H-1 Weapons System Support Activity (WSSA) Continuing the Journey. H-1 WSSA Overview. o Established in o Located at NAWS China Lake, CA

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1 6 th High Performance Organization Change Conference Charlottesville, VA April H-1 Weapons System Support Activity (WSSA) Continuing the Journey John Gouda Selby H-1 WSSA Military Deputy H-1 WSSA Overview o Established in 1987 o Located at NAWS China Lake, CA o Provides life-cycle systems development and maintenance support 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

2 Business Environment Responsible for major subsystems of new H-1s Ready to enter DT-IIb Supporting the full-rate production decision New multi-year, multiproduct contract award Solid teaming with contractor & sponsor required Capability Maturity Model Integrated (CMMI) expectations Must consistently demonstrate Systems Engineering discipline Multiple, parallel major product development efforts Naval Air Systems Command (NAVAIR) restructuring Airspeed initiatives Personnel constraints BRAC WSSA Culture Can-do Attitude Two separate team cultures within WSSA AH-1W AH-1Z/UH-1Y Teams perform miracles with next to nothing Funding uncertainty affected staffing levels Teams perform the traditional contractor role Multiple roles filled by a single individual

3 /04 HPO Adoption Timeline 11/04 12/04 1/05 2/05 3/05 9/05 New WSSA Lead Leadership Meetings Discontinued HPO Training Conducted SCVA SCVA Outbrief PDQ Survey Leadership Meetings Initiated Teamway Workshop Strategic Plan Published Gouda arrives 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

4 In 5 years we will be... unplugged from the mother ship absorbed into another organization not receive funding without demonstrating success and value without tasking, facilities, or personnel scoped to life cycle support for legacy reduced in people/resources Unless we continue our change model!!! 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)

5 Strategic Goals CNO Goals 2006 NAVAIR Goals H-1 WSSA Warfighter Focus Dedication to our People Naval Teamwork Jointness Leadership Accountability & Integrity Alignment Risk Management Commitment to Change Effects-Based Thinking (EBT) Balance Current & Future Readiness Implement Fleet- Driven Metrics Reduce Cost of Doing Business Improve Agility Ensure Alignment Deliver Fleet Value Advance Technical Leadership Promote Strategic Communication Strengthen The Team HPO Achievements Documented WSSA Values & Goals Documented Leadership Philosophy Implemented Leadership Team Charter Scope Membership Reporting mechanisms Established WSSA Policy Personnel expectations Organizational Norms Certification to Capability Maturity Model Integrated (CMMI) Level 3 Facilitative Leadership Training Coaching Shared Leadership Reviewed Strategic Plan Strategic Plan Team signing celebration Given to each employee Alignment briefed at all Reviews

6 Lessons learned again. Small team size might seem easier Personalities have a big impact on emotional Leadership Team must be aligned and consistent IPT 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 important Learning Beads that s a good idea Motivation Analysis exercise can be eye-opening Red Pilots vs. Green Engineers vs. Blue Support Train the organization for the future needs More lessons learned Some folks adapt to change better than others Likert results may not tell the whole story SCVA needs to involve all stakeholders Keep the Strategic Plan relevant day-to-day Assumptions are the bane of successful teaming Don t underestimate the level of effort to implement organizational changes Remember Rule #6 Don t take yourself too seriously Have fun

7 Changing the organization is like climbing Mt. Everest Very, very difficult, but the view from the top is worth it!