RemoteU IQB V2.2

	A	B	C	D
1	Internal Quality Bar			Reason
2	Please see the Common Criteria section first.
3	Topic	ID	Description
4	EQB (Graduation criteria)	EQB 1	Did the manager hit their goal? If they did not, do they present a 30 day plan which builds a path for the remaining ICs to hit the goal within 30 days?
5		EQB 2	Did the manager execute actions based on 2 Content insights?
6		EQB 3	Did the manager execute actions based on 2 insights from the top performer?
7		EQB 4	The manager has not postponed actions that should have been taken earlier within RemoteU. The 30 day plan does not include anything that could have been executed in RemoteU.
8	Is my insight Content or Process?		Check R2 spec (see the link to the right) of your TR and then answer these questions. If the answer is Yes to all questions, then the insight is Content. You should look at Work Product, Quality Work and Work Activities sections on R2 to answer 1, 2, 3 and 4. 1. Does it have a direct impact on team's fundamental function? 2. Is this insight unique to the team? 3. Is this insight found with domain expertise? 4. Is this insight provide a better way to solve a problem? 5. Insight is not related to one of these: backlog management, unit assignment, self reviews, time management, team process.	List of R2 Specs
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10	Enforce Quality Bar	IQB 07.05	Individual units reviewed listed on sheet? (at least 20 reviews, with at least 4 failures)
11		IQB 07.06	Provided quantified data about how each suggested enforcements and/or changes improve the quality
12		IQB 07.07	If there is no QB available, or QB exists but not measured; you can find a solution for that one by introducing your own QB, but identifying that is just half of the solution. You should also provide solutions for the actual quality problems.
13		IQB 07.09	The groups should be defined by the root causes and ordered in impact order	Defining the groups/categories by the root cause and ordering it by impact will give you a clear action plan instead of having actions all over the place where you can easily miss them
14		IQB 07.10	If an issues fails the EQB, you should also fail it on IQB, on your assessment.
15	Deep Dives	IQB 12.06	For each case, there should be only 1 root cause (not 2 or more)
16		IQB 12.07	For each root cause, there should be an action defined.
17		IQB 12.08	For each deep dive, demonstrate usage of 5-WHY (at least 5 questions) to identify the root cause.
18		IQB 12.09	Root causes should be different for each example. (at least 3 different root causes should be identified)	The reason we have this rule is so you have a better understanding on the team's issue, not just looking at a single type of issue, even if it's the most common one. It should help you have a bigger impact on the team, by tackling multiple issues at once.
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20	Rank and Review	IQB 02.05	Did you rank IC's
21		IQB 02.10	Did you provide both quality and productivity coaching for everyone (including top and bottom performers, and people sent to BC)
22		IQB 02.11	Is your coaching based on specific errors (or units for people at 'meets necessary quality' level) that you personally checked? Did you reference them in your sheet? The deliverable shouldn't contain high-level coaching - Every piece of coaching needs to be tied to a specific unit of work.	Please provide your concrete coaching and actions so that 1) IC knows exactly what he/she needs to do differently 2) Your coach can see and assess your coaching skills.
23		IQB 02.13	Coaching doesn't rely on other IC's (e.g. no top perf coaching others)
24		IQB 02.18	Your ranking should be based on FTAR first. Then you can rank your IC's based on productivity.
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26	Gemba Walk	IQB 08.06	Sheet contains at least 1 technical insight which is about the core job of the team (about tools, coding etc)
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28	CiC	IQB 04.05	100% CiC coverage until the day before you submit your slide (excluding the cases where IC is out of office).
29		IQB 04.07	The decisions made as a result of CiC's should be focused on improving Quality. (First quality, then productivity)
30		IQB 04.08	Daily CiC questions needs to be data driven. First about quality, and then if quality is fine (read: PERFECT), about productivity.	It should be: "Did you have 100% FTAR since yesterday" if not, then deep dive into the issue and resolve it instantly if possible. If they had 100% FTAR, then ask: Are you on track with your weekly productivity target? Why not? What's blocking you / How can I help you get there? These should be your driving questions every day, every week, always - so your agents know the priority in your team and feel the responsibility when they happen to fail.
