Accelerator Workshop "After"

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Full-day pre-conference workshop given at the IA Summit 2007. This is the slide deck we ended up with after the workshop. This version contains participants' comments, discussions, work products, etc. …

Full-day pre-conference workshop given at the IA Summit 2007. This is the slide deck we ended up with after the workshop. This version contains participants' comments, discussions, work products, etc. The "Before" version has blank slides that anticipate workshop products.

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  • 1. ASIS&T IA Summit Pre-conference Accelerator Workshops How Rapid Facilitation gets things done in days instead of weeks March 23, 2007 – Full Day Workshop Jess McMullin, Principal at nForm User Experience Yvonne Shek, Senior Consultant at nForm User Experience ASIS&T Contact Info: 1320 Fenwick Lane, Ste. 510 | Silver Spring, MD 20910 PH: 301-495-0900 | FAX: 301-495-0810 | Email: asis@asis.org
  • 2. Agenda Presentation and Discussion Demo and Practice Methods Overview + 3 Demos Practice: Live Capture + Predictive PowerPoint 0930-1000 -- Lunch 1200-1300 Presentation, Breakout, Merge Session 2: Goals Setting 1300-1415 Presentation, Breakout Session 3: Stories & Scenarios 1415-1515 -- Afternoon Break 1515-1530 Merge Session 3: Stories & Scenarios - Continued 1530-1600 Presentation and Discussion
    • Wrapping Up a Workshop Series
    • Turnaround
    • Taking this back to your team
    • Q&A, Feedback
    1600-1700 -- Morning Break 1000-1015 Presentation and Discussion Case Study + Specific Methods 1015-1030 Presentation, Breakout, Merge Session 1: Project Alignment 1030-1200 Presentation and Discussion
    • Introductions, Ground Rules, Session Expectations
    • The problems acceleration tackles
    • What is an Accelerator Workshop? What makes it different?
    • What is rapid facilitation? How accelerated? What about Agile?
    • Approach + Planning an Accelerator Workshop
    0900-0930 Format Content/Activity Time
  • 3. Introductions Ground Rules Session Expectations 0900 – 0905 Facilitated
  • 4. Introductions
    • Jess
    • Jess is the Principal at nForm User Experience. He is focused on developing positive user experiences for nForm clients and their users.
    Yvonne Yvonne is a Senior Consultant at nForm User Experience. She has nine years of experience in web usability, information architecture, user research, and user experience consulting.
  • 5. Ground Rules for Today
    • Be on time
    • No cells, pagers, etc. except during breaks
    • Share your own story and listen actively
    • No violent agreeing (keep in mind the goal is not consensus, but exploring all perspectives)
    • No pummeling (verbal or otherwise)
    • No beating of dead horses
    • No getting off track
    • No side conversations
    • No jargon, acronyms, or terms that the Facilitators do not understand
    • No objections to being fined (or you will be double-fined)
    • Fine could be $1 or another form of punishment, whatever the group decides
    • All proceeds will go to a charity of the team’s choice
  • 6. Disclaimer
  • 7. Setting Expectations
    • Facilitators’ expectations:
    • Be more effective and have fewer cycles on your projects
    • Find something valuable to take back with you (to your teams)
    • Help us refine approach
    • Spread the word
    • Participants’ expectations:
    • Get integrated teams together and get to prototyping earlier
    • Want to start using this right away
    • Slow company, but there is trend to move faster
    • Work with vendors effectively
    • Adjust workshops to different cultures, how to get the most of out teams
    • Engineering-driven, large company – take back ideas to team; lots of voices all the time
    • “ Organic decisions” throughout can stall projects
    • Structure agility
  • 8. The FAQ Problems Tackled What is an Accelerator Workshop? What is Rapid Facilitation? How Accelerated? What about Agile? 0905 – 0920 Presentation + Discussion
  • 9. Does any of this sound familiar?
