Technical Events and Content
(TEC) Sector
Segment Leadership Team
Operation Guide
TEC Council Approved
September 14, 2014
Last Revision – 2/7/2016
TEC Segment Leadership Team
Operation Guide
Revision History
Date
9-14-2014
12-10-2015
2-7-2016
Description
TEC Sector Council approves new Operation Guide
Add “Revision History” page; replace “RECIPE” with “CPEG”; updated
language in Section 3.15 for maintaining this Op Guide, consistent with
other TEC Op Guides.
Revisions to Sections 2.1 & 2.2 to provide clarification on the selection
process for Segment Leaders, Representatives, and SLT members. Also
one grammatical change each in Sections 3.1 & 3.4.
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TECHNICAL EVENTS AND CONTENT SECTOR
Segment Leadership Team Operation Guide
TABLE of CONTENTS
Chapter
Page
1.
PURPOSE……………………………………………………………………..
1
2.
SEGMENT LEADERSHIP TEAM RESPONSIBILITIES………………
1
2.1
SEGMENT LEADER (and REPRESENTATIVE)………………….
2
2.2
SEGMENT LEADERSHIP TEAM MEMBERS…………….………
3
3.
SEGMENT OPERATION….….………………………………………….
4
3.1
MEETINGS…………..………………………..…………………..
4
3.2
RESOURCE APPROVAL……..…………..……………………….
4
3.3
ENGAGEMENT…………………………………………………….
4
3.4
BUDGETING……………….………………………………………..
4
3.5
STRATEGIC PLANNING………..………………………………….
5
3.6
MARKET & TECHNICAL RESEARCH……………..……………..
5
3.7
OPPORTUNITY EVALUATION……………………………………
5
3.8
PORTFOLIO REVIEW………………………………………………
5
3.9
EVENT SELECTION…….....……………………………………….
5
3.10
EVENT PLAN REVIEW…………………………………………….
6
3.11
COMMUNICATION………..………………………………………
6
3.12
QUALITY, TOOLS & TRAINING…………………………………..
6
3.13
PROPRIETARY INFORMATION…………………………………..
6
3.14
BALANCED SCORECARD…………………………………………
6
3.15
TEC SEGMENT OPERATIONS GUIDE……………………………
7
1
1. PURPOSE
The purpose of this Operation Guide is to provide a detailed description of the structure,
responsibilities, and operation of the Segment Leadership Team (SLT). The information
contained in this Operation Guide is supplemental to the TEC Sector Operation Guide which
should be referenced as a basis for overall TEC Sector responsibilities, processes, procedures
and rules. This SLT Operation Guide focuses on providing additional detail on the
responsibilities and the processes used to carry out the operation of the SLT.
2. SEGMENT LEADERSHIP TEAM RESONSIBILITIES.
Segments are defined by the TEC Sector Council within a defined market segment or area of
topical knowledge. The Segments are charged with guiding the planning, development and
delivery of new content and events in the defined market. Each Segment is made up of a team
of Subject Matter Experts (SMEs) with extensive market and technical knowledge in their
assigned market segment. The teams are referred to as Segment Leadership Teams (SLTs).
The SLT’s report to the TEC Sector Council, as shown in Figure 1. Each SLT has a Leader
who is responsible for leading Segment activities and for representing the Segment on the
TEC Sector Council. Segment Leadership Team members engage individuals and groups in
the development and delivery of content and events. Staff counterparts are strategically
assigned as partners to support Segment activities.
Figure 1 – Segment Leadership Team Structure
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2.1 SEGMENT LEADERS (and REPRESENTATIVES). The Segment Leader (and
Representative) is nominated by the Segment Leadership Team and approved by the TEC
Sector Council. The primary responsibility of the Segment Leader is to chair the respective
Segment Leadership Team and to represent the Segment interests on the TEC Sector Council.
Due to the broad scope of Segment Leader responsibilities (and demand for time), it may be
desirable to have this position filled by two people where one serves as a representative on the
TEC Council and the other serves as leader of the Segment Leadership Team. Following this
two-person approach allows the Segment Representatives to serve as voting members of the
TEC Sector Council, representing the Segment and facilitating communication between the
Segment Leadership Team and the Council. However if no separate Segment Representative
is available, the Segment Leader may serve as the Segment Representative on the Council as a
voting member. Collectively, the Segment Leader and Representative are responsible for
leading the overall Segment strategy and operation. The Segment Leaders work closely with
SLT members and the staff designated to support the Segment activities. Responsibilities and
activities of the Segment Leader/Representative include:
Area/Activity
Segment Leader and Segment Representative Responsibilities
Leadership
Segment Leadership Team Leader, presides at all Segment meetings.
