We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byHayley Coots
Modified over 2 years ago
© e-Deliberation.com A Meeting of the Minds e-Deliberation™ : A Decidedly Better Way to Solve Complex Business Problems With Your Team 1 Introducing e-Deliberation™ Solving the Problem of Strategic Planning with Collaborative Deliberation For Engineering Firms Jean-Daniel Cusin Chief Solutions Architect e-Deliberation Inc.
© e-Deliberation.com A Meeting of the Minds e-Deliberation™ : A Decidedly Better Way to Solve Complex Business Problems With Your Team 2 Engineering Firms = Complexity © e- D el ib er a o n. c o m Engineering firms face complexity in nearly all project aspects Elaboration of new concepts and structures All projects include multiple stakeholders and draw on several domains of expertise Disparate stakeholder goals need to be reconciled or integrated Any decision can have multiple (and unintended) impacts Lead time compression is an ongoing concern
© e-Deliberation.com A Meeting of the Minds e-Deliberation™ : A Decidedly Better Way to Solve Complex Business Problems With Your Team 3 e-Deliberation™ for Governmental Organizations e-Deliberation: strategically deals with complexity It is – an advanced collaborative decision making and strategy building platform. – used by teams and communities to collaboratively resolve multi-stakeholder & multifaceted challenges and problems. Rationale: – People will support what they have helped create. They will make it happen. – Problems and challenges are best addressed when the people affected by them have had a chance to weigh in on their resolution. e-Deliberation can be used for both online and face to face meetings.
© e-Deliberation.com A Meeting of the Minds e-Deliberation™ : A Decidedly Better Way to Solve Complex Business Problems With Your Team 4 The Business Objective/Challenge How Usually Addressed & Impacts Concurrent Engineering Coordinate the design and advancement of the many different facets (areas of expertise) of a project such that every facet is in sync with the other ones; Ensure that all facets have been reviewed for potential problem identification and resolution in the light of what other facets are planning; Minimize lead times without sacrificing quality. Many rounds of formal and ad hoc meetings, reviews, rework, sign-offs, milestone reviews, revisions, etc. Impacts Time to market remains unacceptably long because the process is very administrative and it is complex to involve all the departments simultaneously; One or two groups end up taking the lead anyway, and dictating the path of the solution set; Problems/challenges at the junction of different specializations or departments take a long time to get resolved. e-Deliberation™ Use Cases for Engineering Firms
© e-Deliberation.com A Meeting of the Minds e-Deliberation™ : A Decidedly Better Way to Solve Complex Business Problems With Your Team 5 The e-Deliberation Advantage Benefits Using the e-Deliberation process, each facet of the project is defined as one of several Topics that need to be developed in parallel; Participants collaborate in topics where they are experts as well as in others, to foster synergy; The Topic Teams advance their design deliverables in parallel waves. At the end of each wave, each participant has the opportunity to consent to each of the Teams design or raise a formal objection, which becomes an input to the Team’s next wave of design; The goal is for all Teams to achieve consent from everyone in a maximum of three waves, at which point the design can be signed off. The concurrent engineering approach enabled by the e-Deliberation concept of iterative consent- based waves teases difficulties out early in the process and get resolved before engaging downstream rework; Participants either commit to design directions or raise objections which get dealt with; there is no grey area; By enabling team membership in teams in addition to areas of core expertise, participants develop an understanding of these other domains’ constraints and opportunities; The design cycle time is reduced significantly by easing the scheduling constraints and making face to face meetings optional; The complexity of dealing with a multi-stakeholder team is reduced considerably. Concurrent Engineering
© e-Deliberation.com A Meeting of the Minds e-Deliberation™ : A Decidedly Better Way to Solve Complex Business Problems With Your Team 6 The Business Objective/Challenge How Usually Addressed & Impacts Post-Mortem Project Reviews Understand project shortcomings and ensure they do not recur; Foster continuous improvement from project issues, errors and shortcomings. Meeting/conference call where the issues are debriefed and analyzed in terms of cause and effect; “Guilty” parties are identified for retraining or reclassification; Most attendees stay silent to keep out of trouble. Very little real change happens. e-Deliberation™ Use Cases for Engineering Firms