  • 10. The problems acceleration tackles Reference: Sapient Corporation, Harvard Business School Case Study 9-405—45, Jan 25, 2005
    • Your situation:
    • Many decision makers
    • Not sure if I am making the right decisions
    • (or if I am even asking the right questions)
    • We lack process and methods
    • We have poor communications
    • We need to maximize:
      • Opportunities early and design with them in mind
      • Business value by knowing exactly “what” should be built
    • We need to minimizing:
      • Fundamental issues of “what” and “why”
      • Scope definition (creep)
      • Uncertainty around stakeholder drivers and expectations
      • Lack of buy-in from stakeholders
      • Integrated planning and tracking
    • ... in order to deliver on time and on budget
  • 11. The problems acceleration tackles Reference: “The Chaos Chronicles”, The Standish Group, 2003. 51% Challenged 34% On time On budget 15% Cancelled
  • 12. What is an Accelerator Workshop? What is an Accelerator Workshop?
  • 13. What is an Accelerator Workshop? Early workshop to get everyone on the same page to stop indecision later.
  • 14. What is an Accelerator Workshop? Compressed, well-planned, and real-time sessions aimed at project alignment, focusing on having the “right” attendees to make critical upfront decisions – using preceding research or evidence as fuel.
  • 15. What is an Accelerator Workshop? 5. Project Planning & Tracking 4. Benchmarking and Scenarios (which can be used for usability testing later on) 3. Personas, Stories, and Experience Mapping 2. Business Goal Setting based on Discover/Research findings 1. Project Alignment 5 Elements of the Accelerator Workshop: 5. How will we get there? 4. How is it better (and how will we measure that)? 3. Who will it affect and how will it affect them? 2. What impact will it have? 1. Why are we doing this? Answer 5 key questions for all projects:
  • 16. So what makes it different?
  • 17. So What Makes It Different? 01 Codesign with decision makers
  • 18. So What Makes It Different? 02 Evidence = informed decisions
  • 19. So What Makes It Different? 03 Agile workshop approach
  • 20. So What Makes It Different? 04 Real-time capture and turnaround
  • 21. So What Makes It Different? 01+02+03+04 = Rapid Facilitation
  • 22. What is Rapid Facilitation?
    • Facilitation aspect
    • Enabling ideas
    • Collaboration
    • Agreement
    • Framing
    • Touchstones
    • Established facilitation techniques
    • Rapid aspect
    • Different rhythm
    • A team-effort on all sides
    • Live and as-it-happens
    • Intense
    • Social
    • You have something to show for
    “ agile” “ co-creation”
  • 23. How Accelerated? So…just how accelerated?
  • 24. The problems acceleration tackles: Just how accelerated?
    • SMALL PROJECT
    • Traditional
    • Project
    • Accelerator
    • Project
    Jan Feb Mar Apr Discovery & Research Discovery & Research Accelerator Prep Accelerator Workshop Consultation & Design Design Sign Off Kick Off & Team Brief Design (with touch points) Design Sign Off
  • 25. The problems acceleration tackles: Just how accelerated?
    • LARGE PROJECT
    • Traditional
    • Project
    • Accelerator Project
    Q1 Q2 Q3 Q4 Discovery + Research Accelerator Workshop Consultation & Design Design Sign Off Kick Off & Team Brief Design (with touch points throughout) Design Sign Off Plan, Strategize, Consult Discovery + Research Accelerator Prep Build
  • 26. What about Agile? 2 Benefits
  • 27. What about Agile? Long-range leadership (beyond the 2 week iteration)
  • 28. What about Agile? Can one agile ‘customer’ articulate everything, build buy-in for everything, and be clear up front about everything? No.
  • 29. What about Agile? Can an accelerator workshop articulate everything, build buy-in for everything, and be clear up front about everything? No.
  • 30. What about Agile? Can accelerator workshops produce better results because they involve the right people with solid tools to articulate? Yes.
  • 31. What about Agile? Time Issue: -2+5=3
    • AGILE PROJECT
    • Any-Agile
    • Project
    • Accelerator Project
    • (Agile)
    Q1 Q2 Q3 Q4 Accelerator Workshop Kick Off, Team Brief, Plan + Strategize It. 0: Disc + Research Accelerator Prep It. 1 It. 2 It. 3 It. 5 It. 6 It. 7 It. 8 It. 19 It. 20 Project Completion + Sign Off Validations or Discount UX throughout It. 1 It. 2 It. 3 It. 4 It. 5 It. 6 It. 7 It. 8 It. 9 It.10 It.11 It.12 It.13 It.14 It.15 It. 4 Research + Discovery throughout Project Completion + Sign Off
  • 32. What about Agile?
