Stinson's Summaries

PP 01/2010 :: 01/03/2010 - 01/09/2010 :: Weekly Summary

2010-01-05T10:36:00.000-05:00

This week, working on several projects:

1. Evaluation of ULDP. Ongoing work with an evaluation of the ULDP as deployed at Main Street Tower by MLCA. This is capstone research to 4 year ULDP at MLCA which focused interventions on identified leadership competency weakness, conflict management. Currently drafting survey and working through various institutional review initiatives. Current sponsor is SILC, the host command now at Main Street Tower in Norfolk. ETC for this project is 1 May 2010.

2. Change management for major district project. Leading change management portion of project to move a sector's offices. Conducting asynchronous SWOT for project team using Vovici survey application. (Wishful thinking) ETC for this project is 1 June 2010.

3. Improving SFLC-IOD procurement timeliness. Ongoing LSS project to improve the timeliness of procurements processed by (or for) the industrial program. Currently in the Measure phase of project. Team members include former OPC and several collateral duty performance improvement practioners. Project ETC is 1 August 2010.

4. Dashboard and Scorecard Summit. Initial planning stages with George for proposed summit which would focus on dashboards and scorecards as implemented by the field with an eye toward incorporating features/customer needs in CGBI.

5. ULDP Coaching. Ongoing coaching to HSWLSA in developing their ULDP which includes coordinated assessment and interventions for all HSWL personnel Coast Guard-wide. No current completion for this project identified.

This information is as posted on CG-0954's work calendar.

2009 PP 20 :: 10/04/2009 - 10/10/2009

2009-10-10T07:30:00.005-04:00

Working with SFLC-IOD on performance improvement project for industrial procurements; working with HSWLSA on leadership development project.

Activities

Development of a Leadership Development Program for Health Services Work Life Support Activity
Project scope, purpose, and definition refined. (4.0 billable hours)

Scope: Development of a comprhensive leadership development program throughout the clinics, detachments, and staffs supported by the HSWLSA.

Proposed intervention: Weekly activities followed by outbrief/discussion sessions.

The activities would come from a number of resources. In addition to resources provided through the Coast Guard's Unit Leadership Development Program and CG-133, resources might include:
Weekly Leader
Leadership Now
Leadership Development
Center for Creative Leadership
Wildland Fire Leadership Development Program

Process Improvement/Lean Six Sigma Project with Surface Forces Logistics Center
Continuing work in the Measure and Analyze phases of DMIAC.

2009 Coast Guard Innovation Expo
Built slide for brief to D5 senior staff about upcoming Innovation Expo:

Podcamp USCG

Planning for a Podcamp to run concurrent with the first day of the Innovation Expo is underway. The team working on this initiative has created a website and created a registration portal using Eventbrite. Planning for this unconference continues.

Additional items of interest

Leadership Council's Decision Memo concerning the modernization of the OPC Program
Received a copy of the approved decision memo (without the requested enclosures) by way of a FOIA request.

Three week future look

Week of 12 October
Project work for HSWLSA, SFLC-IOD, and Podcamp.

Week of 19 October
Seven Habits of Highly Effective People course at the Portsmouth Federal Building.

Week of 26 October
NAVSEA Lean Six Sigma training in Suffolk, VA.

My publicly published work calendar is posted at http://contact.peterstinson.com/calendar; a summary is also provided in the sidebar of http://summaries.peterstinson.com/.

Summary for this reporting period

Hours Worked: 40.0

2009 PP 20 :: 09/27/2009 - 10/03/2009

2009-10-05T09:15:00.005-04:00

Completed week 3 of 5 for the NAVSEA Lean Six Sigma Black Belt course.

Activities

Process Improvement (LSS) Project with Surface Forces Logistics Center
Completed third week of LSS "black belt" training with the Navy NAVSEA Lean Six Sigma College. I have the following deliverables to complete (DMAIC phase indicated for each):

Refine Charter problem statement for the variability issue (D)
Updated Communication Plan to indicate what is being communicated (D)
Value Stream Map (Current State, Ideal State, working towards Future State) (M)
Developed Data Collection Plan (proof it was used) (M)
Proof Measurement System Analysis was conducted (M)
Statistical Proof of Normality, Stability (M)
Statistical Proof of current process Capability (M)
Root Cause Analysis (CE Diagram, FMEA, Pareto, etc..) (A)
Significant X’s Listed (A)
Proposed Improvements (A)

These will need to be completed in the next two weeks; I will be working with the SFLC-IOD team to get this work done.

Twelve-week future look:

Weeks of 5 October and 12 October
Project work for HSWLSA, SFLC-IOD, and Podcamp.

Week of 19 October
Seven Habits of Highly Effective People course at the Portsmouth Federal Building.

Week of 26 October
NAVSEA Lean Six Sigma training in Suffolk, VA.

Weeks of 2 November and 9 November
Project work for HSWLSA, SFLC-IOD, and Podcamp.

Week of 16 November
Coast Guard Innovation Expo, Coast Guard Podcamp, and CG-0954 OPC Program Meeting in Virginia Beach, VA.

Week of 23 November
Thanksgiving holidays.

Week of 30 November
NAVSEA Lean Six Sigma training in Suffolk, VA.

Week of 7 December
Commandant's Performance Excellence Criteria Orientation training at Portsmouth Federal Building.

Week of 14 December
Project work for HSWLSA and SFLC-IOD.

Week of 21 December
Christmas holidays.

My publicly published work calendar is posted at http://contact.peterstinson.com/calendar

Summary for this reporting period

Hours Worked: 40.0

2009 PP 19 :: 09/13/2009 - 09/26/2009

2009-09-27T08:55:00.001-04:00

Attended 2 of 5 days of Quality Management Systems Lead Auditor Course; emergency leave; attended Coast Guard Human Performance Technology Workshop.

Highlights

Quality Management Systems Lead Auditor Course
Due to an emergent family situation, was unable to complete this complete course. This shows great promise for Coast Guard organizational performance consultants, however, and I plan on completing the course at the earliest possible time. The course covers the requirements for lead auditors examining organizations under the ISO 9000 system. As the Coast Guard has embraced the ISO 9000 system, at least in the prevention field through the use of the Mission Management System, this is a field of knowledge which will be key in the years ahead. The ISO 9000 system supports the Baldrige Criteria, providing structured interventions and solutions for, primarily, Category 6, but also in Categories 1 and 3. Sector offices will, in the future, be audited against the Mission Management System and ISO 9000; there are strong linkages to the Baldrige examination process, and joint examinations/audits are possible and would provide great leverage for both management systems.

Coast Guard Human Performance Technology Workshop
Attended the Coast Guard sponsored workshop in Williamsburg, participating in the following sessions:

The Value of an Accomplishment Based Model for Human Performance with Paul Elliot, Al Folsom, and Joe Harless. Key take-away: Defining the desired accomplishment, rather than the actual activities, is key in improving performance.

Application of HPT in a Modernized FORCECOM with Delano Adams, CAPT Brian Marvin, and David Walts. Key take-away: FORCECOM will own the entire training system, including all school houses and standardization/compliance teams. Of note, CG-0954 and the OPC program ought to link with the standardization/compliance team system. I will add this idea to my work in process. Also, found it interesting that the schoolhouse at C2CEN has not been incorporated into the FC training system; I will be following up with CAPT Marvin to ask about this.

Fostering Stability in Conflict Zones with Rich Arnold. Key take-away: The US government is using a process which mirrors Harless FEA process to determine local needs to help create stability in war-torn areas such as Afghanistan and Iraq.

A Performance Tool for the Performance Analyst: New Performance Planning EPSS with John Rhodes and Joellen Mitchell. Key take-away: It is possible to create forms for complex analysis processes in order to capture the data derived from the process and then pump out a report. There might be something here for the CPC and Hamilton Award processes.

Process Improvement: How Lean Six Sigma fits with HPT with Vance Kinsey. Key take-away: Both LSS and HPT work to improve performance, albeit they attack the same issue -- performance improvement -- from different angles. These are supporting technologies and not in competition with each other.

Keynote: We've been wrong about everything with CWO2 Mario Vittone. An excellent talk and worth checking out. Key take-away: Question your assumptions. Video embedded here for your viewing enjoyment:

You can also find it here on Viddler.

My publicly published work calendar is posted at http://contact.peterstinson.com/calendar

Summary for this reporting period

Hours Worked: 40.0
Leave Hours: 40.0

2009 PP 18 :: 09/06/2009 - 09/12/2009

2009-09-11T17:42:00.002-04:00

In office this week: Alignment meetings with SFLC-IOC and HSWLSA; attended HRQMC Workshop.

