We aspire to these rules and standards for all client efforts.  In some cases, circumstances will prevent full adherence to these goals.  We reserve the right to decline or withdraw from any assignment if these rules are substantially violated (in our judgment.)  Items in RED or BLUE are core principals we hope clients will absorb to help them sustain long term results.

First Step:  Decide on the general approach (one size does not fit all)

A.  Full Workshops, Full Support:  Aggressive, big, rapid goals / outcomes.  Requires significant time from CLIENT personnel.

B.  Weekly “Steady Progress”:  Focus on low hanging fruit, less aggressive but high value, rapid results, work around other priorities.  Small wins building toward a team and culture of steady improvements.

C.  Something in between?

1. STEWARDSHIP, RESULTS, VALUE:  The task force's first duty is to create the result it was funded to produce for owners, customers and employees.  All other personal considerations are secondary.  SOME DON'TS:  No interference.  No politics.  No favoritism.  No factions.  No cronyism.  No empire building.  No self promotion.  No advancement of self interest at the expense of the result.  True commitment and participation with no "head fakes".
2. MANY ARE CALLED, FEW ARE CHOSEN, SCOPE and CHANGE CONTROL: "Improvement" ideas are everywhere.  We must separate, prioritize, define, fund, support and remain focused on the right ideas - and we can only do a few things at one time.  We will require that the project's budget, deadlines and results are defined in writing (which creates a baseline).  We will insist that changes to this baseline be handled in a disciplined manner.  We may require certain tools to be in place to support this requirement:

2.1  Changing Priorities, Changing Direction, Uncontrolled Scope are the Most Devastating Problem faced by Task Forces:  This is one of the greatest lessons of project history, and the most often ignored.  Military historians call this issue "Singleness of Purpose".  There is also a significant body of research and success stories to show that Focus on the Right Things is the single most critical issue in management at present.  Some of the items we will insist on may seem unnecessary, but are actually the lessons we and others have learned from hard experience.

2.2  Task Force as Joint Venture LLC:  Provides clearest authority / responsibility match.  Scope definition and change control are part of a legal framework.  Client provides funding, TIA exercises oversight.

2.3  Incentive Pay System as Double Check that We are Working on the Right Priorities:    Incentive pay, discussed below, serves to focus the entire effort because all involved are reluctant to attach incentives to whimsical or ever changing priorities. 

3. SOLID ANALYSIS, HARD TRUTHS, HARD DECISIONS, UP AND DOWN THE LINE:  Not surface level, not what's easy, not done to support pre-defined ideas.  Hard facts.  Unpleasant realities.  Solid, supportable judgments when quantification is not practical.  Shared fully up and down the line with people affected, to the greatest extent possible. 
4. TEST THE RHETORIC, THE APPEARANCE, THE GUIDING PRINCIPLES, OUR ASSUMPTIONS, OUR ASPIRATIONS.  WANTING THE JUICE WITHOUT THE SQUEEZE?  TRUE MOTIVES OFTEN ONLY REVEALED UNDER STRESS:  Be wise as serpents and innocent as doves.  We live in a world where vendors, partners, clients and employers can easily disseminate rhetoric and promises.  Intentionally or not, reality is often very different.  The problem is often compounded by our own assumptions and expectations, with devastating effects on our projects.  
5.  WEEKLY "QUICK HIT" PROCESS / PROCEDURE / RESULTS LOG:  We often identify improvements that can be made immediately while the full solution takes longer.  It is important that the task force hold itself accountable, weekly, for these improvements descending into sustained action and results.
6. THE WORK MUST BE UNDERSTOOD BEFORE BUDGETS, DEADLINES OR RESULTS CAN BE COMMITTED TO.   It is usually  necessary to do significant work to "understand the work" before solid commitments can be made. 
7. CONTRIBUTION MANAGEMENT:  RIGHT PERSON, RIGHT JOB, CONTRIBUTION DEFINED, COMPETENTLY MANAGED, EVALUATIONS, INCENTIVES, TIME TRACKING:  People are rewarded / promoted, or disciplined / removed based on contribution  against pre-defined goals and behaviors.  People must not be criticized or downgraded for failures on items they were not aware of in advance.  Individual contribution evaluations become part of the public task force record.   This will include having the right people on the task force - in particular - we must have anyone who can say "no".  We must also pick the right person to lead the task force and they must have the authority to match their responsibility (sign-off on budgets, deadlines, goals / outcomes, people, organization, right to discipline people for non-values [behaviors] conduct.)  Task force members will be required to track their time and must have some incentive based on their contribution evaluation.  A bonus pool will be established for the project and payouts to task force members will be based on contribution and evaluation.  Note that team members will have a voice in who is allowed to charge time to the project (and, therefore, be eligible for a share of the bonus pool.) 

