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Pinpoint.docx

Individual Project Progress – Scenario 2

□ Pinpointing

RBT: Implements at least 2 intervention programs during each session, as described in the client's Behavior Analysis Service Plan.

BCBA: Provides immediate feedback to the RBT during or immediately after the intervention has been implemented.

RBT: Accurately documents all data upon the conclusion of each session.

Parents: Actively interact during scheduled training sessions; they engage in responding and practicing skills.

RBT initiates therapeutic interaction with the client within the first 2 minutes of the session.

□ What am I measuring? (Category) Ǫuantity

Number of programs implemented.

Number of sessions with parental participation. Ǫuality

Complete and accurate data.

Fidelity of intervention implementation.

Timeliness

Latency to initiate the intervention Latency to provide feedback

□ How am I measuring it? (Method) Counting

Number of programs implemented during the session.

Number of completed data records .

Behavior Checklist

A list of steps used to evaluate whether the RBT executes programs appropriately.

Verification of parent training components.

Timing

Minutes elapsed from the start of the session to the first therapeutic interaction with the client.

Time elapsed between the BCBA's observation and the delivery of feedback.

BARS (Behaviorally Anchored Rating Scale)

A scale used to evaluate the quality of the RBT's performance (e.g., 1 = No implementation; 5 = Complete and correct implementation).

This approach enables the identification of specific staff behaviors that directly impact client outcomes, thereby facilitating more precise, objective, and sustainable interventions without unnecessarily increasing workload.

Feedback:

What you have listed as pinpoints are actually interventions for the pinpoints and not pinpoints themselves. What are your listed goals aiming to improve? That is the pinpoint.

From a clinical standpoint (and acknowledging that the context gave no actual baseline) 2 intervention programs per session is LOW.

"provides immediate feedback" is subject and unclear - if you are deciding that a feedback pinpoint is necessary, I would consider being more concise

Visual how it would work to take latency data for every intiation of every intervention and every feedback opportunity. Would you be able to do this as a clinic director or BCBA with other job duties, other clients, etc.? Who is responsible for setting the timer and resetting it after every feedback response? How would this interfere with every other data collection method needed to perform important client-specific care that takes priority during insurance billing?

Just some things to think through as you continue in this course and work through your project.

Feedback:

What you have listed as pinpoints are actually interventions for the pinpoints and not pinpoints themselves. What are your listed goals aiming to improve? That is the pinpoint.

From a clinical standpoint (and acknowledging that the context gave no actual baseline) 2 intervention programs per session is LOW.

"provides immediate feedback" is subject and unclear - if you are deciding that a feedback pinpoint is necessary, I would consider being more concise

Visual how it would work to take latency data for every intiation of every intervention and every feedback opportunity. Would you be able to do this as a clinic director or BCBA with other job duties, other clients, etc.? Who is responsible for setting the timer and resetting it after every feedback response? How would this interfere with every other data collection method needed to perform important client-specific care that takes priority during insurance billing?

Just some things to think through as you continue in this course and work through your project.

Scenarioselection.pdf

Mock OBM Project – Scenario Selection & Planning Document

How to Use This Document

Students will:

 Select one scenario – scroll through the next pages to read each scenario and choose ONE for your individual project

 Identify a performance problem

 Pinpoint behaviors and/or results (with explanation as how you chose your pinpoint)

 Design a measurement system (with explanation of why you designed it the way you did)

 Conduct performance diagnostics (include what assessment tools you used and why those were the best choice)

 Propose OBM interventions (can be more than one as long as they align with the business opportunity

 Address organizational culture and ethical considerations

 Record audio-visual presentation of Mock OBM Project within 12 slides (not including references) according to syllabus instructions

Refer to the syllabus for submission dates of each section, as sections are due to be turned in incrementally to help set you up for success.

Step 1: Scenario Selection

Which scenario have you selected for your Mock OBM Project? (Select ONE)

☐ Condo Rental Management Company - Burnout & Performance Sustainability ☐ ABA Clinic - Sta Implementation & Consistency ☐ Restaurant Chain - Upselling & Customer Experience ☐ Manufacturing Facility - Safety & Productivity ☐ Call Center - Quality vs. Speed ☐ School District - Paraprofessional Support ☐ Retail Store - Inventory & Customer Service ☐ Nonprofit Organization - Volunteer Engagement

Scenario Bank

Select ONE scenario below to design your Mock OBM Project.

