Accelerator Workshop "After"

Slide 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 Confidential

Slide 2: Agenda Time Content/Activity Format 0900-0930 Introductions, Ground Rules, Session Expectations Presentation and Discussion • 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 • 0930-1000 Methods Overview + 3 Demos Presentation and Discussion Practice: Live Capture + Predictive PowerPoint Demo and Practice 1000-1015 Morning Break -- 1015-1030 Case Study + Specific Methods Presentation and Discussion 1030-1200 Session 1: Project Alignment Presentation, Breakout, Merge 1200-1300 Lunch -- 1300-1415 Session 2: Goals Setting Presentation, Breakout, Merge 1415-1515 Session 3: Stories & Scenarios Presentation, Breakout 1515-1530 Afternoon Break -- 1530-1600 Session 3: Stories & Scenarios - Continued Merge 1600-1700 Wrapping Up a Workshop Series Presentation and Discussion • Turnaround • Taking this back to your team • Q&A, Feedback • Confidential Page 2

Slide 3: Introductions Ground Rules Session Expectations 0900 – 0905 Facilitated Confidential Page 3

Slide 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. Confidential Page 4

Slide 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 Confidential Page 5

Slide 6: Disclaimer Confidential Page 6

Slide 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 Confidential Page 7

Slide 8: The FAQ Problems Tackled What is an Accelerator Workshop? What is Rapid Facilitation? How Accelerated? What about Agile? 0905 – 0920 Presentation + Discussion Confidential Page 8

Slide 9: Does any of this sound familiar? Confidential Page 9

Slide 10: Reference: Sapient Corporation, Harvard Business School Case Study 9-405—45, Jan 25, 2005 The problems acceleration tackles 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 Confidential Page 10

Slide 11: Reference: “The Chaos Chronicles”, The Standish Group, 2003. The problems acceleration tackles 34% On time On budget 51% Challenged 15% Cancelled Confidential Page 11

Slide 12: What is an Accelerator Workshop? What is an Accelerator Workshop? Confidential Page 12

Slide 13: What is an Accelerator Workshop? Early workshop to get everyone on the same page to stop indecision later. Confidential Page 13

Slide 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. Confidential Page 14

Slide 15: What is an Accelerator Workshop? Answer 5 key questions for all projects: 5 Elements of the Accelerator Workshop: 1. Why are we doing this? 1. Project Alignment 2. What impact will it have? 2. Business Goal Setting based on Discover/Research findings 3. Who will it affect and how will it affect them? 3. Personas, Stories, and Experience Mapping 4. How is it better (and how will we measure 4. Benchmarking and Scenarios (which can that)? be used for usability testing later on) 5. How will we get there? 5. Project Planning & Tracking Confidential Page 15

Slide 16: So what makes it different? Confidential Page 16

Slide 17: So What Makes It Different? 01 Codesign with decision makers Confidential Page 17

Slide 18: So What Makes It Different? 02 Evidence = informed decisions Confidential Page 18

Slide 19: So What Makes It Different? 03 Agile workshop approach Confidential Page 19

Slide 20: So What Makes It Different? 04 Real-time capture and turnaround Confidential Page 20

Slide 21: So What Makes It Different? 01+02+03+04 = Rapid Facilitation Confidential Page 21

Slide 22: What is Rapid Facilitation? Facilitation aspect • Enabling ideas • Collaboration • Agreement “co-creation” • Framing • Touchstones • Established facilitation techniques Rapid aspect • Different rhythm • A team-effort on all sides • Live and as-it-happens “agile” • Intense • Social • You have something to show for Confidential Page 22

Slide 23: How Accelerated? So…just how accelerated? Confidential Page 23

Slide 24: The problems acceleration tackles: Just how accelerated? SMALL Jan Feb Mar Apr PROJECT Kick Off & Team Brief Traditional Discovery & Design Consultation & Design Project Research Sign Off Accelerator Workshop Discovery & Design Research Sign Off Accelerator Accelerator Project Design Prep (with touch points) Confidential Page 24

Slide 25: The problems acceleration tackles: Just how accelerated? Q1 Q3 Q4 Q2 LARGE PROJECT Kick Off & Team Brief Discovery Plan, Traditional Design Consultation & Design + Strategize, Sign Off Project Research Consult Design Accelerator Discovery Sign Off Accelerator Workshop + Project Research Design Build (with touch points throughout) Accelerator Prep Confidential Page 25

Slide 26: What about Agile? 2 Benefits Confidential Page 26

Slide 27: What about Agile? Long-range leadership (beyond the 2 week iteration) Confidential Page 27

Slide 28: What about Agile? Can one agile ‘customer’ articulate everything, build buy-in for everything, and be clear up front about everything? No. Confidential Page 28

