Context For Breakthrough Projects And Key Steps in Design And Implementation.

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Context For Breakthrough Projects And Key Steps in Design

And Implementation

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Context In Which Strategy Is Traditionally Designed

Extrapolated From The Past

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Context in Which A “Breakthrough” Future Is Designed

From An “Invented Future”

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Context In Which “Breakthrough Projects” Are Designed

To Close The “Gap”

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• In what way does the project you are about to design going to forward the Strategic Intent?

• In what way is this a “breakthrough project” - what is the breakthrough?

• How will it help to close the strategic “gap”?

Key Step 1What “Gap” is Your Project Designed to

Close?

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Step 2Create the Objectives of the Project

• What is the “end-state result” - what, by when? “End-state results” are invented from your commitment and stand to realize the future strategy They are not predictions from the present to the future They represent a “breakthrough” - not more of the same of business as usual

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Step 3Name the Project

• Describe the project succinctly so others can “get”

it quickly

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Step 4-10

Please contact [email protected] for full version.

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Step 5What’s So Today?

What is the starting condition - current results and trends?

Not what’s wrong - just facts stripped of

opinions or judgments

What is the “gap” between what you are

committed to accomplishing and the trend -

will closing the “gap” call for a breakthrough?

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Step 6Create Milestones

• What are the key milestones - backwards from the future?

If we have X at end date, what must be so at a preceding date - and so on back to the present?

• Milestones must be measurable and by a specific date

Milestones are key outcomes - not activities

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• Given “end state results” and what’s so now, what strategies will best get us to the outcome?

• What is missing now?• What structures do we need to put in place -

at least to get us to first milestone?• Who needs to be on the team?• What resources are needed?• What are the dependencies?• Who needs to be “accountable” for what - and

to whom? Put in place the key accountabilities

Step 7Align on Structures and Actions

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Step 7 (Continued)Align on Structures and Actions

• How will you track progress? Establish a structure

• How will work as a team - frequency of meeting, ways of being in communication, operating agreements (like “after action reviews”) and promises?

• Schedule next meetings

• What “breakdowns” are likely to occur - how can you resolve them before they occur, prepare to minimize damage or prepare to make rapid recovery?

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Step 8Select Project Leader and Build Team

• The leader is someone committed to the project being successful and who will not give up - someone who can be counted on to “manage the conversations of the project” to completion

• The leader is the person “accountable” for the result being produced - not someone who will do everything or give orders to others about what to do

• Get to know the team - what I bring - skills, strengths and passions, what I can be counted on for, what might stop me - build on each other

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Step 9Align on Commitment to Project

Now that you have a clear sense of what it will take to produce the end result - it is time to re-assess:

• Is the project a “breakthrough project”? If not raise the end results or shorten the time frame, or both

• Am I committed to this project - really - or am I just going along with the program?

• If you are not committed to the project - either join another project team or revise the parameters of this project

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Step 10Get to Work - Align on:

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• Who will do what by when? Make promises, requests and offers

• Record all promises and requests and offers• Are the actions promised sufficient to get to

the first milestone? If not have “conversations for possibility” till you have sufficient opportunities for new actions

• Who needs to know about the project?• How is the project to be incorporated into

existing accountabilities?• ...