Scenario 1: Condo Rental Management Company – Burnout & Performance Sustainability

Context You are consulting with the manager of a condo rental management company. The owner is largely absent and does not meet regularly with the manager. The manager oversees 34 rental units across two buildings located 20 minutes apart. One building also operates as a hotel. She manages a housekeeping contract covering both buildings and a bellhop manager in the hotel building who provides information about available rentals. She is responsible for all vendor contracts, scheduling and supervision of contracted sta , inventory management, renter communication, maintenance coordination, administrative tasks, and compliance with building, VRBO, and Airbnb policies. She is on call 24/7. Her job review is based solely on online customer reviews. She has no formal job description and receives little structured feedback.

Primary Concern: The manager wants to reduce burnout and create a more sustainable performance system while maintaining high customer satisfaction.

Business Opportunity Statement

We need to sustain the organization’s customer satisfaction and productivity based on organizational change and employee demand.

Scenario 2: ABA Clinic – Sta Implementation & Consistency

Context You are consulting with an ABA clinic director overseeing a growing outpatient clinic. The clinic employs Registered Behavior Technicians (RBTs) and BCBAs who provide supervision. Services are delivered across clinic rooms, open play areas, kitchen settings, and other natural environment teaching locations. The director reports inconsistent implementation of parent training sessions, variability in customer satisfaction of clinical services, and frequent issues with RBT sta appearing to “not do anything” with their clients during sessions. Sta at both levels receive regular training; however, feedback and follow-up are inconsistent, reinforcement for high-quality implementation is rare, and BCBAs report frustration that they cannot “make” parents attend scheduled training sessions. Performance expectations are verbally communicated but not formally defined or operationalized.

Primary Concern: Leadership wants to improve client outcomes and sta performance consistency without increasing burnout or micromanagement.

Business Opportunity Statement

We need to improve the organization’s productivity and regulatory compliance based on direct observations and business trend results.

Scenario 3: Restaurant Chain – Order Accuracy & Service Flow

Context You are consulting with a regional manager of a fast-casual restaurant chain that operates

multiple high-volume locations. Customers place orders at a counter or kiosk, which are transmitted to kitchen sta through a digital POS system. Food runners call out order numbers when meals are ready. Most sales occur during peak lunch and dinner hours. Sta ing levels vary by shift, and new employees are frequently hired. Managers oversee scheduling, customer concerns, inventory, and sta supervision. Current metrics include total sales, orders completed per shift, and average service time. Order accuracy is not systematically tracked, and errors are typically addressed only after customer complaints. Speed is heavily reinforced within the culture, while accuracy is addressed primarily when mistakes occur.

Primary Concern: Leadership wants to improve order accuracy and reduce customer complaints without sacrificing speed of service.

Business Opportunity Statement

We need to improve the organization’s customer satisfaction and productivity based on business trend results and direct observations.

Scenario 4: Manufacturing Facility – Safety & Productivity

Context You are consulting with a manufacturing plant supervisor. Employees operate heavy machinery and are required to use safety equipment. Safety equipment is available but not consistently used. Management tracks production output and injury reports. Supervisors report that safety reminders are often ignored and that injuries tend to occur during high- output periods. Safety training occurs annually, but follow-up and ongoing reinforcement are limited. The organizational culture emphasizes productivity and meeting quotas.

Primary Concern: Leadership wants to reduce workplace injuries while maintaining productivity levels.

Business Opportunity Statement

We need to improve the organization’s regulatory compliance and productivity based on direct observations and business trend results.

Scenario 5: Call Center – Quality vs. E iciency

Context You are consulting with a customer service call center manager. Representatives handle a high volume of calls daily. Performance metrics currently focus on calls per hour and average call duration. Customer complaints indicate that calls feel rushed and representatives sound disengaged. Call resolution rates are acceptable, but customer satisfaction scores are declining. Feedback is primarily corrective and focused on e iciency metrics.

