Project managers: a very important aspect of communication planning and project implementation success is Change Management – preparing your stakeholders to receive the change, ensure that it positively “resonates”, and is successfully adopted by the organization once the change is delivered. 



Change Management can be performed as a series of steps:

Step 1: Assess and understand the current state
To do this, you can interview multiple stakeholders within the organization at different management levels and make sure various functions or departments are included.  Discuss the following topics:

• What are the stakeholder pain points? 
• What are the current process roadblocks or bottlenecks? 
• Where is productivity lacking? 
• Where and how is the organization not meeting metrics or goals? 
• When and how are projects stalling?

Step 2: Research, analyze, and agree to the problem
With stakeholders, utilize tools such as SWOT (Strengths, Weaknesses, Opportunities, Threats), Fishbone / Ishikawa Diagrams, and the 5 Why’s to understand the root cause of the current problems.  An understanding of the current state needs to be based on fact, not opinion.  Facts will help you establish an argument or case that change is needed, and facts will help you build consensus for the change with disparate groups of stakeholders.   

Note: If you are stuck on collecting answers as part of your research, are there opportunities to conduct research on other best practices, industry benchmarks, etc.?  Ask yourself: how is this problem solved in another industry or sector?

Step 3: Communicate a vision
Inspire project stakeholders by depicting a clear vision for the future.  Use storyboards, pictures, charts, and diagrams, where possible, to describe the future state of the business after change is implemented.  Your vision can describe:

• How teams will work together;
• How intra and inter-function/departmental collaborations and partnerships will occur;
• How the organization will thrive financially (e.g. revenue growth, reduction in spending, increase in ROI); and
• How policies will support new processes?

Remember, the vision for the future must be shared with all key leaders and be in line with a company’s mission and strategic plans.

Step 4: Design and implement a project to deliver the change
As you prepare the project charter and plans to implement the change, begin with the end in mind.   

• Know the key strategic implications and business challenges.
• Think about how business processes and organizational roles and structure will be impacted and identify risks to be mitigated.
• Prepare a detailed implementation strategy that includes stakeholder communication and roll-out plans, e.g. organizational “road shows”, various methods of training, etc.
• Recommend process and organizational key performance indicators and roles and responsibility frameworks, where possible.

Project stakeholders will want to know:

• What does success look like? Or, what is the culture of accountability that the change will create? 
• Which organizational roles / stakeholders need to be engaged throughout the change implementation?
• How will progress be communicated?
• Does governance need to be created to monitor this change and other changes in the future?

Step 5: Assess how the change is impacting the organization
This is all about awareness and continuous improvement.  After the change is implemented, find out what is working and not working.  How do stakeholder moods/behaviors/actions change over time?  If necessary, adjust the process.  Suggested tools for this step include Plan-Do-Check-Act and validated learning (Build, Measure, Learn) feedback loops.  This aspect of change management never ends - continue to engage with stakeholders and get their feedback. 

A Live Case Study for Change Management:
I recall from a previous consulting engagement in pharma a particularly useful change management tool which informs and visualizes process or system changes with a live audience.   In “Table Top” Workshops, participants are assigned a process or system role and walk through or act out predefined scenarios with the purpose of exploring new customer requirements, reviewing proposed business rules, identifying and mitigating risks, making decisions and aligning different groups of stakeholders.  The workshop participants have the opportunity to be informed of the change, refine the change, acclimate to the idea of the change and gradually “buy-in” to the change once they can visualize how the change will improve their current situation.  Table Top workshop participants can then serve as change advocates, adopters, and communicators of the change throughout the organization, increasing the probability of a successful change implementation.  These participants can be the go-to experts and serve as the project manager’s “eyes and ears” on the ground within the organization, helping other stakeholders throughout the transition and alerting the project manager of implementation difficulties or errors.

The scope of my Table Top workshops has focused on IT application and software deployments, usually to support a new business process resulting from a merger or new regulatory requirement.  Table Tops can apply to many types of projects and processes, e.g. customer service / engagement, knowledge and information management, product ideation, etc.  My advice is to not let Table Top workshop scenarios become too technical in nature or else your audience may get bogged down in the details; utilize pictures, process flows, and group exercises as much as possible.

Final Thoughts:
Remember, change can be viewed as scary or unsettling, and it is your job as project manager to inform your organization of the changes that will occur as a result of the project implementation and to find better ways of guiding stakeholders throughout the transition.

Great project managers go out of their way to establish trust and develop relationships across their organization.  Showing genuine empathy and seeking to understand people’s concerns and understanding of the change can alert project managers of pending risks and potential solutions.  Keep asking yourself the following questions and continue to seek answers: how will the change impact stakeholders, how can the change benefit stakeholders, and how can you help transition stakeholders?

