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  1. 1. UPA 2008 Evening Workshop Accelerator Workshops How Rapid Facilitation gets things done in days instead of weeks June 16, 2008 | 6:30 – 9:30 pm Yvonne Shek + Ammneh Azeim nForm User Experience Consulting
  2. 2. Agenda Break 7:45 – 8:00 Presentation + Discussion <ul><li>Other Workshop-able Activities </li></ul><ul><li>Wrapping up an Accelerator Workshop </li></ul>9:00 – 9:20 Facilitation practice <ul><li>Exercise 2: </li></ul><ul><li>Storyboarding - Breakout </li></ul>8:15 – 8:45 Live capture practice <ul><li>Exercise 2: </li></ul><ul><li>Storyboarding - Merge </li></ul>8:45 – 9:00 Live capture practice <ul><li>Exercise 1: </li></ul><ul><li>Project Alignment + Goal Setting - Merge </li></ul>8:00 – 8:15 Demo + Discussion <ul><li>Facilitation 101 </li></ul><ul><li>Live capture </li></ul>7:00 – 7:30 Discussion <ul><li>Questions + Feedback </li></ul>9:20 – 9:30 Facilitation practice <ul><li>Exercise 1: </li></ul><ul><li>Project Alignment + Goal Setting - Breakout </li></ul>7:30 – 7:45 Presentation <ul><li>Introductions + Ground Rules </li></ul><ul><li>What is an Accelerator Workshop? Etc. </li></ul><ul><li>Approach + Planning an Accelerator Workshop </li></ul>6:30 – 7:00 Format Content/Activity Time
  3. 3. Introductions + Ground Rules
  4. 4. Introductions <ul><li>Ammneh is a consultant at nForm User Experience, where she brings her passion for business analysis, usability, and information design to every project. Ammneh has been working in the IT industry for over eight years. Before joining nForm, Ammneh was at Upside Software, where she was a Development Lead and Senior Business Analyst. In 2002, Ammneh opened her own consulting company. Before that, she was a Medical Sciences Student. </li></ul>Yvonne is a Director at nForm User Experience. She has ten years of experience in web usability, information architecture, user research, and user experience consulting. Many of her clients are Fortune 500 companies. Yvonne has spoken and taught at international conferences, colleges, and universities. Before that, Yvonne was a research scientist with the Defence & Civil Institute of Environmental Medicine in Toronto. She has a B.Sc. In psychology from the University of Toronto, and an M.Sc. of ergonomics from UCL in the U.K.
  5. 5. Ground Rules for Today <ul><li>Be on time </li></ul><ul><li>No cells, pagers, etc. except during break </li></ul><ul><li>Share your own story and listen actively </li></ul><ul><li>No violent agreeing (keep in mind the goal is not consensus, but exploring all perspectives) </li></ul><ul><li>No pummeling (verbal or otherwise) </li></ul><ul><li>No beating of dead horses </li></ul><ul><li>No getting off track </li></ul><ul><li>No side conversations </li></ul><ul><li>No jargon, acronyms, or terms that the Facilitators do not understand </li></ul><ul><li>No objections to being fined (or you will be double-fined) </li></ul><ul><li>Fine could be $1 or another form of punishment, whatever the group decides </li></ul><ul><li>All proceeds will go to a charity of the team’s choice </li></ul>
  6. 6. Disclaimer (Handout 1)
  7. 7. What is an Accelerator Workshop?
  8. 8. What is an Accelerator Workshop? Early workshop to get everyone on the same page to stop indecision later.
  9. 9. 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.
  10. 10. So what makes it different?
  11. 11. So What Makes It Different? 01 Codesign with decision makers
  12. 12. So What Makes It Different? 02 Evidence = informed decisions
  13. 13. So What Makes It Different? 03 Agile workshop approach
  14. 14. So What Makes It Different? 04 Real-time capture and turnaround
  15. 15. So What Makes It Different? 01+02+03+04 = Rapid Facilitation
  16. 16. What about Agile? 2 Benefits
  17. 17. What about Agile? Long-range leadership (beyond the 2 to 6-week iteration)
  18. 18. What about Agile? <ul><li>Dealing with “Executive Site Producers” </li></ul>
  19. 19. What about Agile? “ Executive Site Producer” tries to channel Steve Jobs… and misses the mark i.e., those who make decisions by channeling this guy ↑ Reference: googleimages
  20. 20. Does any of this sound familiar?
