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Leading for Impact: Project Lead Workshop 1 Session 3 As Project Lead, you are managing your team through a complex organizational initiative Please share • Your name, organization, and role • A 30-second description of your project And answer one of the following questions • For your team, what has been the greatest “win” so far in the project process? OR • As Project Lead, what do you believe will be the single biggest challenge of your role going forward? Updated by M. Ciccarone 8/08/16 2 Agenda •Review/recap of work to date •Stakeholder engagement •Developing a workplan •Next steps 3 Reminder: This is the first of several Project Lead working sessions Session 1 Strategy Achieving Strategic Clarity Theory of Change Project Planning Aligning the Organization Project Session 2 Peer Group Intros and Team Goals Plan the work Session 3 Session 4 Session 5 Session 6 Project Lead Workshop Project Lead Workshop Project Lead Workshop Aligning Programs Improving Programs & Operations Aligning Funding Measuring and Managing Performance Project Time Project Time Project Time Project Time Leadership Styles Effective Decisionmaking Building Future Leaders Leading Change Do analysis and draw out insights Session 7 Project Sharing and Future Planning Sustaining Strategic Clarity Sustaining Team Effectiveness Prepare to implement Project advising and team coaching calls 4 These sessions will focus on supporting you through key stages of work Project Planning last month Structuring problems with focused, testable hypotheses Managing the project with a detailed workplan Turning ambiguous data into insight Organizing for action 5 Over the last month, you and your teams have developed a hypothesis tree to guide your work Question: Hypothesis: Assertion 1 Assertion 2 Assertion 3 Assertion 4 Analysis Analysis Analysis Analysis 6 <<Insert client example of hypothesis tree and have client present if possible>> 7 These sessions will focus on supporting you through key stages of work Structuring problems with focused, testable hypotheses Managing the project with a detailed workplan Turning ambiguous data into insight Organizing for action Today’s session 8 Agenda •Review/recap of work to date •Stakeholder engagement •Developing a workplan •Next steps 9 Engaging the right people at the right time is critical to developing and implementing the best answer 10 Consider who to engage and how Identify the critical stakeholders early • Groups that will be most affected by the work • Trusted influencers that could serve as strong promoters • Potential detractors that could stall progress • Key decision-makers that must be on board Include these stakeholders in the work of the project • Steering Committee Put them to work on the project • Advisory groups • Client maps • Project management roles Give them avenues to provide input Keep them informed • Interviews • Surveys • Focus groups • Overview of project intent and process • Frequent updates of project progress TBG LFI-Project_Lead_Worksho ... 161223 11 Exercise: Thinking about engaging key stakeholders In groups of two Project Leads and one Bridgespan coach, consider: Who will be affected by the decisions you are likely to make? Who will influence the decision? How can you best engage these groups, now and into implementation? Capture your thinking on the Handout so you can share/test it with your full team later today TBG LFI-Project_Lead_Worksho ... 161223 12 Group discussion: Engaging key stakeholders For teams that have already thought through stakeholder engagement… Who are the major stakeholders you’ve identified? How will you engage them? TBG LFI-Project_Lead_Worksho ... 161223 13 Handout: Identify the critical few stakeholders (or groups) who should be involved and how Key stakeholders e.g., Program Directors What type of engagement? e.g., decisionmakers, inform only, seek input How can we best engage them? Critical points for engagement e.g., quarterly e.g., one-on-one, in team meeting on teams April 1 TBG LFI-Project_Lead_Worksho ... 161223 14 Agenda •Review/recap of work to date •Stakeholder engagement •Developing a workplan •Next steps 15 Let’s begin turning your hypothesis tree and plan for stakeholder engagement into a workplan When developing workplan timelines, begin by considering: What major activities or tasks need to happen to accomplish your objectives? What are the key deadlines for the overarching goals or milestones? Can you work backwards? What big events, notable dates, or key meetings should you use to guide the deadlines of your workplan? When are you going to get feedback and input from others on your work-in-progress? What is realistic to achieve in the next five months? 