jordan-webb - all rights reserved 1991-2005 -v9 - page 1 approach and application the search for...

Jordan-Webb - All Rights Reserved 1991-2005 -v9 -

Approach and Application The Search for Opportunity

WebIQ Educational Series D

Paul CollinsJordan-Webb(773) [email protected]://www.jordan-webb.net

(Facilitating Collaboration in Distributed and Virtual Environments)


D E C I S I O N O R S E S S I O N C O M P L E X I T Y

Tele/VideoConferencing

Presentation Feedback

Project Status Meetings

Project Post-Mortem Reviews

ProductPositioning

Customer or Employee

Focus Groups

RequirementsAnalysis

RiskAnalysis

Business StrategyPlanning

Process Re-Engineering

Brainstorming

MetricsDevelopment

StartingPointApplication Portfolio S

K I L

L S

R E

Q U

I R E

D

Core Work Processes

Process Improvement

KnowledgeCapture

There are literally hundreds of applications, and you don’t have to be a “Rocket Scientist”!

What’s the “right” application for WebIQ?

Programs & Projects

E-MailBroadcasts

Organization Capability Model While WebIQ can be a valuable tool for higher-level processes, (i.e. strategy planning), it can also be integrated into to basic, repeatable, everyday activities (i.e. project status meetings,

tele/video-conferencing, presentation feedback, peer assists)

Software Code InspectionPeer

AssistsTeam

Meetings


Situations-Opportunities

SOLVE PROBLEM QUICKLY•Customers in Different Locations•Expertise in Different Locations

SOLVE PROBLEM QUICKLY•Customers in Different Locations•Expertise in Different Locations

CONTAIN COSTS•Travel Restrictions•External Perspectives Critical

CONTAIN COSTS•Travel Restrictions•External Perspectives Critical

ASSESS ALTERNATIVES•Unclear Evaluation Criteria•Too Much or Too Little Data

ASSESS ALTERNATIVES•Unclear Evaluation Criteria•Too Much or Too Little DataOPERATE FROM BURNING PLATFORM

•Need It Yesterday•There Is No Tomorrow

OPERATE FROM BURNING PLATFORM•Need It Yesterday•There Is No Tomorrow

PROGRAMS & PROJECTSPROGRAMS & PROJECTS

DETERMINE FAILURE•Seemingly Unrelated Symptoms• Multiple Cause/Effect Relationships

DETERMINE FAILURE•Seemingly Unrelated Symptoms• Multiple Cause/Effect Relationships

BUILD FOR UNCERTAIN FUTURE•insulated from External Influence•Highly Effective Gatekeepers

BUILD FOR UNCERTAIN FUTURE•insulated from External Influence•Highly Effective Gatekeepers


Collaborative Activities

PROBLEM SOLVING•Root Cause Analysis•Solution Planning

PROBLEM SOLVING•Root Cause Analysis•Solution Planning

INFORMATION GATHERING•Brainstorming•List Reduction

INFORMATION GATHERING•Brainstorming•List Reduction

GROUP DECISION MAKING•Consensus Building•Stakeholder Analysis

GROUP DECISION MAKING•Consensus Building•Stakeholder AnalysisKNOWLEDGE SHARING

•List building•Categorization

KNOWLEDGE SHARING•List building•Categorization

CORE WORK PROCESSESCORE WORK PROCESSES

IDEATION / CREATIVITY•Problem Formulation•Concept Development

IDEATION / CREATIVITY•Problem Formulation•Concept Development

CONFLICT RESOLUTION•Problem Identification•Active Listening

CONFLICT RESOLUTION•Problem Identification•Active Listening


Application Portfolio - 1

PERFORMANCE MANAGEMENT•Standards Development•Performance Assessment

PERFORMANCE MANAGEMENT•Standards Development•Performance Assessment

BUSINESS STRATEGY PLANNING•SWOT Analysis•Opportunity Assessment

BUSINESS STRATEGY PLANNING•SWOT Analysis•Opportunity Assessment

SOFTWARE DEVELOPMENT•Requirements Analysis•Joint Application Design (JAD)

SOFTWARE DEVELOPMENT•Requirements Analysis•Joint Application Design (JAD)COMPETITIVE INTELLIGENCE

•Behavioral Analysis•Environmental Analysis

COMPETITIVE INTELLIGENCE•Behavioral Analysis•Environmental Analysis


ORGANIZATION DEVELOPMENT•Capability Assessment•Team Development

ORGANIZATION DEVELOPMENT•Capability Assessment•Team Development

RISK MANAGEMENT•Anticipatory Failure Determination•Secondary Problem Analysis

RISK MANAGEMENT•Anticipatory Failure Determination•Secondary Problem Analysis

PROJECT MANAGMENT•Project Concept Definition•Project Readiness Assessment

PROJECT MANAGMENT•Project Concept Definition•Project Readiness Assessment

LEGAL & LITIGATION OPERATIONS•Product Liability Assessment•Risk/Opportunity Assessment

LEGAL & LITIGATION OPERATIONS•Product Liability Assessment•Risk/Opportunity Assessment



HUMAN RESOURCES MANAGEMENT•Candidate Evaluation•Employee Surveys & Focus Groups

HUMAN RESOURCES MANAGEMENT•Candidate Evaluation•Employee Surveys & Focus Groups

CHANGE MANAGEMENT•Organization Climate Analysis•Transition Planning

CHANGE MANAGEMENT•Organization Climate Analysis•Transition Planning

MILITARY INTELLIGENCE•Disinformation Strategy•Operational Needs Analysis

MILITARY INTELLIGENCE•Disinformation Strategy•Operational Needs AnalysisPROGRAM MANAGEMENT