  21. 21. The problems acceleration tackles Reference: Sapient Corporation, Harvard Business School Case Study 9-405—45, Jan 25, 2005 <ul><li>Your situation: </li></ul><ul><li>Many decision makers, need their buy-in, and need to minimize uncertainty around their expectations </li></ul><ul><li>Not sure if I am making the right decisions (or if I am even asking the right questions) </li></ul><ul><li>Need better processes and methods </li></ul><ul><li>Need better communications </li></ul><ul><li>Need to maximize opportunities early and design with them in mind </li></ul><ul><li>Need to maximize business value by knowing what to build </li></ul><ul><li>Need to minimize fundamental issues of “what”/”why” </li></ul><ul><li>Need to minimize scope definition (creep) </li></ul><ul><li>Integrate planning and tracking </li></ul><ul><li>... in order to deliver on time and on budget </li></ul>
  22. 22. The problems acceleration tackles Reference: “The Chaos Chronicles”, The Standish Group, 2003. 51% Challenged 34% On time On budget 15% Cancelled
  23. 23. Approach + Planning an Accelerator Workshop
  24. 24. Approach, Characteristics + Roles <ul><li>Active facilitation </li></ul><ul><li>Fast moving </li></ul><ul><li>Live captures </li></ul><ul><li>Visualization of info </li></ul>Approach Characteristics Roles <ul><li>Activity-based breakouts </li></ul><ul><li>Interactive merges </li></ul><ul><li>Intense, but fun </li></ul><ul><li>Pulse checks </li></ul><ul><li>Feedback driven </li></ul><ul><li>20 client participants </li></ul><ul><li>Clients are experts in their business, industry, environment </li></ul><ul><li>We drive the process (facilitate and capture) and contribute from our knowledge and expertise in Value-Centered Design </li></ul>
  25. 25. Planning your Workshop <ul><li>Stakeholder meetings and find out who should be invited to attend </li></ul><ul><li>Discovery Summary * </li></ul><ul><li>Research Summary ** </li></ul><ul><li>Logistics </li></ul>Workshop Prep 1 – 2 weeks Workshop 2 to 4 days Documentation A few hours to 1 week <ul><li>Alignment session </li></ul><ul><li>Business Goals </li></ul><ul><li>Identify as a group the mission critical initiatives (weigh and prioritize) </li></ul><ul><li>High level requirements </li></ul><ul><li>Collaborate on a presentation to sell solution </li></ul><ul><li>Team event </li></ul><ul><li>Exec Summary Presentation </li></ul><ul><li>Shared sense of future problem & changes needed </li></ul><ul><li>Solutions priority & rationale </li></ul><ul><li>High level road map </li></ul><ul><li>Draft of scenarios, stories, requirements </li></ul><ul><li>High level plans (project, HR, communications, marketing, etc.) </li></ul>
  26. 26. Setting Expectations Reassure your attendees about the rollercoaster ride of the Accelerator Workshop experience
  27. 27. Planning your Workshop <ul><li>Outline </li></ul><ul><li>Kickoff and welcome </li></ul><ul><ul><li>Introductions </li></ul></ul><ul><ul><li>Set expectations and goals </li></ul></ul><ul><ul><li>Ground Rules </li></ul></ul><ul><li>Discovery + Research presentation </li></ul><ul><ul><li>Evidence-based recommendations for Management </li></ul></ul><ul><li>Project Alignment </li></ul><ul><li>Business Goals </li></ul><ul><li>Stories and Scenarios </li></ul><ul><li>Integrated planning and tracking </li></ul><ul><li>Recap, next steps, and feedback </li></ul><ul><li>Team event </li></ul>
  28. 28. Main Room and Breakout Rooms
  29. 29. Handout 2 <ul><li>Setting up the Break Out Room Tip Sheet </li></ul>
  30. 30. Questions?
  31. 31. Facilitation 101 + Live Capture
  32. 32. How is Meta this? Having a Narrator >>
  33. 33. Handout 3 <ul><li>Facilitation 101 </li></ul>
  34. 34. Live Capture
  35. 35. Demo 1 :: Note taking with 2 people Whiteboard to Computer (They don’t see this) <ul><li>Tips :: </li></ul><ul><ul><li>Eye contact between tag team members </li></ul></ul><ul><ul><li>Check off items as captured </li></ul></ul><ul><ul><li>Alternate colors for easier read (bullets) </li></ul></ul><ul><ul><li>Highlight changes for typist </li></ul></ul><ul><ul><li>Prepare well so that you don’t have to mess with formatting during session </li></ul></ul>
  36. 36. Demo 1 :: Note taking with 2 people <ul><li>Want projects to be successful </li></ul><ul><li>To be organized quickly </li></ul><ul><li>Lots of conflict </li></ul><ul><li>More UCD in Tech environment </li></ul><ul><li>Quickly shave time off (dynamic) project (before it can change) </li></ul><ul><li>Cheap clients to get the most out of them in a short period of time, cost effective for client </li></ul><ul><li>Practical for my clients </li></ul>What are your expectations for this workshop?