[Representative: Participates in Sector Council as a Voting Member].
Approving Resources
Budget
Approves Segment Leadership Team members.
Approves Event Chair and Organizing Committee members.
Provides input to annual budget process & 3-yr Segment budget
forecast including conference financial plans.
Strategic Plan
Collaboratively develops & reviews Segment strategic plans.
Research
Contributes to Segment market & technical research initiatives.
Portfolio Review
Periodically reviews Segment portfolio of conferences and content,
attends Segment conferences, recommends changes and improvement.
Opportunity Evaluation
Engages individuals & groups in exploring and evaluating new
opportunities.
Event Plan Selection
Collaborates with ASME staff to select and initiate event plans
consistent with Segment strategy.
Event Plan Review
Actively participates in reviewing event plans and making
recommendations to approve.
Communication
Communicates Segment results/activity, content on ASME.org.
Process, Tools &
Training
Supports initiatives to develop, document and improve processes tools
& training for content development and delivery.
Scorecard Objectives
Supports Balanced Score Card objectives in common with staff.
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2.2 SEGMENT LEADERSHIP TEAM MEMBERS. The Segment Leadership Team (SLT)
members are assigned by the Segment Leader and approved by the TEC Sector Council. The
Segment Leader may choose, but is not required, to hold an advisory SLT vote regarding the
addition or renewal of any SLT member(s). SLT members are made up of a team of Subject
Matter Experts (SMEs) with extensive market and technical knowledge in their assigned
market segment. The primary responsibility of SLT members is to engage individuals and
groups in developing and delivering content and events. The SLT Members work closely with
Groups, event chairs, conference organizers and other individuals to develop the technical
events and content. The SLT Members work closely with ASME professional staff to support
content and conference planning, development and delivery. SLT member responsibilities
include:
Area/Activity
SLT Member Responsibilities
Leadership
Actively participates in SLT meetings and activities.
Engagement
Actively engages groups and individuals in conference planning and in
content development and delivery.
Budget
Provides input to annual budget process & 3-yr forecast.
Strategic Plan
Collaboratively develops & reviews Segment strategic plans.
Research
Advises and contributes to market and technology research projects.
Portfolio Review
Periodically reviews Segment portfolio of conferences and content,
attends Segment conferences, recommends changes and improvement.
Opportunity
Evaluation
Engages individuals & groups in exploring and evaluating new
opportunities.
Event Selection
Collaborates with ASME staff to select and initiate event plans
consistent with Segment strategy.
Event Plan Review
Actively participates in reviewing
recommendations to approve.
Communication
Communicates Segment results/activity, content on ASME.org.
Process, Tools &
Training
Supports initiatives to develop, document and improve processes tools &
training for content development and delivery.
Scorecard Objectives
Supports Balanced Score Card objectives in common with staff.
event
plans
and
making
4
3. SEGMENT OPERATIONS
3.1 MEETINGS. Segment Leadership Teams hold regularly scheduled meetings (typically
quarterly face-to-face) and teleconferences (typically monthly) to conduct the ongoing
operations of the Segment. More frequent teleconferences may be required depending on the
volume of Segment activity. The Segment Leader presides at all Segment Meetings. The staff
Business Development Director/Program Manager assigned to support the Segment coordinates
the agenda and supports logistics for each meeting/teleconference. Major decisions shall be
brought to a vote. A quorum shall consist of the presence of a simple majority of the established
number of the Segment Leadership Team. Votes shall be determined by a simple majority vote
of a quorum of voting members at a duly called SLT meeting. Minutes documenting decisions
made at the meeting shall be posted to the Segment group page on ASME.org.