Activities

Process Improvement (LSS) Project with Surface Forces Logistics Center
Alignment meeting with process owner (O-3) and project champion (O-6). Discussed status and way ahead. Completed Conflict of Interest and Non-Disclosure Statement - Enterprise-Wide Industrial Program in order to access certain data needed for the project. IOD chief signed project charter. I still need to complete the following deliverables:

Refine Charter problem statement for the variability issue
Updated Communication Plan to indicate what is being communicated
Value Stream Map (Current State, Ideal State, working towards Future State)
Developed Data Collection Plan (proof it was used)
Proof Measurement System Analysis was conducted
Statistical Proof of Normality, Stability
Statistical Proof of current process Capability

In order to complete this work by the due date, Monday, 28 September, I will need to work additional hours beyond 40 hours per week due to additional commitments. By SEPCOR, I will be requesting permission to earn and bank credit hours. (4.0 billable hours)

Social Media: Podcamp USCG
Participated in steering committee meeting for this event to run during the first day of the Innovation Expo. This event will follow the format of a podcamp. Working with the Coast Guard's innovation manager to secure travel funding to the Expo and the podcamp for selected invited guests including Mark Drapeau, Associate Research Fellow at the Center for Technology and National Security Policy at the National Defense University. (1.0 billable hour)

Leadership Development Project with Health, Safety, and Work-Life Support Activity
Alignment meeting with project champion (O-4). Discussed problem and project goals. In short, the HSWLSA wants an intervention to assist in increasing customer service at all Coast Guard HSWL activities including clinics and work-life staffs. Workforce is a diverse workforce of more than 1000 people including civilian employees, enlisted military members, military officers, and Public Health Service officers. This project is still in the conceptual stage. For this same project champion I had previously developed a conflict management intervention using a web-delivered self-study; the project champion certainly had this in mind when he first requested assistance. Shooting for a roll-out, of whatever the intervention is, sometime in the late 2nd quarter or early 3rd quarter of FY10. Still thinking about what this intervention might look like. Suggestions more than welcome. (3.0 billable hours)

Facilitation Request
Unable to successfully broker the request from the ELM for their strategic planning session. Had two people express an interest in assisting, but their chains of command nixed their support because of "workload" and a desire to not support external facilitator requests. This failure to meet a customer request, even after funding was secured, is somewhat problematic. We are going to have to examine this issue more fully in the near future. One possible partial solution is to re-emphasize that facilitation is a designated collateral and supervisors need to allow an employee to spend a full 20% of their time on facilitation. This had been the rule of thumb up until several years ago. Another partial solution is to have Auxiliarists join the pool of facilitators; I will meet with the Director of Auxiliary sometime in the next several weeks to examine this option. Also, of note, our pool of facilitators in the Sector North Carolina AOR is fairly limited.

Hampton Roads Quality Management Community's Continuous Improvement Workshop
Attended 1/2 workshop which included sessions by representatives from Amadas Industries (implementation of process improvement initiatives in a manufacturing environment), Coast Guard Finance Center (Lean Six Sigma program), and the Navy Expeditionary Combat Command (strategic planning using a bottom-up approach).

Program Evaluation of the MLCA Leadership Development Program
Prepared written request, and supporting decision memo, for MLCA (m) to approve next phase of this program evaluation. Submitted to (m) for approval.

Six-week future look:

Week of 14 September
Quality Management Systems Lead Auditor Course in Norfolk, VA.

Week of 21 September
Coast Guard Lean Six Sigma Summit and Coast Guard Human Performance Technology Workshop in Williamsburg, VA.

Week of 28 September
NAVSEA Lean Six Sigma training in Suffolk, VA

Weeks of 5 October and 12 October
Project work for HSWLSA, SFLC-IOD, and Podcamp.

Week of 19 October
Seven Habits of Highly Effective People course at the Portsmouth Federal Building.

My publicly published work calendar is posted at http://contact.peterstinson.com/calendar

Summary for this reporting period

Holiday Hours: 8.0
Hours Worked: 32.0+
Billable hours/direct client work: 8.0

2009 PP 18 :: 08/30/2009 - 09/05/2009 (LSS BB course - Week 2)

2009-09-04T16:57:00.006-04:00

Attended NAVSEA Lean Six Sigma College's Black Belt course. This was the 2nd week of a five-week course.

Activities:

Innovation
Met with Innovation Program Manager to discuss Coast Guard's innovation program and the use of social media tools and how they can be used for the program. Deliverable promised: Overview of social media tools and several additional links. (2.5 billable hours)

Process Improvement (LSS) Project with Surface Forces Logistics Center
Week 2 of five-week course. Presentation to class and instructors. From define phase, still need signed project charter. Additional feedback was that in the project I need to focus on the variation in the procurement process timeliness. Need now to complete all activities and deliverables for the measure phase of DMAIC. (40.0 hours)

Seven Habits Course
Committed to teach a Seven Habits of Highly Effective People course at the Portsmouth Federal Building, 19-21 October 2009. POC is CWO Rott.

Facilitation Request
Received facilitation request from CGC ELM to "refine the unit's strategic plan and develop a list of action items that need to be addressed to ensure the plan is achieved." A facilitator from FINCEN has stepped forward to meet this request. TDY funding may be needed if the ELM is unable to provide; D5 (or LANT) may need to provide TONO. I will follow up with CO of ELM week of 7 September to confirm coverage and that necessary funding is in place.

Social Media: Podcamp USCG
Serving on steering committee putting together a social media podcamp/unconference at the Innovation Expo. Other members of the steering committee include the Director of Marketing for AMVER, a contractor out of ALC, the assistant public affairs officer from D13, and a controller from the LANT command center. Early planning stage for this event, which will be somewhat similar to an event we hosted last year which attracted more than thirty attendees including several flag officers and the commandant. Likely this year's event will be longer (a full day) and more hands-on. Planning phoncon sometime in the next two weeks.

Four-week future look:

Week of 7 September
Consulting alignment meeting with Health Services Work Life Support Activity senior leadership, Hampton Roads Quality Management Community's Continuous Improvement Workshop, and time dedicated to the LSS project with the Industrial Operations Division of the Surface Forces Logistics Center (including a meeting with the senior executive champion and the value stream champion). The HSWLSA and SFLC-IOD meetings are set for Wednesday, 9 September, at Main Street Tower in Norfolk.

Week of 14 September
Quality Management Systems Lead Auditor Course in Norfolk, VA.

Week of 21 September
Coast Guard Lean Six Sigma Summit and Coast Guard Human Performance Technology Workshop in Williamsburg, VA.

Week of 28 September
NAVSEA Lean Six Sigma training in Suffolk, VA

My publicly published work calendar is posted at http://contact.peterstinson.com/calendar

Summary for this reporting period

Hours Worked: 45.0
LSS BB course: 40.0
Billable hours/direct client work: 2.5

2009 PP 17 :: 08/23/2009 - 08/29/2009

2009-08-30T15:02:00.001-04:00

In office this week for work on the LSS BB project for SFLC and overhead activities.

Activities:

Leadership development
Responded to a narrative survey request about practicing/enhancing leadership competencies using electronic forms of communication, specifically teleconferencing and virtual meetings for participant in the federal Executive Leadership Program.

Vice Commandant's Virtual Townhall
Participated in (by listening in and submitting several questions) the Vice Commandant's virtual townhall session. Identified two areas that the OPC cadre might be able to help: improving the (timeliness of the) civilian personnel hiring system and linking to the FORCECOM traveling teams for our work, particularly the routine assessment work in the Commandant's Performance Challenge. Sent email to OPC cadre and participated in email discussion around these two issues. No resolution at this this time.

Career coaching
Discussed job offer and OPC work with federal employee who has been offered an OPC position at a different work site.

Travel claim administrivia
Researched and provided two travel claim audit packages to Topeka.

Knowledge Management
Spent some time gardening a CGPortal place, the Academic Papers Repository, a place to collect and share papers, essays, theses, and dissertations.

Transition to centralized management of OPC cadre under CG-0954
Completed an Impact Index workbook providing change management input to the OPC Master's Committee about the ongoing/impending OPC cadre change. The Impact Index is one of the tools provided by Prosci and their change management program.

Position Description
As a part of my own realignment to the D5 staff, was provided a PD dated 5 February 1996. Needless to say, this PD is out of date. Drafted a new PD which reflects my current position and is in alignment with the impending centralization of the OPC cade; provided up the chain of command as required under the modernization effort's MOA with AFGE..

Dissertation Update
The next stage of my research, evaluating the leadership development program at Maintenance and Logistics Command Atlantic, is passing the Institutional Review Board process at the university. Initial IRB submission made this week; once this is approved, the MLCA deputy will approve my continued research which includes analyzing extent organizational data, interviewing key employees, and conducting a written survey. Details on this project can be found here.