Primary Concern: Leadership wants to improve customer experience quality without sacrificing e iciency.

Business Opportunity Statement

We need to improve the organization’s customer satisfaction based on business trend results and direct observations.

Scenario 6: School District – Paraprofessional Support

Context You are consulting with a special education director in a school district. Paraprofessionals support students across multiple classrooms. Teachers report inconsistent paraprofessional engagement and variability in instructional support during lessons. Training is provided at the start of the school year, but ongoing feedback is informal and inconsistent. There is no formal system for measuring instructional support behaviors. The culture emphasizes independence for paraprofessionals but lacks structured supervision systems.

Primary Concern: The district wants to improve instructional support quality and consistency across classrooms.

Business Opportunity Statement

We need to improve the organization’s productivity based on direct observations and employee demand.

Scenario 7: Retail Store – Inventory & Customer Experience

Context You are consulting with a store manager at a mid-sized retail location. Employees are responsible for customer service, stocking inventory, and maintaining store appearance. The store struggles with inventory inaccuracies, overstocked backrooms, and inconsistent customer engagement. Performance feedback is mostly corrective, and success is primarily measured by total daily sales. Employees report unclear expectations regarding inventory accuracy and customer interaction standards.

Primary Concern: Leadership wants to improve inventory accuracy and customer experience simultaneously.

Business Opportunity Statement

We need to improve the organization’s productivity and customer satisfaction based on business trend results and direct observations.

Scenario 8: Nonprofit Organization – Volunteer Engagement

Context You are consulting with a nonprofit program director. The organization relies heavily on volunteers to operate community programs. Volunteer attendance and follow-through are inconsistent. Volunteers receive minimal structured feedback and no formal reinforcement system. Leadership is concerned about implementing performance systems that may feel overly corporate or misaligned with the nonprofit’s mission-driven culture. Data collection is minimal and largely anecdotal.

Primary Concern/Business Opportunity: Leadership wants to increase volunteer reliability and engagement while maintaining a positive organizational culture.

Pinpoint.docx

Individual Project Progress – Scenario 2

□ Pinpointing

RBT: Implements at least 2 intervention programs during each session, as described in the client's Behavior Analysis Service Plan.

BCBA: Provides immediate feedback to the RBT during or immediately after the intervention has been implemented.

RBT: Accurately documents all data upon the conclusion of each session.

Parents: Actively interact during scheduled training sessions; they engage in responding and practicing skills.

RBT initiates therapeutic interaction with the client within the first 2 minutes of the session.

□ What am I measuring? (Category) Ǫuantity

Number of programs implemented.

Number of sessions with parental participation. Ǫuality

Complete and accurate data.

Fidelity of intervention implementation.

Timeliness

Latency to initiate the intervention Latency to provide feedback

□ How am I measuring it? (Method) Counting

Number of programs implemented during the session.

Number of completed data records .

Behavior Checklist

A list of steps used to evaluate whether the RBT executes programs appropriately.

Verification of parent training components.

Timing

Minutes elapsed from the start of the session to the first therapeutic interaction with the client.

Time elapsed between the BCBA's observation and the delivery of feedback.

BARS (Behaviorally Anchored Rating Scale)

A scale used to evaluate the quality of the RBT's performance (e.g., 1 = No implementation; 5 = Complete and correct implementation).

This approach enables the identification of specific staff behaviors that directly impact client outcomes, thereby facilitating more precise, objective, and sustainable interventions without unnecessarily increasing workload.

Feedback:

What you have listed as pinpoints are actually interventions for the pinpoints and not pinpoints themselves. What are your listed goals aiming to improve? That is the pinpoint.

From a clinical standpoint (and acknowledging that the context gave no actual baseline) 2 intervention programs per session is LOW.

"provides immediate feedback" is subject and unclear - if you are deciding that a feedback pinpoint is necessary, I would consider being more concise

Visual how it would work to take latency data for every intiation of every intervention and every feedback opportunity. Would you be able to do this as a clinic director or BCBA with other job duties, other clients, etc.? Who is responsible for setting the timer and resetting it after every feedback response? How would this interfere with every other data collection method needed to perform important client-specific care that takes priority during insurance billing?