16 Example: High-level workplan Plan the work Jan Do analysis and draw out insights Feb March April Prepare to implement May June Articulate key question Project scoping Formulate hypothesis Create workplan Make decisions and communicate them to stakeholders Plan analytical deliverables Demand analysis Landscape analysis Desk research on demand for our services Define competitor set, draft interview guides, set up interviews Financial analysis Important dates Conduct surveys Conduct interviews Create implementation and change management plans Funder / financial analysis Program Committee #1 Board Meeting #1 Program Committee #2 Board Meeting #2 17 Then develop the next level of detail by outlining key activities When developing workplan activities, consider: What is the output, deliverable, or outcome of each activity or task? Who will lead each activity or task? What input from the team will be required? Are there any important dependencies? (e.g., Task C can’t be completed before Task A) When must each activity be completed? 18 Example: Key activities, with deadlines and owners Research Demand: There is a need for our services Data / analysis needed Desk research on demand for our services Key activities to be conducted Deadline Owner Review leading publications for reports on the need for our services in both cities Write survey Surveys of potential beneficiaries Distribute survey Analyze results of survey Desk research on current services being offered in both cities Landscape: We can uniquely meet the need Landscape analysis Create a list of potential competitors/collaborators; set up interviews Write an interview guide Conduct interviews with competitors/collaborators Analyze results of interviews Financials: Expansion is financially sustainable Breakeven analysis Develop a working estimate of start-up costs Develop a working estimate of ongoing costs Identify potential funders Funder landscape Interview potential funders to gauge their appetite for investment 19 Lastly, identify the desired inputs and outputs for important milestones to ensure you stay on track KEY MILESTONE Program Committee #1 Board meeting #1 INPUTS NEEDED DESIRED OUTPUTS • Interview guides for landscape and demand research • Revised guides, financial variable • Draft list of financial variables to model • Proposed interview list • Initial factbase on the need in both cities, and our ability to meet that need • Early estimates on start-up costs in each city Program Committee #2 • Emerging factbase Board meeting #2 • Finalized factbase • Initial assessment of options • Recommendation from the executive team • Facilitated introductions to potential funders, in order to conduct interviews • Revised options • Final decision on expansion 20 As you refine your workplan, keep these watch outs in mind 1• Be specific (e.g., “conduct three focus groups” instead of “solicit input”) 2• Be realistic about what can be accomplished; pull in additional resources if needed 3• Use Bridgespan as a thought partner (share drafts and ask for feedback!) 4• Add cushion time (e.g., start scheduling interviews at least two weeks in advance) 21 Exercise: Sketching out your workplan In groups of two Project Leads and one Bridgespan coach, consider: What major activities or tasks need to happen to accomplish your objectives? What are the key deadlines for the overarching goals or milestones? Can you work backwards? What big events, notable dates, or key meetings should you use to guide the deadlines of your workplan? (e.g., board meetings, Bridgespan check-ins, staff retreats, cohort start dates, grant renewal dates) When are you going to get feedback and input from others on your work-in-progress? What is realistic to achieve in the next 5 months? Capture your thinking on the Handout or flipchart paper so you can share/test it with your full team later today 22 Next steps • Project working lunch: Lead a discussion with you team - Options: ‣ Discussing the key stakeholders to engage and how ‣ Discussing the most important activities that need to be accomplished by when by whom, etc. (your emerging workplan) ‣ Discussing upcoming analyses you will conduct • Draft a workplan and refine with your Bridgespan coach in the next week • Team and Bridgespan will use the workplan to discuss progress on analysis in upcoming project calls - Bi-weekly team calls will begin after this session - Ongoing contact between you and your Bridgespan consultant 23 Additional resources (in addition to one another!) LinkedIn • Email went out last month with links to join these groups: - General group ‣ Includes all Leading for Impact cities - Seattle group ‣ Includes all current and past participants of the Leading for Impact– Seattle cohorts Classroom & project materials • For the latest and greatest classroom and project materials, please be sure to go to Bridgespan’s Leading for Impact resource page: - http://www.bridgespan.org/LFIREsources 24 Our next session will focus on turning data into insight Structures problems with focused, testable hypotheses Manages the project with a detailed workplan Turns ambiguous data into insight Organizes for action Next session 25 Handout: workplan template Plan the work Jan Do analysis and draw out insights Feb March April Prepare to implement May June Articulate key question Project scoping Formulate hypothesis Create workplan Plan analytical deliverables Workstream 1 Workstream 2 Workstream 3 Important dates 26 Find session materials and related tools on-line at: www.bridgespan.org/LFIresources 27