3.2 RESOURCE APPROVAL. Groups are encouraged to nominate volunteers who will
serve as conference chairs, conference organizing committee members or of members of other
teams conducting research/development in support of the Segment. The SLT Leader reviews
all nominations and approves all individual assignments. The SLT Leader approves event
chairs, technical program chairs, industry chairs and conference organizing committee
members who are best qualified to carry out the assignment responsibilities and to fulfill the
strategic intent of the Segment. Should a concern arise over approval of a particular individual
the Segment will make every effort to resolve this with the Group or Division before
escalating the approval issue/concern to the TEC Sector Council for resolution. The Segment
may also approve individuals or groups to participate in other content research, development
and delivery activity in support of Segment objectives.
3.3 ENGAGEMENT. Each SLT member has a primary responsibility to engage individuals
and groups in technical event planning and content development and delivery. The SLT
Members regularly interface and meet with various Groups, Divisions, Event Chairs and
conference organizers to discuss strategies for conferences and content delivery. The SLT
members stay engaged with conference organizers throughout the conference planning and
execution lifecycle to provide additional support as needed. SLT members often attend
Segment conferences to interface with content contributors, organizers and to review the
technical programs delivered at the event.
3.4 BUDGETING. Each SLT has a fiduciary responsibility to guide the Segment according
to budget commitments established by the TEC Council, the Committee on Finance and
Investment (COFI) and ASME’s Finance Department. ASME Staff shall advise and make
recommendations during the year to help the Segment achieve financial targets. The Segment
Leadership Team shall periodically review Segment budgets. All planned Segment activities
shall be included in the budget, including all revenues and all expenses. The overall Segment
Budget will include a rollup of results from all conference and events in the Segment
portfolio. Each Segment is expected to contribute a positive surplus to the enterprise after
accounting for all operating expenses, including staff salaries and assigned overhead. All
revenue, expense and surplus shall be consolidated with the ASME General Fund.
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3.5 STRATEGIC PLANNING. Each SLT shall periodically update the Segment strategic
plan (typically every year). Following each update, the strategic plan will be communicated
to the Sector Council and all other Segments, Groups and individuals that may be interested in
aligning with the Segment. Sufficient information shall be included in the strategic plan to
allow individuals and Groups to align with the Segment without disclosing confidential
business information.
3.6 MARKET & TECHNICAL RESEARCH. The Segments plan and conduct market and
technical research that provides important input in the selection of new events and new
content development and delivery initiatives. The SLT members are themselves SMEs with
significant market and technical knowledge and insight which brings immediate perspective
into customer needs and markets. The SLT also draws upon individuals from groups as
primary input for market and technical data that can help guide Segment strategies. The SLT
can also draw on ASME Market Intelligence and other volunteers who may be able to provide
meaningful contribution to direct important Segment initiatives.
3.7 PORTFOLIO REVIEW. Each Segment conducts a periodic review of conference and
content portfolio and provides status reports to the TEC Council, including status of current
products, events and content development projects. The status report shall also address
Balanced Scorecard metrics such as financial performance to commitments, new
content/product development projects and planning/execution of conferences and events. Any
planned/recommended changes or improvements to the product portfolio shall be discussed
and outlined in the report Segment reviews shall provide detail of some of the major
opportunities and issues facing the Segment. The Segment should be fully prepared to discuss
the portfolio at the scheduled date for the TEC Council review.
3.8 OPPORTUNITY EVALUATION. The Segments solicit and evaluate new opportunities
for content development or delivery. Any new opportunity proposed by an individual or
Group may be considered, provided it is accompanied by a business plan and financial
analysis. The Segment can also draw on the ASME enterprise content ecosystem to provide
data that may be useful in identifying opportunities for working synergistically across ASME.
The content ecosystem is an enterprise-wide initiative to identify strategic market content
opportunities and create a wide range of products and programs to support the area of content.
The Segment may also seek guidance from ASME’s Product Leadership Team (PLT), a
cross-functional team of staff designed to help ASME take advantage of synergistic
opportunities throughout the enterprise.
3.9 EVENT SELECTION. The SLT, in collaboration with ASME staff and the Conference
department, has responsibility for selecting events to be planned based on the strategic needs of
the Segment. The SLT should typically strive to select events for planning at least 24-months in
advance and up to 48-months in advance. The Segment typically uses a consistent set of
screening criteria to evaluate potential events for planning including an evaluation of whether the
event supports the Segment strategy, satisfies a customer/market opportunity, enhances the
portfolio and includes a business plan and financial analysis. The decision to select an event for
planning considers resource availability and the ability of the proposed event to satisfy ASME’s
operational objectives. Once an event is selected for planning, volunteer and staff resources are
assigned and the event plan is developed according to the Conference Planning and Execution
Guide (CPEG).