    • Dealing with “ Executive Site Producers ”
    Reference: flickr.com
  • 33. What about Agile? The “Exec Site Producer” “ Executive Site Producer” Tries to channel Steve Jobs…and misses the mark. i.e., those who make decisions by channeling this guy ↑ Reference: googleimages
  • 34. Other Questions? Other Questions?
  • 35. Break 1015 – 1030
  • 36. Approach + Planning 1030 – 1045 Presentation + Discussion
  • 37. Approach, Characteristics & Roles
    • Active facilitation
    • Fast moving
    • Live captures
    • Visualization of info
    Approach Characteristics Roles
    • Activity-based breakouts
    • Interactive merges
    • Intense, but fun
    • Pulse checks
    • Feedback driven
    • 20 client participants
    • Clients are experts in their business, industry, environment
    • We drive the process (facilitate and capture) and contribute from our knowledge and expertise in Value-Centered Design
  • 38. Planning + Prep
    • Critical to the success of the workshop
    • Focuses team during workshop
    • Be able to present the day after
    • (without pulling an all-nighter)
    • What clients perceive as “magic” (it’s just hard work)
    • Minimizes time and effort wasted
    • Minimizes stress
      • (takes guesswork out of what to expect at the end)
    • It snaps into the overall Project Plan
    Reference: googleimages
  • 39. Planning your Accelerator Workshop
    • Stakeholder meetings and find out who should be invited to attend
    • Discovery Summary *
    • Research Summary **
    • Logistics
    Workshop Prep 1 – 2 weeks Workshop 2 to 4 days Documentation A few hours to 1 week
    • Alignment session
    • Business Goals
    • Identify as a group the mission critical initiatives (weigh and prioritize)
    • High level requirements
    • Collaborate on a presentation to sell solution
    • Team event
    • Exec Summary Presentation
    • Shared sense of future problem & changes needed
    • Solutions priority & rationale
    • High level road map
    • Draft of scenarios, stories, requirements
    • High level plans (project, HR, communications, marketing, etc.)
  • 40. Planning your Accelerator Workshop
    • Outline
    • Kickoff and welcome
      • Introductions
      • Set expectations and goals
      • Ground Rules
    • Discover + Research presentation
      • Evidence-based recommendations for Management
    • Project Alignment
    • Business Goals
    • Stories and Scenarios
    • Integrated planning and tracking
    • Recap, next steps, and feedback
    • Team event
  • 41. Methods Overview 3 Demos + Practice 1045 – 1100 Presentation + Demo + Practice
  • 42. Methods Overview
    • A number of activities can be used in Accelerator Workshops including the list above, but by no means limited to these
    Activity Analysis Affinity diagramming Back casting Brainstorming Breakouts & Merges Cognitive Task Analysis Design the Box Draw the experience Empathy Tools Examining Secondary Research Five-W’s Personas Predict next year’s headlines Predict Project Press Release Role-play Storyboarding Swimlane diagramming Scenario flows Sketch Sheets Usability Inspection User Safari
    • Use the Accelerator Workshop Methods Guide as a reference (Appendix A)
    • Different activities are fitted to required deliverables
    • Activities are suited for various stages of the project
  • 43. Divergent + Convergent Thinking
  • 44. Methods Overview – Expand & Converge Thinking
    • Breakouts
      • Monitor
      • Assign groups of 4 to 6
      • Clear assignment
      • Time limit
      • Active
      • Capture
    • Merges
      • Summarize
      • Amalgamate
      • Live capture in group
      • Vote
      • Agree
  • 45. Live Capture
  • 46. Methods Overview – Note taking & Live capture 1 Demo 1 :: Whiteboard to Computer (They don’t see this)
    • Tips ::
      • Eye contact between tag team members
      • Check off items as captured
      • Alternate colors for easier read (bullets)
      • Highlight changes for typist
      • Prepare well so that you don’t have to mess with formatting during session
  • 47. Methods Overview – Note taking & Live capture 2 Demo 2 :: Real time Computer (They see this – live)
    • Tips ::
      • Hyperactive listening
      • Apply Ground Rules to ensure all is captured
      • Type fast (demo fixing things on the fly*)
      • Prepare well so that you don’t have to mess with formatting during session
  • 48. Methods Overview – Predictive PowerPoint
    • Demo 3 ::
    • Predictive PowerPoint split screen
    • Freeze + Unfreeze
  • 49. Methods Overview + Practice
    • Practice:
    • Note taking + Live Capture:
      • Whiteboard to Computer
      • Real time computer
    • Predictive PowerPoint
    How do YOU tackle your project alignment problems?