Just some things to think through as you continue in this course and work through your project.

Feedback:

What you have listed as pinpoints are actually interventions for the pinpoints and not pinpoints themselves. What are your listed goals aiming to improve? That is the pinpoint.

From a clinical standpoint (and acknowledging that the context gave no actual baseline) 2 intervention programs per session is LOW.

"provides immediate feedback" is subject and unclear - if you are deciding that a feedback pinpoint is necessary, I would consider being more concise

Visual how it would work to take latency data for every intiation of every intervention and every feedback opportunity. Would you be able to do this as a clinic director or BCBA with other job duties, other clients, etc.? Who is responsible for setting the timer and resetting it after every feedback response? How would this interfere with every other data collection method needed to perform important client-specific care that takes priority during insurance billing?

Just some things to think through as you continue in this course and work through your project.

Scenarioselection.pdf

Mock OBM Project – Scenario Selection & Planning Document

How to Use This Document

Students will:

 Select one scenario – scroll through the next pages to read each scenario and choose ONE for your individual project

 Identify a performance problem

 Pinpoint behaviors and/or results (with explanation as how you chose your pinpoint)

 Design a measurement system (with explanation of why you designed it the way you did)

 Conduct performance diagnostics (include what assessment tools you used and why those were the best choice)

 Propose OBM interventions (can be more than one as long as they align with the business opportunity

 Address organizational culture and ethical considerations

 Record audio-visual presentation of Mock OBM Project within 12 slides (not including references) according to syllabus instructions

Refer to the syllabus for submission dates of each section, as sections are due to be turned in incrementally to help set you up for success.

Step 1: Scenario Selection

Which scenario have you selected for your Mock OBM Project? (Select ONE)

☐ Condo Rental Management Company - Burnout & Performance Sustainability ☐ ABA Clinic - Sta Implementation & Consistency ☐ Restaurant Chain - Upselling & Customer Experience ☐ Manufacturing Facility - Safety & Productivity ☐ Call Center - Quality vs. Speed ☐ School District - Paraprofessional Support ☐ Retail Store - Inventory & Customer Service ☐ Nonprofit Organization - Volunteer Engagement

Scenario Bank

Select ONE scenario below to design your Mock OBM Project.

Scenario 1: Condo Rental Management Company – Burnout & Performance Sustainability

Context You are consulting with the manager of a condo rental management company. The owner is largely absent and does not meet regularly with the manager. The manager oversees 34 rental units across two buildings located 20 minutes apart. One building also operates as a hotel. She manages a housekeeping contract covering both buildings and a bellhop manager in the hotel building who provides information about available rentals. She is responsible for all vendor contracts, scheduling and supervision of contracted sta , inventory management, renter communication, maintenance coordination, administrative tasks, and compliance with building, VRBO, and Airbnb policies. She is on call 24/7. Her job review is based solely on online customer reviews. She has no formal job description and receives little structured feedback.

Primary Concern: The manager wants to reduce burnout and create a more sustainable performance system while maintaining high customer satisfaction.

Business Opportunity Statement

We need to sustain the organization’s customer satisfaction and productivity based on organizational change and employee demand.

Scenario 2: ABA Clinic – Sta Implementation & Consistency

Context You are consulting with an ABA clinic director overseeing a growing outpatient clinic. The clinic employs Registered Behavior Technicians (RBTs) and BCBAs who provide supervision. Services are delivered across clinic rooms, open play areas, kitchen settings, and other natural environment teaching locations. The director reports inconsistent implementation of parent training sessions, variability in customer satisfaction of clinical services, and frequent issues with RBT sta appearing to “not do anything” with their clients during sessions. Sta at both levels receive regular training; however, feedback and follow-up are inconsistent, reinforcement for high-quality implementation is rare, and BCBAs report frustration that they cannot “make” parents attend scheduled training sessions. Performance expectations are verbally communicated but not formally defined or operationalized.

Primary Concern: Leadership wants to improve client outcomes and sta performance consistency without increasing burnout or micromanagement.