Process Improvement (LSS) Project with Surface Forces Logistics Center
Completed initial work for the define stage of the project. Documents drafted this week include the project charter, a communications plan, a notional project schedule, and a basic SIPOC. A rough cut of my presentation for class can be found embedded directly below or here. (20 billable hours)

BB Project Overview - Define stage - Improving Timeliness of Industrial Procurements

View more presentations from Peter Stinson.

Future look:

Week of 31 August
NAVSEA Lean Six Sigma training in Suffolk, VA

Week of 7 September
Consulting alignment meeting with Health Services Work Life Support Activity senior leadership, Hampton Roads Quality Management Community's Continuous Improvement Workshop, and time dedicated to the LSS project with the Industrial Operations Division of the Surface Forces Logistics Center.

Week of 14 September
Quality Management Systems Lead Auditor Course in Norfolk, VA.

Week of 21 September
Coast Guard Lean Six Sigma Summit and Coast Guard Human Performance Technology Workshop in Williamsburg, VA.

Week of 28 September
NAVSEA Lean Six Sigma training in Suffolk, VA

Week of 12 October
Analyze work for LSS project with the Industrial Operations Division of the Surface Forces Logistics Center.

Week of 26 October
NAVSEA Lean Six Sigma training in Suffolk, VA.

Week of 11 November
Improve work for LSS project with the Industrial Operations Division of the Surface Forces Logistics Center.

Week of 16 November
Coast Guard Innovation Expo and Coast Guard Social Media unConference in Virginia Beach, VA.

Week of 23 November
Thanksgiving holiday - Leave.

Week of 30 November
NAVSEA Lean Six Sigma training in Suffolk, VA.

Week of 7 December
CPEC Orientation course here at the PFB.

Week of 14 December
Control work for LSS project with the Industrial Operations Division of the Surface Forces Logistics Center.

Week of 28 December
Leave.

My publicly published work calendar is posted at http://contact.peterstinson.com/calendar

Summary for this reporting period

Hours Worked: 44.0
Billable hours/direct client work: 20.0

Week of 24 August 2009: Input for D5 (dm) Weekly Highlights

2009-08-27T09:19:00.006-04:00

Current and Ongoing Work:

Improving the timeliness of procurement request fulfillment within the Coast Guard Industrial Program: Currently in the "define" stage of a Lean Six Sigma consulting project with the Surface Forces Logistics Center's Industrial Operations Division. This project is scheduled for completion in December 2009.

Leadership in a distributed workforce: In the contracting phase of a project to assist the Health Services Work Life Support Activity in leading and managing a distributed workforce.

Transition to centralized management of OPC cadre under CG-0954: As member of the Master OPC Committee, working with other Master OPCs and with program managers at LANT (09E) and CG-0954 to develop and implement transition plan to a modernized OPC cadre. Projected IOC is first or second quarter of FY10.

Future look:

Week of 31 August: NAVSEA Lean Six Sigma Training in Suffolk, VA.

Week of 7 September: Consulting alignment meeting with Health Services Work Life Support Activity senior leadership, Hampton Roads Quality Management Community's Continuous Improvement Workshop, and time dedicated to the LSS project with the Industrial Operations Division of the Surface Forces Logistics Center.

Week of 14 September: Quality Management Systems Lead Auditor Course in Norfolk, VA.

Week of 21 September: Coast Guard Lean Six Sigma Summit and Coast Guard Human Performance Technology Workshop in Williamsburg, VA.

Week of 28 September: NAVSEA Lean Six Sigma Training in Suffolk, VA.

Please note my contact number is 757-337-4260.

2009 PP 17 :: 08/16/2009 - 08/22/2009 (back after 6+ weeks out of the office)

2009-08-23T23:59:00.120-04:00

Issues and work this week:

Billet move to D5
Received a memo telling me that my billet has been realigned to the Fifth Coast Guard District effective 16 August 2009. This was the first I had heard, personally, about my own realignment in six months. I was under the impression that my realignment would be put on hold pending the outcome of the CG-0954 modernization effort which will likely be at Initial Operating Capability (IOC) on or about 20 November 2009. At IOC, all local organizational performance consultants will likely be realigned to work as detached members of CG-0954 here in Hampton Roads. I have requested, through a FOIA request, a copy of the signed Leadership Council decision memo and attachments/enclosures to determine what decision has actually already been made, albeit not implemented, already, and how we might best prepare this next major change to my working roles and relationships.

Drowning in email
Returned to work after six (plus) weeks out of the office to find more than 2600 unread emails. If I had the handheld device which received CG email, this wouldn't have been a problem... as it is, well...

Team Leader/Facilitator course in Hampton Roads
Nailed down the dates for the next Team Leader/Facilitator Course here in Hampton Roads (19-23 April 2010). This course is a Leadership Development Center offering. As an adjunct instructor with the LDC, I will be one of the instructors for this course. I have been involved as an instructor in every TL/Fac course offering here in Hampton Roads for the last 12 years.

Social Media and Web 2.0
Long conversation with a contractor from Silverman Solutions who is working on a project for CG-12, conducting a new performance FEA in support of the new Manpower Requirements Determination (MRD) group. He had specific questions concerning culture, social media, and Web 2.0 in the Coast Guard. He is seeking to build a process for the MRD which incorporates these tools, which are included in the CGPortal application. (1.5 billable hours)

Consulting with CG-00H
Received request to assist CG-00H (Civil Rights) in support of their upcoming Senior Executive Leadership Equal Opportunity Seminar at DEOMI. Specifically, they requested MBTI training/intervention. Due to previous commitments, unable to support, but I brokered this gig to the LDC. (1.0 billable hour)

Consulting with Health Services Work Life Support Activity

The HSWLSA has requested my assistance in developing and delivering a leadership intervention at their supported elements. I have an alignment meeting with the O-4 program manager and the O-6 HSWLSA officer on 9/9. At this time, estimate this will be 60-80 hours of billable time over the next three months. (1.5 billable hours)

Lean Six Sigma Project

Title: Improve the timeliness of procurement request fulfillment for the industrial program.

Problem statement: The Coast Guard is under pressure to create an efficient organization and recently create an Industrial Operations Division (IOD) within the Surface Forces Logistics Center (SFLC); one of the elements within the IOD is a procurement branch which will be centralizing procurement efforts throughout the entire industrial system. At present, the procurement process is distributed to each of the dozen industrial sites. The procurement time required to make a purchase at each Industrial Site in a recent study ranged from 1.9 to 39.1 days and averaged 9.3 days for a single Type 32 purchase.

This project is an integral part of the five-week Lean Six Sigma Black Belt course I'm currently completing. The course is sponsored by the U.S. Navy's NAVSEA Lean Six Sigma College and meets the following four weeks (week one having already been completed) over the next several months:

31 August - 4 September
28 September -2 October
26 October - 30 October
30 November - 4 December

The introductory letter from the lead instructor noted,

[D]uring the entire five month training period, you are expected to devote at least half of your out of classroom time to completion of their training project. Failure of the command and the Black Belt Candidate to provide this commitment significantly reduces the chances of successful project completion – a requirement for graduation.

I've set aside the following days for dedicated support to this initiative:

Dates DMAIC Stage

8/24-8/28 Define

9/7-9/8; 9/11; 9/21-9/22 Measure

10/7-10/9; 10/12-10/16 Analyze

10/9-10/13 Improve

12/14-12/18 Control

Table Tutorial

This will likely not be enough billable hours to complete the required work for a full-blown LSS BB project, so I will have to carve out additional time.

I had originally hoped to do a project around improving the timeliness of Civilian Personnel Action (SF-50) delivery, as identified by the CAB as an issue. However, CG-121 is currently piloting the Electronic Official Personnel Folder (EOPF) which provides employees with access to their OPFs through a secure system; the POC at CG-1211 has indicated they do not want LSS BB assistance.

I will be working with the industrial management staff at Main Street Tower to further define this project and complete the required work for the Define stage of the project. (16 billable hours)

I am required to have completed the following four items before the next class session begins on 31 August 2009:

Signed Charter
Completed SIPOC
Developed Communication Plan
Notional Project Schedule

Project identification and these four items will, then, need to be completed the week of 8/24.