  • 50. Note taking + Live Capture from Whiteboard
    • Draft of Vision
    • Draft of Design Principles
    • Whiteboard Visualization or Visual Model – Illustrate on Whiteboard during discussion
    • Capture the specifics – where are people are out of alignment. The areas that aren’t aligned – with specific areas where we are not aligned E.g. Having done facilitation across a corporation, the executives didn’t agree on what the problem was (also they didn’t have the same priorities)
    • Working with engineers – defining terms is important. Terms like component, architecture (define, avoid 3 hour arguments) How those terms related to larger project
    How do YOU tackle your project alignment problems?
  • 51. Case Study the aerojet experience 1100 – 1115 Presentation + Discussion
  • 52. The aerojet experience
  • 53. aerojet project outline + key challenges
    • Key current challenges:
    • Fuel costs and Next-Gen aircrafts with better fuel efficiencies
    • Seasonal demand fluctuations (highest in Q3)
    • Alternative revenue channels (e.g., Aerojet Vacations)
    • Control costs by increasing Productivity and Efficiency (aircraft utilization)
    • Increasing landing fees
    • Employee compensation and ability to choose incentive options
    • Reduce Sales and Marketing costs
    • Allocating capacity to Toronto travel market
    • Less time waiting on tarmac waiting for takeoff
    • Specific challenges faced by: business travelers, young families, and retirees
    Current Project: As part of the quality improvement team, you are tasked to come up with a strategy to improve the bottom line as well as the overall Aerojet Guest experience.
  • 54. aerojet secondary research
    • See attached document:
    • Revised_aerojet2006Q3.pdf
  • 55. aerojet personas Winston Roberts Business Traveler 42 years old Auto Trader & Sales Megan O’Reilly Young stay at home mom 25 years old Has 3 month old baby Frank Kovarick Semi-retired energy consultant 67 years old Avid Golfer
  • 56. Session 1: Project Alignment Why are we doing this? 1115 – 1130 Presentation 1130 – 1200 Breakout 1200 – 1300 Lunch 1300 – 1330 Merge
  • 57. Company Mission Statements “ To solve unsolved problems innovatively” “ To give unlimited opportunity to women” “ To preserve and improve human life” (1990): “Become a $125 billion company by the year 2000” Current: “To give ordinary folk the chance to buy the same thing as rich people” “ To make people happy” (early 1900's): “Will democratize the automobile” (early 1950's): “Become the company most known for changing the worldwide poor-quality image of Japanese products” (1950): “Become the dominant player in commercial aircraft and bring the world into the jet age” Reference: http://www.businessplans.org
  • 58. Company Vision Statements “ To solve unsolved problems innovatively” “ To give unlimited opportunity to women” “ To preserve and improve human life” (1990): “Become a $125 billion company by the year 2000” Current: “To give ordinary folk the chance to buy the same thing as rich people” “ To make people happy” (early 1900's): “Will democratize the automobile” (early 1950's): “Become the company most known for changing the worldwide poor-quality image of Japanese products” (1950): “Become the dominant player in commercial aircraft and bring the world into the jet age” Reference: http://www.businessplans.org
  • 59. Project Mission Statements Reference: flickr.com
    • Ultimate WHY.
