1. Draeger 2015 Employee Performance Appraisal Form
Name: George SpencerManager: Jolyn Rutledge
Job Title: Software Project Mgr Cost Center: 5100
1. KEY COMPETENCIES Employee:
A. Job Knowledge & Skills: Possesses sufficient job skills and knowledge to perform the job in a
competent and efficient manner. Is able to demonstrate skills and knowledge in day-to-day situations.
Self: Enacted the right and varied set of practices to improve day-to-day project execution on the
new Radio work on M540, M300, and order from chaos on Mulan. These solutions were practical
in their effect, shortening M540 work to half the original schedule (From 14 to 7 months to VR&R)
and record lowest defect rate of any previous project in Draeger’s history.
Supervisor: In your short time here you have demonstrated that you have deep knowledge of
how to coach teams from storming to performing. You have a crowded toolbox to draw from and
it's been great to learn from you. As a permanent employee you have the opportunity to increase
your domain knowledge and become an even more effective leader.
B. Customer Focus: Responds to customer requests in a timely manner. Communicates with
customers to ensure that they are satisfied and that their needs are being met.
Self: Already on Mulan, 10 weeks in, a new customer centric (Behavioral) framework for project
execution has been enacted, reversing the prior disengagement of our Business Analysts /
Clinical Engineers due to a prior preoccupation of a technology-only work structure. Mulan team
performance (Velocity) during this short time has doubled. In the process, the driving goals
behind our project plan has transitioned from “how” we build, to “why” we build.
Supervisor: You have made great strides within the Andover teams to change the focus from
technology to customer. The teams are beginning to see the power of this approach. I know that
it's difficult to enact this sort of transition from the middle of an organization rather than from the
top down, so you still have a huge challenge in front of you. It will be imperative to get the
offshore teams and more importantly the project leadership to understand and buy in the
approach in order to be successful.
C. Initiative: Works independently to solve problems. Looks for opportunities to take on more
responsibility
Self: On M540 Radio work, conceived, created and implemented automated project burn-up
charts, directly extracting data from Scrumworks. They were used to celebrate team performance,
rather than governance oversight. The result showed performance that dramatically exceeded
measured limits placed on the team – and resulting in halving the original completion outlook. On
Mulan, conceived, created and implemented automated dependency maps and metric reporting
directly extracting data from JIRA. These too will celebrate accomplishment, and provide more
meaningful project reporting when completed.
Supervisor: You bring incredible positive energy to the team. Each week I can expect to hear
about a new initiative you are taking with your team to dissolve some problem. I hope that your
persistence toward continuous improvement will rub off on everyone around you. It's a valuable
addition to our organizational culture.

2. D. Quality of Work: Demonstrates attention to detail, concern for the accuracy and quality of work, and
takes steps to correct mistakes and improve overall output.
Self: Every day my focus has been on the details of team moral. The details of reporting are also
focused toward this same goal of team moral, by tangibly reporting their performance in a manner
that provides the greatest visibility to management.
Supervisor: You understand the importance of maintaining quality data in our tools so that
projections are accurate and the team has visibility into dependencies etc. You not only monitor
the quality of the data but take steps to train the team to keep the quality high.
E. Work Planning / Effectiveness: Can be relied upon to handle workload, has good attendance,
meets deadlines and commitments, is accountable for actions and accepts responsibility.
Self: Eagerly accepted the broad responsibility of both team, and project strategy. Initiated a new
business model with LogicPD on the M540, requiring their attendance, and adopting a more
flexible and faster work structure. Engaged in frequent replanning of goals in concert with the
Project Manager (Carissa). With the same eagerness, I am reshaping Mulan from inside. Plans
have been changed to be customer centric by the adoption of behavioral stories. Technical goals
contribute directly to customer relatable business behaviors. Introduced a new practice for work
prioritization considering business, technology, risks, and costs.
Supervisor: Your planning and effectiveness were proven by the team's ability to complete the
M540 re-spin project in time to meet our business needs.
F. Teamwork: Works on projects as part of a team, exchanging ideas and contributing skills that
complement those of the other team members. Fulfils commitments to team members
Self: My focus on teamwork is my gateway to planning, quality, and customer focus. For me this
is not a separate concern, but made intrinsic by the practical approaches taken.
Supervisor: You are excellent at coaching your software teams and keeping them motivated. On
the leadership team for the project, make sure that you keep the small commitments to
stakeholders. If you say "I'll have it tomorrow", make sure it's either delivered as promised, or that
you send a message saying "not quite ready, you'll have it..." Otherwise the impression is that
you didn't take the request seriously and it leads to feelings of disrespect and mistrust between
the team and leadership.
G. Personal Achievements: Delivers work product that is consistent with expectations and supports
accomplishment of individual, department and company goals.
Self: Cooperatively led the effort that shortened M540 work to half the original schedule (From 14
to 7 months to VR&R) and record lowest defect rate of any previous project in Draeger’s history.
Cooperatively leading the effort that already has doubled Multan team performance at Andover
and introduced a customer centric framework to inspire and measure performance.
Supervisor: Under your leadership the M540 team matured into a high performing team. You
provided the appropriate data to support decisions. Based on those insights, the company
increased the budget for the project in order to meet the business needs around schedule.

3. 2. STRENGTHS AND AREAS OF DEVELOPMENT Strengths: You are
business-minded and passionate about getting people aligned towards a common goal.
You have deep understanding and experience of agile and lean thinking. You
understand that people are people, not just resources, and that focus and motivation
matter a lot more than man-hours. You understand that people are most motivated and
effective when given a problem to solve, rather than a solution to implement. You know
how to make the important stuff visible. You understand that plans are important, but
they are a tool and not a goal, and must be updated as you learn. You understand that
uncertainty is a fact of life when innovating, and is best managed through a tight
feedback loop rather than detailed up front planning.
Areas for development: Area: Managing up and out Focus area for Mulan project
- get people talking with each other across departments and other organizational
borders.