7.1  Excellence, Craftsmanship, the Joy of Serving Customers Well, are essential motivators for task force members.  They will be pursued in balance with other task force priorities

8. FAIRNESS, JUSTICE, RESPECT, EQUITY, GOOD FAITH for all involved. 
9. CANDOR and FULL DISCLOSURE:  TIA will maintain an independent position and provide full disclosure whenever possible.  We will speak the truth, as we see it, even if it means disagreeing with Client executives or partners.  We will do so even if it costs us future business.  All task force members are expected to do the same.  Non-disclosure is only permitted in cases of substantive security or legal risk. 
10. PERFORMING AS PROMISED:  All members of the task force will hold each other accountable for performing as promised. 
11. UP FRONT AGREEMENT ON GOALS, VALUES (BEHAVIORS), MEASURES, PRE-DEFINED DECISIONS:  We will continuously press for up front agreement on the goals, behaviors, action items and measures necessary to achieve the desired outcome.  We may require task force members to sign-off in agreement. 
12. ROI / PAYBACK DISCIPLINE WILL BE ENFORCED.  We will only participate in projects where an ROI / Payback that justifies the effort can be measured.  Our TIA standard is a minimum of 5 to 1 paybacks, but we strive for higher. 
13. SERVICES COSTING, ALLOCATING COST WHERE VALUE IS RECEIVED.  Note that many inherent problems in IT can only be resolved by closer tracking of the cost of providing those IT services (and accountability for the cost / value received, which usually means charging cost back to business units.)
14. TRANSPARENCY, BRING ALL CONDUCT INTO THE LIGHT:  MEETING MINUTES, PERFORMANCE RECORDS AND PROJECT RESULTS WILL BE DOCUMENTED.  These items will become part of the record of the task force's performance, and will be made available to task force members, client senior management and ownership.  We reserve the right to bring items to the attention of the Client's audit committee (or equivalent) in the event we encounter a material risk to the task force (see definition below).  Discipline or dismissal of task force members for Values (behaviors) violations will be part of the task force record. 

    14.1  Mistakes made in good faith will be tolerated, even encouraged.  It is important that we be transparent and admit our mistakes.  Task force members must not be afraid of losing their jobs or undue penalty for a good faith mistake.

15. EFFECTIVE TEAM MEETINGS:  We will make good use of attendee's time, we will establish agendas and desired outcomes, we will stick to the agenda (unless a deviation makes sense), we will log certain items for follow-up after or outside the meeting (substantive issues not on the agenda, detail discussions not involving the entire team, etc.), we will limit disruption from cell phones, email, side conversations, interruptions, etc., we will seek fair and balanced input from all, we will limit presentations in favor of group problem solving. 
16. BEST PRECEDENTS FROM COMPETITORS / PEERS / THE MANAGEMENT LITERATURE:  The analysis will include tasks to identify these best practices.  In certain situations, we may require that a task force member make a written response to these items as part of the record of the task force's performance. 
17. SUPPORT AGREED UPON POLICIES, with OBLIGATION TO DISSENT and RIGHT OF ESCALATION WITHOUT RETALIATION.  BUSINESS CASE PREVAILS:  All task force members will (a) support the decisions and policies of our clients and / or the supervisors placed over us, or (b) will make his/her dissent known clearly and early on.  If we dissent, we will come to an agreement on how to handle the dissent or remove ourselves from the project.  We have the right to escalate the business case for our views up the chain of authority, through our supervisor, without fear of retaliation.  The best business case will prevail - not egos or individuals (certain limits apply.) 
18. THE NON-EXECUTIVE CHAIR:  Task forces will generally be chaired by a TIA consultant who is NOT the primary executive responsible for the project outcome.  This is necessary to maintain objective oversight and ensure that the rules for the task force are enforced. 
19. DEMAND MAKING and PARTICIPATION BY EXECUTIVE SPONSOR:  We will ask that time and training be devoted to  this critical issue with the executives involved in the task force.  The essential concept is that the line executives must make effective demands on their people - and require compliance.  TIA consults and advises, but the executives involved remain responsible for making demands and requiring compliance and results. 
20. WEEKLY / MONTHLY FACE TO FACE, CONFERENCE CALLS, NET MEETINGS:  The task force will conduct weekly / monthly meetings for status review and accountability for all parties.  TIA will insist on some level of face to face meetings to make sure team members know each other well enough to function effectively.
21. "GET THE JOB DONE, REGARDLESS OF ORGANIZATION BOUNDARIES OR RANK", DIRECT COMMUNICATION WITH THOSE WHO KNOW THE WORK or CAN HELP:    The task force will reach across organization boundaries, to any level, whenever needed, seeking help and information from anyone who knows the work or is able to assist.  (e.g. first American deaths in WWI were due to French failures in this area, which George Marshall challenged.)
22. "PAY FOR PERFORMANCE", INCENTIVE PAY, DISCOUNTS ON ASSOCIATE RATES:  We welcome "pay for performance" arrangements.  Note that we have found it necessary to have full contractual agreement on incentives and measurement before reducing the rate of our Associates.
23. OTHER FINANCIAL INCENTIVES TO COMPLY WITH TASK FORCE RULES:   

    (a)  ____ (CLIENT INITIALS REQUIRED) Loss of Discounts for Failure of CLIENT Personnel to Cooperate Fully, In a Manner Consistent With These Guidelines, In Good Faith and Complete Action Items As Agreed.  TIA reserves the right to revoke past  discounts applied and immediately bill Client for any and all TIA labor hours affected by this non-performance.  TIA will only take this action on substantial and material issues and written proof will accompany any such invoice.  Client must pay any invoices so issued within 30 days or terminate the project with TIA (including payment of any agreed upon termination fees). 