© e-Deliberation.com A Meeting of the Minds e-Deliberation™ : A Decidedly Better Way to Solve Complex Business Problems With Your Team 7 The e-Deliberation Advantage Benefits Recognizing that most issues are of a systemic nature and that their causes cannot be traced with a reductionist approach, an e-Deliberation-based post mortem considers the whole project as well as its organizational context as the backdrop for the post-mortem deliberation. The outcome of such an event delivers structural, policy & procedural change recommendations that are endorsed and supported by all the participants. The learning that results is systemic and achieves a critical mass of support sufficient to make it stick; This process enables core aspects of learning organizations: - Positive feedback loops - Complex adaptive behavior - Self-regulation - Fail-proofing and antifragility; Less frequent errors, less associated cost, better contingency, mitigation and remediation. Post-Mortem Project Reviews
© e-Deliberation.com A Meeting of the Minds e-Deliberation™ : A Decidedly Better Way to Solve Complex Business Problems With Your Team 8 The Business Objective/Challenge How Usually Addressed & Impacts Engaging Community Support Obtain Community feedback about a planned project so the misgivings can be understood and addressed positively. Creating Community Synergy Engage Community participation in mitigating potential negative impacts of a projects while meeting community aspirations or wishes, so the project achieves community support and acceptance. Media ads and other communications to market the concept in positive terms; Lobby government bodies; Fund community projects to create visibility; “Town hall” meetings & presentations; Etc. Impacts Population remains unengaged; Negative and critical voices make the most noise; Good projects get cancelled or sidetracked for political reasons; Costly compromises. e-Deliberation™ Use Cases for Engineering Firms
© e-Deliberation.com A Meeting of the Minds e-Deliberation™ : A Decidedly Better Way to Solve Complex Business Problems With Your Team 9 The e-Deliberation Advantage Benefits Ask the community to express its concerns early in the process using the Feedback e ‑ Deliberation variant; Build a case based on these concerns so they are conclusively addressed in the planning and communications strategy; Involve self-selected and targeted community leaders into an e-Deliberation event to determine a strategy focused on a theme such as “What will it take to allow this project to be positive/successful for the community”; The idea is to create synergy between the project and other community concerns, aspirations, goals and projects where the sum is better than the parts. By opening up direct communication lines, negative community reactions can be preempted/replaced by an attitude of trust and collaboration; The cost of holding an online event is productive and inexpensive. The project gets to be endorsed as a community development initiative; The needs of the various stakeholder groups get heard, integrated and met in collaboration; By dealing directly with the community, third party intervention and distraction is minimized; Lower cost of friction; Profitable synergy with other partners in play. Engaging Community Support & Synergy
© e-Deliberation.com A Meeting of the Minds e-Deliberation™ : A Decidedly Better Way to Solve Complex Business Problems With Your Team 10 The Business Objective/Challenge How Usually Addressed & Impacts Strategic Planning A large and diversified enterprise needs to maintain a tight balance between the autonomy of its parts (geographical and specializations) and global alignment & strategy. Getting division heads together for strategy design often enough interferes with their managing own day to day operations. Top-down strategy making does not have sufficient variety to absorb divisional complexity, local exigencies and leverage local opportunities. Infrequent top management strategy meetings; Centralized decision-making becomes the default approach. Impact Top-down strategies don’t trickle down effectively and have disappointing results; Increasing disconnect and isolation between operations; Loss of global synergy for branding, product development, and competitive positioning. The complexity of situations outstrips the ability of the team to understand and deal with them effectively. e-Deliberation™ Use Cases for Engineering Firms
© e-Deliberation.com A Meeting of the Minds e-Deliberation™ : A Decidedly Better Way to Solve Complex Business Problems With Your Team 11 The e-Deliberation Advantage Benefits The e-Deliberation process can mix both face to face and online meetings, or can be used entirely online. The process considers all perspectives in parallel and ensures their integration; The meeting of the minds is achieved using a consent-based decision making approach and multiple feedback loops; The process of developing strategy explores the multiple facets of the situation in parallel By conducting much of the strategic planning online, the team can get together virtually more often, stay connected, and aligned; Policy decisions and strategy can be created collaboratively, balancing top- down and bottom-up flows; Local differences can be visibly managed and integrated into the strategy making, as opposed to ignoring them during the crucial discussions. Strategy outcomes are multifaceted and comprehensive, as opposed to being simplistic, naïve or underestimating the nature of the situation being managed Strategic Planning