31		IQB 04.09	Notes for each CiC status added (e.g. Blocked: Why, details. On Track: How many delivered wrt quality target)
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33	Time Motion Study	IQB 09.06	TMS collected from at least 3 units from the top performer. You need to collect at least 1 unit from bottom performer as well.
34		IQB 09.07	TMS contains minute level granularity (i.e. each step <60 mins) and a single step can't be longer than 40% of the whole TMS
35		IQB 09.11	Manager needs to measure TMS steps himself/herself for ALL units (collecting estimations is not accepted). This caps out at 2 days worth of effort. Meaning that for the units that are longer to produce, the manager should collect estimation by shadowing to a maximum of 2 days
36		IQB 09.12	TMS should be granular enough to show all different activities carried out by the ICs (e.g. you cannot have a TMS of 2 steps: open ticket, close ticket for describing entire support activity). Granularity improves coaching and learning opportunities.
37		IQB 09.13	TMS is correct - either matches what top performer delivers, or the difference bw TMS unit estimation and TP unit deliveries explained. (e.g. if TMS estimates 100 units, and top performer delivers 40 - you need to deep dive to understand the reason, and either fix your TMS steps or change time allocated to TMS activities)	Having a correct calendar is very important as this is how you guide and track the ICs. It is a very powerful tool since it tells the IC exactly how he should be spending his/her time. . So, any error here affects all your ICs.
38		IQB 09.14	TMS contains a step level analysis explaining each significant difference between Top Performer and Bottom Performer and has a concrete action for each of them
39		IQB 09.15	Have at least 2 unit level (i.e. decrease unit delivery time) insights for improving productivity (not focusing on processes, or things outside of your team).
40	New Calendar -- For step 13 --	IQB 22.02	Did you prioritize the queues? The most important, the second most important, the third most important..
41		IQB 22.04	Did you explain the final calendar as bullet points, ordered by priority, prefixed with TMS times needed: Ex1: 30 min/call - scheduled calls 10 min/follow up - send quotes, send email 15 min/call prep Ex2: Spend 1hr interview for each candidate Spend 30 min per candidate on candidate review Spend 30 minutes per day on "exception processing" Spend 1 hr debug pipeline Spend 1 hr per day on content pack Spend 30min per day on cohorts
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43	S2G	IQB 03.06	Decision to do/not do S2G explained. (Provide data driven rationale on the nature of failures/blockers of ICs)	S2G decision should be based on the nature of failures of ICs when doing quality based S2G. (If quality is perfect, we can do S2G based on productivity). Here, we should have data points showing us ICs cannot deliver what is required because he/she misses certain WS Pro skills, which require more than 1 week of coaching. This is to ensure we make the correct decision that would improve the business. Please write down the blockers of IC in terms of productivity, and specific IC level WS Pro skills he is missing that you cannot coach in 1 week. See the skills matrix here: https://docs.google.com/spreadsheets/d/1akVv5C0ypkZcGXBqP6C0FxiZnnPVB1dZGwGADBIER6U/edit#gid=0 Example S2G: https://drive.google.com/open?id=1Exn5RDQz_fSQbV-TQ7Om0AtzK5G2TRCC
44		IQB 03.07	If doing S2G - Shrink based on quality based RR, not just mathematics based on metric.
45		IQB 03.09	If doing S2G - Make sure FTAR is not affected negatively after shrink phase.
46		IQB 03.10	If doing S2G - Provide rationale for removing N people. Why not N-1 or N+1 (not just math should be based on your RR)
47		IQB 03.11	S2G decision has to be based 100% on quality. (e.g. N-1 N+1 decisions shouldn't be based on volume but rather if you believe coaching can fix the quality problems or not). For the ICs that will reach quality target in 1 week or whose quality is already perfect, S2G decision can be based on productivity" (e.g. IC has perfect quality but delivering only fraction of the target unit count)
48		IQB 03.12	If doing S2G - Make sure FTAR is not affected negatively after grow phase. Also explicitly mention your assumption about people coming back from BC: Will they have Average performence, or Top performance.
