NASA Technical Reports Server (NTRS) 20000056044: Controlling Rapid Change Through Systems Engineering the Organization

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by  NASA Technical Reports Server (NTRS)

Controlling Rapid Change through Systems
Engineering the Organization
Jairus Hihn Haya Zak'
Rebecca Wheeler SYMANTEC
2500 Broadway Suite 200
Jet Propulsion Laboratory/ Santa Monica, CA 90404
California Institute of Technology
4800 Oak Grove Drive In addition, a major increase in the outsourcing of
Pasadena, CA 91109 spacecraft production and a number of support functions
took place, workforce reductions were sought, groups
and sections were completely re-organized, mid
Abstract. A new approach to change management has
numerous other change programs were instigated.
been developed and applied at the Jet Propulsion
JPL's leadership was faced with a flood of internal
Laboratory (JPL). It's main focus is on aligning the
changes that needed to be integrated and steered in the
organization with the strategic plan; and understanding
direction set forth by the company's new strategic
the internal organizational relationships that impact
goals. The problem was that there were just too many
change, which ultimately determine an organizations
changes happening all at once.
ability to be transformed and renewed. The new
DYNOMO, or the DYNamic Organizational
approach regards the strategic plan of a company as the
MOdel, was developed at JPL over a period of two
standard by which progress and achievement are
years. It was designed to assist JPL's executive
measured. Purposeful interventions should generate a
leadership in measuring organizational transformation in
company movement along a strategic course, and
terms of the company's strategic goals. DYNOMO is a
tracking that movement is essential for managing
comprehensive framework for analyzing both the actual
change. This paper presents an overview of DYNOMO,
and future impacts of individual and multiple change
or the DYNamic Organizational Model which was
initiatives, and for assessing the company's present
developed to assist in the measurement and analysis of
state.
organizational state. The paper concludes with
summaries of two applications.
ORGANIZATIONAL MODEL: DYNOMO
INTRODUCTION
DYNOMO is a macro organizational model for
In 1993 a series of substantial cuts to the US managers who want to ensure that on going change
government budget for the space program made it activities are exerting the right sort of coordinated
necessary to radically restructure NASA's unmanned impacts on their organization. The model incorporates
deep space exploration program which is primarily current trends in management and leadership,
managed by the Jet Propulsion Laboratory (JPL). JPL organizational theory and measurement, requiring an
is a NASA research facility managed by the California interdisciplinary team for its construction. (SKANDIA,
Institute of Technology (Caltech) for NASA, and is 1994; Kaplan and Norton, 1996; Heckscher and
located in Pasadena, California. These changes called for Donnellon, 1994; Alvesson and Berg, 1992;
developing the next generation of deep space missions Golembiewski, 1993; Mohrman et. al., 1991; Nolan
at a fraction of the cost and schedule of older missions, and Croson, 1995; Simons, 1995; Sink and Tuttle,
reducing schedule from 7 years to 2 to 3 years. 1989) For insight into corporate culture the
Management at the Jet Propulsion Laboratory (J'PL) anthropology and sociology fields were also reviewed.
stepped up to the challenge by introducing a number of (Reuter, 1984, Vivelo, 1978)
large scale change initiatives designed to realign the In this paper we will be describing the development
organization with the new strategic orientation. In a and application of the static version of DYNOMO. The
course of four years, a Total Quality Management static model is used to provide a snap shot of the state
program was launched and three major Business Process of the company at a specific time. When designing a
Reengineering efforts were started. new change initiative the model can help in assessing
Theresearchdescribedinthis publicationwascarriedoutat the Jet
PropulsionLaboratory. California Instituteof Technology.under a ' Haya Zak was an employee of JPL at the time the
contract withthe NationalAeronautics andSpaceAdministration
study was conducted.
e . )
the degree to which program objectives support the company. Additionally, Identity can be applied to the
company's strategic objectives, and in exploring company but also to subgroups within the company,
possible outcomes given different implementation as well as to the individual employee.
scenarios. After the change initiative has already started Many of the concepts we are dealing with work on
the model can be used as an organizing framework"Tor multiple levels, starting with the company as a whole,
collecting information and making observations on how and cascading all the way down to the individual
the program is actually being implemented. Systematic employee. DYNOMO can thus be applied at different
data collection during or following implementation is levels depending on the focus of the analysis.
requisite for understanding the true forces at play. Building blocks that are influenced by each other
Information organized by the model can be used for are placed in proximity to each other. Dependency is
analyzing the root causes of observed problems either related to the following assumption: the state of a
by applying a formal dynamic version of the model or building block is likely to be more affected by the state
by a heuristic analysis of how the organizational of an adjacent building block than by the state of a
elements interact. distant building block.
