December 11, 2014 Leave a comment
Do the following:
- Write down your deliverable and strive to get examples! Deliverables illustrate the required documentation and needed information. What are we producing? Show participants examples if you are building a model. Align with the enterprise and business unit strategic plans to help reconcile tradeoffs in your decision-making process.
- Quantify impact from the meeting on the program and articulate the project or meeting scope. Identify the level of detail desired, the type of session (planning, problem solving, design, etc.), and what to accomplish in the workshop. Understand what might be excluded (due to scope); or what the purpose and scope are NOT.
- Identify and compose the simple steps that enable you to organize the known information,identify the missing information, and produce the deliverablesidentifiedpreviously. Rely on your organization’s methodology or life cycle. The best sources for your draft method are (in order of preference):
- Proprietary or in-house life cycle
- Team charter, prior work, or FAST cookbook agendas
- Experience—look at past successful workshops (or CoP; ie. community of practice), ask, “What questions need to be answered to satisfy the purpose of the workshop?” Consider the Single-Question approach.
- Talk to the project manager, technical partner (ie, the methodologist), or other organizational experts.
- Go to a library or bookstore but do NOT rely on Google®.
For Lean or Agile also consider
- Existing enterprise systems or processes (life cycle)
- Architecture infrastructure (consider drafting a baseline architectural pattern)
- Scoping/ phasing (what high level information is known)
- Consider existing process models, high level ERD, and actors’ security/ policy
The three steps in the method above yield a DRAFT simple agenda; ie, simple meeting or workshop agenda.
NOTE: Identify the known information at the start of the proposed workshop. Some information was probably built before this workshop. It may be output from prior workshops. It may be planning or scope documents. This information should only be reviewed and not built from scratch, if acceptable.
- Identify the most appropriate participants. Identify what knowledge or expertise each needs to bring to the workshop. Determine how much of the agenda the participants understand and can reasonably complete in a group environment. Identify what issues they have—do they need team building or creativity or some management of behavior? Find someone who will provide resistance at the meeting so that you can learn to anticipate challenges that will develop. You may not want to avoid the issues because they need to surface; however, you do not want to be surprised or caught off guard. Walk through the steps to see if you can produce the desired results with the proposed participants. Do the steps allow the group to build on prior work without jumping around? Are the steps logical? Will the deliverables be comprehensive?
Let us know what you think by commenting below. For additional methodology and team-based meeting support for your change initiative, refer to “Change or Die, a Business Process Improvement Manual” for much of the support you might need.
Become Part of the Solution, Improve Your Facilitation Skills
The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember, 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).
Do not forget to order Change or Die if you’re working on a business process improvement project. It provides detailed workshop agendas and detailed tools to make your role easier and your team’s performance a lot more effective—daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.