Slide 29: What about Agile? Can an accelerator workshop articulate everything, build buy-in for everything, and be clear up front about everything? No. Confidential Page 29

Slide 30: What about Agile? Can accelerator workshops produce better results because they involve the right people with solid tools to articulate? Yes. Confidential Page 30

Slide 31: What about Agile? Time Issue: -2+5=3 Q1 Q3 Q4 Q2 AGILE PROJECT Kick Off, Project Team Brief, Completion + Plan + Strategize Sign Off Any-Agile It. 1 It. 2 It. 3 It. 4 It. 5 It. 6 It. 7 It. 8 It. 19 It. 20 Project Research + Discovery throughout Project It. 0: Completion + Accelerator Disc + Sign Off Project Research (Agile) 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 Accelerator Accelerator Validations or Prep Workshop Discount UX throughout Confidential Page 31

Slide 32: Reference: flickr.com What about Agile? Dealing with “Executive Site Producers” Confidential Page 32

Slide 33: Reference: googleimages 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 ↑ Confidential Page 33

Slide 34: Other Questions? Other Questions? Confidential Page 34

Slide 35: Break 1015 – 1030 Confidential Page 35

Slide 36: Approach + Planning 1030 – 1045 Presentation + Discussion Confidential Page 36

Slide 37: Approach, Characteristics & Roles Approach Characteristics Roles Active facilitation Activity-based breakouts Clients are experts in their • • • business, industry, environment • Fast moving • Interactive merges We drive the process (facilitate • • Live captures • Intense, but fun and capture) and contribute • Visualization of info • Pulse checks from our knowledge and • Feedback driven expertise in Value-Centered • 20 client participants Design Confidential Page 37

Slide 38: Reference: googleimages 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 Confidential Page 38

Slide 39: Planning your Accelerator Workshop Workshop Prep Workshop Documentation 1 – 2 weeks 2 to 4 days A few hours to 1 week  Stakeholder meetings  Alignment session  Exec Summary Presentation and find out who  Business Goals  Shared sense of future should be invited to problem & changes needed  Identify as a group the attend mission critical initiatives  Solutions priority & rationale  Discovery Summary * (weigh and prioritize)  High level road map  Research Summary **  High level requirements  Draft of scenarios, stories,  Logistics  Collaborate on a requirements presentation to sell  High level plans (project, HR, solution communications, marketing,  Team event etc.) Confidential Page 39

Slide 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 • Confidential Page 40

Slide 41: Methods Overview 3 Demos + Practice 1045 – 1100 Presentation + Demo + Practice Confidential Page 41

Slide 42: Methods Overview Affinity diagramming Activity Analysis Back casting Breakouts & Merges Brainstorming • Use the Accelerator Workshop Design the Box Methods Guide as a reference Draw the Cognitive Task Analysis (Appendix A) Empathy Tools experience • Different activities are fitted to required deliverables Examining Secondary Research • Activities are suited for various Personas Five-W’s stages of the project Predict next year’s headlines Predict Project Press Release Role-play Storyboarding Swimlane diagramming Scenario flows Sketch Usability Inspection User Sheets Safari A number of activities can be used in Accelerator Workshops including the list above, but by no means limited to these Confidential Page 42

Slide 43: Divergent + Convergent Thinking Confidential Page 43

Slide 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 Confidential Page 44

Slide 45: Live Capture Confidential Page 45

Slide 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 Confidential Page 46

Slide 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 Confidential Page 47

Slide 48: Methods Overview – Predictive PowerPoint Demo 3 :: Predictive PowerPoint split screen • Freeze + Unfreeze • Confidential Page 48

Slide 49: Methods Overview + Practice How do YOU Practice: tackle your Note taking + Live Capture: • • Whiteboard to Computer project • Real time computer Predictive PowerPoint • alignment problems? Confidential Page 49

Slide 50: Note taking + Live Capture from Whiteboard Draft of Vision • How do YOU Draft of Design Principles • Whiteboard Visualization or Visual Model – • Illustrate on Whiteboard during discussion tackle your 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 project executives didn’t agree on what the problem was (also they didn’t have the same priorities) Working with engineers – defining terms is • alignment important. Terms like component, architecture (define, avoid 3 hour arguments) How those terms related to larger project problems? Confidential Page 50

Slide 51: Case Study the aerojet experience 1100 – 1115 Presentation + Discussion Confidential Page 51