  37. 37. Demo 2 :: Note taking by yourself Real time Computer (They see this – live) <ul><li>Tips :: </li></ul><ul><ul><li>Hyperactive listening </li></ul></ul><ul><ul><li>Apply Ground Rules to ensure all is captured </li></ul></ul><ul><ul><li>Type fast (demo fixing things on the fly*) </li></ul></ul><ul><ul><li>Prepare well so that you don’t have to mess with formatting during session </li></ul></ul>
  38. 38. Demo 2 :: Note taking by yourself <ul><li>Tell your PM that there is a serious risk to the project </li></ul><ul><li>Define roles </li></ul><ul><li>Get people together to resolve </li></ul><ul><li>Ignore it and pretend that there is no alignment issue </li></ul>How do YOU tackle your project alignment problems?
  39. 39. Demo 3 :: Predictive PowerPoint <ul><li>Freeze + Unfreeze </li></ul><ul><li>- Use the Freeze function for the projector </li></ul><ul><li>- Jiggle the mouse to ensure it is frozen </li></ul><ul><li>- Do your thing; make changes (screen should be frozen to the desire screen) </li></ul><ul><li>- Go to where you want to jump back into the presentation </li></ul><ul><li>- Unfreeze and voila! Group sometimes doesn’t even realize you have made a change </li></ul>
  40. 40. Practice live capture
  41. 41. The rhythm of a workshop
  42. 42. Divergent + Convergent Activities <ul><li>Breakouts </li></ul><ul><ul><li>Monitor </li></ul></ul><ul><ul><li>Assign groups of 4 to 6 </li></ul></ul><ul><ul><li>Clear assignment </li></ul></ul><ul><ul><li>Time limit </li></ul></ul><ul><ul><li>Active </li></ul></ul><ul><ul><li>Capture </li></ul></ul><ul><li>Merges </li></ul><ul><ul><li>Summarize </li></ul></ul><ul><ul><li>Amalgamate </li></ul></ul><ul><ul><li>Live capture in group </li></ul></ul><ul><ul><li>Vote </li></ul></ul><ul><ul><li>Agree </li></ul></ul>
  43. 43. Divergent + Convergent Thinking :: Accordion Approach
  44. 44. Exercise 1 Project Alignment + Goal Setting
  45. 45. 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:
  46. 46. 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:
  47. 47. Project Mission Statements Reference: <ul><li>Ultimate WHY. </li></ul>
  48. 48. Project Vision Statements Reference: <ul><li>What will it look like in the end? </li></ul>Often includes Success Criteria. For example: “ We know we are there, when cars can fly from tower to tower.”
  49. 49. Aligning the Team <ul><li>“ Do we have to do this?” </li></ul><ul><li>“ We’ve done it a gazillion times before!” </li></ul><ul><li>“ Ah – not again!” </li></ul><ul><li>“ The last time we did this with business consultants, nothing changed...” </li></ul><ul><li>“ Nobody reads these...” </li></ul><ul><li>“ I am going for a break!” </li></ul><ul><li>“ Can I come back after lunch?!” </li></ul><ul><li>So what do we do? </li></ul>When asked to do Mission / Vision Statements, be sure to expect these:
  50. 50. Aligning the Team <ul><li>What words can we use? </li></ul><ul><li>Project Purpose = Mission </li></ul><ul><li>Impact = Vision </li></ul><ul><li>Goals = Mission / Vision </li></ul><ul><li>Results = Vision </li></ul>Just don’t use the M-word or the V-word 51% Challenged 34% On time On budget 15% Cancelled
  51. 51. Team Assignment <ul><li>Team A: </li></ul><ul><li>Chad </li></ul><ul><li>Lindsey </li></ul><ul><li>Sharon </li></ul><ul><li>Andrew </li></ul><ul><li>Team B: </li></ul><ul><li>Filip </li></ul><ul><li>Mark </li></ul><ul><li>Lukasz </li></ul><ul><li>David </li></ul><ul><li>Team C: </li></ul><ul><li>Raymond </li></ul><ul><li>Scott </li></ul><ul><li>Emma </li></ul><ul><li>Renee </li></ul><ul><li>James </li></ul>
  52. 52. Exercise 1 :: Breakout Vision Statement for Project Check-in