  • 60. Project Vision Statements Reference: flickr.com
    • What will it look like in the end?
    Often includes Success Criteria. For example: “ We know we are there, when cars can fly from tower to tower.”
  • 61. Aligning the Aerojet Team
    • “ Do we have to do this?”
    • “ We’ve done it a gazillion times before!”
    • “ Ah – not again!”
    • “ The last time we did this with business consultants, nothing changed...”
    • “ Nobody reads these...”
    • “ I am going for a break!”
    • “ Can I come back after lunch?!”
    • So what do we do?
    When asked to do Mission / Vision Statements, be sure to expect these:
  • 62. Aligning the Aerojet Team
    • What words can we use?
    • Goal
    • Direction
    • Trajectory
    • Strategy
    • Measures of Success
    • Why?
    Just don’t use the M-word or the V-word
  • 63. Team Assignment Team B Team A Team D Team C
  • 64. Backcasting
  • 65. Backcasting with Aerojet Start here What has to happen? What has to happen before that? Assumptions Assumptions What has to happen before that? Assumptions Assumptions What has to happen before that? How are things right now?
  • 66. Lunch 1200 – 1300
  • 67. Session 1 Breakout
    • Assignment:
    • Come up with a Vision Statement for Aerojet Strategy by writing the Ideal State – which is the starting point for backcasting.
    • Specific
    • Measurable
    • Brief & Understandable
    Winston Roberts Business Traveler 42 years old Auto Trader & Sales Megan O’Reilly Young stay at home mom 25 years old Has 3 month old baby Frank Kovarick Semi-retired energy consultant 67 years old Avid Golfer Your Deliverable: Specific, Measurable, Concise Statement.
  • 68. Design the Box
    • From Jim Highsmith, Cutter Institute
    • Create a box for the product, even if it isn’t shipped in a box.
    • Elements for the Box:
    • Name
    • Tagline
    • 3 key selling features
    • Imagery / Color / Type (Later)
    • Back Feature Set
  • 69. Session 1 Merge
    • Assignment:
    • Coming up with the Aerojet Vision Statements together as a large group:
    • Team presentations
    • Discussion
    • Vote or Agree
    • Iterate and Finalize
    • Tip :: Look at effective examples
      • Gather some recent industry press releases
      • Keep it short and sweet
      • Include project benefits (so what)
      • Ensure Vision is measurable and achievable
  • 70. Session 1 Merge – Vision Statement Team A: Become the preferred Canadian Airline for custom tailored experiences (business, family, vacation perks) Team D: Will be the number 1 choice for travelers within our region by 2009, because we are the best at accommodating different kinds of needs Team B: Aerojet, the only option Team C: Become the Canadian airline most known for personal touch, desirable destination, and flight flexibility Votes: 10 Votes: Votes: 2 Votes: 3
  • 71. Session 1 Merge – Final Vision Statement
    • We came up with this at the end:
    • Become the preferred Canadian Airline for custom tailored experiences
    • (business, family, vacation perks)
    • Parked Issues ::
      • 1
      • 2
  • 72. Session 2: Goal Setting Realizing Mission + Vision 1300 – 1315 Presentation 1315 – 1345 Breakout 1345 – 1415 Merge
  • 73. Session 2: Goal Setting
    • Empathy Tools
      • Crying baby
      • Tight budget
      • No time (timed task)
      • Others...
    Reference: Flickr.com
  • 74. Empathy Tools
  • 75. Session 2: Goal Setting
    • Examine Secondary Research
      • Marketing research
      • Corporate documents
      • Website analytics
    Reference: Flickr.com
  • 76. Session 2 Merge – Goal Setting – Team A Customer experience Type This exercise was done on paper and blended into the next exercise High Example: Help Guests feel more relaxed during waiting periods in their travel experience, especially families with small children and business travelers. Priority High Level Goals
  • 77. Session 2 Merge – Goal Setting – Team B Customer experience Type This exercise was done on paper and blended into the next exercise High Example: Help Guests feel more relaxed during waiting periods in their travel experience, especially families with small children and business travelers. Priority High Level Goals
  • 78. Session 2 Merge – Goal Setting – Team C High Customer experience Example: Help Guests feel more relaxed during waiting periods in their travel experience, especially families with small children and business travelers. Type This exercise was done on paper and blended into the next exercise Priority High Level Goals
  • 79. Session 3: Scenarios + Stories Who will it affect and how will it affect them? 1415 – 1430 Presentation 1430 – 1515 Breakout 1515 – 1530 Break 1530 – 1600 Merge
  • 80. Session 3: Scenarios & Stories
    • What is a Scenario?