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3.10 EVENT PLAN REVIEW. All event plans are prepared and executed through the
ASME Conference department following the CPEG Operation Guide. The ASME Program
Management and Event Management staff work closely with the SLT to ensure that plans are
developed according to Segment strategy. When the event plan is fully developed the
Program Management Director (Business Development Director or Event Director) calls a
meeting of the Segment Leadership Team, Event Chair and conference organizers to conduct
a detailed review of the plan. The desired outcome of the review meeting is for each member
of the Segment and organizing committee participating in the review to make a
recommendation to approve the event. The final event approval of all events resides with the
Senior Event staff manager and ASME Executive Management.
3.11 SEGMENT COMMUNICATION. Each Segment is responsible to regularly
communicate with the TEC Sector Council, Groups, individuals, and other ASME units.
Segment Representatives are expected to cascade communication of the Council to their
respective Segments. The Segments shall have a plan to communicate on a regular basis.
The Segments shall use the ASME.org site as a major media channel for communication. The
Segment will be open to teleconferences upon request from individuals or Groups. The
Segment will take advantage of opportunities to meet groups face-to-face at conferences and
events. General communications of the Segment will be made available publically. The
Segment shall not distribute information that is confidential or proprietary to ASME.
3.12 QUALITY, TOOLS & TRAINING.
The Segments have a responsibility to ensure the overall technical quality of the content
produced by ASME. Therefore, Segments may charter ad-hoc committees to review and
recommend improvements to ASME’s processes for content and events planning,
development and delivery. The Segments may also charter ad-hoc committees to implement
tools and processes to improve both the business processes and/or the delivery processes.
3.13 PROPRIETARY/CONFIDENTIAL INFORMATION
The TEC Sector is a market focused sector and, as such, often reviews information that is
proprietary and confidential to ASME. The TEC Segment leaders shall sign participation
statements agreeing to secure confidential information as a condition for their selection. Any
information that is marketed proprietary or confidential to ASME shall not be forwarded,
copied or distributed without the express permission of the originator.
3.14 BALANCED SCORECARD.
The Balanced Scorecard (BSC) is a performance management tool that translates
organizational strategy into operational objectives and initiatives. The Board of Governors
(BOG) uses the Balanced Scorecard to implement ASME’s enterprise strategies and
objectives. The TEC Sector shall develop a Balanced Scorecard that aligns to ASME’s BSC
and cascades objectives to the Segments to achieve operational objectives. The TEC Sector’s
performance is assessed in part based on how the Sector’s programs are contributing to
meeting the targets of the Sector's BSC-defined objectives. The SLT members and supporting
staff will generally have the same Segment BSC objectives.
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3.15 SEGMENT OPERATION GUIDE
The TEC Segment Operation Guide shall be maintained by the TEC Sector Council. The
TEC Segment Operation Guide should be revised as needed, and reviewed by the Council at
least once every three years. Questions and suggestions for improvements and additions from
the SLT’s shall be directed to the SVP for explanation, clarification, or adoption via proper
procedures.
Any TEC Sector Council member may propose a change to the TEC Segment Operation
Guide. Policies may be added, deleted, or revised by a simple majority of a quorum of voting
members at a duly called Council meeting. The secretary will maintain the official record of
all Council actions as related to policy revisions.
The normal procedure for handling changes to the TEC Segment Operation Guide will be for
the Council to consider the proposed policy change at a duly called Council meeting, and to
vote on the proposed policy change at a subsequent Council meeting. This ensures that
adequate time is allowed for careful consideration, further investigation into related issues,
etc.
An expedited procedure for handling changes to the Operation Guide is also provided.
Proposed policy changes may be distributed prior to a Council meeting, or at a duly called
Council meeting, with a request to act upon the proposed policy change at the same Council
meeting. A two-thirds majority vote of the Council is required to approve an expedited policy
change in this manner.
The “latest revision” effective approval date of the Segment Operation Guide shall appear on
its front page, and a list of all revision dates shall be included in the document. Attachment
documents and forms, which may be issued or revised at different times, shall also contain an
effective date and a list of all revisions dates.
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