Desired State Descriptors. Company
objectives such as commonly found in its strategic plan
are used to define a set of descriptors that characterize
Customer Focus the desired state for each of the building blocks. Desired
state descriptors concisely specify the goal state for a
Product building block, and embed the strategic thinking of
company leadership.
For example, the descriptors for the Process
building block, 'short cycle time', 'delivers what's
needed', and 'always best practices' paint the picture of
Process _ IntCelalepcittaulal
work processes in the future as faster, simpler, more
reliable yet flexible, and that incorporate the best
practices from industry.
Infrastructure
The current model customized for IPL yields 30
Organizational Structure L desired state descriptors. Together they depict the vision
Identity L that JPL leadership currently has for their company. The
Culture number and type of descriptors is likely to vary from
company to company. Desired state descriptors are
Figure 1: DYNOMO - 'the House' defined and grouped into broader categories. A summary
of the desired state descriptors is provided in Figure 2a
Building Blocks. Nine organizational elements, and 2b.
which we call building blocks, are used to represent the
fundamental components that make up an organization; Bandhagill.de Macro State JPL Desired State
Variable Descriptors
Customers, Products, Processes, Employees,
•high customer
Infrastructure, Organizational Structure, Culture, Customer Responsive satisfaction
Identity, and Intellectual Capital. Together they form Focus •high partnering
•highly inspired public
'the house' shown in Figure 1. The only major
• Ist of a kind
component intentionally left out is financial Value *high quality
Product And *low COSt
performance, the reason being that JPL is a not-for- Risk *moderate risk
profit organization. This could be introduced as a new •short cycle time
Efficient •delivers what is needed
building block or more simply by introducing new
Process And •always best practices
descriptors into the customer focus building block. All Effective
the building blocks consist of a detailed definition, one *highly proficient
Competent *significant breadth
or two macro-state variables, and three to four
Employee And •highly motivated
Innovative *creative
descriptors.
Examples of a some of the building blocks and
Figure 2a: JPL Desired State Descriptors
their elements is provided in figure 2. Concepts
represented in building blocks are often complex. For
instance, Identity contains both the mission of a
company, and the external image projected by the
BuildinBglock Macro State JPLDesiredState
Variable Descriptors APPLICATIONS
*knowledge isextracted
Intellectual Continuous *knowledge isshared Employee Performance Evaluation. The
Capital Organizational *knowledgeisapplied,.'
Learning first opportunity to apply the model at JPL presented
*bestinternalservices itself in 1996 with the introduction of a new employee
*qualityinformationis
infrastructure Transparent readilyavailable evaluation process. The new process was put in place in
*rulesarceasytofollow 1995. Based on lessons learned in the 95 rollout
*appropriate roles
Organiza-tional Supportive *decentralized authority significant changes were incorporated to the 96 design.
Structure andresponsibility DYNOMO analysis took place in the interim period
*leadership based
management preceding the 96 rollout to evaluate the effectiveness of
*supportsstrategicand the 96 version of the process.
tacticalgoals
*leaders indeep space A comparative evaluation, using information
exploration collected from interviews of key players as well as users
Identity Stl_nglh _ *hinigdhivlyideunaglsaged affected by the new process, focused on the contribution
-cost competitive of the initiative to achieving the desired state of JPL in
products
terms of both its design and its implementation.
,change tolerant
*candidcommunications Results clearly demonstrated a major improvement
Culture Open ,team oriented in the 96 design. At the same time DYNOMO
prognosis for the up and coming implementation was
Figure 2b: JPL Desired State Descriptors not good. It would appear that the new rollout was
going to fall short of meeting JPL's strategic objectives
Assessment. The contribution of a change
in many critical areas, such as Process efficiency and
initiative to adesired state is assessed using a five point
effectiveness and Employee development. Figure 4
discrete rating scale shown in Figure 3.Final ratings are
displays asummary of the performance ratings.