49		IQB 03.13	Coaching details (for freed time): Mention all IC's name and their next week's Quality goal thanks to additional coaching. (Bullet list: Move Sarah from 95 to 97% - with links to quantification)
50		IQB 03.14	S2G decisions should be done by looking at at least T4W data.
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52	ZBT	IQB 05.05	Manager has to do the work himself.
53		IQB 05.06	The number of units that the manager has to do should be determined as per the table below. For each issue, manager should show references (e.g. jira key) to those issues on ZBT document Effort needed on unit, Suggested unit count <=1 hr, manager should do total 4 units 2-3 hrs, manager should do total 3 units 4-7 hrs, manager should do total 2 units >= 8 hrs, manager should do total 1 unit
54		IQB 05.07	Include low level, granular items instead of high level activities - <10 minutes.	If we have more granular ZBT, this would allow us to find more improvement opportunities while moving TMS closer to ZBT. IT would also allow us give more detailed hence actionable coaching to ICs.
55		IQB 05.08	Failure, blocker cases should be excluded - this is Ideal, zero based scenario.
56		IQB 05.09	It has to be independent from TMS. (i.e. steps should be different)
57		IQB 05.10	ZBT applied to the same unit type (if possible do the same unit) as TMS
58		IQB 05.12	ZBT contains a mapping between TMS and ZBT (what do we need to do to get to ZBT from TMS?)	We need to see how each step in TMS is eliminated or reduced while moving to ZBT. This is necessary to understand if your ZBT is realistic and it also allows you to see the list of actions you need to take to move your TMS close to ZBT. First, please provide a mapping of steps from TMS to ZBT. Second, for each steps that are eliminated or decreased, please provide the rationale (the tool, or process change you are introducing).
59		IQB 05.13	Is ZBT significantly below the TMS? (min 25% improvement)
60		IQB 09.15	Have at least 2 unit level (i.e. decrease unit delivery time) insights for improving productivity (not focusing on processes, or things outside of your team).
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62	Insights	IQB 18.01	The insight is based on unit-granular data, has a clear decision that correctly addresses the insight, and quantifies the action's impact (including owner and due date)
63		IQB 18.02	The insight is concise (no more than 2 sentences) and easy to understand (any outside manager is able to clearly understand)
64		IQB 18.03	The insights do not fall into any antipattern described here https://docs.google.com/document/d/1o1UklG2oB5cqPUsb0x4IszcZZxSRDjtEUvpIMmOCmg8/edit
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66	Is my insight Content or Process?		Check R2 spec (see the link to the right) of your TR and then answer these questions. If the answer is Yes to all questions, then the insight is Content. Otherwise it is a Process insight	List of R2 Specs
67		IQB 22.01	Does it have a direct impact on the team's fundamental function? (see R2 of TR)
68		IQB 22.02	Does this insight provide a better way to solve a problem? Is the change visible on the content of the units ICs produce, or is it fixing the products by deflecting tickets, creating better solutions, updating/improving KB articles or fixing bugs
69		IQB 22.03	Insight is not related to one of these: backlog management, unit assignment, self reviews, time management, team process.