Business Opportunity Statement

We need to improve the organization’s productivity and regulatory compliance based on direct observations and business trend results.

Scenario 3: Restaurant Chain – Order Accuracy & Service Flow

Context You are consulting with a regional manager of a fast-casual restaurant chain that operates

multiple high-volume locations. Customers place orders at a counter or kiosk, which are transmitted to kitchen sta through a digital POS system. Food runners call out order numbers when meals are ready. Most sales occur during peak lunch and dinner hours. Sta ing levels vary by shift, and new employees are frequently hired. Managers oversee scheduling, customer concerns, inventory, and sta supervision. Current metrics include total sales, orders completed per shift, and average service time. Order accuracy is not systematically tracked, and errors are typically addressed only after customer complaints. Speed is heavily reinforced within the culture, while accuracy is addressed primarily when mistakes occur.

Primary Concern: Leadership wants to improve order accuracy and reduce customer complaints without sacrificing speed of service.

Business Opportunity Statement

We need to improve the organization’s customer satisfaction and productivity based on business trend results and direct observations.

Scenario 4: Manufacturing Facility – Safety & Productivity

Context You are consulting with a manufacturing plant supervisor. Employees operate heavy machinery and are required to use safety equipment. Safety equipment is available but not consistently used. Management tracks production output and injury reports. Supervisors report that safety reminders are often ignored and that injuries tend to occur during high- output periods. Safety training occurs annually, but follow-up and ongoing reinforcement are limited. The organizational culture emphasizes productivity and meeting quotas.

Primary Concern: Leadership wants to reduce workplace injuries while maintaining productivity levels.

Business Opportunity Statement

We need to improve the organization’s regulatory compliance and productivity based on direct observations and business trend results.

Scenario 5: Call Center – Quality vs. E iciency

Context You are consulting with a customer service call center manager. Representatives handle a high volume of calls daily. Performance metrics currently focus on calls per hour and average call duration. Customer complaints indicate that calls feel rushed and representatives sound disengaged. Call resolution rates are acceptable, but customer satisfaction scores are declining. Feedback is primarily corrective and focused on e iciency metrics.

Primary Concern: Leadership wants to improve customer experience quality without sacrificing e iciency.

Business Opportunity Statement

We need to improve the organization’s customer satisfaction based on business trend results and direct observations.

Scenario 6: School District – Paraprofessional Support

Context You are consulting with a special education director in a school district. Paraprofessionals support students across multiple classrooms. Teachers report inconsistent paraprofessional engagement and variability in instructional support during lessons. Training is provided at the start of the school year, but ongoing feedback is informal and inconsistent. There is no formal system for measuring instructional support behaviors. The culture emphasizes independence for paraprofessionals but lacks structured supervision systems.

Primary Concern: The district wants to improve instructional support quality and consistency across classrooms.

Business Opportunity Statement

We need to improve the organization’s productivity based on direct observations and employee demand.

Scenario 7: Retail Store – Inventory & Customer Experience

Context You are consulting with a store manager at a mid-sized retail location. Employees are responsible for customer service, stocking inventory, and maintaining store appearance. The store struggles with inventory inaccuracies, overstocked backrooms, and inconsistent customer engagement. Performance feedback is mostly corrective, and success is primarily measured by total daily sales. Employees report unclear expectations regarding inventory accuracy and customer interaction standards.

Primary Concern: Leadership wants to improve inventory accuracy and customer experience simultaneously.

Business Opportunity Statement

We need to improve the organization’s productivity and customer satisfaction based on business trend results and direct observations.

Scenario 8: Nonprofit Organization – Volunteer Engagement

Context You are consulting with a nonprofit program director. The organization relies heavily on volunteers to operate community programs. Volunteer attendance and follow-through are inconsistent. Volunteers receive minimal structured feedback and no formal reinforcement system. Leadership is concerned about implementing performance systems that may feel overly corporate or misaligned with the nonprofit’s mission-driven culture. Data collection is minimal and largely anecdotal.

Primary Concern/Business Opportunity: Leadership wants to increase volunteer reliability and engagement while maintaining a positive organizational culture.