Slide 52: The aerojet experience ae ro je t Confidential Page 52

Slide 53: ae ro je t aerojet project outline + key challenges 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. Key current challenges: 2. Fuel costs and Next-Gen aircrafts with better fuel efficiencies 3. Seasonal demand fluctuations (highest in Q3) 4. Alternative revenue channels (e.g., Aerojet Vacations) 5. Control costs by increasing Productivity and Efficiency (aircraft utilization) 6. Increasing landing fees 7. Employee compensation and ability to choose incentive options 8. Reduce Sales and Marketing costs 9. Allocating capacity to Toronto travel market 10.Less time waiting on tarmac waiting for takeoff 11. Specific challenges faced by: business travelers, young families, and retirees Confidential Page 53

Slide 54: ae ro je t aerojet secondary research See attached document: Revised_aerojet2006Q3.pdf ae ro je t Confidential Page 54

Slide 55: ae ro je t aerojet personas Winston Roberts Megan O’Reilly Frank Kovarick Business Traveler Young stay at home mom Semi-retired energy consultant 42 years old 25 years old 67 years old Auto Trader & Sales Has 3 month old baby Avid Golfer Confidential Page 55

Slide 56: Session 1: Project Alignment Why are we doing this? 1115 – 1130 Presentation 1130 – 1200 Breakout 1200 – 1300 Lunch 1300 – 1330 Merge Confidential Page 56

Slide 57: Reference: http://www.businessplans.org 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” Confidential Page 57

Slide 58: Reference: http://www.businessplans.org 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” Confidential Page 58

Slide 59: Reference: flickr.com Project Mission Statements Ultimate WHY. Confidential Page 59

Slide 60: Reference: flickr.com Project Vision Statements 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.” Confidential Page 60

Slide 61: ae ro je t Aligning the Aerojet Team When asked to do Mission / Vision Statements, be sure to expect these: • “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? Confidential Page 61

Slide 62: ae ro je t Aligning the Aerojet Team Just don’t use What words can we use? the M- • Goal word or the • Direction • Trajectory V-word • Strategy • Measures of Success • Why? Confidential Page 62

Slide 63: Team Assignment Team B Team C Team D Team A Confidential Page 63

Slide 64: Backcasting IDEAL Current State Ideal State CURRENT Confidential Page 64

Slide 65: ae ro je t Backcasting with Aerojet Assumptions Assumptions Assumptions Assumptions Start What What here What has to has to What has to happen? happen How are has to happen before that? before that? things happen right before that? now? Confidential Page 65

Slide 66: Lunch 1200 – 1300 Confidential Page 66

Slide 67: Session 1 Breakout Assignment: Your Deliverable: Come up with a Vision Statement for Aerojet Strategy by writing the Specific, Measurable, Ideal State – which is the starting Concise Statement. point for backcasting. Specific Measurable Brief & Understandable Winston Roberts Megan O’Reilly Frank Kovarick Business Traveler Young stay at home mom Semi-retired energy consultant 42 years old 25 years old 67 years old Auto Trader & Sales Has 3 month old baby Avid Golfer Confidential Page 67

Slide 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 Confidential Page 68

Slide 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 Confidential Page 69

Slide 70: Session 1 Merge – Vision Statement Team C: Become the Canadian airline Team B: most known for personal touch, desirable destination, and Aerojet, the only option flight flexibility Votes: Votes: 2 Team D: Team A: Will be the number 1 choice Become the preferred Canadian for travelers within our Airline for custom tailored experiences region by 2009, because (business, family, vacation perks) we are the best at accommodating different kinds of needs Votes: 10 Votes: 3 Confidential Page 70

Slide 71: Session 1 Merge – Final Vision Statement We came up with this at the end: Parked Issues :: 1 2 Become the preferred Canadian Airline for custom tailored experiences (business, family, vacation perks) Confidential Page 71

Slide 72: Session 2: Goal Setting Realizing Mission + Vision 1300 – 1315 Presentation 1315 – 1345 Breakout 1345 – 1415 Merge Confidential Page 72

Slide 73: Reference: Flickr.com Session 2: Goal Setting • Empathy Tools Crying baby  Tight budget  No time (timed task)  Others...  Confidential Page 73

Slide 74: Empathy Tools Confidential Page 74

Slide 75: Reference: Flickr.com Session 2: Goal Setting • Examine Secondary Research Marketing research  Corporate documents  Website analytics  Confidential Page 75

Slide 76: Session 2 Merge – Goal Setting – Team A High Level Goals Type Priority Example: Help Guests feel more relaxed during waiting periods in their travel experience, especially Customer experience High families with small children and business travelers. This exercise was done on paper and blended into the next exercise Confidential Page 76

Slide 77: Session 2 Merge – Goal Setting – Team B High Level Goals Type Priority Example: Help Guests feel more relaxed during waiting periods in their travel experience, especially Customer experience High families with small children and business travelers. This exercise was done on paper and blended into the next exercise Confidential Page 77