formed by aggregating and reconciling subjective
judgments made by key players and stakeholders. The
Organization ECAP 95 ECAP 96
use of a standardized rating scale permits getting to the
Out- Out-
bottom line of every question quickly, while still Building Block Design Design
come come
leaving time for relating personal experiences. It also
supports a methodology for combining objective and
subjective data. © © @ ©
Symbol Interpretation
Intellectual _ I_D @ (_)
Capital
Contributes to meeting strategic goals
Infrastructure 0 _ _D
Partially Contributes to meeting
strategic goals Culture 0 _ 0 _
Neither contributes nor conflicts with
Figure 4: Employee Performance Evaluation
strategic goals Descriptor Ratings
Partial Conflict with strategic goals The information gathered by the DYNOMO
analysis team revealed a number of problems. The new
Conflicts with strategic goals
process took longer to conduct, and was not supported
Figure 3: DYNOMO Descriptor Rating Scale by information technology. Many of the creative ideas
related to career planning, on going performance
The information needed can be collected in many discussions, and the solicitation of customer and project
different ways including interviews, surveys, team management inputs for evaluation, were not put into
discussions and voting, and document reviews. We used action.
acombination of structured and unstructured interviews A root cause analysis had identified two major
combined with document reviews• The appropriateness causes, (1) the "old' culture was still dominating the
of a method often depends on cost and schedule attitudes and behaviors of technical group supervisors
considerations. and employees, and (2) a severe work overload was
precludintgechnicaglroupsupervisofrrsomadequatelythe long term administration and growth of
performing employee evaluation activities. organizational resources and infrastructure.
DYNOMO analysis had helped management Organizational short term order fulfillment and long
identify problems rooted in the larger context, the term asset development were being split between the
changing work conditions and culture at JPL. While project and the line.
before, insufficient training or poorly written The DYNOMO team began assessing the impact of
instruction manuals were automatically blamed, Soft projectization two years after soft projectization
DYNOMO analysis had shown that a significantly more had been formally introduced into JPL. The DYNOMO
intricate situation was responsible for the actions of analysis began by asking two basic questions: (1) is
managers and employees, one that required a more Soft projectization really happening: i.e. Are new roles
sophisticated solution than previously thought. being fulfilled as specified? and (2) Is Soft projectization
The application of DYNOMO to the new initiative contributing to the achievement of JPL's strategic
demonstrated the value of DYNOMO analysis in goals?
methodically exposing the tensions and conflicts A comparative case study approach was selected as
inherent in a changing company that if unattended will the analysis methodology. One pilot and four complete
damage long term organizational effectiveness. cases, representing five elements from five different
Flight Project Implementation. JPL is a flight projects were examined by means of in-depth
matrix organization. The matrix consists of line interviews with both project and line managers.
management and project management• JPL had been Each interview was conducted using a structured
traditionally organizing and managing flight projects by interview format. The format was designed to probe
having the project be responsible for the budgeting and each individual's perspective concerning:
customer interface while the line management was • how soft projectization had been implemented on
responsible for product development and delivery. the element,
Projects would contract with line organizations to • where conflicts had occurred and how they had been
acquire needed products and services from them. Line resolved (or not),
organizations were the principal suppliers of all project • how interviewees felt about their own role in
needs, be it the development of the spacecraft itself, the relation to the element,
scientific instrument onboard, or the • where improvements or changes in the program
telecommunications services during flight. were needed; and finally,
In 1995, JPL had begun changing the method of • the impact of soft projectization on the JPL
organizing and managing the development and organization as awhole relative to the "old way of
implementation of flight projects with the goal of doing business"
streamlining the mission development process. These Separate but linked interviews forms were
changes became known in JPL as the Soft developed for each element role. The intent was to
projectization initiative. Soft projectization was assure that each interviewee discuss how well the PEM
proposed as a compromise between hard projectization and GS role in particular was working within that
and giving all authority and responsibility to the element, what kinds of conflicts had occurred and how
projects and the status quo, where the line had the they had been handled. All of the forms were tested and
majority of the authority and responsibility. subsequently revised based on discussions with
Informal experiments started several years before participants from the pilot.
this approach to project organization in a matrix Each interview session was conducted by two
environment was formalized. The number of projects interviewers who took notes during the interview.
using soft projectization greatly increased after this and Immediately after the session was completed, each
some projects even partly reorganized. One example interviewer produced a written summary of part of the
being the Cassini project, which is going to Saturn. interview. They then exchanged their written
Cassini is the last of the very large, very complex space summaries, added additional notes, reconciled any
craft and in the hope of better controlling cost and differences and finalized a single summary of the
schedule it was decided to introduce the use of soft interview.
projectization into a number of Cassini's subsystems. A total of 27 interviews were conducted by four
Soft projectization had fundamentally altered the different interviewers with participants from the five
division of labor between line and project by elements. The interviews within the same element were
concentrating responsibility for the product development scheduled as closely together as possible; however,
in the project, leaving the line with a limited support because of scheduling constraints, data from two
function. The line's principal function was to become
i
different elements was usually being collected within a
given time period.
