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

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

Wrapping Up a Workshop Series

Turnaround

Taking this back to your team

Q&A, Feedback

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

Introductions Ground Rules Session Expectations 0900 – 0905 Facilitated

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.

Jess

Jess is the Principal at nForm User Experience. He is focused on developing positive user experiences for nForm clients and their users.

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

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

Disclaimer

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: Lorem ipsum 2 3 4

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:

Lorem ipsum

2

3

4

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

Does any of this sound familiar?

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

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

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

What is an Accelerator Workshop? What is an Accelerator Workshop?

What is an Accelerator Workshop? Early workshop to get everyone on the same page to stop indecision later.

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.

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:

So what makes it different?

So What Makes It Different? 01 Codesign with decision makers

So What Makes It Different? 02 Evidence = informed decisions

So What Makes It Different? 03 Agile workshop approach

So What Makes It Different? 04 Real-time capture and turnaround

So What Makes It Different? 01+02+03+04 = Rapid Facilitation

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”

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

How Accelerated? So…just how accelerated?

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

SMALL PROJECT

Traditional

Project

Accelerator

Project

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

LARGE PROJECT

Traditional

Project

Accelerator Project

What about Agile? 2 Benefits

What about Agile? Long-range leadership (beyond the 2 week iteration)

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

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

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

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

AGILE PROJECT

Any-Agile

Project

Accelerator Project

(Agile)

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

Dealing with “ Executive Site Producers ”

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

Other Questions? Other Questions?

Approach + Planning 0920 – 0930 Presentation + Discussion

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

Active facilitation

Fast moving

Live captures

Visualization of info

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

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

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

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.)

Stakeholder meetings and find out who should be invited to attend

Discovery Summary *

Research Summary **

Logistics

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.)

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

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

Methods Overview 3 Demos + Practice 0930 – 1000 Presentation + Demo + Practice

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

A number of activities can be used in Accelerator Workshops including the list above, but by no means limited to these

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

Divergent + Convergent Thinking

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

Breakouts

Monitor

Assign groups of 4 to 6

Clear assignment

Time limit

Active

Capture

Merges

Summarize

Amalgamate

Live capture in group

Vote

Agree

Live Capture

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

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

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

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

Methods Overview – Predictive PowerPoint Demo 3 :: Predictive PowerPoint split screen Freeze + Unfreeze

Demo 3 ::

Predictive PowerPoint split screen

Freeze + Unfreeze

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

Practice:

Note taking + Live Capture:

Whiteboard to Computer

Real time computer

Predictive PowerPoint

Note taking + Live Capture from Whiteboard 1 2 3 4 5 How do YOU tackle your project alignment problems?

1

2

3

4

5

Note taking + Live Capture Real-time Computer How do YOU tackle your project alignment problems? 1 2 3 4 5

1

2

3

4

5

Practicing Predictive PowerPoint How do YOU tackle your project alignment problems? 1 2 3 4 5

1

2

3

4

5

Break 1000 – 1015

Case Study the aerojet experience 1015 – 1030 Presentation + Discussion

The aerojet experience

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.

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

aerojet secondary research See attached document: Revised_aerojet2006Q3.pdf

See attached document:

Revised_aerojet2006Q3.pdf

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

Session 1: Project Alignment Why are we doing this? 1030 – 1045 Presentation 1045 – 1130 Breakout 1130 – 1200 Merge

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

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

Project Mission Statements Reference: flickr.com Ultimate WHY.

Ultimate WHY.

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.”

What will it look like in the end?

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:

“ 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?

Aligning the Aerojet Team What words can we use? 1 2 3 4 5 Just don’t use the M-word or the V-word

What words can we use?

1

2

3

4

5

Team Assignment Team A Team D Team B Team E Team C

5 Why’s – Iterative Inquisitive

Backcasting

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?