The first week of this LSS BB training was held 8/3-8/7. Here are my quiz scores for the first week of training:

Math Quiz Score: 85%
Class Average: 77%

Week 1 Quiz Score: 90%
Class Average: 86%

Management of the Organizational Performance Consultant cadre

Participated last week in the Master's Meeting at the Leadership Development Center in New London on the grounds of the Academy. The Master OPC Committee is chartered by CG-0954:

Purpose: The purpose of the Organizational Performance Consultant (OPC) Program is to provide Coast Guard leaders access to a cadre of professionals with specialized knowledge of organizational systems, theory and practice in support of an ever-improving Coast Guard. This charter provides guidance to the Organizational Performance Consultant (OPC) Masters’ Committee. The OPC Masters’ Committee functions as an advisory and action body for the OPC program manager and program director by:

Providing input and implementation to OPC program strategic planning and program direction as the OPC cadre leaders;

Maintaining an effective OPC cadre by overseeing OPC succession planning and proficiency/qualification management;

Evaluating and improving program-specific doctrine and resource documents, as needed:
OPC Commandant Instruction, OPC SOP, and the Field Improvement Guide;
Planning and executing marketing efforts, designing and deploying program-wide customer relationship-building and marketing materials;

Providing project leadership on high-level organizational design and intervention;

Ensuring standards are maintained within the program regarding: Designated standard interventions, training and development of new OPCs, and marketing materials

Being available to provide assistance when an OPC capability gap appears; and

Partnering and networking with like groups (e.g., CG- 1 Performance Consultants)

Approach: The Committee normally meets three times yearly, in conjunction with the OPC annual conference, the Annual OPC training, and the Innovation Exposition, to act on items identified by the program manager, the guidance team and/or the Committee members. The Masters meetings will be held. Members will be expected to work on Committee-related action items in addition to their regular duties. In addition, as the most experienced and expert members of the cadre, they will be asked to lend their expertise to other OPCs as needed and prescribed in the SOP.

The Committee will operate using a recurring, annual management cycle, in which certain items (e.g., strategic input, document review, OPC succession planning) will be acted upon at the same time each year.

Additional future and ongoing commitments

As part of ongoing skill development and participation in, and support of, related programs, I have the following commitments over the next several months:

Continuous Improvement Workshop sponsored by the Hampton Roads Quality Management Community: 9/10
Quality Management Systems Lead Auditor Course, an RABQSA certified training taught by Quality Management International and sponsored by the Waterways Management program in the building: 9/14-9/18
Human Performance Technology Workshop, sponsored by the Coast Guard Performance Technology Center: 9/23-9/25
Innovation Expo: 11/16-11/20
CPEC Orientation course: 12/8-12/9

Most (but not all) of my work commitments are posted at http://contact.peterstinson.com/calendar

In addition to all the above, I am completing the research for a doctoral dissertation. I am evaluating the leadership development program at Maintenance and Logistics Command Atlantic in light of conflict management and dispute resolution; the research is being conducted under the auspices of Nova Southeastern University. The accepted proposal, and additional information, can be found at http://dissertation.peterstinson.com/. I am currently working through the Institutional Review Board process at the University and am also working to get a signed agreement with the senior leader at Main Street Tower to continue this ongoing research.

Hours this week:

Day Morning Hours Afternoon Hours Total Hours Worked

Monday 0630-1130 1200-1700 10.0

Tuesday 0630-1130 1200-1700 10.0

Wednesday 0630-1130 1200-1720 10.3

Thursday 0815-1315 1400-1800 9.0

Friday 0815-1000 1145-1800 8.0

Table Tutorial

I am on a Gliding Flexible Work Schedule with the Credit Hours option, as outlined in the LANT/D5 staff instruction (link accessible only from inside CGDN).

Summary for this reporting period:
Hours Worked: 47.3
Billable hours/direct client work: 20

2009 PP 05 :: 03/01/2009 - 03/06/2009

2009-03-06T23:13:00.001-05:00

In Hampton Roads.

Highlights:

MLCA IDP Pilot for CG-1
Developed process for focus group to fully examine the Individual Deveopment Plan purpose, process, and forms; facilitated focus group of 15 MLCA members and employees during two-day offsite. Group outputs included recommendations to CG-1 for the CG IDP process and new IDP forms which will be used by MLCA/Main Street Tower during IDP pilot. (4 hours prep; 16 hours direct client work.)

Social Media
Provided feedback to CG-0931 on ALCOASTs concerning the use of blogs and wikis for consolidation as official feedback to CG-092.

Ongoing consulting and dialogue with Amver re/ their social media efforts in support of their mission. At suggestion of Amver client, registered for free social media conference to be held in late March; reserved GV so only direct cost will be lodging and MI&E.

Grievance concerning move of billet to Fifth District staff
On January 28th, I sent the following email (names redacted) to the Coast Guard representative on the leadership team of the AFGE Local 22:

I understand that you were involved in the OPCOM notifications yesterday. I wanted to alert you to my situation and ask that you take appropriate action in your role as the union representative.

My division chief did call me yesterday. But, he called to tell me that I wasn't being notified of my billet moves. He did tell me that billets that will be attached to D5 will be notified at a later date and that no one is losing a job or is being moved out of the local area. I note that he called me in order to provide what information he could, and, as I understand it, that his superiors had actually originally directed him not to provide me with any information at all.

As I read between the lines, then, my billet is slated to move to D5. I see that as a substantial change in my work conditions, a change which I am not satisfied with.

Since December 1996, I have been employed as a civilian employee with the Coast Guard as an organizational performance consultant (nee quality performance consultant). From 1996 through the summer of 2001, my billet was assigned to MLCA. That summer, the billet was administratively moved to LANTAREA, but my desk and role remained at MLCA. In my role as performance consultant for MLCA, my work spanned all of Atlantic Area, working with MLCA and other units across the Area and, often outside the Area. My span and impact was Coast Guard wide; the projects I worked on were often high-level initiatives. I was a member of, either directly or virtually, of the command staff at the MLCA, assigned to the deputy's staff.

This past summer, with a new division chief at the LANTAREA division to which I was administratively assigned, I was directed to move my desk from the MLCA at Main Street Tower in Norfolk to the division offices at the Portsmouth Federal Building. With this move, my work refocused away from supporting the MLCA, but remained initiatives with a Coast Guard wide focus.

While organizational performance consultants assigned to districts generally do the same sort of work, they are also generally restricted from working on Coast Guard wide projects, being directed to focus on district units within the district. Most organizational performance consultants assigned to districts are restricted in working with non-district units, thus reducing the span of their work. A district organizational performance consultant has a much different set of work conditions, a set of work conditions which are generally much more limiting in nature.

As a member of both the bargaining unit and the AFGE Local 22, I request that you engage management on my behalf. At this time, I am unwilling to accept a move to the Fifth District staff as it is a substantial change in my work conditions. Indeed, moving me with my colleagues to OC-09E would actually be a move which is more in keeping with both my span of work since I was hired with the Coast Guard and my organizational placement until last summer.

Management may argue that this move is made in order to staff the district to the same levels as the other districts (except the Eleventh District, which at this time also does not have two organizational performance consultants). I note that this argument is specious in that it ignores a huge swath of the Coast Guard -- the current MLCA and future DCMS -- which has NO organizational performance consultants providing support.

If you have any questions about my situation, please do not hesitate to contact me.

I have with this email provided courtesy copies to my direct supervisor, my second line supervisor, and representatives of the performance excellence program at CG-0931.

I look forward to hearing from you as you work this issue along with what I would think are a multitude of issues arising from the Coast Guard's modernization efforts.

On March 2nd, I sent the following to the authorized representative of AFGE Council 120 for the purposes of all matters associated with Modernization:

A couple of things to add to the mix re/ my billet.

1. As you know, since my earlier email, I have been officially notified that my billet is slated to move to the Fifth District staff.

2. When the billet maps were created by the LANT/PAC/OPCOM/FORCECOM working group in Saint Louis, my billet was mapped to travel to OC-09E. Sometime after this working group, and with no transparency to the process, someone moved my billet to slide to D5. I believe a thorough examination of the facts surrounding the movement my billet must be completed. Who made the decision? Why was the decision not made with the transparency, and concurrence, of the Saint Louis working group? On what basis was the decision made? I would even go further and ask what billet decisions were made post-Saint Louis without transparent deliberations? Is this a singular incident, or is it just one example of changes made in the dark behind closed doors?

3. There's been some argument that the move to plus up D5 to have two organizational performance consultants is to create parity with the other districts. As I write this, there is a plan in D8 to delete one OPC billet, taking their PAL to one OPC. The parity argument is, frankly, factitious. I base this assertion on both the D8 example as well as the fact that DCMS, under modernization, ends up with exactly zero OPC support. Parity would take into account more than just the random number of two OPCs in a district, a number which is more accidental than based on any needs analysis.

4. There is a proposal working its way through the system to take all the OPC billets and have them work directly for CG-0931, the program manager, in as similar manner the current civilian personnel specialists are managed and the proposed DCMS program management model. If nothing else, my billet ought to be removed from any consideration of moving to D5 until the CG-0931 proposal has made its way through the complete process.

I've cc'd leadership of Am and CG-0931 on this email to keep them informed of my grievance with the proposed move of my billet to the Fifth District.