EFFECTIVELY
knowledge WORKING WITH COST AND
isapplied SCHEDULE CONSTR.MN'rs IN"
PRODUCT DEVEI.OPMENT.
_D P_FOR CNAEWNNOTINFOCRaM3ATSIEOANR,CHING
[NTF__ new PROCF_SSES, OR TI'X.'HNOLOGY
LECTUAL knowledge DUE TO THE PRESSURES OF
is extracted [:ASTER, BE'ITER, CHEAPER .
CAPITAL GS WHO USE TO BE THE
CORPORATE MEMORY ARE NOT
CONTRIBUTING TO MOST
ELEMENTS.
_/ PEMKNOWLAENDDGEENGINFEREORMS PRCOAJRERCYT
TO PROJECT. SOME SIGNS
knowledge
isshared TINHFAOTRMAPTEIOMNs. ARE SHARING
CONFUSED RESPONSIBILrI'iES
FOR INSTrI'UTIONAL
KNOWI.EDGE DEVELOPMENT
BETWEEN LINE., PROJECT,
SPECIAL PROJECTS (E.G.
Figure 5: Soft Projectization Current State
REENGINEERING TEAMS 1
CONSUMING PROCESSES
PEM's TAKE ACCOUNTAB[LrrY
AND TRY TO MAKE THINGS
WORK ANY WAY THEY CAN
deHvers INVESTMENT PROCESSES
SHARED ROLES ARE NOT BEING PROCESS what is EMPLOYEE DEVELOPMENT:
ORGAN'I. appropriate PERFORMED. needed LINE FOCUS IS ON TRAINING
ZATIONAL roles FEW RESOURCES TO SUPPORT WHILE PROL FOCUS IS JOB
GS's TRADITIONAL EXPERIENCE
STRUC. RESPONSIBILITIES. PROJEC'rs ARE STARTING TO
TURE MOST GS 'S ARE VERY THINK MORE CREATIVELY
UNHAPPY WITH THEIR ABOUT FUTURE INVFAWMF2q'rs
OPPORTUNITIES FOR SUPPORT PROCESSES
TF.CHNICAI. CONTRIBUTION STAFFING PROCESS [SBROKEN;
decentralized PEM HAS AUTHORITY, CONTLICTS OVF.R ASSIGNMENT
ARE AMPLIFIED BY SKn.LED
authority RFSPONSIBIIXrY, AND
and RESOURCES TO DO THE JOB. STAFFING SHORTAGES
PEMs COMPIAIN PERF. EVAL'S
responsibility _ lANE IS GEN'E, RA[.LY [,ESS
ARE NOT INCENTIVITJNG
EMPOWERED
EMFAI.OYEES
leadership D ._)bE-NI"ABPLREODJECTIYPARTOIJOENCT HAS
bMasegdm t lANIM.EEOARDCEEORNSTCHROIIPNBTLRWOILOBNY GIVINIGS "['HEM ISNTFRRUAC-- intberensatl _D SOTLUEFAP.FSCPITKCOINERGT,IONFAGNDI[N_FBRFAASCAT.RNUDCTAUIDRJR.EOACFATITN[OGN
WE.AK _G TURE services SERVICES, ETC.
LAB IS NOT MOVING FAST
ssautnrpadptoergttiascctical (_ / PEMAAtL.LTHOTWRHnHE'YO, D1ESCITSIAOGCNSTICAHLMAASKIH[N_AG'TS[.E [R'NESOOUUGRHCESIS ASTSOIGNCINRGITICALALL "riME
CON,WI'RAINED PROJECTS
goals _ D SRTERSOUAIR'CEEGSIC RTOOLESP.ERFORM
Table 6b: Mixed or Negative Organizational
candid _} COMPRMOLJ'NYqCC_f HAATSIONIMPRWOITVHEIDN Impacts due to Other Factors
communica / SI(_NIIqCA.WI'I.Y INCR['_ASING
-tions _l'_ SHAREDVISION.