© e-Deliberation.com A Meeting of the Minds e-Deliberation™ : A Decidedly Better Way to Solve Complex Business Problems With Your Team 12 e-Deliberation: When You Need It Checklist to validate that a situation warrants using e-Deliberation™ to address it* * If any two of the above are true, e-Deliberation is the most effective medium of collaborative deliberation. When Your Situation/Goal/Context: Concerns several stakeholder groups Cannot be solved using a deterministic algorithm or proven recipe; no “silver bullet” More than 10 persons will be affected by the decision and imposing it will not work Requires the buy-in of a certain number persons for any proposed changes Participants cannot free up their agenda or travel to a central location for a conference Requires a strategic thinking process to help participants converge to an agreed-upon set of solutions Has several intertwined aspects to it which cannot be looked at independently of the others Requires the input of a number of different types of experts working together in tandem Participants have access to the Internet
© e-Deliberation.com A Meeting of the Minds e-Deliberation™ : A Decidedly Better Way to Solve Complex Business Problems With Your Team 13 Benefits of e-Deliberation™
© e-Deliberation.com A Meeting of the Minds e-Deliberation™ : A Decidedly Better Way to Solve Complex Business Problems With Your Team 14 The e-Deliberation™ protocol uses divergent/convergent thinking modes, multiple feedback mechanisms and a multifaceted strategy development process. It ensures a high variety of ideas and concerns flow through to a sustainable and consent-based resolution. It can be used for both online and co- located participants and it yields a multifaceted, integrated strategy. Has a process variant for every type of collaboration needed. Click here for more details. The e-Deliberation™ Collaboration platform
© e-Deliberation.com A Meeting of the Minds e-Deliberation™ : A Decidedly Better Way to Solve Complex Business Problems With Your Team 15 Nurturing Participant Collaboration Participants Schedule their daily participation to dovetail with their rest of life priorities Work with a defined number of other participants over a predefined period of time, with clear goals, deliverables and process Give their opinions and feedback at multiple points in the process Gain influence based on the power of their ideas Work individually, in sub-teams and in whole group according to the phase Take on some responsibility for teamwork when in sub-teams Get s when each phase starts and when it is wrapping up Get “reputation points” for their contributions (posts, comments, polls, star-rates) and for receiving star-rates from others Can see others’ Reputation Points and when they last showed up Attendance is tracked by a Project Manager. S/He can also bar disruptive users from the event if necessary
© e-Deliberation.com A Meeting of the Minds e-Deliberation™ : A Decidedly Better Way to Solve Complex Business Problems With Your Team 16 About e-Deliberation™ ᵷᵹᵱᶚᵬᴥ Servers based in Montreal, Quebec, Canada in a world class world class infrastructure offers state-of-the-art redundant systems that assure power availability, temperature and humidity control and security. Operations head quarters in Victoria, British Columbia, Canada All data traffic encrypted 256 bit High Grade (Camellia-256) Site certified by Geotrust
Commissioning Self Analysis and Planning Exercise activity sheets.
2011 SIGnetwork Regional Meetings Guidance in Structuring a Communities of Practice.
Leadership ®. T EAM STEPPS 05.2 Mod Page 2 Leadership ® 2 Objectives Describe different types of team leaders Describe roles and responsibilities.
Presentation By: Chris Wade, P Eng. Finally … a best practice for selecting an engineering firm.
Business Analysis. Business Analysis Concepts Enterprise Analysis ► Identify business opportunities ► Understand the business strategy ► Identify Business.
Pertemuan Matakuliah: A0214/Audit Sistem Informasi Tahun: 2007.
Future Leaders Network, Cambridge Mike Blackburn VP Strategy, BT Global Government Collaborative Working Some thoughts and experiences.
V03 Toastmasters City Manager, Jeff Fielding Strategic Leadership March 2, 2016.
12 August 2004 Strategic Alignment By Maria Rojas.
Gül Begüm ŞEMİS. Milestones Appointments Due dates Check lists Approval The FOAK Process Phase I2 Project Process.
The Implementation of BPR Pertemuan 9 Matakuliah: M0734-Business Process Reenginering Tahun: 2010.
V i s i o n ACCOMPLISHED ™ Portfolio Management Breakthroughs Shelley Gaddie President Project Corps Pacific Northwest Portfolio Management Roundtable.
SECTION 1 THE PROJECT MANAGEMENT FRAMEWORK PMBOK® Fourth Edition.
What communities need from global and National stakeholders to ensure engagement of community groups. Francis George Apina 15 th Core Group meeting of.
Agenda For Today! School Improvement School Improvement PDSA PDSA PLC PLC Harris Poll Data Harris Poll Data October 30, 2007.
