NEEDS ASSESSMENT NOTES: DAI TODAY

Structure
DAI's organizational structure gives new meaning to the phrase "cartoon factory." They've tried to make animation a mechanistic process, where product is created by passing from one end of a high tech "pipeline" to the other, then evaluated. Output is endlessly recycled by an assembly line of stressed-out, dispirited employees, who refashion the same cel or sequence up to 60 times. No wonder they're consistently over budget and behind schedule! As far as I can tell, there are no standardized procedures, timelines, or consistent performance expectations to guide production.

Culture & Environment
DAI's corporate culture is best described "Technology First." The animators would have to be blind to overlook the evidence of their second-class status. Their work environment is in stark contrast to the plush decor found in other departments. Decisions about shot sequences are based on what is technically feasible, not on work force skills or knowledge. I can see why DAI's productivity rate is a disappointing 20% below industry average! Worse yet, there is no evidence of team-based decision making or the systemic exchange of information within or between production teams.

But most telling is the fact that experienced animators have no representation in senior management, and can be found way down the org chart at the same level as the twenty-something computer geeks. No wonder they've formed two distinct groups, the "techies" and the "artists. The "techies" are highly skilled in the use of digital animation technology, but don't understand the artistic principals underlying animation or how to apply them. The "artists" have animation expertise, but their technology skills are weak. No one is sure how their performance stacks up, and the only clear incentive to perform is that most compelling of human emotions, fear! Failure places them in a precarious position at best, and in the unemployment line at worst.

Technology
DAI really shot itself in the foot when it decided to carve out an industry niche by using "state of the art" digital animation software exclusively. The practical implications of this motto have been hard on DAI's work force. They are under constant pressure to master every new software program or upgrade that comes along, yet have no time to learn. Just-in-time performance support is elusive. In-house training is introductory and given far in advance of production. Vendor upgrades and training don't address employees' needs or learning preferences. No wonder Karl looks like he has the weight of the world on his shoulders!

Performance Support
The closest thing to a performance support system at DAI is a neglected, poorly organized Intranet. The training department spends more time interfacing with vendors than with employees, as animators are subjected to a constant stream "stand and deliver" workshops masquerading as effective training. I'm amazed that they ever get any work done around here! The training team know that their efforts are insufficient, but the reasons why are no mystery. If this "experienced" training team had taken the time to listen to DAI employees, they would have found that:

• Glen, a visual effects supervisor, regards the time spent in training workshops as "lounging." He learns about new technology on his own and plans visual effects without consulting with animators.

• Craig, a computer graphics supervisor, has a high regard for the workshops, but realizes animators learn most about the technology from each other.

• Emily and Karl are experienced animators who think software workshops are nice introductions. But they learn most about animation software during production. They don't like the on-line tutorials and regard the Intranet as a time-hog. Emily complains that the software isn't designed for the end users. Both want access to software experts during production.

• Kenny, rotoscoper and wannabe animator, agrees that most training comes on the job. He doesn't think his supervisors appreciate his technical talents, though he knows they think his work isn't "real" enough.

• Doug, programmer for Central Control, hears few complaints about the software and operating system because he talks only with techies.

TO DO:
I'd like to go back and fine-tune the needs assessment.

• Interview Cynthia, Bill, and Susan. What's their take on DAI's situation? Review extant data.
• Interview Jackie Weiss, visual effects producer, about the difficulties of keeping budgets and timetables on target.
• Get Media World's perspective
• Research industry failures.
• Examine industry successes.
• Talk to clients. Do they really care what software animators use if product is good?
• Talk to vendors. How do they account for user needs when developing their tutorials? Can they work more closely with DAI during the software design phase?

JASON'S PRESENTATION: FRIDAY, 8:00 am.

Short-term Solution System
DAI's goals are to optimize employee performance and boost productivity, resulting in a healthier bottom line. I have prioritized the problems identified in the Needs Analysis and came up with a multifaceted plan of attack that goes beyond an electronic solution and is a true employee performance support system. The short-term goals are to:

• eliminate skill and knowledge gaps by meeting the immediate learning needs of employees with customized training and just-in-time support;

• capture and disseminate the knowledge and expertise of DAI employees (knowledge management);

• build a sense of community within the "pipeline" that results in collaborative learning, teamwork, consensus building, and goal sharing;

• manage changes with an employee sensitive transition plan while achieving DAI's goals.

• a consistent, intuitive interface
• timely feedback
• reversible errors
• coaching
• customized tutorials
• expert contact information
• vendor tips
• upgrade information
• workshop/production schedules

We can establish a mutual mentoring program which pairs up techies and artists. This will both help eliminate the existing skills and knowledge gaps and build a desperately needed sense of community. Then we'll extend this teaming to all parts of the pipeline. This will be the first step toward breaking down existing communication barriers. In addition, we can encourage informal collaboration with brown bag lunch seminars where employees talk and share information, thoughts, and feelings.

Knowledge Management
Once we have established mutual mentoring, why not record this collaborative knowledge and share it? Let's add it to the EPSS and build a storehouse of expertise. We can develop peer tutorials and on-line help; and begin to establish guidelines, benchmarks, and profiles of employee expertise that weíll need to meet our objectives.

In the long term, this knowledge management system will lead to the development of on-line project schedules (status, timelines, milestones, team assignments), enable management to establish clear guidelines for major processes, and provide the means to measure and evaluate production output. Measurable, standardized processes and procedures will ultimately boost productivity and improve DAI's bottom line.

With DAI's many vendor contacts and great software, we can develop an EPSS that is compatible with what we've already got but isnít just a clumsy "bolt-on" solution. Weíll need to form a software selection team that includes animators, programmers, and training and management personnel. This will ensure company wide buy-in.

I can adapt a great evaluation rubric by Robert Cantor to meet our needs (http://tiger.coe.missouri.edu/~perfsppt/psrubricrjc.html). A list of questions from Philip Keith (http://www.cbtsolutions.com/html/9612_kei.htm) will help us sort through potential packages. We'll have to generate our own Features Checklist, including functional specifications and explicit models of design for the final selection. Gery, Raybould and others have forged the way by determining the attributes we'll be looking for in the final product (http://www.epss.com/lb/lb_index.htm). We'll use these to evaluate software packages and go from there.

Transition Plan
Successful change requires sensitivity. We need the full support of management and employees alike. DAI needs a plan that helps personnel make the transition from the old system to the new. Key elements are:

• a kickoff event launching the new Employee Performance Support System
• details of the changes and what they mean to DAI employees
• clear definitions of employeesí new roles
• establishment/communication of short-term goals
• reduced performance expectations during the transition
• incentives for employees to use the new systems

Timeline
We'll use RocketBoy to launch the new EPSS. It won't reflect optimal system performance, but we want to implement change quickly to produce measurable results in nine months.

Week 1: Select transition and software teams
Week 2: Implement mutual mentoring system
Weeks 2-3: Select software for EPSS
Months 2-5: Design, Development, and Testing of EPSS
Months 4-6: Implementation
Months 5-9: Evaluation
Month 9: Present findings

It should include:

1. Organizational changes
   • balanced approach that values both artistry and technology
   • timelines and budgets that account for learning curves
   • software decisions based on usability

2. Structural changes
   • revised organizational chart that gives animators representation in upper management
   • employees credited for work experience and job performance

3. Cultural changes
   • increased sense of value among employees
   • appropriate incentives for performance
   • known, consistent criteria used for employee evaluations

4. Individual training plans
   • career planning
   • incentives

5. Enviromental changes
   • redesign workspace to facilitate teamwork and community building