• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Identifying business needs through collaborative working sessions   shared design by dave cunningham 2002
 

Identifying business needs through collaborative working sessions shared design by dave cunningham 2002

on

  • 329 views

 

Statistics

Views

Total Views
329
Views on SlideShare
329
Embed Views
0

Actions

Likes
0
Downloads
1
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Identifying business needs through collaborative working sessions   shared design by dave cunningham 2002 Identifying business needs through collaborative working sessions shared design by dave cunningham 2002 Presentation Transcript

    • Identifying Business Needs through Collaborative Working Sessions A Guide to Shared Design Sessions Based on JAD Sessions conducted at Freshfields Bruckhaus Deringer Presented by Dave Cunningham
    • Part 1: Introduction to a Shared Design Session Overview Principles Roles
    • Why do projects often fail or provide insufficient value?
      • Differing expectations
        • Between sponsors/users and providers
        • Amongst sponsors/users
      • Too little interaction
      • Insufficient understanding of issues
      • Insufficient buy-in to issues
    • How do group meetings address these?
      • Support communications between people with diverse backgrounds
      • Work through decisions with a broader perspective and more thought
      • Encourage intuition, imagination and common sense amongst the participants
      • Involve everybody in decision, rather than leaving it up to a one-on-one interviewer to listen and make decisions separately
    • Joint Application Design
      • Developed by IBM in the 1960’s
      • Used to:
        • Introduce the user into the development process
        • Gain commitment
        • Gain group cohesion
        • Help ensure productive meetings
    • Trends Driving JAD
      • Team approach
      • Quality and productivity
      • Smarter users
      • Shift to business process re-engineering
      • Rapid development
    • Comparison of JADs Aspects Traditional Law Firm JAD Attendees 3-4 20 Duration 2-3 days 2-4 hours Detail Tech at times Key Issues Voting Equal Weighted Preparation High (from green field) High (design assumptions)
    • Comfortable Name
      • JAD: another TLA
      • Also known as “group design”, “user centred design”, “facilitated work sessions”, etc.
      • At Freshfields Bruckhaus Deringer, using name “Shared Design”
    • Principles
      • Up-front effort to:
        • Establish and align expectations of sponsors and working team before the meeting
        • Understand likely issues, and corresponding pro’s and con’s
      • Structured issue resolution
        • Not brainstorming
        • Assumptions-based, not open questions
    • Principles
      • Focus on verbal and visual communications, be very low tech
      • Separate the meeting facilitator from bias of the issues
      • Attendees are not decision makers (in most cases)
    • Principles
      • Give as much as we get:
        • Educate as much as listen
        • Gain consensus and support for issues
        • Gain a shared meaning
      • Gain feedback from all personalities in meeting
    • The Shared Design Team
      • Sponsors
      • Working Team
      • Project Manager
      • Facilitator
      • Scribe
      • Attendees
    • Sponsors
      • Control allocation of team time and costs
      • Give vision and direction
      • Make decisions
      • Reflect commitment
      • Guide issues for meeting preparation
      • Assist in communications
    • Working Team and PM
      • Good knowledge in the business or technical area
      • Good analytical skills
      • Open minds
      • Project Manager: Manages team time and responsibilities; supports the Facilitator
    • Facilitator
      • Leads the shaping of the issues based on team’s and sponsor’s input
      • Experienced in leading groups to constructive conclusions
      • Objective, unbiased and neutral
      • Sensitive to group dynamics and politics
    • Scribe
      • Able to hear between the lines
      • Capture the flow and intent of the meeting, good technical writing skills
      • Not a secretarial function
      • Open minded and neutral
      • Frees the facilitator to focus on getting info out of people, rather than capturing it as well
      • Could be accompanied by video or audio recording.
    • Attendees
      • Representative people to be affected by the changes
        • Not biased toward or away from technology
        • Outspoken and not
        • Not just the usual suspects
      • Meeting relies on a mix of perspectives
    • Observers
      • Attend the Shared Design session to learn more about the process or the results
      • Not allowed to speak
      • Not allowed to sit with other observers
      • Could double as subject matter experts if called upon by the Facilitator
    • Part 2: Preparing for a Shared Design Session Define Objectives Research Issues Prepare for Session Facilitate the Session Provide Feedback
    • Define Objectives
      • Two initial team meetings:
        • Meeting One: Use the Shared Design workbook to gain initial understanding of project and objectives of session.
        • Meeting Two: Identify the issues the SD session is meant to resolve. Develop the questions, assumptions and visuals to resolve each issue.
    • First Team Meeting
      • What is the Topic?
      • What are the Objectives of the Session?
        • Overall
          • Business Requirements
          • System Selection
          • Workflow, etc.
        • Level of Detail
        • What Results are Expected?
    • First Team Meeting
      • Scope
        • Areas affected
        • Who is involved
        • Areas not included
        • Other issues
      • Roles to make Session happen
    • First Team Meeting
      • Identify existing materials to educate facilitator
      • Interview Team Members
        • History
        • Resources
        • Concerns, etc.
      • Schedule interview with Sponsors
      • Schedule time to observe people in practice
    • First Team Meeting
      • Determine the type of session, based on:
        • Number of people and locations necessary to be representative
        • Complexity, priority and profile of issue
        • Level of detail required
      • Draft milestones calendar
    • Research Issues
      • Review existing materials
      • Interview project sponsors
      • Observe users
      • Conduct other research
    • Second Team Meeting
      • Draft attendee list
      • Outline Issues
        • Assumptions
        • Specific questions
        • Open-ended questions
        • Examples and Demonstrations
    • Prepare for Session
      • Develop attendee tracking sheet
      • Prepare attendees
      • Create assumptions survey
      • Develop visuals and demonstrations, align visuals to issues
      • Conduct dry runs
    • Facilitate the Session
      • Introductions
        • Why are we making a change?
        • Objectives of the change.
        • Overview of process and timing.
        • Objectives for this meeting.
      • Walk through issues as planned
    • Provide Feedback
      • Assess conclusions
      • Provide summary of results to decision making body or sponsors
      • Provide feedback to Shared Design attendees
    • Expected Results
      • Voting on issues
      • Comments and complaints
      • Priorities
      • New or modified processes
      • Current or perceived obstacles
      • Broader understanding and support for issues
    • Shared Design and IT Business Requirements
      • IT is developing procedures to complement and support the business-to-design process.
      • Such collaborative session can take design to more detailed levels, requiring more time with attendees.