Identifying business needs through collaborative working sessions shared design by dave cunningham 2002

Identifying Business Needs Identifying Business Needs through Collaborative Working Sessionsthrough Collaborative Working Sessions

A Guide to Shared Design SessionsA Guide to Shared Design Sessions

Based on JAD Sessions conducted at

Freshfields Bruckhaus Deringer

Presented by Dave Cunningham

Part 1: Introduction to aPart 1: Introduction to aShared Design SessionShared Design Session

Overview

Principles

Roles

Why do projects often fail or Why do projects often fail or provide insufficient value?provide insufficient value?

Differing expectations– Between sponsors/users and providers– Amongst sponsors/users

Too little interactionInsufficient understanding of issuesInsufficient buy-in to issues

How do group meetings How do group meetings address these?address these?

Support communications between people with diverse backgrounds

Work through decisions with a broader perspective and more thought

Encourage intuition, imagination and common sense amongst the participants

Involve everybody in decision, rather than leaving it up to a one-on-one interviewer to listen and make decisions separately

Joint Application DesignJoint Application Design

Developed by IBM in the 1960’sUsed to:

– Introduce the user into the development process– Gain commitment– Gain group cohesion– Help ensure productive meetings

Trends Driving JADTrends Driving JAD

Team approachQuality and productivitySmarter usersShift to business process re-engineeringRapid development

Comparison of JADsComparison of JADs

Aspects Traditional Law Firm JAD

Attendees 3-4 20

Duration 2-3 days 2-4 hours

Detail Tech at times Key Issues

Voting Equal Weighted

Preparation High(from green field)

High(design assumptions)

Comfortable NameComfortable Name

JAD: another TLAAlso known as “group design”, “user

centred design”, “facilitated work sessions”, etc.

At Freshfields Bruckhaus Deringer, using name “Shared Design”

PrinciplesPrinciples

Up-front effort to:– Establish and align expectations of sponsors

and working team before the meeting– Understand likely issues, and corresponding

pro’s and con’s

Structured issue resolution– Not brainstorming– Assumptions-based, not open questions

PrinciplesPrinciples

Focus on verbal and visual communications, be very low tech

Separate the meeting facilitator from bias of the issues

Attendees are not decision makers (in most cases)

PrinciplesPrinciples

Give as much as we get:– Educate as much as listen– Gain consensus and support for issues– Gain a shared meaning

Gain feedback from all personalities in meeting

The Shared Design TeamThe Shared Design Team

Sponsors

Working Team

Project Manager

Facilitator

Scribe

Attendees

SponsorsSponsors

Control allocation of team time and costsGive vision and directionMake decisionsReflect commitmentGuide issues for meeting preparationAssist in communications

Working Team and PMWorking Team and PM

Good knowledge in the business or technical area

Good analytical skillsOpen minds

Project Manager: Manages team time and responsibilities; supports the Facilitator

FacilitatorFacilitator

Leads the shaping of the issues based on team’s and sponsor’s input

Experienced in leading groups to constructive conclusions

Objective, unbiased and neutralSensitive to group dynamics and politics

ScribeScribe

Able to hear between the lines Capture the flow and intent of the meeting, good

technical writing skills Not a secretarial function Open minded and neutral Frees the facilitator to focus on getting info out of

people, rather than capturing it as well

Could be accompanied by video or audio recording.

AttendeesAttendees

Representative people to be affected by the changes– Not biased toward or away from technology– Outspoken and not– Not just the usual suspects

Meeting relies on a mix of perspectives

ObserversObservers

Attend the Shared Design session to learn more about the process or the results

Not allowed to speakNot allowed to sit with other observersCould double as subject matter experts if

called upon by the Facilitator

Part 2: Preparing for aPart 2: Preparing for aShared Design SessionShared Design Session

Define Objectives

Research Issues

Prepare for Session

Facilitate the Session

Provide Feedback

Define ObjectivesDefine Objectives

Two initial team meetings:

– Meeting One: Use the Shared Design workbook to gain initial understanding of project and objectives of session.

– Meeting Two: Identify the issues the SD session is meant to resolve. Develop the questions, assumptions and visuals to resolve each issue.

First Team MeetingFirst Team Meeting

What is the Topic?What are the Objectives of the Session?

– Overall Business Requirements System Selection Workflow, etc.

– Level of Detail– What Results are Expected?

First Team MeetingFirst Team Meeting

Scope– Areas affected– Who is involved– Areas not included– Other issues

Roles to make Session happen

First Team MeetingFirst Team Meeting

Identify existing materials to educate facilitator

Interview Team Members– History– Resources– Concerns, etc.

Schedule interview with SponsorsSchedule time to observe people in practice

First Team MeetingFirst Team Meeting

Determine the type of session, based on:– Number of people and locations necessary to be

representative– Complexity, priority and profile of issue– Level of detail required

Draft milestones calendar

Research IssuesResearch Issues

Review existing materialsInterview project sponsorsObserve usersConduct other research

Second Team MeetingSecond Team Meeting

Draft attendee listOutline Issues

– Assumptions– Specific questions– Open-ended questions– Examples and Demonstrations

Prepare for SessionPrepare for Session

Develop attendee tracking sheetPrepare attendeesCreate assumptions surveyDevelop visuals and demonstrations, align

visuals to issuesConduct dry runs

Facilitate the SessionFacilitate the Session

Introductions– Why are we making a change?– Objectives of the change.– Overview of process and timing.– Objectives for this meeting.

Walk through issues as planned

Provide FeedbackProvide Feedback

Assess conclusionsProvide summary of results to decision

making body or sponsorsProvide feedback to Shared Design

attendees

Expected ResultsExpected Results

Voting on issuesComments and complaintsPrioritiesNew or modified processesCurrent or perceived obstaclesBroader understanding and support for

issues

Shared Design and IT Shared Design and IT Business RequirementsBusiness Requirements

IT is developing procedures to complement and support the business-to-design process.

Such collaborative session can take design to more detailed levels, requiring more time with attendees.