If I can help you during the bargaining process, please don't hesitate to let me know.

OCIT Support
Drafted email to LCDR Derek S. and CDR Greg F. recommending that OCIT host a PFP workshop for the numbered staff team leads, or perhaps just the OCIT leadership, to work through the PFP for OPCOM... before the numbered staffs attempt to build their individual profiles. My recommendation is that Byron or Dave or George or I (or some combination thereof) facilitate this one-day workshop sometime later this month or in April.

No other OCIT support to report for this period.

Lean Six Sigma Summit
Byron would like to continue driving the LSS overarching program for the CG as movement from higher authority seems a bit slow at the moment and is proposing a LSS Summit cosponsored by the Leadership Development Center and Atlantic Area. Provided input to Byron on summit logistics and other summit issues. Recommended CG-0931 be one of the sponsors for this summit. Also recommended consider hosting at the LDC; this will minimize logistical issues as well as provide no cost participation by the LDC staff who are large stakeholders in this initiative. Byron has lead and is pursuing this initiative.

See also my recommendations, and solicitation for input and consensus building, for performance excellence qualifications, including LSS belts, at this Intelink-U page.

Individual Development Plan
Drafted IDP which includes activities for CY2009 and shorter & longer term professional goals.

Individual Development Plan For Peter Stinson Draft March 2008

View more documents from Peter Stinson.

Future look:
Participating in the examiner training for the Hamilton Award, next week, 9-13 March. TDY funding provided by TQC.

Summary for this reporting period
Hours Worked: 30.0
Billable hours/direct client work: 20.0
Leave hours: 12.0

2009 PP 04 :: 02/15/2009 - 02/28/2009

2009-02-27T15:17:00.003-05:00

First week: Knowledge Management Summit.
Second week: in Hampton Roads (staff work)

Highlights:

Alexander Hamiton Award

LANTAREA received five "request for consideration" packages from units within the LANT AOR.

Oversaw the process to review the packages and to nominate to CG-0931 up to four units to continue on with the AHA process.

Three trained Criteria examiners scored each package in the Criteria's results category. The three examiners were Dave Rott (the OPC assigned to D5), Ron Kaufman (a long-time examiner and lean six sigma black belt at FINCEN), and me. Each examiner independently reviewed and scored the packages based on the information provided by the units. The scores were then reviewed to ensure consistency both within the individual examiner and amongst the three examiners. Using the Criteria rubric, an organization can score a maximum of 450 points in the results category. Scores for the five units assessed ranged from 143 to 21. One unit scored 143; three units scored in the 60-72 range (a dead heat given the variation possible built into the scoring process); one unit was significantly lower.

The low socre does not mean that unit does not have results, nor does it mean they are doing poorly. It merely means that they did not have results to show, results which must (as per the Criteria) demonstrate levels, trends, comparative data, and integration. I've recommended they be encouraged to continue on with using the Coast Guard's organizational management and leadership framework, including the development of metrics which will help them see how they are doing against a goal or target and will help them make management decisions.

Action Required:
1. Draft email for chief of staff to send to the fifth unit.
2. Someone on the AMP staff should reach out to the unit to provide consulting services as necessary. I believe Byron or Dave already have a relationhip with the unit.

Official Coast Guard blogging and impact of social media on operations

CAA sought me out to discuss the impact of social media on the work of the Coast Guard. Specifically, the issues have to do with responding to "stuff" on the Internet and managing expectations.

With the current immediate communiations tools, it's hard to stay out in front. Over the past several weeks there have been two incidents that seemed to amplify this. The ice flow rescue in D9 broke in the mainstream media before the Coast Guard had made any public affairs (or Web 2.0) statements about the case, and some people suggested the service was caught flat-footed (when, in truth, the service was launching assets and briefing the chain of command, including the Secretary). The death of a senior officer broke online with a Facebook dedication page created by an Academy classmate of the deceased officer. The Coast Guard didn't make any public statements until after the officer's family had been notified and care was being provided to them. Some people suggested that the Coast Guard was "hiding" something during the delay.

In both of these cases, the Coast Guard did use both traditional forms of media engagement and new media to engage the public. And, from my point of view, the speed of this engagement was light years faster than it might have been in years gone by. Rear Admiral Peter Neffenger went so far as to "live blog" during the ice flow operation (1, 2) and a first person account was posted several days later.
Both of these are examples of the desire for immediacy which these new technologies have created. This is not a situation limited to the Coast Guard, but the impact to our senior leaders is certainly being felt. How can we manage expections?

Action Required:
1. Provide CAA with some thoughtful suggestions on how to engage using Web 2.0 tools and to manage expectations.

National Graduate School: Coordination for possible Hampton Roads cohorts

Completed three briefs this period for the NGS program: ISC Portsmouth, TRACEN Yorktown, and ATTC Elizabeth City. Continue working with the school to answer questions and serve as the local POC.

No future briefs are planned; the application deadline for the 2009/2010 master's program is today, February 27th. Classes start March 20th.

Collateral duty performance improvement qualification codes

Started a wiki page -- with some ideas for collateral duty performance improvement qualification codes -- on Intelink-U available at http://tinyurl.com/dfjwev. People interested in participating in the discussion can add thoughts to the discussion tab, or can edit, straightaway, the front page. My hope is that those who participate, either full time or part time, in CG-0931 programs can come to some sort of consensus; CG-0931 can then get qual codes in the system and draft/issue a COMDTINST.

OCIT Support

Nothing to report.

Future look:

4-5 March: Facilitating session for MLCA(p) as they develop a new IDP form and process to be piloted for CG-1.
9-13 March: Participating in the examiner training for the Hamilton Award process in Saint Louis.

Summary for this reporting period

Hours Worked: 79.8
Holiday Hours: 8.0
Additional travel hours outside work hours: 14.5
Billable hours/direct client work: 42.0 (KM Summit)
Leave hours: 0.0
Days away from home: 5

LANTAREA (Am) Trip/Activity Report

Submitted by: Peter Stinson

Trip Report: Coast Guard Knowledge Management Summit

Location: Houston, TX

AM Travel Party: George and Peter

Purpose of Trip:

Lead, facilitate, and participate in the Coast Guard KM Summit.

Summary of activity:

Hosted 2-and-a-half day KM Summit for Coast Guard personnel interested in knowledge management. Agenda for summit is posted here. The first two days were full of discussion and presentations. The morning of day 3 was dedicated to developing next steps. The group made significant progress toward developing the framework for an enterprise-wide KM system. More work, of course, is still needed.

Of note, a member from the DHS Web2.0 team presented as did the chief of future learning for the the U.S. Air Force.

Links to review:

Summit Link List (all on Intelink-U)

Summit Link List (all on the Internet)

Way ahead:
1. George is working on the final report.
2. I need to finish capturing all the information for the proceedings as well as get the videos produced.
3. We need to continue driving this bus.

2009 PP 03 :: 02/07/2009 - 02/14/2009

2009-02-14T23:50:00.018-05:00

This is a late summary post, added merely to document the back half of PP03; this post written 03/10/2009.

Highlights:

Assisted CG Portal project manager at OSC Martinsburg in arranging with the LANT cutter scheduler to have underway cutters participate in CG Portal beta testing. Also directly arranged for land-based participants in the beta test.
Provided information to, and liaisoned with, the LANT education & training manager with about the National Graduate School's Coast Guard's nation-wide rollout of live and online cohorts scheduled to start 20 March 2009. Answered her questions concerning use of ESOs to coordinate the multiple sites and to ensure appropriate MOUs are in place.
Provided feedback and input to D14 project to develop a framework to ensure standardized and sustainable collaboration throughout DHS.

2009 PP 01 thru mid-PP 03 :: 01/04/2009 - 02/06/2009

2009-02-06T18:00:00.001-05:00

I've been deliquent in keeping up with these summaries, and have decided to just plop down five weeks worth of information. In general, I've been supporting the OPCOM Implementation Team or staffing various projects.

Highlights:

OCIT Support
The official record of support to the OCIT can be found here. This week provided support to the OC-00/09 working groups as they moved through the mapping of proceses.

The OC-00/09 team is a bit different from other teams in that I'm on the hook per the ePMO for 17 tasks (of 187 listed). I'm not sure how my name came to be attached to the transition plan items, as, according to the 0931/STT MOA the support provided is supposed to be as consultants, not a pair of hands, but...

Here are the tasks that, as of a ePMO print-out today, I'm at risk for (meaning not green for schedule and management assessment).

#39: Identify and label critical "to be" processes. I think with the work the workgroups did this week, this ought to actually be completed. FORAC for me: Follow-up with the team integrator.
#115: Map key preocesses. Ditto as 39.
#120: Identify and define key process boundaries.