I,,/ WITHIN LINE AND BI:-rWEEN Results indicated that although Soft projectization
PROJECT AND I.[NE IS OFTEN was fundamentally successful at meeting customer
STRAINI'D OR 1.IMITED.
requirements, its success was contingent upon the
team fLit it 10T0H%AT OIF'LERMFE2;N;PTONDFT.NETASMINGSTATEHDAS commitment, if not the heroics of project and element
oriented / IMPROVED WHILE LINE
managers who were receiving inadequate support from
TI!rAEMAMINRGOTATIOHNAS I)F,CREASED. the line. An analysis of the roles and activities being
performed revealed that many of the line activities were
Table 6a: Mixed Or Negative Organizational
either not performed at all or taken over by the project.
Impacts due To Soft Projectization
This shown in Figure 5 by the customer, product and
! •
consuming processes being green while most of the development and conflict-resolution roles. They also
supporting organizational building blocks are red. had group sizes of 20-30 and different incentive systems
Ratings of desired state descriptors gathered in for carrying out these roles. Most stated that they wea'e
interviews confirmed these findings. Figures 6a and 6b unhappy with their current roles under soft
show the information from which the ratings _ere projectization.
derived for the building blocks that were in conflict with The organizational analysis using DYNOMO
JPL's strategic plan. Ratings express a shared concern suggested that an internal dynamic could be activated by
for organizational assets and the maintainability of providing a clear and meaningful mission for the GS
infrastructure and the employee in the future. (see Figure 8). This was very likely to not only keep
A root cause analysis was performed (see Figure 7) the entire organization from going red but might even
which concluded that the entire organization was going cause it to go entirely _een or be in alignment with
to turn red. Dysfunctional support functions, such as JPL's strategic plan.
the allocation of facilities and staffing, were already
taking a toll on the projects, and unless corrected would
lead to a crisis. The-growth and upkeep of
organizational knowledge assets was being threatened by
a number of contributing factors including tighter
project schedules, increased workloads, staffing
shortages and a lack of a clear vision. A major crises
was identified as in the making with respect to the first
level of line management, the technical group
supervisor, who was experiencing a loss of identity and
a loss of a mission. Technical group supervisors no
longer had a clear view of, nor did they actually care for Infrastructure
their new responsibilities. A limited administrative
support role could not take the place of a previously
held technical leadership role.
Figure 8: Mission Provides Vision
The defining of a new mission for the GS lead to
two recommendations that could allow GS's to have
appropriate, clearly defined technical responsibilities to
the element. Both recommendations involve creating
new roles on the element: technical advisor and the
senior of ajunior-senior pair.
Technical advisors - would negotiate with projects
for timely and specific technical reviews of the element
product. Projects would fund this position and no
longer fund the individual oversight role traditionally
practiced by GSs.
Junior-Senior Pair - would allow projects to have
greater access to certain technical skills by using, not
one person, but two: a very experienced technical staff
Figure 7: Potential Dynamics member (the senior) and a less-experienced staff member
(the junior). The senior would be accountable for the
The shift in responsibilities to the PEM has
final product; the junior would actually perform the
changed the role of the GS from technical decision-
technical work, produce the product, and be the primary
making to technical oversight. While the PEM
project interlace, v,'ith guidance from the senior. The
interviews documented consistency in how PEMs are
senior engineer would have several such junior-senior
doing their jobs, the GS job has become highly
pairings on several projects.
variable. As a group. GSs reported a variable mix of
technical responsibilities to the element and an
assortment of other technical, administrative, staffing,
Intellectual Capital: A Strategic Inquiry by.Paradigm
Pioneers, Skandia, 1994.
