Assignment Prompt & Instructions
**files (3)**
– ## Pinpoint.docx
– ## Scenarioselection.pdf
– FinalProjectRubricGuide1.pdf
**## 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.
**FinalProjectRubricGuide1.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/finalprojectrubricguide1-pdf)
**FinalProjectRubricGuide1.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/finalprojectrubricguide1-pdf)
**## 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.
**FinalProjectRubricGuide1.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/finalprojectrubricguide1-pdf)
**## 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.
**FinalProjectRubricGuide1.pdf**
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