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Credentials of the Principals & Associates
of Team Analytics Consulting
Dan Webb -- Principal Consultant -- High-Tech Project Management
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Consulted with major companies and institutions including Microsoft Corp., The Boeing Company, 3M Corp., Washington Mutual Bank, the law firm of Robins, Kaplan, Miller & Ciresi
LLP, and The Federal Reserve Banks as well as small and medium-sized companies including Open Systems Inc., Sound Genesis
Corp., Global Business Solutions Inc., Design Intelligence Inc., Point.com, COMSYS IT Services, PeopleTek Inc., Evergreen CASE Tools Inc., Water's Edge Health
Services Clinic, Questar Microsystems Inc., and A Bit Better Software Corporation.
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As Chairman, President, and Co-founder (with Ann Winblad, now a well-known venture capitalist in software), led Open Systems from its zero-capital startup to
acquisition for over $15 million. Open Systems developed and marketed accounting-software applications worldwide.
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For Microsoft's Admin IT group, Dan was responsible for the Y2K certification of the payroll and benefits systems. His work was praised universally for
the thoroughness of analysis and documentation of a large number of systems, which included creating the first-ever system context diagram for AIT ABS to
encompass all related applications and their interfaces.
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Dan's analysis of the data model of a third-party application used to administer one of Microsoft's employee benefits programs resulted in a process redesign
saving Microsoft millions of dollars in taxes and fines.
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As a senior project manager at The Boeing Company, with the goal of achieving certification for SEI-CMM Level 2, the de facto quality standard for software
development, Dan led a group of project managers in Shared Services Group to define their common processes in the key process areas (KPAs) of project
management, tracking and oversight.
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As a senior project manager at The Boeing Company, Dan managed the 6-person team supporting the Boeing Enterprise Reporting System, a performance-metrics data
warehouse reporting product. Before Dan's service, there was a combative relationship between the primary customer and the lead developer. Three months
after Dan came in as project manager, the customer was delighted with the communication and performance of the development team and felt that we had become
more controllable through the software change management process Dan facilitated and implemented.
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As a project manager at The Boeing Company in the Commercial Airplane Group, Dan took on a project in crisis with 9 developers (4 of whom had requested to be
transferred off the project) and an incomplete plan, expecting to release the product in Dec., 1998. Within one month, Dan published a project schedule
to the customer based on Productivity Plus (P+) development methodology deliverables with an expected release date of Sep., 1998, then delivered the product
for parallel testing on 7/1/1998.
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As a senior project manager at Washington Mutual, working closely with second-level managers in Reconciliation Control who were very non-technical, Dan
produced the business requirements document, functional specifications document, and detailed project plan for a highly complex, interactive accounting system
to be used by non-technical managers all the way up to the CEO.
Bob Sterzinger -- Associate Consultant -- Organization Performance
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Consulted with major companies and institutions including The Boeing Company, NASA, Lockheed-Martin, General Dynamics, Westinghouse, University of Queensland
(Australia), TRW, U.S. Department of Defense, Australian Ministry of Defense, General Electric, British Aerospace, Turkish Aerospace Industries, Raytheon,
Hughes Electronics, Rolls-Royce, Pratt & Whitney, and Rockwell International.
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Acted as Senior Consultant for Training supporting The Boeing Company's programs.
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Performed numerous organizational needs analysis and intervention design and delivery projects supporting programs and senior management within Boeing and its
customers, partners and suppliers. These interventions included strategic business transformation and breakthrough, facilitating problem solving and
issue resolution, and team building to fulfill the missions, goals, and objectives of the organization, program and/or company.
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Acted as the lead coach and senior consultant to management and team training to Turkish Aerospace Industries (TAI) in Ankara, Turkey.
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Consulted with the senior management of Boeing Australia Limited and its customer, Australian Ministry of Defense, to implement the integrated product team
approach for the HFMOD and other BAL programs.
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Supported the implementation of Integrated Product Teams for The Boeing Company's Mesa, AZ, facility (Aircraft & Missiles). Worked closely with Mesa
Senior Executive Program Manager and senior management to help develop organization design, implementation and training plans.
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Provided consulting to Boeing’s C-17 employee involvement effort (EI Excellence Team in Long Beach) to create a more fully integrated-team-based,
high-performance work environment
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Developed and implemented an assessment tool focused on assessing program and team emotional health.
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Supported program assessment, training intervention design and delivery, offsite design and facilitation for the NIMROD program in the UK.
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Areas of expertise include organization alignment, team-based
organizations, and leadership theory and practice. Bob is known both within and outside Boeing as an expert on Integrated Product Teams (IPTs) and the IPT
process.
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Bob earned his Aerospace Engineering degree at the University of Florida and has been with the Boeing company for 35 years: eight as an engineer, seventeen in
engineering management (including his assignment as Chief Engineer on the Peacekeeper Missile Program) and the last ten years as an internal consultant to
programs, program teams and leaders.
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Bob has worked with nearly every major U.S. aerospace company and their customers. In the last several years, Bob has also been consulting with aerospace
companies and their customers in England, Australia and Turkey.
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