The document provides an agenda and overview for an accelerator workshop on rapid facilitation techniques being held by nForm User Experience. The full-day workshop on March 23, 2007 will include presentations and demonstrations of rapid facilitation methods, as well as practice sessions for techniques like live note capturing, predictive PowerPoint, and project alignment exercises. Attendees will learn about using accelerated workshop formats to tackle common project challenges more effectively.

1. ASIS&T IA Summit Pre-conference Accelerator Workshops How Rapid Facilitation gets things done in days instead of weeks March 23, 2007 – Full Day Workshop Jess McMullin, Principal at nForm User Experience Yvonne Shek, Senior Consultant at nForm User Experience ASIS&T Contact Info: 1320 Fenwick Lane, Ste. 510 | Silver Spring, MD 20910 PH: 301-495-0900 | FAX: 301-495-0810 | Email: asis@asis.org

3. Introductions Ground Rules Session Expectations 0900 – 0905 Facilitated

6. Disclaimer

8. The FAQ Problems Tackled What is an Accelerator Workshop? What is Rapid Facilitation? How Accelerated? What about Agile? 0905 – 0920 Presentation + Discussion

9. Does any of this sound familiar?

11. The problems acceleration tackles Reference: “The Chaos Chronicles”, The Standish Group, 2003. 51% Challenged 34% On time On budget 15% Cancelled

12. What is an Accelerator Workshop? What is an Accelerator Workshop?

13. What is an Accelerator Workshop? Early workshop to get everyone on the same page to stop indecision later.

14. What is an Accelerator Workshop? Compressed, well-planned, and real-time sessions aimed at project alignment, focusing on having the “right” attendees to make critical upfront decisions – using preceding research or evidence as fuel.

15. What is an Accelerator Workshop? 5. Project Planning & Tracking 4. Benchmarking and Scenarios (which can be used for usability testing later on) 3. Personas, Stories, and Experience Mapping 2. Business Goal Setting based on Discover/Research findings 1. Project Alignment 5 Elements of the Accelerator Workshop: 5. How will we get there? 4. How is it better (and how will we measure that)? 3. Who will it affect and how will it affect them? 2. What impact will it have? 1. Why are we doing this? Answer 5 key questions for all projects:

16. So what makes it different?

17. So What Makes It Different? 01 Codesign with decision makers

18. So What Makes It Different? 02 Evidence = informed decisions

19. So What Makes It Different? 03 Agile workshop approach

20. So What Makes It Different? 04 Real-time capture and turnaround

21. So What Makes It Different? 01+02+03+04 = Rapid Facilitation

23. How Accelerated? So…just how accelerated?

26. What about Agile? 2 Benefits

27. What about Agile? Long-range leadership (beyond the 2 week iteration)

28. What about Agile? Can one agile ‘customer’ articulate everything, build buy-in for everything, and be clear up front about everything? No.

29. What about Agile? Can an accelerator workshop articulate everything, build buy-in for everything, and be clear up front about everything? No.

30. What about Agile? Can accelerator workshops produce better results because they involve the right people with solid tools to articulate? Yes.

33. What about Agile? The “Exec Site Producer” “ Executive Site Producer” Tries to channel Steve Jobs…and misses the mark. i.e., those who make decisions by channeling this guy ↑ Reference: googleimages

34. Other Questions? Other Questions?

35. Break 1015 – 1030

36. Approach + Planning 1030 – 1045 Presentation + Discussion

41. Methods Overview 3 Demos + Practice 1045 – 1100 Presentation + Demo + Practice

43. Divergent + Convergent Thinking

45. Live Capture

51. Case Study the aerojet experience 1100 – 1115 Presentation + Discussion

52. The aerojet experience

55. aerojet personas Winston Roberts Business Traveler 42 years old Auto Trader & Sales Megan O’Reilly Young stay at home mom 25 years old Has 3 month old baby Frank Kovarick Semi-retired energy consultant 67 years old Avid Golfer

56. Session 1: Project Alignment Why are we doing this? 1115 – 1130 Presentation 1130 – 1200 Breakout 1200 – 1300 Lunch 1300 – 1330 Merge

