Later, for SCEs, both the number of projects and the time spent onsite
became tailorable to the organization??™s needs. The two prevailing misconceptions
about SCEs are that they were only used for acquisitions, not improvement activities,
and that they only looked at three projects within a five-day limitation.
One other difference existed, depending on the type of SCE (SCE family). If
the SCE was done with financial incentives as a possible result of the rating (such as
award fees), or if it was an acquisition SCE, members of the evaluated organization
could not participate on the SCE team (conflict-of-interest rules applied to prevent
predisposing the actions and results of the team). However, for improvement
370 n Appendix A: Comparing CBI-IPI to SCE to SCAMPI
activities (the third SCE family listed), members of the organization were allowed
to be part of the team and were an essential part of the team.
The final difference was a big one. SCE results were protestable in a court of
law. Big bucks were involved with contract awards based on SCE results.
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