While the other items are all green for both sked and assessment, there is some upcoming work. I plan on getting with the team integrator to help facilitate the working groups completing the tasks.

OC-5 is my other assigned workgroup, and they are moving along nicely.

Coast Guard Knowledge Management Summit
Staffing this project. The official site is here (on iPedia), and the official blog is here. We have twenty confirmed participants, and I have been dealing with logistics, questions, and the agenda. Have also been coordinating with Janet those TONOs we are providing.

FORAC this coming week:

Complete the PR to pay for the conference facility. The cost for this is around $1,350 for the three days.
Set the agenda. At this point, we have the presentations set and the discussion points set, and I just need to order it and set times. The working agenda is here.
Make my own travel arrangements. Using annual TONO.

There are likely other things I need to do in support of the Summit, but I, frankly, don't remember them today.

National Graduate School
Serving as the project officer for National Graduate School cohorts in the Hampton Roads area.

I have been both seeking out recommended faculty for the school and helping with seeking out potential students.

Sent the following email text to Hampton Roads ESOs, command cadre, and other interested people:

We’re blessed here in Hampton Roads, and in most locations where Coast Guard personnel are concentrated, to have a plethora of colleges and universities at which our members and employees can study. I’d like to let you know about another option, one that provides not only an education for our personnel, but brings direct benefits to units and programs in the Coast Guard. The National Graduate School of Quality Management (http://www.ngs.edu), an accredited, degree-granting institution, is starting cohorts here in Hampton Roads, online, and elsewhere in the Coast Guard, late this March.

Why do I call your attention to this program? I call your attention to this program because students complete performance improvement projects which provide tangible results and savings to the Coast Guard. And, more than 500 Coast Guard members and employees have earned degrees from the school. This is a huge win for the Coast Guard and the students, and thus my shout-out today.

Do you have systems and processes which could benefit from an in-depth analysis by students at the undergraduate, masters, or doctoral level? Do you have members or employees who could benefit from completing a bachelors, masters, or doctoral degree? Likely so. I encourage you, and the prospective students, to take a close look at the programs from the National Graduate School.

Members of the Leadership Council have expressed a desire that some of the National Graduate School projects this next year focus on modernization efforts; I think this is going to be a big year for the National Graduate School program in providing substantial performance improvements recognized at the highest levels of the Service.

Certainly, there are many opportunities for higher education for our people here in Hampton Roads and elsewhere. What sets this program apart, at least from many other programs, is the direct benefit to the Coast Guard in the form of completed projects exhibiting tangible results.

I expect that live classes here in Hampton Roads will be offered at the Portsmouth Federal Building or the Finance Center. There will also be classes in Elizabeth City. Live classes will also be held at other select locations around the Coast Guard; there will also be online cohorts starting at the same time. All classes will start March 20, 2009.

Please consider recommending this educational program to those members and employees you feel might benefit.

Our point of contact at the school is Marcie Trefny at 800-838-2580 x109 or mtrefny@ngs.edu; she’ll be glad to answer any questions you or prospective students might have about the school and the available programs.

I’m also more than willing to answer any questions; just give me a shout. And, if you have an issue or challenge or deficiency that might benefit from a National Graduate School project, please get in touch with me.

And, finally, if you are interested in learning more about educational programs which provide direct value to the Coast Guard, please let me know.

Forwarded this to other OPCs, and several indicated they were going to use the basic text for their work.

I'll be conducting the following informational briefs about the program (including the direct benefit to the Coast Guard in terms of completed projects):

Finance Center - 11 February
Portsmouth Federal Building - 12 February
Training Center Yorktown - 25 February
ATTC Elizabeth City - 26 February

I am working through the ESOs for these and have provided the text of an all hands or POW notice; here's a sample:

WHAT: INFORMATION SESSION FOR THE NATIONAL GRADUATE SCHOOL
WHEN: THURSDAY, 25 FEBRUARY, AT 1300
WHERE: CRAIK MEDICAL CENTER (CONFERENCE RM), TRAINING CENTER YORKTOWN

There will be an information session for anyone interested in the undergraduate or graduate programs offered by the National Graduate School of Quality Management. The information session will be in the conference room at Craik Medical Center, on February 25, starting at 1300.

NGS offers Bachelor of Science Degree Completion Programs, Dual-credential Master of Science Degrees with a Lean Six Sigma Green Belt, and Doctor of Business Administration Degrees. Classes are held at sites nation-wide as well as online. If there is enough interest, we will host classes here at Training Center Yorktown. NGS begins its 8th year of offering classes to Coast Guard members and employees on March 20, 2009.

Degrees are available in: Quality Systems Management, Homeland Security & Defense, and Environmental Policy & Quality Management.

NGS programs are unique in that they are project-based. Students complete projects which directly benefit the Coast Guard. In addition, most of the NGS programs are short but intense. The master's degree runs 12 months; the doctoral program runs 24 months; the bachelor's completion program is 18 months. The pace is frenetic, however, with classes meeting weekly during the program.

* For more information, visit http://www.ngs.edu/uscg.

* For enrollment questions, contact Marcie Trefny at 800-838-2580 ext. 109 or mtrefnyATngs.edu.

* For questions about NGS in Hampton Roads, contact Peter Stinson (peter.stinsonATuscg.mil; 398-XXXX) who is serving as the project and liaison officer for Coast Guard NGS programs in Hampton Roads.

While the application deadline is February 27. 2009, anyone attending this information session will be given a generous extension for completing the application.

I will continue working with the school for faculty and student recruitment, and will begin creating a list of possible projects.

Social Media
Answered questions from representative from the Coast Guard Women's Leadership Association about blog formatting and use of Intelink for blog and wiki creation.

Provided feedback to D9 PAO staff on technical bugs with their new blog.

Provided social media consulting to the New York office of Amver.

Provided USAF blog response flowchart to Ae staff.

District Commander's Engagement Plan
Provided counsel to a district OPC in the development of a district commander's engagement plan and the use of survey tools as a comment form.

Coast Guard 101 Training by University of Findlay
Received request from faculty member at University of Findlay to review a training curriculum they are developing to provide a Coast Guard overview to maritime facility security managers. Reviewed and provided feedback.

Future look: Working to keep my head above water.

PP 25 and 26 :: 12/13/2008 - 01/03/2009

2009-01-29T10:14:00.019-05:00

1 week working on the KM Pilot project followed by moving office stuff, in order for the carpet guys to do their work, and then lots of leave.

Highlights:

Primary task during this period was the interviewing and other activities involved in the KM Pilot.

At this point, as I write this, I have the raw video, but haven't done much with it. I was able to put together a small teaser:

Sadly, I haven't pulled anything else together from the several days of interviews. Yet.

Days away from home: 5

PP 25 :: 12/08/2008 - 12/12/2008

2008-12-13T06:40:00.001-05:00

In office.

Highlights:

APQC December 2008 KM Community Call
Participated in hour-long webinar sponsored by APQC. Webinar introduced four organizations which are recognized for their KM practices. This webinar is archived here. Of note, this webinar included presentations which highlighted some proven practices in KM. I will be reviewing this webinar again this next week, but I am struck already by these organizations' planned and controlled approach to KM, a tactic the Coast Guard must adapt if we are truely to modernize. We have got to take the bull by the horns on this one.

Support to the OPCOM Implementation Team
Participated in the OC-5 working group meeting. Please see this iPedia page for current status and upcoming activities. (2.5 billable hours)

Value-Added Educational Opportunities
Participated in a web-enabled presentation with the National Graduate School. NGS is hoping to start a master's cohort here in Hampton Roads in mid-March. The NGS program is project-based; students work during the year-long project to implement an improvement project of benefit to the organization. The Coast Guard has received great benefits with these master's projects in the past; we will be looking for projects to be tackled with these new teams. More to follow on this in the weeks/months ahead.

Future look:

Next week in Baton Rouge, LA, working on the pilot KM project, using a retiring master OPC as our expert to attempt to suck the tacit knowledge from her brain.
I will be in the office on Monday the 22nd to pack things up in preparation for the carpet replacement.

Summary for this reporting period

Hours Worked: 24.0
Billable hours/direct client work: 2.5
Leave hours: 16.0

PP 24 :: 12/1/2008 - 12/5/2008

2008-12-05T20:34:00.000-05:00

In Hampton Roads all week. Major work this week included ongoing planning and implementation activities for Knowledge Management Summit 2009, OPCOM Implementation Team work, and OPC mentoring.

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)

Assistance needed: First offsite for the OC-00/09 working group is sked for 16-18 December here in Hampton Roads. I am unable to help out due to a previous commitment (the KM Pilot we're doing with Joy, trying to suck all the tacit knowledge out of her brain). Need someone to help out with this offsite. Goal of this offsite will be to conduct initial trainings and overview and complete the transition/project management plan for OC-00/09. Who can stand in and help out?