  53. 53. Exercise 1 :: Merge <ul><li>Assignment: </li></ul><ul><li>Coming up with the Vision Statement together as a large group: </li></ul><ul><li>Team presentations </li></ul><ul><li>Discussion </li></ul><ul><li>Vote or Agree </li></ul><ul><li>Iterate and Finalize </li></ul><ul><li>Tip :: Look at effective examples </li></ul><ul><ul><li>Gather some recent industry press releases </li></ul></ul><ul><ul><li>Keep it short and sweet </li></ul></ul><ul><ul><li>Include project benefits (so what) </li></ul></ul><ul><ul><li>Ensure Vision is measurable and achievable </li></ul></ul>
  54. 54. Exercise 1 Merge :: Vision Statement Team B: To make check-in as invisible and seamless as possible Team C: To improve check in experience to 97% by 2009 Team A: Being known as the easiest hotel to check in to Votes: 3 Votes: 8 Votes: 2
  55. 55. Exercise 1 Merge :: Final Vision Statement <ul><li>We came up with this at the end: </li></ul><ul><li>Being known as the easiest, fun, seamless, comfortable, enjoyable </li></ul><ul><li>hotel to check into by 2009, wherever we compete </li></ul><ul><li>Parked Issues :: </li></ul><ul><ul><li>Should we stick to “easiest”? Or other qualities like fun, seamless, comfortable, etc.? </li></ul></ul>
  56. 56. Exercise 2 Storyboarding
  57. 57. Storyboarding <ul><li>How does it start? </li></ul><ul><li>Make it alive and real (Tip: Provide a photo gallery) </li></ul>Reference: googleimages, Ann wanted to go on vacation... to see the Mona Lisa, from March 15 – 23...
  58. 58. Exercise 2 :: Storyboarding Breakout Storyboarding Project Check-in
  59. 59. Exercise 2 :: Breakout <ul><li>Assignment: </li></ul><ul><li>Develop your storyboard </li></ul><ul><li>To share with larger group later </li></ul><ul><li>Tips :: </li></ul><ul><ul><li>Prepare some ‘straw’ stories </li></ul></ul><ul><ul><li>Encourage teams to add </li></ul></ul><ul><ul><li>Details makes for realism </li></ul></ul>Reference: 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.
  60. 60. Exercise 2 :: Story Flow Merge, Example from Visio
  61. 61. Exercise 2 :: Storyboarding Merge Final product summary
  62. 62. Questions?
  63. 63. Methods Overview <ul><li>A number of activities can be used in Accelerator Workshops including the list above, but by no means limited to these </li></ul>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 <ul><li>Use the Accelerator Workshop Methods Guide as a reference </li></ul><ul><li>Different activities are fitted to required deliverables </li></ul><ul><li>Activities are suited for various stages of the project </li></ul>
  64. 64. Handout 4 <ul><li>Accelerator Workshop Methods Guide </li></ul>
  65. 65. Backcasting for Visioning + Road mapping
  66. 66. Design the Box for Strategy + Direction <ul><li>From Jim Highsmith, Cutter Institute </li></ul><ul><li>Create a box for the product, even if it isn’t shipped in a box. </li></ul><ul><li>Elements for the Box: </li></ul><ul><li>Name </li></ul><ul><li>Tagline </li></ul><ul><li>3 key selling features </li></ul><ul><li>Imagery / Color / Type (Later) </li></ul><ul><li>Back: Feature Set </li></ul>
  67. 67. Empathy Tools for Goal Setting <ul><li>Examples </li></ul><ul><ul><li>Crying baby </li></ul></ul><ul><ul><li>Tight budget </li></ul></ul><ul><ul><li>Gloved tasks </li></ul></ul><ul><ul><li>Blindfolded </li></ul></ul><ul><ul><li>No time (timed task) </li></ul></ul><ul><ul><li>Others... </li></ul></ul>Reference:
  68. 68. Examine Secondary Research for Goal Setting <ul><li>Examples: </li></ul><ul><ul><li>Marketing research </li></ul></ul><ul><ul><li>Corporate documents </li></ul></ul><ul><ul><li>Website analytics </li></ul></ul>Reference:
  69. 69. Swimlane Document Example
  70. 70. Wrapping Up an Accelerator Workshop
  71. 71. Wrapping Up :: Things to do <ul><li>End of session: </li></ul><ul><li>Communicate Next Steps </li></ul><ul><li>Get feedback </li></ul><ul><li>Collect fines </li></ul><ul><li>Close issues and/or capture them </li></ul><ul><li>Address final FUDs (fears, uncertainties, and doubts) </li></ul><ul><li>Assign follow up tasks (names and dates) </li></ul><ul><li>Distribute work products (such as posters, PowerPoints, print outs, etc.) </li></ul><ul><li>After session: </li></ul><ul><li>Draft to do list with team and assign tasks (names and times/dates) </li></ul><ul><li>Get internal feedback (capture these too) </li></ul><ul><li>Address final concerns </li></ul><ul><li>Day after: </li></ul><ul><li>Complete to do list and push out deliverables </li></ul><ul><li>Congratulate and celebrate </li></ul>