57. Company Mission Statements “ To solve unsolved problems innovatively” “ To give unlimited opportunity to women” “ To preserve and improve human life” (1990): “Become a $125 billion company by the year 2000” Current: “To give ordinary folk the chance to buy the same thing as rich people” “ To make people happy” (early 1900's): “Will democratize the automobile” (early 1950's): “Become the company most known for changing the worldwide poor-quality image of Japanese products” (1950): “Become the dominant player in commercial aircraft and bring the world into the jet age” Reference: http://www.businessplans.org

58. Company Vision Statements “ To solve unsolved problems innovatively” “ To give unlimited opportunity to women” “ To preserve and improve human life” (1990): “Become a $125 billion company by the year 2000” Current: “To give ordinary folk the chance to buy the same thing as rich people” “ To make people happy” (early 1900's): “Will democratize the automobile” (early 1950's): “Become the company most known for changing the worldwide poor-quality image of Japanese products” (1950): “Become the dominant player in commercial aircraft and bring the world into the jet age” Reference: http://www.businessplans.org

63. Team Assignment Team B Team A Team D Team C

64. Backcasting

65. Backcasting with Aerojet Start here What has to happen? What has to happen before that? Assumptions Assumptions What has to happen before that? Assumptions Assumptions What has to happen before that? How are things right now?

66. Lunch 1200 – 1300

70. Session 1 Merge – Vision Statement Team A: Become the preferred Canadian Airline for custom tailored experiences (business, family, vacation perks) Team D: Will be the number 1 choice for travelers within our region by 2009, because we are the best at accommodating different kinds of needs Team B: Aerojet, the only option Team C: Become the Canadian airline most known for personal touch, desirable destination, and flight flexibility Votes: 10 Votes: Votes: 2 Votes: 3

72. Session 2: Goal Setting Realizing Mission + Vision 1300 – 1315 Presentation 1315 – 1345 Breakout 1345 – 1415 Merge

74. Empathy Tools

76. Session 2 Merge – Goal Setting – Team A Customer experience Type This exercise was done on paper and blended into the next exercise High Example: Help Guests feel more relaxed during waiting periods in their travel experience, especially families with small children and business travelers. Priority High Level Goals

77. Session 2 Merge – Goal Setting – Team B Customer experience Type This exercise was done on paper and blended into the next exercise High Example: Help Guests feel more relaxed during waiting periods in their travel experience, especially families with small children and business travelers. Priority High Level Goals

78. Session 2 Merge – Goal Setting – Team C High Customer experience Example: Help Guests feel more relaxed during waiting periods in their travel experience, especially families with small children and business travelers. Type This exercise was done on paper and blended into the next exercise Priority High Level Goals

79. Session 3: Scenarios + Stories Who will it affect and how will it affect them? 1415 – 1430 Presentation 1430 – 1515 Breakout 1515 – 1530 Break 1530 – 1600 Merge

81. Session 3: Scenarios & Stories Building Stories from Scenarios Reference: Wikipedia.org The Boyhood of Raleigh by Sir John Everett Millais, oil on canvas, 1870. A seafarer tells the young Sir Walter Raleigh and his brother the story of what happened out there at sea.

82. Swimlane Document Example

84. Aerojet Travel Model

85. An Alternate Travel Model

86. aerojet personas Winston Roberts Business Traveler 42 years old Auto Trader & Sales Megan O’Reilly Young stay at home mom 25 years old Has 3 month old baby Frank Kovarick Semi-retired energy consultant 67 years old Avid Golfer

88. Break 1515 – 1530

92. Session 3 Merge – Scenarios & Stories – Team B See on next page >> Story of Megan...

95. Session 3 Merge – Scenarios & Stories – Team C

96. Wrap Up Turnaround Taking this back to your team QA + Feedback 1600 – 1700 Presentation + Discussion

98. Setting Expectations Reassure your attendees about the rollercoaster ride of the Accelerator Workshop experience

106. Thank you! For coming, participating, and being a fun group