Identifying Business Identifying Business Needs Needs through Collaborative through Collaborative Working Sessions Working Sessions A Guide to Shared Design Sessions A Guide to Shared Design Sessions Based on JAD Sessions conducted at Freshfields Bruckhaus Deringer Presented by Dave Cunningham
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Identifying business needs through collaborative working sessions shared design by dave cunningham 2002
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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