating that adherence. It is recommended that a small team of change agents from the organization take part in this event for the retention of detail and to support immediate action. Both the B and C events are structured to maximize organizational alignment by communicating the results to all participants and management simultaneously at the close. This ensures maximum traction for the organization’s resolution of identified model “gaps.”
CMMI Orientation (3 hours)
Answering the question, “What is the CMMI and what can it do for me?” There three flavors of CMMI and therefore three options for this orientation:
Built into the CMMI is a path to organizational maturity where the organization actually grows in the understanding of itself. The level of sophistication in how it functions increases as it becomes more systemic in its thinking and learning.
SCAMPI A Appraisal Leadership (3 days – 10 days)
This is the official appraisal that can yield a level 1 through 5 rating. This service includes appraisal planning, scheduling, and readiness review. On-site leadership includes team orientation, opening presentation, interview leadership, data review, draft findings presentation, rating, final findings presentation, and executive meeting. The Method Description Document (MDD) requires a minimum of 4 persons on an appraisal team (including the lead), though a typical team size totals of 7 or 9 persons. The organization typically supplies some or all of the team members. All team members must have taken the current Introduction to CMMI course for model knowledge, and Appraisal Team Member (ATM) Training for appraisal knowledge. SCAMPI stands for Standard CMMI Appraisal Method for Internal Process Improvement.
Appraisal Team Member Training (6 hours)
This training is mandatory for future appraisal team members. It is recommended this class be attended by Engineering Process Group (EPG) members as well as anyone interested in understanding how an organization is judged against the concepts described in the CMMI. On occasion appraisal sponsors have sat in on this training and it turned out to be very beneficial. The charge for this class is the normal daily rate, it is not a per-seat charge, so the more the merrier.
CMMI and Process Improvement Executive Orientation (1 to 2 hours)
Typically, the dynamic for organizations that pursue process improvement is the sponsor taps a trusted individual to handle the effort. Many times the sponsor and other senior management are left in the dark when it comes to the principles of the CMMI and their role in the process improvement effort. This orientation is a “to the point” executive level briefing that is time well spent. Participants walk away ready to engage with confidence.
Process Definition Workshop (2 hours)
Process definition is a daunting endeavor, even under ideal conditions. This workshop will accelerate your awareness of pitfalls and common mistakes, affording you the greatest leverage for success. We will explore the key social and physical mechanics of process definition, leaving out the fluff. You will leave the room with wisdom, but spared the battle scars.
We shall explore the following topics:
- Organizational Cultures, Types, and You
- The Fantasy of Acceleration (aka- deceleration)
- Process Debt
- Process Definition Myths
- Management’s Role
- Schedule Shock and Harshing your Manager’s Mellow
- Process Definition (PD) Sessions
- Housing your defined process
- Where to Begin
You will be asked to document where your organization stands regarding the topics covered and ultimately design a process.