How to do Successful Project Management in a Competitive Industry J. Mauricio Najarro Technical Director IT Sponsored & Infrastructure PMO SBC Services.
Phase-1: Prepare for the Change Why stepping back and preparing for the change is so important to successful adoption: Uniform and effective change adoption.
State of California Executive Leadership Competency Model January 12, 2011 Presentation for the California Citizens Redistricting Commission.
Business School Marketing in Context Enquiry-based Learning (EBL) Launch Week 9.
1 of 17 Information Strategy The Features of an Information Strategy © FAO 2005 IMARK Investing in Information for Development Information Strategy The.
Info-Tech Research Group1 Info-Tech Research Group, Inc. is a global leader in providing IT research and advice. Info-Tech’s products and services combine.
1 Business Continuity and Compliance Working Together Kristy Justice, AVP WaMu Card Services 08/19/2008.
Business Breakthroughs Robert Osborne Business Breakthroughs Inc.
Agenda For Today! Professional Learning Communities (Self Audit) Professional Learning Communities (Self Audit) School Improvement Snapshot School Improvement.
BIMILACI 2007 Partners for Quality Infrastructure: The FIDIC Vision Washington, May 10, 2007 Dr. Jorge Díaz Padilla FIDIC President.
CHARTING A COURSE PROCESS. WHAT ARE WE GOING TO COVER Context Realities of change Why change fails Change Process ScopeWhoWhyWhatHow Your situation Planning.
What is Teamwork & Team Building Team work : Concept of people working together as a team. Team Player : A team player is someone who is able to get.
1 Introduction Overview This annotated PowerPoint is designed to help communicate about your instructional priorities. Note: The facts and data here are.
Enterprise Architecture 1. What is an Enterprise An “enterprise” is any collection of organizations that has a common set of goals. For example, an enterprise.
WHAT IS A SYSTEMS APPROACH?. Homeless shelters perpetuate homelessness Drug busts increase drug-related crime “Get tough” prison sentences fail to reduce.
Change Management Overview. 2 Objectives Overview of the change management approach Clarity on how the tools support the change approach Apply the change.
Principles of Standards and Measures Advance the collective public health practice Moderate level: not minimum, not maximum Be clear, reduce redundancy,
Process Scoring 1Ineffective. Basics not in place. Major exposures. 2Tasks defined; Weaknesses identified; plans in place for improvement. 3Process.
CHECKPOINTS OF THE PROCESS Three sequences of project checkpoints are used to synchronize stakeholder expectations throughout the lifecycle: 1)Major milestones,
Polycom Unified Collaboration for IBM Lotus Sametime and IBM Lotus Notes January 2010.
Life Science Services and Solutions Collaborative brings the expertise and resources to translate your business strategy into actionable IT plans, business.
Socially Sustainable Development, May 2002 Responsive, Reliable, Resilient Social Aspects of Sustainable Development Steen Lau Jørgensen Social Development.
Stakeholders Identification, Analysis and Management.
1. Recognizing Employee Contributions with Pay After reading this chapter, you should be able to: Describe the fundamental pay programs for recognizing.
Effectiveness Day : Multi-professional vision and action planning Friday 29 th November 2013 Where People Matter Most.
1 Chapter 13 Organization, Implementation, and Control.
1 Strategic Visioning Process Pleasant Valley District #62.
Employability Skills Fundamental Skills The skills needed as a base for further development. You will be better prepared to progress for the workforce.
Masters in Engineering and Management of Technology Masters in engineering Design Introduction to Entrepreneurship and New Venture Creation Rui Baptista.
Introduction Tomorrows Workplace Project: Surrey Board of Trade partnered with SUCCESS to help business create solutions for a sustainable future Brings.
Building Your SUSP Team Part II. Learning Objectives Define your SUSP team composition and roles and responsibilities of team members Discuss the role.
1 CHAPTER 2 INFORMATION SYSTEMS FOR COMPETITIVE ADVANTAGE Management Information Systems, 9 th edition, By Raymond McLeod, Jr. and George P. Schell © 2004,
Cis339 Chapter 4 Identifying and Selecting Systems Development Projects 4.1 Modern Systems Analysis and Design Fifth Edition.
©2007 Prentice Hall Organizational Behavior: An Introduction to Your Life in Organizations Chapter 16 Organizational Structure as a Design Tool.
© 2016 SlidePlayer.com Inc. All rights reserved.