1. All Rights Reserved 1991-2000 Facilitating with Technology New Technology and New Techniques to: Increase Project Team Productivity Optimize Individual Time rtaylor@taylor-made-consulting.comrtaylor@taylor-made-consulting.com(312) 664-1948 pcollins@jordan-webb.net(847) 673-2288 pcollins@jordan-webb.net

2. Jordan-Webb - All Rights Reserved 1991-2000 n Project team needs to make a collaborative decision n Decision is needed within a short time n Team members have limited time for additional meetings Scenario

3. Jordan-Webb - All Rights Reserved 1991-2000 Collaborative Team Activities n In meetings, project teams will perform some or all of the following activities in various combinations and iterations while producing their desired outcomes and deliverables

4. Jordan-Webb - All Rights Reserved 1991-2000 Collaborative Team Activities n Ideation n Organization n Analysis n Evaluation n Integration n Exploration n Proposition n Decision

5. Jordan-Webb - All Rights Reserved 1991-2000 n Organizing a Project Team Meeting –Anyone who has tried to organize a meeting has probably found out that it is very hard work! –Just trying to agree on a mutually convenient date & time, contacting team members, re-organizing calendars and then re-scheduling when key members cannot attend are some of the more complex aspects. –This is before taking into account the planning of the desired outcomes, deliverables and activities of the meeting. Conventional Response (Work Harder!)

6. Jordan-Webb - All Rights Reserved 1991-2000 n Organizing a Project Team Meeting –The notion to “work harder” to get things organized ignores the fact that there are technologies and techniques that can allow your team to “work smarter”. –The following worst case scenario represents how the activities at a conventional 5-day planning workshop might be organized - requiring all participants to be present at all times. Conventional Response (Work Harder!)

7. Jordan-Webb - All Rights Reserved 1991-2000 Conventional Action Steps (All Meetings Face-To-Face) n Phase I (face-to-face, synchronous) –Orientation + Ideation + Organization –Analysis + Evaluation n Phase II (face-to-face, synchronous) –Ideation + Organization –Analysis + Evaluation n Phase III (face-to-face, synchronous) –Integration of Phases I & II + Exploration n Phase IV (face-to-face, synchronous) –Exploration + Proposition n Phase V (face-to-face, synchronous) –Proposition + Decision + Closure

8. Jordan-Webb - All Rights Reserved 1991-2000 Today’s Response (Work Smarter!) n Organizing a Project Team Meeting –The notion to “work smarter” to get things organized utilizes technologies and techniques that transform the concept of a “meeting” that no longer requires everyone to be at the same place, at the same time, for all of the time. –In the new model of a meeting, activities performed while participants are separated can be integrated with activities that teams must perform when they are face-to-face.

9. Jordan-Webb - All Rights Reserved 1991-2000 Today’s Response (Work Smarter!) n Organizing a Project Team Meeting –The following scenario represents how the activities of a conventional 5-day planning workshop might be re-organized into both distributed and face-to-face activities, requiring only one (1) day of face-to-face time. –While some of the distributed activities would be conducted at the same time (synchronously), participants could join other distributed activities at any time (asynchronously)

10. Jordan-Webb - All Rights Reserved 1991-2000 Today’s Action Steps (Distributed + Face-To-Face) n Phase I (distributed, synchronous) –Orientation + Ideation + Organization –Analysis + Evaluation n Phase II (distributed, asynchronous) –Ideation + Organization –Analysis + Evaluation n Phase III (distributed, synchronous) –Integration of Phases I & II + Exploration n Phase IV (sub-grouped, distributed, asynchronous) –Exploration + Proposition n Phase V (face-to-face, synchronous) –Proposition + Decision & Closure

11. Jordan-Webb - All Rights Reserved 1991-2000 Group Support Technology for Virtual and Distributed Teams n Optimal Utilization of People - Your Most Valuable Resource –Helping Individual Time Management –Supporting Knowledge Management n Optimal Utilization of Time - A Non-Renewable Resource –Reducing Cycle-Time and Expense –Enhancing the Ability to React to Change n Support for Collaborative Decision-Making –Bridging Time & Place Constraints –Providing Structure & Group Memory n Better Outcomes –Asking Better Questions –Getting Better Answers

12. Jordan-Webb - All Rights Reserved 1991-2000 Different Time Same Place Same Time Same Place Same Time Different Place Different Time Different Place Groups Across Time and Place Robert Johannsen’s Four Square Model

13. Jordan-Webb - All Rights Reserved 1991-2000 Technology for Group Work n Group Decision Support Systems provide work environments & tools that: –enable groups to do real work in: the same place - face-to-face different places - distributed any place - virtually –enable teams to collaborate at: the same time - synchronously different times - asynchronously any time - virtually

14. Jordan-Webb - All Rights Reserved 1991-2000 Small Group Technology Support (Synchronous, Same Time - Same Place) Participants have access to shared workspace in a fixed meeting space LeaderLeader

15. Jordan-Webb - All Rights Reserved 1991-2000 Sub-Group C Sub-Group B Sub-Group A Sub-groups have access to shared workspace in a fixed meeting space LeaderLeader Small Group Technology Support (Synchronous, Sub-Grouped, Same Time - Same Place)

16. Jordan-Webb - All Rights Reserved 1991-2000 Participants join from a common workspace or from their own workspace at a mutually agreed upon time or at a time convenient to their own schedule Participants join from a common workspace or from their own workspace at a mutually agreed upon time or at a time convenient to their own schedule Leader Virtual Group Technology Support (Synchronous or Asynchronous, Same or Different Time - Different Place)

17. Jordan-Webb - All Rights Reserved 1991-2000 n Context for out-of-the-box planning –Envisioning or creating group processes that do not exist within our current frame of reference n Current State –Difficult to coordinate individual schedules for face-to-face sessions –Expensive and time consuming to convene teams for multiple days n Desired State –Easy setup for distributed sessions while minimizing face-to-face sessions –Team collaboration from convenient places at convenient times n Bridging the Gap –Enabling facilitators and planners to design new processes that “distribute” certain activities across time and place boundaries when: such activities might not necessarily require a face-to-face interaction time constraints make face-to-face interaction impossible budgetary constraints make face-to-face interaction impractical “Out of the Box” Planning for Virtual and Distributed Teams

18. Jordan-Webb - All Rights Reserved 1991-2000 Next Steps & Action Items n Contact us and help us learn about Your Organization –Paul Collins (847) 673-2288 pcollins@jordan-webb.netpcollins@jordan-webb.net –Reginald Taylor (312) 664-1948 rtaylor@taylor-made-consulting.comrtaylor@taylor-made-consulting.com End Presentation