•Performance Objective Development•Post-Mortem Reviews

PROGRAM MANAGEMENT•Performance Objective Development•Post-Mortem Reviews


MARKETING RESEARCH•Distribution Channel Analysis•Conjoint Analysis

MARKETING RESEARCH•Distribution Channel Analysis•Conjoint Analysis

SALES PLANNING•Territory Analysis & Alignment•Customer Profitability

SALES PLANNING•Territory Analysis & Alignment•Customer Profitability

PRODUCT RESEARCH & DEVELOPMENT•Resource Allocation•Go/Kill Criteria Development

PRODUCT RESEARCH & DEVELOPMENT•Resource Allocation•Go/Kill Criteria Development

PROCESS IMPROVEMENT•Key Functional Area Definition•Key Improvement Prioritization

PROCESS IMPROVEMENT•Key Functional Area Definition•Key Improvement Prioritization



QUALITY MANAGEMENT•Customer Surveys & Focus Groups•Product Quality Measurement

QUALITY MANAGEMENT•Customer Surveys & Focus Groups•Product Quality Measurement

PROCESS RE-ENGINEERING•Process Modeling•Functional Decomposition

PROCESS RE-ENGINEERING•Process Modeling•Functional Decomposition

FINANCIAL MANAGEMENT•Pre-Approval Audits•Financial Policy Analysis

FINANCIAL MANAGEMENT•Pre-Approval Audits•Financial Policy AnalysisPURCHASING MANAGEMENT

•RFP Evaluation•Vendor/Contract Selection

PURCHASING MANAGEMENT•RFP Evaluation•Vendor/Contract Selection


LOGISTICS/DISTRIBUTION•Material & Information Flow•Supply Chain Analysis

LOGISTICS/DISTRIBUTION•Material & Information Flow•Supply Chain Analysis

MANUFACTURING CONTROL•Capacity Planning•Production Scheduling

MANUFACTURING CONTROL•Capacity Planning•Production Scheduling

ENVIRONMENTAL IMPACT•Causal Analysis•Project Assessment

ENVIRONMENTAL IMPACT•Causal Analysis•Project Assessment

SECURITY & DISASTER RECOVERY•Business Resumption Planning•Strategic Recovery Procedure Development

SECURITY & DISASTER RECOVERY•Business Resumption Planning•Strategic Recovery Procedure Development



KNOWLEDGE MANAGEMENT•Suggestion Solicitation•Knowledge Capture

KNOWLEDGE MANAGEMENT•Suggestion Solicitation•Knowledge Capture

MARKETING STRATEGY PLANNING•Product Positioning•Concept Approval

MARKETING STRATEGY PLANNING•Product Positioning•Concept Approval

SOFTWARE ENGINEERING•Code Inspection/Review•Key Process Area Assessment

SOFTWARE ENGINEERING•Code Inspection/Review•Key Process Area AssessmentTRAINING

•Needs Analysis & Assessment•Program Evaluation

TRAINING•Needs Analysis & Assessment•Program Evaluation


MERGER RE-ORGANIZATION•Resource Re-Alignment•Systems Re-Design

MERGER RE-ORGANIZATION•Resource Re-Alignment•Systems Re-Design

INFORMATION ENGINEERING•Information Strategy Planning•Project Scoping Meetings

INFORMATION ENGINEERING•Information Strategy Planning•Project Scoping Meetings

EDUCATION•Collaborative Authoring•Distance Learning

EDUCATION•Collaborative Authoring•Distance Learning

SCENARIO PLANNING•Focal Issue Development•Driving Force Identification

SCENARIO PLANNING•Focal Issue Development•Driving Force Identification


Individual Work

Group Work

Generative TasksConstructive Tasks

Relative Utility of a Computer Interface vs. a Paper & Pen Interface In Different Situations

10%

40%

15%

90%

85%

60%80%

20%


Hands-On Public Orientation:– Initial exposure to the environment, Q&A - decision point: private orientation or pilot?

Optional Hands-On Private Orientation:– Internal transition team’s exposure to the environment with more focused Q&A, early exploration - decision point: cross functional or

single function?

Low Risk Pilot: Phase: – Exploration and experimentation, prototype design, build business case - decision point: pursue further investigation?

Experimental Pilot Phase:– Low risk pilot projects / sessions confirm that Computer-Supported Collaboration would be useful under the best possible

circumstances - decision point: expand pilot(s)?

Expanded Pilot Phase:– Pilot projects / sessions involve more complex issues and establish the organization’s effective use of and commitment to Computer-

Supported Collaboration - decision point: critical mass reached?

Critical Mass Phase:– Computer-Supported Collaboration is widely used throughout the organization, and issues of oversight, infrastructure, accessibility

and cross-functional barriers have been resolved - decision point: how to optimize and add more value?

Transformation Phase:– A highly visionary phase, where everyone has access to shared workspace and a clear sense of purpose. Groups become self-

managed and leadership is shared. decision point: where are new opportunities?

Steps to Deployment - Transitions


Objectives– Test Drive:

• Get your feet wet and experience how web collaboration works

– Next steps:• Follow up with a facilitated “opportunity search” discussion

– Short Term: • Help you plan and implement low-risk pilot process(es)

– Mid Term: • Help you identify and integrate other applications

– Long Term: • Help you develop and sustain internal capabilities

Paul Collins - [email protected] - (773) 463-2288

Next Steps & Action Items

jordan-webb - all rights reserved 1991-2005 -v9 - page 1 approach and application the search for...

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