24. DISPUTE / CONFLICT RESOLUTION:  We will resolve disputes openly, up front, on the record, early and in good faith.  When a substantive dispute arises, the parties will attempt to resolve it among themselves, in private, in good faith and before escalating.  If still unresolved, and one party wishes to escalate the dispute, escalation will be consistent with the rules of TRANSPARENCY, CANDOR and FULL DISCLOSURE, SUPPORT AGREED UPON POLICIES, with OBLIGATION TO DISSENT and RIGHT OF ESCALATION WITHOUT RETALIATION.  BUSINESS CASE PREVAILS.  Escalation will take place "on the record".  The parties will have the opportunity to confront each other in the presence of the decision maker (face to face or by conference call.) Political, manipulative or behind the scenes maneuvering is inconsistent with this provision and may result in loss of discounts.    

    (a)  ____ (CLIENT INITIALS REQUIRED) Consultant(s) assigned may be changed one time for "personality / conflict" reasons - no more.  (This is a Jack Welch of GE rule that prevents evasion / delay.)

    (b)  ____ (CLIENT INITIALS REQUIRED) Conflicts and disputes are expected to arise.  Unfortunately, major improvement efforts usually result in some conflicts and disputes.  By initials here, CLIENT acknowledges this likelihood and agrees to handle such disputes as described herein, or pay TIA for lost discounts as described herein.  Examples include disparagement / criticism / attempts to remove personnel from the task force without substantive cause;   Delays, inaction, non- response to assigned tasks or authorized requests to provide assistance;  Efforts to control technology, software, systems or access in a manner inconsistent with the guidelines herein (this applies to IT personnel in particular.)

25. POSITIVE, TRUTHFUL STATUS:  Our goal is to provide newsletters, updates and other positive, truthful messages of encouragement about task force values, progress, heroes, results, etc. 
26. MAINTAINING THE IMPROVEMENT:  ONGOING BUDGET, ROLES FOR OVERSIGHT, SUSTAINING THE GAINS.  This must be planned into the project from the  beginning.  All too often, we see heroic task force improvements fade back to "business as usual". 
27. PORTABLE EXECUTIVE APPROACH, WITH CONTRACT:  In certain cases it makes sense to have the head of the task force be an employee that is with the company for a limited time.  Note that in most cases it will be necessary for the executive to have a contract which specifies his / her authority, including severance arrangements, in order to achieve high-impact, rapid results.
28. SOLUTION / SOFTWARE DEVELOPMENT APPROACH:  We will insist that the Client choose, fund and support an approach up front.  The two options are:  (See  below for details and tradeoffs for each option)

Option (A) ________(Client Initials)    TIA Earned Value, High Impact Standard Approach.  (Note that experienced Clients usually choose this method.  Note that extra diligence in estimating cost and completion date is the key aspect of this approach.) 

Option (B) ________(Client Initials)    Rapid Prototyping Approach.  (Note that first time Clients usually choose this method, it's risks must be managed closely.) 

29. WE USE HIGH-IMPACT / GE "WORK-OUT" METHODS:  See details below.  Key concepts are:  

(a)  Limited Use of Consultants.  Generally, client personnel will do most of the work. 

(b)  90 Day, High-Impact Sub-Projects with Hard Measures and Evaluation.  Large efforts must be broken down and produce rapid, measureable results. 

(c)  Effective Decision Making and Demand Making.  Task forces must be authorized to make important decisions rapidly.  Anyone who can say "no" to the initiative must participate or delegate authority for full participation.  The line executives involved must make immediate decisions on at least 60% of recommendations and decisions on the remaining 40% within 30 days.  ("We are not going to do this and here is why..." is a perfectly valid decision.)  If not, the entire effort is in jeopardy and may need to be cancelled. 

(d)  Change Organization to Desired Outcome through "Super-High-Impact, Small Win" Projects, one project at a time.  The best way to drive out low value work is to replace it with super-high-value work.

(e)   90-day wins 2-10 are what really matter (Often we have seen a pressing need motivate the client to significant short-term results, but the effort fails to sustain momentum and achieve the ultimate culture change needed for long-term significant results.) 

(f)  "We Must Win the War with the Average Soldier":  (Quote from Admiral Nelson, British Naval Hero.)  We can sometimes produce heroic results from short term efforts by exceptional Associates, but these efforts tend to not sustain.  Projects need to be staffed, justified and funded based on the capabilities of normal people performing at their best.

Team Leader Sign-Off

I understand and agree to adhere to these guidelines.                              Date:  ____________________

Team Leader Signature:  ___________________________________

Printed Name: ____________________________________________

I understand and agree to adhere to these guidelines.                              Date:  ____________________

Team Member Signature:  ________________________________

Printed Name: __________________________________________