CONCLUSIONS
Kaplan, R. and Norton, D., The Balanced Score Card,
Companies who desire to manage change, ra_er Harvard Business School Press, 1996
than simply react to it when it can no longer be Mohrman A.M., Mohrman, S.A., Ledford, G.E.,
ignored, must become knowledgeable, not only about Cummings, T.G., and Lawler, E.E., and
the external forces and constraints operating upon their Associates, Large Scale Organizational Change,
organization, but also about the internal forces Jossey-Bass Publishers, 1991.
operating within . This is not an easy task as the Nolan, R.L. and Croson, D.C.,Creative Destruction: A
internal forces are embexkled as much in employee
Six-Stage Process for Transforming the
attitudes and shadow systems as they are in the
Organization, Harvard Business School Press,
organizations formal processes and systems. This is 1995.
why change management has become one of the most Reuter, E.B., Handbooks of Sociology, Century
challenging and least understood roles facing today's Bookbinding, 1984.
corporate leaders. The use-of formal models is one Simons, R., Levers of Control: How Managers use
approach to come to grips with change management Innovative Control Systems to Drive Strategic
Unfortunately, models are rarely used in guiding Renewal, Harvard Business School Press, 1995.
management decisions except in the areas of market and Sink, D.C and Tuttle, T.C., Planning and Measurement
financial analysis. This is even true at JPL where the in Your Organizations of the Future, Industrial
majority of managers have highly sophisticated Engineering and Management Press, 1989.
technical backgrounds. The reason is .that it requires a Vivelo, F.R., Cultural Anthropology Handbook,
significant time investment on the part of a manager to McGraw Hill, 1978.
develop sufficient understanding of a model to trust its
BIOGRAPHIES
results. Few if any managers have this amount of time
unless they are the original model developers. A major
advantage of DYNOMO is that while it is a model it is Name (INCOSE contact):
a very simple one. DYNOMO's main focus is on the Dr. Jairus M. Hihn
systematic organization of information. There are no Business Affiliation: JPL
equations hiding within the model whose assumptions Business Address: 4800 Oak Grove
drive the results. There is only data. DYNOMO
Drive, Pasadena, CA 91109
organizes large amounts of data so that it can be Phone Number: [phone]
effectively brought to bare on key organizational Fax Number: [phone]
"problems". E-mail address: [email protected]
Second, that in the hands of an experienced
Biography: Jairus M. Hihn is a senior economist at
interdisciplinary team of analysts the model can be the National Aeronautics and Space Administration's Jet
turned into a valuable diagnostic tool revealing both Propulsion Laboratory. His research interests include
potential and actual deviations from the strategic course, the identification and use of quantitative measures and
and exposing their underlying causes. Using a model techniques for mission and software cost forecasting as
such as DYNOMO for steering a company through
well as in support of organizational change management
multiple change initiatives contributes to long term activities. He has participated in mission and software
organizational learning cost analysis of numerous NASA space projects
BIBLIOGRAPHY including JPL's Deep Space Network and the Mars
Pathfinder mission. The work reported here was
Alvesson, M. and Berg, P.O., Corporate Culture and
completed while working as part of a team at JPL
Organizational Symbolism: An Overview, Walter which provided technical support for change
de Gruyter, 1992. management activities. He received his M.A. and Ph.
Charles Heckscher and Anne Donnellon, editors, 'The D. in economics from the University of Maryland, and
Post-Bureaucratic Organization - New Perspectives was an assistant research economist at the University of
on Organizational Change' .Sage publications Inc., California at Berkeley. Before joining JPL, Hihn was
1994 with the Xerox Artificial Intelligence Systems Business
Golembiewski, R.T., ed.,Handbook of Organizational
Unit.
Behavior, Marcel Dekker, Inc., 1993.
Intellectual Capital: A Strategic Inquiry by_Paradigm
Pioneers, Skandia, 1994.
CONCLUSIONS
Kaplan, R. and Norton, D., The Balanced Score Card,
Companies who desire to manage change, rather Harvard Business School Press, 1996
than simply react to it when it can no longer be Mohrman A.M., Mohrman, S.A., Ledford, G.E.,
ignored, must become knowledgeable, not only about Cummings, T.G., and Lawler, E.E., and
the external forces and constraints operating upon their
Associates, Large Scale Organizational Change,
organization, but also about the internal forces Jossey-Bass Publishers, 199I.
operating within . This is not an easy task as the Nolan, R.L. and Croson, D.C.,Creative Destruction: A
internal forces are embedded as much in employee
Six-Stage Process for Transforming the
attitudes and shadow systems as they are in the Organization, Harvard Business School Press,
organizations formal processes and systems. This is 1995.
why change management has become one of the most Reuter, E.B., Handbooks of Sociology, Century
challenging and least understood roles facing today's Bookbinding, 1984,
corporate leaders. The use-of formal models is one Simons, R., Levers of Control: How Managers use
approach to come to grips with change management Innovative Control Systems to Drive Strategic
Unfortunately, models are rarely used in guiding Renewal, Harvard Business School Press, 1995.