  72. 72. Accelerator Workshop End Products <ul><li>Good examples: </li></ul><ul><ul><li>A box or product </li></ul></ul><ul><ul><li>Bullet points in PowerPoint </li></ul></ul><ul><ul><li>Flows in Visio </li></ul></ul><ul><ul><li>Stickies on a board (this should be captured as photo) </li></ul></ul><ul><ul><li>Photos </li></ul></ul><ul><ul><li>All merged into one document (preferably PowerPoint) </li></ul></ul><ul><li>Poor examples: </li></ul><ul><ul><li>Text / diagrams on a board </li></ul></ul><ul><ul><li>Text / diagrams on large paper </li></ul></ul><ul><ul><li>Personal notes </li></ul></ul><ul><ul><li>Word documents </li></ul></ul><ul><ul><li>Unmerged documents </li></ul></ul>
  73. 73. Quick Turn Around Deliverables <ul><li>I can deliver our workshop session right now... </li></ul><ul><li>Ok, maybe after spell check! </li></ul><ul><li>What makes it easy and fast to deliver after the session? </li></ul><ul><li>The group did all the work already! </li></ul><ul><li>Live captures </li></ul><ul><li>My templates </li></ul><ul><li>My prep time </li></ul><ul><li>This is like fill in the blanks (clarity important during task) </li></ul><ul><li>Team work to clean up the deliverables (crossing finish line together) </li></ul>
  74. 74. Typical Client Feedback <ul><li>Intense! </li></ul><ul><li>Enjoyable </li></ul><ul><li>Fun </li></ul><ul><li>Unearthed and resolved real issues </li></ul><ul><li>Took critical decisions </li></ul><ul><li>Solid foundation </li></ul><ul><li>Reap rewards over the life of the project (and beyond) </li></ul><ul><li>Others would not have produced value so fast! </li></ul><ul><li>Impressive! </li></ul><ul><li>Glad you warned me about the valley of death curve! </li></ul><ul><li>You made me behave – but I still had fun </li></ul><ul><li>WOW!!!! </li></ul>
  75. 75. Taking this back to your team <ul><li>Could be an all IA team or a mixed team (roles of AE, PM, TL, CL, etc.) </li></ul><ul><li>Building on existing skills and interests </li></ul><ul><li>Developing new skills and interests </li></ul><ul><li>Synthesis and making new tools according to your needs </li></ul><ul><li>Selling it internally </li></ul><ul><li>Selling it as an offer </li></ul><ul><li>Value Centered Design and Process </li></ul><ul><li>Based on evidence-based management </li></ul><ul><li>Is an effective foundation for long term relationship, trusted advisors </li></ul>
  76. 76. Taking this back to your team – Where is the magic? <ul><li>A ttendees </li></ul><ul><li>L ive capture </li></ul><ul><li>F lexibility + F un </li></ul><ul><li>A ccordion (Diverge/Converge) </li></ul><ul><li>P lanning + Prep </li></ul><ul><li>R esearch first </li></ul><ul><li>E vidence for decisions </li></ul><ul><li>P articipate + Listen </li></ul>
  77. 77. Questions + Feedback
  78. 78. Fines! <ul><li>Save the Children: $7 </li></ul><ul><li>Your facilitator donated $18 on your behalf. </li></ul><ul><li>Our group donated a total of $25 to Save the Children, China Earthquake survivors fund. </li></ul>
  79. 79. Feedback <ul><li>Where we did great </li></ul><ul><li>Great structure </li></ul><ul><li>Group exercises were good </li></ul><ul><li>Fun </li></ul><ul><li>Liked techniques (Design the Box, etc.) </li></ul><ul><li>Liked tips on facilitation </li></ul><ul><li>Where we can improve </li></ul><ul><li>Case study, examples </li></ul><ul><li>Being next to the night club </li></ul><ul><li>Have personas on the wall </li></ul><ul><li>More tips </li></ul>
  80. 80. Thank you! For coming, participating, and being a fun group