70		IQB 22.04	Does the insight improve quality? (quality of the units, releases or products)
71		IQB 22.05	Impact is quantified.
72		IQB 22.06	Business impact explained.
73			See this document where we have reviewed 19 insights and showed EQB status (pass/fail from SVP's)
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75	Insight Execution	IQB 23.01	Action executed as a permanent solution (should work for the entire TR even if the manager leaves the TR)
76		IQB 23.02	Execution - Solution enforced (either automated, made part of QB, or added to playbook so that everyone can benefit instead of creating a random document on a random drive)
77			See this document where we have reviewed 19 insights and showed EQB status (pass/fail from SVP's)
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79	Actions	IQB 20.01	Actions have to contain the exact next step to be taken or the one that was already taken. Having a "plan for a plan" / plan to do research and come up with the action is not acceptable. The actions have to contain the exact impact of the decision
80		IQB 20.02	Automation opportunity was researched and the best action was determined
81		IQB 20.03	Actions have an enforcement mechanism defined, such as: "added question to my Daily CiC template for the rest of the week to enforce the usage of the new tool"
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83	2 Slide Deck	IQB 17.01	Slide 1: The 6 charts contain the correct data and follow the standard template (detailed in the 2 Slide Deck Chapter)
84		IQB 17.02	Slide 2: All written text is extremely concise and easy to understand by someone outside the team room
85		IQB 17.03	Slide 2: The manager has correctly identified the most important decision to make next week and provides data-driven and unit-granular analysis for why it's the most important decision to focus on
86		IQB 17.04	Slide 2: The manager quantifies the impact of their action
87		IQB 17.05	Slide 2: The manager categorizes their decision properly as a SS, PP, or AE and if they provide multiple decisions, they follow the same template, will all be done next week, and demonstrate a clear prioritization
88		IQB 17.06	Do not include trivial insights that could be executed on W1, within the 2 slide deck. That implies lack of execution skills.
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90	Written Exam	IQB 19.01	There are at least 2 specific insights that are identified as coming from top performers which have been applied to the team with quantified impact
91		IQB 19.02	There are at least 3 high quality insights (see Insight IQB) which prove the manager is an expert on the team and improved quality and productivity because of WSPro insights and not just setting higher goals
92		IQB 19.03	The summary cleary showcases quality and volume progress through the table and is concise (no more than 1 page)
93		IQB 19.04	Manager clearly states their goal, communicates the quantifiable progress made, and (if the goal was not achieved) includes a summary of a 30 day plan based on high quality insights that will complete the goal within 30 days
94		IQB 19.05	The manager presents progress against the goal in the correct way: x number of ICs hit the goal. This is incorrect: x number of ICs hit the quality target and y number of ICs hit the productivity goal
95		IQB 19.06	The information you show in your Week 4 can be a projection using the data you have on the oral exam, but by Sunday you have to update it with the final numbers so when the SVPs/Andy reviews it they can have a clear picture of your performance. Final number should never include estimations or projections, even if an IC worked less than 5 days. For such cases, you should include actual units and simply note the number of days IC worked. If you don't have the real data by Monday you should add a comment in the "Notes" column of your dashboard/screenshot of your table
96		IQB 19.07	It creates a very bad experience when SVP's cannot access the links provided on the Written Exam. Absolutely all links on WE should be accessible to anyone with the link (not just Trilogy). The document itself should also be accessible by link to anyone (it should also allow adding comments) Instructions: -Open another browser, e.g. firefox, where you are not logged in the google, and then open all links on new tabs to confirm links are accessible. -Send a screenshot of that browser showing all links opened in new tabs. Upload the screenshot to your google drive, and add a link to the screenshot as a comment to your WE.
97		IQB 19.11	Classify all your insights and prefix them accordingly on the written exam. Content: Anything directly related to unit delivery and in the R2 specification for the team room. Process: High level changes, dashboard/ticket assignment insights, eliminating overhead. Any Top performer learning should be classified additionally as [TP]. How to prefix - examples: [Cntnt] [Prcs] [Cntnt] [TP] [Prcs] [TP]
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99	30 Day Plan	IQB 21.01	30 days plan - Do not include trivial insights that could be executed on W1, within the 30 days plan. That implies lack of execution skills. Execute them now.
100		IQB 21.02	W1 of 30 days plan should contain the "next week actions" presented on 2 slide deck, so that 30 days plan and the 2 slide deck are not in conflict.