Slide 78: Session 2 Merge – Goal Setting – Team C High Level Goals Type Priority Example: Help Guests feel more relaxed during waiting periods in their travel experience, especially Customer experience High families with small children and business travelers. This exercise was done on paper and blended into the next exercise Confidential Page 78

Slide 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 Confidential Page 79

Slide 80: Reference: googleimages, flickr.com Session 3: Scenarios & Stories • What is a Scenario? Decide to fly Choose location Choose date Search online Compare Purchase • What is a Story? ion... to see the Mona Lisa, from March 15 – 23... Confidential Page 80

Slide 81: Reference: Wikipedia.org Session 3: Scenarios & Stories Building Stories from Scenarios 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. Confidential Page 81

Slide 82: Swimlane Document Example Confidential Page 82

Slide 83: ae ro je t Air Travel Experience Map Decide to travel Flying Choose location In Cabin Entertainment Choose date Service Search airline / flights Bathroom Compare Chasing kids Purchase Descent Make arrangements at destination (hotel Buckle Up / car / schedule) Landing Pack Pressure change Travel Documents Taxi Confirm flight Wait Get to airport Deplane Check In Get all carry on luggage Check bags Get all family members Clear Customs Exit skyway Clear Security Find baggage claim Wait for boarding Wait Board Baggage Find Seat Customs Stow carry on Find airport exit Flight safety Get transport Takeoff Wait Load luggage Load people Drive / Navigate Arrive at destination Confidential Page 83

Slide 84: ae ro je t Aerojet Travel Model PLAN TRAVEL PREPARE RETURN PARTICIPATE Confidential Page 84

Slide 85: An Alternate Travel Model IN TRANSIT AT DESTINATION IN TRANSIT t t Ta t Fl r t ht Ta t e e A xi xi el irp i H xi A ax h or or or om om o Ta ot ig ig irp irp T irp H Fl H A A Confidential Page 85

Slide 86: ae ro je t aerojet personas Winston Roberts Megan O’Reilly Frank Kovarick Business Traveler Young stay at home mom Semi-retired energy consultant 42 years old 25 years old 67 years old Auto Trader & Sales Has 3 month old baby Avid Golfer Confidential Page 86

Slide 87: Reference: googleimages, flickr.com 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 Confidential Page 87

Slide 88: Break 1515 – 1530 Confidential Page 88

Slide 89: Reference: flickr.com 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 Confidential Page 89

Slide 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 >> Confidential Page 90

Slide 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!! • Confidential Page 91

Slide 92: Session 3 Merge – Scenarios & Stories – Team B Story of Megan... See on next page >> Confidential Page 92

Slide 93: Confidential Page 93

Slide 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 >> Confidential Page 94

Slide 95: Session 3 Merge – Scenarios & Stories – Team C Confidential Page 95

Slide 96: Wrap Up Turnaround Taking this back to your team QA + Feedback 1600 – 1700 Presentation + Discussion Confidential Page 96

Slide 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 Confidential Page 97

Slide 98: Setting Expectations Reassure your attendees about the rollercoaster ride of the Accelerator Workshop experience Confidential Page 98

Slide 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) Confidential Page 99

Slide 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!!!! Confidential Page 100

Slide 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 Confidential Page 101

Slide 102: Taking this back to your team – Where is the magic? Attendees Live capture Flexibility + Fun Accordion (Diverge/Converge) Planning + Prep Research first Evidence for decisions Participate + Listen Confidential Page 102

Slide 103: Q&A Q1: A1: Q2: A2: Q3: A3: Q4: A4: Q5: A5: Confidential Page 103

Slide 104: Fines! 1 2 Confidential Page 104

Slide 105: Feedback Where we did great! Where we can improve • Watching actual facilitation, was Abstract upfront stuff took a long time • helpful – see the pixie dust is Exercises earlier/sooner • Valley at despair at lunch, but glad I came valuable • back – do the work earlier and explain as we • Like the technique focus, feels go comfortable – need more of that One is the Narrator, and the other person just • does the workshop • Live capture, that people can see Appendix really used as the HOW • their ideas Case Study could be pre-work or home work • • How we framed it within a to save time business context To show deliverable or not? More important • to see how one or two deliverables are pulled • Get my company to be on the through same page when I get back! Rotate teams through to see in action • • Energized about my own work in Participate in the power of the tool throughout • the next while! See deliverables or outputs first, then see • how it all fits into a workshop Confidential Page 105

Slide 106: Thank you! For coming, participating, and being a fun group Confidential Page 106

Slide 107: Appendix A Accelerator Workshop Methods Guide Confidential Page 107

Slide 108: Appendix B Setting up Break Out Room Tip Sheet Confidential Page 108

Slide 109: Appendix C Facilitation Tips Confidential Page 109

Slide 110: Appendix D Case Study Photo Gallery See Picture Folder Confidential Page 110