Our students have clamored for a quick-reference checklist of the most important facilitation Do’s and Don’ts. In response, we bring you the brief, yet powerful, list below (alpha-sorted by the highlighted term or phrase). Please note that the highlighted facilitation do’s and don’ts are linked to articles that provide additional examples, evidence, and supporting rationale.…
What is a Design Sprint? Created at Google Ventures, a Design Sprint represents a methodology that helps teams complete a five-day workshop for building and testing some problem-solving product or solution (prototype). A prototype might include a product on a screen, on paper, a service, a physical space, or an object. Created by Google Venture’s…
In an earlier article (see: Risk Analysis – Method and Questions to Facilitate a Portfolio of Projects) we defined “best” by projects that scored favorably in an Innovation test by looking at the relative technology and market risks associated with new ideas (eg, process, product, etc.). With this article (geared for experienced facilitators and methodologists, but…
You know that project portfolios focused on the best opportunities accelerate innovation. So how do you build consensus around the term “best”? George Day’s article[1] provides excellent logic to help you drive a consensual view of risk analysis. “The risk analysis matrix employs a unique scoring system and calibration of risk. It helps estimate the…
All too often we are guilty of asking for the deliverable. For example, if the deliverable is a plan to mitigate ‘Burnout’ in the IT[1] Service Department, we often jump to ‘solving’ by asking for ideas on what to do. MG RUSH structured facilitation embraces an evidence-based management approach that says Y = f (X +…
TRIZ represents a methodology focused on innovative process or product improvement. Use it when you need innovative thinking that extends beyond common process flow diagrams and requirements gathering. Look at further variations such as ARIZ, I-TRIZ, P-TRIZ, 40 Inventive Principles (with Applications in Service Operations Management), Reverse Fishbone, TRIZICS, USIT, SIT, and/or ASIT. “TRIZ” is a…
Triple constraint theory suggests that it is not realistic to expect to build the fastest, the cheapest, and the highest quality. Typically, something has to “give.” While most executive sponsors and product owners aspire for all three at the same time. Triple constraint theory tells us that time, cost, and quality are the three most important considerations,…
Decision quality increases with the quantity of available options. The FAST technique has long promoted the concept of teams to improve decision quality. Most understand that properly facilitated teams are smarter than the smartest person on the team, especially with diverse teams. Teams create more options than aggregating individual inputs. Diverse teams push even higher, why?…
Force field analysis modifies and improves upon a similar approach called “pros & cons.” Force field analysis helps groups identify and prioritize actions and opportunities for improvement, especially among project teams. Force field analysis makes it easier for groups to organize their thinking while encouraging thoughtful exploration. Once supportive and hindering forces are identified, the group analyzes impact, leading to actions that reinforce…
Quantitative SWOT analysis is the result of contrasting the internal, controllable aspects of the organization (ie, Strengths and Weaknesses) with the external, uncontrollable situational factors (ie, Opportunities and Threats) and then aggregating the numeric scoring of the actions an organization might take to reach its goals and objectives. Qualitative situational analysis[1] provides a poor method…