Session 1 Breakout Assignment: Come up with a Mission Statement for Aerojet Strategy by asking the 5 Why’s. Come up with a Vision Statement for Aerojet Strategy by writing the Ideal State – which is the starting point for backcasting. Tip :: Other ways to get to Mission + Vision When, Where, Why, What, and How Predict next year’s headlines Predict project press release Design the Box

Assignment:

Come up with a Mission Statement for Aerojet Strategy by asking the 5 Why’s.

Come up with a Vision Statement for Aerojet Strategy by writing the Ideal State – which is the starting point for backcasting.

Tip :: Other ways to get to Mission + Vision

When, Where, Why, What, and How

Predict next year’s headlines

Predict project press release

Design the Box

Session 1 Merge Assignment: Coming up with the Aerojet Mission + 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

Assignment:

Coming up with the Aerojet Mission + 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

Session 1 Merge – Mission Statement Team B: Team A: Team D: Team C: Votes: Votes: Votes: Votes:

Session 1 Merge – Final Mission Statement We came up with this at the end: Lorem ipsum... Parked Issues :: 1 2

We came up with this at the end:

Lorem ipsum...

Parked Issues ::

1

2

Session 1 Merge – Vision Statement Team B: Team A: Team D: Team C: Votes: Votes: Votes: Votes:

Session 1 Merge – Final Vision Statement We came up with this at the end: Lorem ipsum... Parked Issues :: 1 2

We came up with this at the end:

Lorem ipsum...

Parked Issues ::

1

2

Lunch 1200 – 1300

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

Session 2: Goal Setting Empathy Tools Crying baby Tight budget No time (timed task) Others... Reference: Flickr.com

Empathy Tools

Crying baby

Tight budget

No time (timed task)

Others...

Empathy Tools

Session 2: Goal Setting Examine Secondary Research Marketing research Corporate documents Website analytics Reference: Flickr.com

Examine Secondary Research

Marketing research

Corporate documents

Website analytics

Session 2 Merge – Goal Setting – Team A Customer experience Type 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

Session 2 Merge – Goal Setting – Team B Customer experience Type 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

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 Priority High Level Goals

Session 2 Merge – Goal Setting – Team D 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 Priority High Level Goals

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

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...

What is a Scenario?

What is a Story?

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.

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

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

Aerojet Travel Model

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

Tips ::

Prepare some ‘straw’ scenarios/stories

Encourage teams to add

Details makes for realism

Break 1515 – 1530

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

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

Session 3 Merge – Scenarios & Stories – Team A Stories Story 1 Story 2 Story 3 Insert captures next >>

Stories

Story 1

Story 2

Story 3

Session 3 Merge – Scenarios & Stories – Team B Stories Story 1 Story 2 Story 3 Insert captures next >>

Stories

Story 1

Story 2

Story 3

Session 3 Merge – Scenarios & Stories – Team C Stories Story 1 Story 2 Story 3 Insert captures next >>

Stories

Story 1

Story 2

Story 3

Session 3 Merge – Scenarios & Stories – Team D Stories Story 1 Story 2 Story 3 Insert captures next >>

Stories

Story 1

Story 2

Story 3

Wrap Up Turnaround Taking this back to your team QA + Feedback 1600 – 1700 Presentation + Discussion

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

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

Setting Expectations Reassure your attendees about the rollercoaster ride of the Accelerator Workshop experience

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)

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)

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!!!!

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!!!!

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

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

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

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

Q&A Q1: A1: Q2: A2: Q3: A3: Q4: A4: Q5: A5:

Q1:

A1:

Q2:

A2:

Q3:

A3:

Q4:

A4:

Q5:

A5:

Fines! 1 2

1

2

Feedback Where we did great! 1 2 Where we can improve 1 2

Where we did great!

1

2

Where we can improve

1

2

Thank you! For coming, participating, and being a fun group

Appendix A Accelerator Workshop Methods Guide

Accelerator Workshop Methods Guide

Appendix B Setting up Break Out Room Tip Sheet

Setting up Break Out Room Tip Sheet

Appendix C Facilitation Tips

Facilitation Tips

Appendix D Case Study Photo Gallery See Picture Folder

Case Study

Photo Gallery

See Picture Folder