Responsibility Matrix, Agenda Design, and Parking Lot Management


Borrowing an idea from one of our favorite blogsters, Martin Webster, Esq., and coupling it with our original material and American spelling, we offer you a reminder about three popular posts from our 2011 series.

  1. Transform Your Responsibility Matrix into a GANTT Chart — Frequently we don’t get much actual “work” done in a business meeting, rather we learn, decide, and agree on activities that need to be completed after the meeting. There is no better instruction set anywhere on HOW TO facilitate consensual understanding about roles and responsibilities than this tool that we built from the sweat and tears of experience.
  2. How to Design an Agenda — Twelve simple steps are provided to help you design an agenda beginning with the meeting purpose and ending with refinement of the agenda based on input you  should receive in advance from your executive sponsor, project team, and meeting participants.
  3. How to Manage the Parking Lot and Wrap-up Meetings — Again we find that many readers are seeking better ways to convert meeting discussion into action. The result from many productive meetings can be summed up with four words: “WHO DOES WHAT & WHEN.
  4. As a bonus, the Project Manager Hut asking us to contribute our content on “How to Build Stakeholder Analysis.” After all, it’s all about ‘satis-delighting’ our stakeholders.

Facilitation Skills

The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember friends, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).

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About Terrence Metz
Biographic Sketch — Terrence Metz Since the end of 1999, Terrence Metz has been a founding principal partner and vice president at Morgan Madison & Company. For over twenty years, through professional and academic endeavors, Terrence has focused on improving group decision-making. His experience has proven that two important components to effective group decision-making are: 1. Higher quality information assures higher quality decisions, 2. Properly managed conflict, generates more “options” to consider—
and groups with more options are proven to make higher quality decisions. Terrence is passionate about using and teaching the FAST Facilitative Leadership Training technique so that people and teams make more informed decisions. Terrence is the lead instructor and primary curriculum developer for MG Rush Performance Learning. He earned his Six Sigma Green Belt® from Motorola University and wrote most of the existing FAST curriculum. Terrence made the FAST technique more robust by adding and enhancing decision-making tools such as PowerBalls and the FAST quantitative SWOT technique that is used worldwide by Fortune 1000 companies. He introduced the concept of holism to the field of structured facilitation as a method for keeping discussions on target and aligning deliverables throughout an organization. Since 1999, Terrence has taught over two hundred classes. With a Baccalaureate in Science from Northwestern University (Evanston, IL) and a MBA from NWU’s Kellogg School of Management, his professional experience has focused on product/ process development and innovation. Terrence has a P&L background in capital goods markets with highly engineered-products and services (eg, Honeywell). He is an expert group facilitator, instructor, and developer of workflow processes and Voice of the Market inputs that accelerate commercial success. His engagements have included strategic development, business planning, problem-solving, continuous improvement, organizational design, process design and improvement, customer cognitivity workshops, and market-based product development and launch. His book "Change or Die: The Business Process Improvement Manual" from CRC Press was published internationally in 2012. Terrence completed additional graduate work in inter-cultural decision-making processes at Marquette University, is a former board member of the Product Development Managers’ Association, and a long-time member of the IAF (International Association of Facilitators), MFNA (Midwest Facilitators Network Association), TMAC (Technology Management Association of Chicago) and WFS (World Future Society). Most importantly, Terrence is an effective listener and equally adept at teaching FAST classes as well as galvanizing consensus around complex issues for organizations and groups.

13 Responses to Responsibility Matrix, Agenda Design, and Parking Lot Management

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