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.

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!

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.

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

PP 24 :: 11/24/2008 - 11/30/2008

2008-11-28T14:52:00.000-05:00

In Hampton Roads; week of Thanksgiving.

Highlights:

Preparation for Knowledge Management Summit 2009
Updated websites and issued call for presentation proposals.

Wrapping up Innovation Expo 2008
Worked on finishing documentation of work from Innovation Expo.

Future look: Preparing for KM pilot project in Baton Rouge in mid-December.

Summary for this reporting period

Hours Worked: 16.0
Leave hours: 16.0
Holiday hours: 8.0 (Thanksgiving Day)

PP 23 :: 11/16/2008 - 11/21/2008

2008-11-21T17:00:00.025-05:00

Innovation Expo here in Hampton Roads; work with OCIT OC-5 Workgroup.

Highlights:

Coast Guard Innovation Expo

Participated in all three days at the Innovation Expo 2008 held at the Virginia Beach Convention Center. Primarily completed five tasks: Walked the floor to connect exhibitors and program managers; assisted in manning the Organizational Performance Consultants' booth; created and implemented a social media meet-up; assisted with a measurement breakout session; and met with the CG-0931 program manager.

Connecting exhibitors and CG program managers

The bulk of my time was spent cruising the Expo floor and looking for linkages between what the exhibitors had and what I know is going on elsewhere in the organization.

Accenture: Lean Six Sigma

Met with Lauren Amodeo, formerly of George Group which has recently been purchased by Accenture. Ensured she met with Geroge Y., Charlie C. from the LDC, and Danny P of CG-0931 as we continue to examine ways we can use LSS in the Coast Guard. Picked up four little booklets which I've put in the Amp Leadership Library (2nd shelf down, all the way to the right):

What is Lean Six Sigma?
Lean Six Sigma for Services: How revolutionary service organizations are adopting Lean Six Sigma
Fast Innovation: Achieving superior differentation, speed to market, and increased profitability
Conquering Complexity in Your Business: How Wal-Mart, Toyota, and other top companies are breaking through the ceiling on profits and growth

These superb references provide easy-to-read and understand explanations of Lean Six Sigma and how service organizations can put the power of these tools to work for increased performance.

PDQ Precision: An aqueous-waterless cleaning system for industrial facilities

Met with Max Friedheim at this booth which featured an "aqueous-waterless cleaning system." The system is in use at the ALC, and I could see direct applicability and benefit at our various other industrial facilities. Information at minimaxcleaner.com. This system has been approved by the EPA as an acceptable "substitute for ozone-depleting substances" for uses including metal cleaning, electronics cleaning, and precision cleaning (as noted in the Federal Register, 71(188).

Sent email to Mark D., industrial program manager at MLCA (mds), giving him a heads-up on this product which the industrial facilities could use.

IBM and the new Coast Guard Portal

Spent several hours with the IBM/Portal exhibitors, including RADM Erol Brown (Ret) testing the new software and offering suggestions for the roll-out of the Portal. Of note, IBM products will be powering the new Coast Guard Portal which will provide the ability for Coast Guard members to create and use blogs, wikis, discussion forums, feed readers, announcements, and calendars. One substantial problem with the Coast Guard's implementation of the Portal is that the Coast Guard has not purchased the product which allows users to create professional Facebook-like pages which would aid in expertise location within the Coast Guard. I lobbied with members of CG-635 and the IBM staff to go back to the well about the purchase of this product. Without the user-page product, the Portal will not be a complete KM solution and will actually be worse than the current systems available in CG Central and Intelink with regard to expertise location. The CG-1B sponsored social network analysis conducted in FY07 of several sectors showed that expertise location was vitally important in the quick-moving culture we currently operate in.

Picked up for review Leveraging Web 2.0 in Government, and excellent overview of the use of social media and Web 2.0 tools in government in order to improve performance. This reference is available on Scribd. Also picked up a copy of The New Language of Business: SOA & Web 2.0.

AMVER and D13 Public Affairs

AMVER and D13 Public Affairs are both strong, emerging users of social media for official uses. Spent time with PAC Paul R. of D13 and Ben S. of AMVER comparing notes and learning about additional uses of social media & Web 2.0 tools.

APQC

Discussed, with Suzi Bruin, the possibility of getting an APQC knowledge management expert to speak at the Coast Guard Knowledge Management Summit in February. Also discussed the proposal I submitted to present at the APQC Knowledge Management Conference in May.

CDM

Met briefly with Jay Manik, formerly the MLCA (mds) industrial program manager and an OPC client, who is now an associate with CDM.

Evergreen: Creating and Sustaining Strategic Intent in the Coast Guard

Discovered that finally HQ has put together a white paper about Evergreen. The paper is available here at CG Central. The paper is also available at Google Base and on Scribd. This paper ought to be required reading for anyone interested in the strategic positioning of the Coast Guard. Updated list of guiding documents.

Kongsberg: Protector Remote Weapon Station

While there may have been other vendors with "remote weapons stations," this product by Kongsberg is the one that jumped out at me.

A CWO (BOSN) at the Boat Forces Center at Yorktown has been looking into the possibility of remote weapons for the RB-S platform. The current set-up, with manned crew-served weapons on the bow of the RB-S is less than satisfactory. We have had one fatality of a weapons operator in a non-urgent environment. Unofficial weapons testing show an accuracy rate of manned RB-S weapons at less than 30% metal on target. Clearly, there is a need for an effective remote weapons system for the RB-S and, perhaps, other platforms (such as the RB-M). Forwarded vendor handouts to BOSN Andrea C. at the BFC.

FutureThink: Innovation

One of the sponsors of the Expo was FutureThink, an innovation research and consulting firm. FutureThink offers a catalog of innovation research and tools, along with training services to turn innovation into action. Interesting stuff, and the chair of the Innovation Council (also the office chief at CG-0931) recommended the materials from this vendor. I still need to sort through the wealth of handouts collected from this very unique exhibitor.

Organizational Performance Consultants' booth

Staffed the booth for four hours over the course of the three days. Answered questions; networked with past, current, and future clients; made and served dozens of batches of popcorn.

Measurement Summit Update

Helped host the Measurement Summit Update, a follow-on to our very successful summit held last November in San Antonio, TX. Ten people participated in this update session. George Y. has the lead on follow-on for this event.

Intelink/Social Media Meet-Up

Thirty Coasties, including Admiral Allen and three other flag officers, attended this break-out session, Intelink/Social Media Meet-Up. The session followed, fairly accurately, the proposed agenda. In addition, Admiral Allen addressed the group for about ten or fifteen minutes talking about social media, the Coast Guard's use of social media, and his own experiences with social media.

One of the outcomes from this session was the establishment of a Google Group focused on CG social media.

Future look:

Next week is Thanksgiving. Planning on being in the office, catching up.

Summary for this reporting period

Hours Worked: 40.0
Billable hours/direct client work: 24.0

While this entry is dated 11/21, it was not posted until 12/2.

PP 23 :: 11/10/2008 - 11/14/2008

2008-11-13T18:05:00.002-05:00

In office. One day of leave; one day of holiday; three days on-the-job.

Highlights:

GMT Training completed:

Successfully completed Substance Abuse training online.

Project management activities for the Coast Guard KM Summit 2009:

Two proposals from hotels were received. Both proposals were similar; both proposals charged directly for the meeting room. The hotel we'll be using, SpringHill Suites - Houston Hobby Airport, is charging $300 a day for the meeting room. This was $50 less a day than the other proposal received. Addtionally, the SpringHill Suites property provides several value-added amenities not provided at the other hotel. These einclude compliementary breakfast, wireless Internet access, onsite parking, and shuttle service to Houston Hobby Airport.

I notified, in writing, both properties of the decision for the location.

Updated website.

Made intial contact with APQC to see if we can get a speaker to discuss current trends in KM. More to follow on this initiative.

Project management activities for Coast Guard Innovation Expo 2008:

Finalized plans and publicized two events the Performance and Quality Staff are hosting:

Coast Guard Measurement Summit Update 2008. Wednesday, 19 November, from 0800-0900. Details on Intelink-U at http://tinyurl.com/cgmsu2008
Intelink/Social Media Meet-up at Innovation Expo 2008. Wednesday, 19 November, from 1300-1430. Details on Intelink-U at http://tinyurl.com/cgmeetup2008

Used Twitter, several official and unofficial blogs, and Facebook to get the word out to prospective attendees.

There is a slight possibility that one or more flag officers may drop in on the Meet-up; the topic has some strong interest in the flag corps, and they'll be in down for the All Flags.