    • What is a Story?
    Reference: googleimages, flickr.com Ann wanted to go on vacation... to see the Mona Lisa, from March 15 – 23...
  • 81. Session 3: Scenarios & Stories Building Stories from Scenarios Reference: Wikipedia.org The Boyhood of Raleigh by Sir John Everett Millais, oil on canvas, 1870. A seafarer tells the young Sir Walter Raleigh and his brother the story of what happened out there at sea.
  • 82. Swimlane Document Example
  • 83. Air Travel Experience Map
    • Decide to travel
    • Choose location
    • Choose date
    • Search airline / flights
    • Compare
    • Purchase
    • Make arrangements at destination (hotel / car / schedule)
    • Pack
    • Travel Documents
    • Confirm flight
    • Get to airport
    • Check In
    • Check bags
    • Clear Customs
    • Clear Security
    • Wait for boarding
    • Board
    • Find Seat
    • Stow carry on
    • Flight safety
    • Takeoff
    Flying In Cabin Entertainment Service Bathroom Chasing kids Descent Buckle Up Landing Pressure change Taxi Wait Deplane Get all carry on luggage Get all family members Exit skyway Find baggage claim Wait Baggage Customs Find airport exit Get transport Wait Load luggage Load people Drive / Navigate Arrive at destination
  • 84. Aerojet Travel Model
  • 85. An Alternate Travel Model
  • 86. aerojet personas Winston Roberts Business Traveler 42 years old Auto Trader & Sales Megan O’Reilly Young stay at home mom 25 years old Has 3 month old baby Frank Kovarick Semi-retired energy consultant 67 years old Avid Golfer
  • 87. Session 3 Breakout Assignment: Select and role play strategic or critical scenarios in your teams, and capture them as stories (elaborating along the way) Feel free to add scenarios as needed
    • Tips ::
      • Prepare some ‘straw’ scenarios/stories
      • Encourage teams to add
      • Details makes for realism
    Reference: googleimages, flickr.com
  • 88. Break 1515 – 1530
  • 89. Session 3 Merge
    • Assignment:
    • Present each scenario first as a short play and then in captured format (Storyboard, or Visio, etc.).
    • Tips ::
      • Prepare some ‘straw’ stories/scenarios
      • Encourage teams to add
      • Details makes for realism
    Reference: flickr.com
  • 90. Session 3 Merge – Scenarios & Stories – Team A
    • Story of Megan:
    • Story: Megan is traveling with her 3-month old baby to visit relatives in Chicago while her husband is at the IA Summit.
    • Concerned about:
    • Do I buy 1 seat or 2? Carrier or no? Discount?
    • “ When will the baby sleep?”
    • Family Friendly policy?
    • Security, check in process?
    • Do I bring my stroller?
    • Plane on time?
    Continued on next page >>
  • 91. Session 3 Merge – Scenarios & Stories – Team A
    • Story of Megan:
    • Check In:
    • Checks flight departure time, tries to decide how early she should leave
    • Calls family member
    • Installs car seat
    • [ride to airport]
    • Parks in short term parking,
    • Gets her sister to help her carry car seat, her 2 suitcases, plus diaper bag
    • Sees long line, starts to get concerned...
    • Approached by an airline employed family helper, ushered to the express ‘family check-in’
    • [check in process]
    • Ushered to special family line security screening area
    • Given helpful guide/brochure family specific services in Vancouver and Chicago; includes some (but not many!!) family oriented partner promotions
    • These include a play area and private nursing area facilities
    • Baby sleeps soundly all the way!!