management decisions except in the areas of market and Sink, D.C and Tuttle, T.C., Planning and Measurement
financial analysis. This is even true at JPL where the in Your Organizations of the Future, Industrial
majority of managers have highly sophisticated Engineering and Management Press, 1989.
technical backgrounds. The reason is that it requires a Vivelo, F.R., Cultural Anthropology Handbook,
significant time investment on the part of a manager to McGraw Hill, 1978.
develop sufficient understanding of a model to trust its
BIOGRAPHIES
results. Few if any managers have this amount of time
unless they are the original model developers. A major
advantage of DYNOMO is that while it is a model it is Name (INCOSE contact):
a very simple one. DYNOMO's main focus is on the Dr. Jairus M. Hihn
systematic organization of information. There are no Business Affiliation: JPL
equations hiding within the model whose assumptions Business Address: 4800 Oak Grove
drive the results. There is only data. DYNOMO Drive, Pasadena, CA 91109
organizes large amounts of data so that it can be Phone Number: [phone]
effectively brought to bare on key organizational Fax Number: [phone]
"problems". E-mail address: jhihn @jpl.nasa.gov
Second, that in the hands of an experienced
Biography: Jairus M. Hihn is a senior economist at
interdisciplinary team of analysts the model can be the National Aeronautics and Space Administration's Jet
turned into a valuable diagnostic tool revealing both
Propulsion Laboratory. His research interests include
potential and actual deviations from the strategic course, the identification and use of quantitative measures and
and exposing their underlying causes. Using a model techniques for mission and software cost forecasting as
such as DYNOMO for steering a company through well as in support of organizational change management
multiple change initiatives contributes to long term activities. He has participated in mission and software
organizational learning cost analysis of numerous NASA space projects
BIBLIOGRAPHY including JPL's Deep Space Network and the Mars
Pathfinder mission. The work reported here was
Alvesson, M. and Berg, P.O., Corporate Culture and completed while working as part of a team at JPL
Organizational Symbolism: An Overview, Walter which provided technical support for change
de Gruyter, 1992. management activities. He received his M.A. and Ph.
Charles Heckscher and Anne Donnellon, editors, 'The D. in economics from the University of Maryland, and
Post-Bureaucratic Organization - New Perspectives was an assistant research economist at the University of
on Organizational Change'.Sage publications Inc., California at Berkeley. Before joining JPL, Hihn was
1994 with the Xerox Artificial Intelligence Systems Business
Golembiewski, R.T., ed.,Handbook of Organizational
Unit.
Behavior, Marcel Dekker, Inc., 1993.
Name: Dr. Haya Zak Name: Rebecca Wheeler
Affiliation: SYMANTEC Business Affiliation: JPL
Address: 2500 Broadway, suite 200,Santa Business Address: 4800 Oak Grove
Monica,CA 90404 Drive, Pasadena, CA 91109
Phone Number: [phone] "_ Phone Number: [phone]
Fax Number: Fax Number: [phone]
E-mail address: [email protected] E-maR Address: [email protected]
Biography: Received a BA from University of Biography: Ms. Wheeler began her professional
Tel Aviv, Israel majoring in Philosophy and Social career as an experimental researcher, studying the
Sciences in 1986, an MS from UCLA, CA in Man attributes of learning andmemory in both animals and
Machine Systems Engineering in 1989, and a PhD from humans. She later moved on to the field of
UCLA, CA in . Engineering. Dissertation topic of enviromental analysis, working primarily inthe areas of
research was Executive Information Systems: how energy use impacts andrisk analysis. In recent years she
much feedback domanagers really need.Worked at JPL, has gravitated towards measuring individual and
performing research and designing a computer assisted business systems effectiveness with the objective of
training tool for the training of human operators of developing efficiency and effectiveness metrics for non-
teleoperated systems. Also designed and implemented profit organizations. Ms. Wheeler has a BA in
measurement oforganizational and process performance. physiology from UC Berldey, an MA in psychology
Currently working with Symantec corporation as a from Cal State Northridge and an MA in Urban
Group Program Manager. In current position Planning from UCLA
responsible for the end-to-end development of Nortron
Anti-Virus for Lotus Notes on OS/2, Solaris, AIX,
AS/400 and S/309. Additionally responsible for the
development and mentoring of otherprogram managers
at Symantec.