H-1 Weapons System Support Activity (WSSA)

6th High Performance Organization Change ConferenceCharlottesville, VAApril 10 - 13 2007

John “Gouda” SelbyH-1 WSSA Military Deputy

Continuing the Journey

Company

LOGO H-1 WSSA Overview

o Established in 1987o Located at NAWS China Lake, CAo Provides life-cycle systems

development and maintenancesupport to the United States Marine Corps, and Foreign Military Sales Countries

o Performs Test and Evaluation through VX-31

o Team consists of about 50 on-site personnel

Company

LOGO Business Environment

Responsible for major subsystems of new H-1sReady to enter DT-IIbSupporting the full-rate production decisionNew multi-year, multi-product contract awardSolid teaming with contractor & sponsor requiredCapability Maturity Model Integrated (CMMI) expectations

Must consistently demonstrate Systems Engineering disciplineMultiple, parallel major product development effortsNaval Air Systems Command (NAVAIR) restructuringAirspeed initiativesPersonnel constraintsBRAC

Company

LOGO WSSA CultureTeams perform “miracles” with next to nothingFunding uncertainty affected staffing levelsTeams perform the traditional contractor roleMultiple roles filled by a single individual

“Can-do” Attitude

Two separate team cultures within WSSA

AH-1W

AH-1Z/UH-1Y

Company

LOGO HPO Adoption Timeline

2000

HPOTraining

2001

LeadershipMeetingsDiscontinued

4/04

NewWSSALead

9/05

StrategicPlanPublished

11/04

ConductedSCVA

1/05

TeamwayWorkshop

2/05

LeadershipMeetingsInitiated

12/04

SCVAOutbrief

3/05

PDQSurvey

Gouda arrives

Company

LOGO Setting the Stage for SCVA

- Bottom line -We must have a common definition of “Team” and “Success”,

and trust is critical to achieving desired results

Company

LOGO In 5 years we will be ...unplugged from the mother shipabsorbed into another organizationnot receive funding without demonstrating success and valuewithout tasking, facilities, or personnelscoped to life cycle support for legacyreduced in people/resources

Unless we continue our change model!!!

Company

LOGO SCVA Major Themes

Fleet responsiveness: timely response to Fleet questions. How do we capture the Fleet’s questions?Systems engineering process: reinforced through actions and organization training of SE best practices.Training: implement an organizational training plan-1st step DT training quarterly on operational issues.Teaming: invite stakeholders to WSSA activities.Marketing: coordinate with PAO to highlight H-1 successes (i.e., CobraDos success story)

Company

LOGO Strategic Goals

Warfighter FocusDedication to ourPeopleNaval TeamworkJointnessLeadershipAccountability &IntegrityAlignmentRisk ManagementCommitment toChangeEffects-Based Thinking (EBT)

CNO Goals 2006 NAVAIR Goals H-1 WSSA

Balance Current &Future Readiness

Implement Fleet-Driven Metrics

Reduce Cost ofDoing Business

Improve Agility

Ensure Alignment

Deliver Fleet Value

Advance Technical Leadership

Promote Strategic Communication

Strengthen The Team

Company

LOGO HPO Achievements

Documented WSSA Values & GoalsDocumented Leadership PhilosophyImplemented Leadership Team Charter

ScopeMembershipReporting mechanisms

Established WSSA PolicyPersonnel expectationsOrganizational NormsCertification to Capability Maturity Model Integrated (CMMI) Level 3

Facilitative Leadership Training

CoachingShared LeadershipReviewed Strategic Plan

Strategic PlanTeam signing celebrationGiven to each employeeAlignment briefed at all Reviews

Company

LOGO Lessons learned again….

Small team size might seem easier…Personalities have a big impact on emotional

Leadership Team must be aligned and consistentIPT Lead vs. Chief Engineer vs. Military Deputy

Clarity around level of consensus required for organizational decisions

What? Change the name of the WSSA?

Myers-Briggs appreciation is importantLearning Beads… that’s a “good idea”

Motivation Analysis exercise can be eye-openingRed Pilots vs. Green Engineers vs. Blue Support

Train the organization for the future needs

Company

LOGO More lessons learned…

Some folks adapt to change better than othersLikert results may not tell the whole storySCVA needs to involve all stakeholdersKeep the Strategic Plan relevant day-to-dayAssumptions are the bane of successful teamingDon’t underestimate the level of effort to implement organizational changesRemember “Rule #6” – Don’t take yourself tooseriously…Have fun

Very, very difficult, but the view from the top is worth it!

Changing the organization islike climbing Mt. Everest…