  • 92. Session 3 Merge – Scenarios & Stories – Team B See on next page >> Story of Megan...
  • 93.  
  • 94. Session 3 Merge – Scenarios & Stories – Team C
    • Winston, held up from a previous meeting, rushes into his office, jumps on-line and checks in for his flight to Chicago. He prints out his boarding pass and baggage claim.
    Continued on next page >>
  • 95. Session 3 Merge – Scenarios & Stories – Team C
  • 96. Wrap Up Turnaround Taking this back to your team QA + Feedback 1600 – 1700 Presentation + Discussion
  • 97. Wrapping Up Things to do...
    • End of session:
    • Communicate Next Steps
    • Get feedback
    • Collect fines
    • Close issues and/or capture them
    • Address final FUDs (fears, uncertainties, and doubts)
    • Assign follow up tasks (names and dates)
    • Distribute work products (such as posters, PowerPoints, print outs, etc.)
    • After session:
    • Draft to do list with team and assign tasks (names and times/dates)
    • Get internal feedback (capture these too)
    • Address final concerns
    • Day after:
    • Complete to do list and push out deliverables
    • Congratulate and celebrate
  • 98. Setting Expectations Reassure your attendees about the rollercoaster ride of the Accelerator Workshop experience
  • 99. Quick Turn Around Deliverables
    • I can deliver our workshop session right now...
    • Ok, maybe after spell check!
    • What makes it easy and fast to deliver after the session?
    • The client did all the work already!
    • Live captures
    • My templates
    • My prep time
    • This is like fill in the blanks (clarity important during task)
    • Team work to clean up the deliverables (crossing finish line together)
  • 100. Typical Client Feedback
    • Intense!
    • Enjoyable
    • Fun
    • Unearthed and resolved real issues
    • Took critical decisions
    • Solid foundation
    • Reap rewards over the life of the project (and beyond)
    • Others would not have produced value so fast!
    • Impressive!
    • Glad you warned me about the valley of death curve!
    • You made me behave – but I still had fun
    • WOW!!!!
  • 101. Taking this back to your team
    • Could be an all IA team or a mixed team (roles of AE, PM, TL, CL, etc.)
    • Building on existing skills and interests
    • Developing new skills and interests
    • Selling it internally
    • Selling it as an offer
    • Value Centered Design and Process
    • Based on evidence-based management
    • Is an effective foundation for long term relationship, trusted advisors
  • 102. Taking this back to your team – Where is the magic?
    • A ttendees
    • L ive capture
    • F lexibility + F un
    • A ccordion (Diverge/Converge)
    • P lanning + Prep
    • R esearch first
    • E vidence for decisions
    • P articipate + Listen
  • 103. Q&A
    • Q1:
    • A1:
    • Q2:
    • A2:
    • Q3:
    • A3:
    • Q4:
    • A4:
    • Q5:
    • A5:
  • 104. Fines!
    • 1
    • 2
  • 105. Feedback
    • Where we did great!
    • Watching actual facilitation, was helpful – see the pixie dust is valuable
    • Like the technique focus, feels comfortable – need more of that
    • Live capture, that people can see their ideas
    • How we framed it within a business context
    • Get my company to be on the same page when I get back!
    • Energized about my own work in the next while!
    • Where we can improve
    • Abstract upfront stuff took a long time
    • Exercises earlier/sooner
    • Valley at despair at lunch, but glad I came back – do the work earlier and explain as we go
    • One is the Narrator, and the other person just does the workshop
    • Appendix really used as the HOW
    • Case Study could be pre-work or home work to save time
    • To show deliverable or not? More important to see how one or two deliverables are pulled through
    • Rotate teams through to see in action
    • Participate in the power of the tool throughout
    • See deliverables or outputs first, then see how it all fits into a workshop
  • 106. Thank you! For coming, participating, and being a fun group
  • 107. Appendix A
    • Accelerator Workshop Methods Guide
  • 108. Appendix B
    • Setting up Break Out Room Tip Sheet
  • 109. Appendix C
    • Facilitation Tips
  • 110. Appendix D
    • Case Study
    • Photo Gallery
    • See Picture Folder