Created mirror pages for the Meet-up and Summit Update available outside the firewall.

Future look:

Week of 17 November:
Innovation Expo; on Friday the 21st, working with the OC-5 working group to review process mapping.

Week of 24 November:
Possible process mapping gig with the OC-3P and OC-09 working group. Thanksgiving leave.

Summary for this reporting period:

Hours Worked: 24
Leave/Comp hours taken: 8
Holiday hours: 8

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

2008-11-10T14:10:00.022-05:00

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:

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.

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.

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)

PP 22 :: 10/30/2008 - 11/02/2008

2008-11-04T00:34:00.002-05:00

On leave.

Highlights:

Leave
Two days of leave. Nothing more. Nothing less.

Future look:

Week of 11/03/2008
At the Leadership Development Center in New London for program meeting to review CG-0931 sponsored formal training, including the Coast Guard Team Leader/Facilitator course.

Summary for this reporting period

Leave hours: 16.0

PP 22 :: 10/26/2008 - 10/29/2008

2008-10-29T18:24:00.005-04:00

On leave for week; recalled by CISM Program Manager, Magnus G., at ISC Portsmouth to deliver CISM intervention at a local unit.

Details:

CISM Intervention in local AOR
In role as a mental health team leader for the ISC Portsmouth sponsored Critical Incident Stress Management Team, received call morning of 10/29 requesting assistance to provide CISM services to an crew which had been involved in a SAR case which resulted in one loss of civilian life. Provided counsel about managing CISM for the crew to command cadre. Conducted formal defusing for the crew. (8.0 hours, including travel time, not including 1/2 hour for lunch)

Future look: Continue in leave status for remainder of the week.

Summary for this reporting period:
Hours Worked: 8.0
Billable hours/direct client work: 8.0 (WorkLife/CISM)
Leave hours: 16.0

PP 21 :: 10/18/2008 - 10/24/2008

2008-10-24T13:02:00.003-04:00

In Hampton Roads; primary work this period with the OC-5 workgroup.

Highlights:

Continued to revise and update OPC Support to Coast Guard Operations Command Implementation Team, an iPedia page to keep stakeholders current on OPC contributions to the OPCOM modernization effort.
Revised the process mapping ppt which had been presented to the OC-30 working group. This revision generalizes the brief for use with all OCIT working groups and brings a greater level of detail to the seven-step process. (2 hours billable)
Attended CG-5 implementation working group's planning offsite meeting. Specific contributions included workgroup process correction; built job aid to help refocus subgroups to reiterate tasks due which include functional statement review, project tasks, and due dates. Also, provided process mapping brief and then coaching subgroups as they move through the process. Will be reviewing initial subgroup process maps to ensure subgroups are headed in the right direction. Next offsite tentatively sked for week of 12/1, although this is likely to slide as it conflicts with some sort of operational exercise. Ongoing status will be posted here for work with this and other OCIT workgroups. (26 hours billable, including prep and development)
Provided 1/2 hour overview of the Commandant's Performance Excellence Criteria to Ap staff. Used Baldrige Burger and Mark Graham Brown model. Well received, although clear that the CPEC program carries some baggage from the past, including the CQA process and the perceived need to "do Baldrige" as a heavy lift. Attempted to counter these perceptions. (1 hour billable, including prep)

Future look:

40 hours of leave week of 10/26/2008; I plan on working in my dissertation as well as some other semi-work related stuff.
Week of 11/3, Meeting with CG-0931 and LDC representatives to hash out terminal performance objectives for CG-0931 owned courses; serving as SME and master consultant.

Summary for this reporting period

Hours Worked: 40
Billable hours/direct client work: 29

PP 21 :: 10/12/2008 - 10/17/2008

2008-10-14T14:30:00.015-04:00

CPEC Orientation Course at ATTC Elizabeth City and OPCOM Implementation Team alignment.

Highlights:

Attended and assisted with the CPEC Orientation Course held at ATTC Elizabeth City. Video taped entire course for creation of a CPEC overview video. No podium time; 51 students from a variety of Tidewater Coast Guard units participated.
Issues concerning the use of video: I have encountered the first stumbling block for using video with the newly purchased Canon Handycam. I've taken sample video with the camera, and the quality of the video is excellent and the camera is fairly easy to use. The problem is the file type. The problem is that the output file for the camera is a m2ts file type, and it is not supported by Windows Movie Maker, which is the software on the Lenovo T60 laptop. I have completed a PR for Video Converter for Windows which will allow us to convert file types (hopefully). While the reading I've done online indicates this software will work, it is possible there will be glitches, of course.

One distinct possibility -- which LT Rob W. in the PA shop, along with several former students of mine who are into movie-making at a professional level, tell me is that the best way to move forward is to use the Adobe Premiere software. This software, which costs around $800, allows for editing in "virtually any video format" including the m2ts file-type used by Canon, Sony, and other camcorder manufacturers.
Received, from Kathy N., list of training conducted at MLCA during FY08; during FY08, I conducted three training courses at MLCA, out of 51 provided, during the fiscal year.
Continue to work with OPCOM Implementation Team. Participated in phoncon with CG-36. Held alignment sessions with OCIT POCs for CG-2, CG-5/35, and CG-30. Created iPedia page for capturing current status of all OPC support to the OCIT. This page will have the current status and work for all the OPCOM Working Groups.

Future look:
Next week, out of office for most of the week, working with OPCOM OC-5/35 Working Group.

Summary for this reporting period
Hours Worked: 38:0
Holiday Hours: 8.0
Billable hours/direct client work: 20.0

An idea for the Leadership Video Contest

2008-10-13T00:28:00.009-04:00

I've been thinking about an idea for a submission to the LDC's Leadership Video Contest, and wanted to see what folks thought of it.

My idea is to interview the Tidewater-area flag officers, and create at least one video, documentary style, about leadership. Ideally, I'd have 15 to 20 minutes from each flag officer, giving me plenty of tape to create at least one 5 minute video.

I'm not sure how the interviews would be structured, but they'd have to be, at least somewhat.

Working proposal follows.

Working Proposal for a Submission to the 2nd Annual Leadership Video Contest

Reference:
ALCOAST 501/01, Leadership Video Contest

Purpose:
Create a video featuring the Hampton Roads flag officers for submission to the Leadership Video Contest.

Concept:
Interview the flag officers in Hampton Roads and put together a 5 minute video of snippets of the interviews.

Staff completing this project:
Atlantic Area (Amp)

Prospective Interviewees:

Vice Admiral Robert J. Papp, Jr., Commander, Atlantic Area
Rear Admiral Steven E. Day, Senior Reserve Officer, Atlantic Area
Rear Admiral Kevin Cook, Director, Operations Command Implementation Team
Rear Admiral Fred M. Rosa, Jr., Commander, Fifth District
Rear Admiral Ronald T. Hewitt, Commander, Maintenance & Logistics Command Atlantic

Time Required:
Schedule between 20 and 30 minutes for each interview with each flag officer.

Location:
Interviews to be completed at each flag officer's office, or at another location as determined by the flag officer.

Schedule:

Approval of Concept: 17 October
Determine interview times with flag staffs: By 24 October
Conduct interviews: 27-31 October, 3 November, 10-13 November
Edit film for submission:14-19 November
Deliver discs to LDC: No later than COB, 21 November

Interview Questions:

Tell me about the first time you realized leadership was important.
What one thing would you want those in the Coast Guard who are coming after you to know and practice about leadership?
Tell me about an incident where you learned much about leadership and the sort of leader you strive to be.
What activity would you suggest to young Coast Guard members who want to develop their own leadership abilities?
What is the most important leadership lesson you've learned during your time with the Coast Guard?
What leadership "tips" would you provide to those who are following you in the Service?

Resources to be used:

Staff time, including flag officer time, front office time, and OPC time
All currently government-owned by Amp: Digital video camera, basic editing software, non-standard workstation, and blank discs.

Budget:
Aside from the resources cited above and mail costs, no additional monies are expected to be spent.

Staff POC:
Peter Stinson, Organizational Performance Consutlant for Atlantic Area, assigned to Amp.

This post: http://tinyurl.com/cgldrvid08

Dates	DMAIC Stage
8/24-8/28	Define
9/7-9/8; 9/11; 9/21-9/22	Measure
10/7-10/9; 10/12-10/16	Analyze
10/9-10/13	Improve
12/14-12/18	Control

Day	Morning Hours	Afternoon Hours	Total Hours Worked
Monday	0630-1130	1200-1700	10.0
Tuesday	0630-1130	1200-1700	10.0
Wednesday	0630-1130	1200-1720	10.3
Thursday	0815-1315	1400-1800	9.0
Friday	0815-1000	1145-1800	8.0