The Keystone Tech Corner Series continues with Part Three of a three-part blog series to explore the usage of 1) Scope Management Tools, 2) Risk Management and Scenario Planning Tools, and 3) Communication Tools for first time project managers. 

Scope Management Tools (Statement of Work, Project Charter, Phase Gates, and Change Review Boards) were described in Part One of this series; for more information, see here.  Risk Management and Scenario Planning Tools (RADIO, Storyboarding, Governance, Lessons Learned) were described in Part Two of this series; for more information, see here.

Project Communication

I believe some of the most important roles as a project manager are to 1) see the bigger picture and all the moving parts within a project and 2) explain how the parts of a project fit together, all while 3) communicating different messages with different themes or emphases to audiences of different influence and interest in the project with different backgrounds. This requires great communication skills and tools.

We know that communication consists of three parts: the sender, the message, and the receiver of the message.  As a project manager, you will not always have the benefit of 1) communicating your messages about the project directly and/or in-person to receivers, 2) studying receiver reactions to the message and 3) ensuring receivers understand, clarifying your message if necessary.  For example, the project updates that you send to your manager get forwarded to project sponsors and senior stakeholders.  Or your presentation slides may be used as reference materials in future meetings without you being present.  These project messages, therefore, should be standalone from the project manager, and the intent should be clear.

Visual or pictorial messages, when used correctly, can be standalone and can be used as tools to convey a vast amount of project information.  Similar in intent as infographics, these communication tools tell a story about the progress and status of the project.  We have all heard or used the idiom “A picture is worth 1000 words”, and the same is true for visual project communication tools.  These tools are absolutely essential in today’s global economy, where most projects involve many people, both internal and external to your organization, and not everyone is located in the same time zone or speaks the same language fluently.

Communication Planning

Before getting started on creating project communication tools, think about the different groups of project stakeholders that will be receiving and interpreting the messages that are conveyed.  Not every stakeholder group or individual has the same level of interest nor the same level of influence in your project.  Modify your communication plan according to these differences in stakeholder needs or requirements, i.e. which project information needs to be conveyed and at which levels of detail, which communication tools should be selected, and how often the tools will be used.

Another very important aspect of Communication Planning is Change Management – preparing your stakeholders to receive the message and ensure that it “resonates” once the message is delivered.  Change Management, as it pertains to Project Management, will be covered in a future blog topic. 
Once your communication plan and change management strategy is solidified, you can begin to think about the type, intent, design/format, usage, and follow-up for the project communication tools that closely fit or complement your project. 

Project Communication Tools

Descriptions of several project communication tools that I have used personally with clients can be found below.

SCRUM Boards – SCRUM is an Agile methodology used in project management.  Although most frequently used in software development, I have used SCRUM boards to convey status of programs involving multiple projects or work streams with overlapping dependencies.  A SCRUM board is a fancy team “to-do” list for project stakeholders, usually divided into individual project work streams or individual projects as part of a greater program.  I use different, color-coded Post-It TM notes to identify tasks assigned to specific individuals or teams.  The list of tasks on the SCRUM board include which tasks are being worked on that day or that week, which tasks have been completed since the last SCRUM board discussion (usually brief, fast-paced discussion held either daily or bi-weekly), which tasks are considered Works in Progress (WIP), and which tasks are experiencing road blocks, either due to lack of funds, resources, delays, process inefficiencies, etc.  Roadblocks on the SCRUM board are usually identified with an additional symbol, such as a red arrow or red star.

Clients and stakeholders like SCRUM boards for their transparency.  Project managers like SCRUM boards because they are an easy tool for visualizing 1) which resources are being overutilized or underutilized, 2) which occurring roadblocks (issues) or pending roadblocks (risks) need to be eliminated by the project manager, and 3) which moving parts and interdependencies need to be monitored by the project manager.

Scrum Board image examples

Scorecards – Project scorecards are frequently used to compare status of the critical path on the current project plan versus the baseline project plan.  As a project manager, you frequently receive project updates from stakeholders and then update the critical path timeline on your project plan.  According to the Microsoft Project User Group, “Critical Path consists of a series of tasks that must be completed on schedule for a project to finish on schedule. It is the series of tasks (or even a single task) that dictates the calculated finish date. Each task on the critical path is a critical task.”

The following data points about the critical path can be recorded in a Scorecard table and shared with senior level stakeholders.  The background in each cell can be highlighted as red (not good), yellow (at risk), or green (good) depending on the agreed upon definition for each:

• Total number of critical path milestones
• Number of critical path milestones that are on track
• Number of critical path milestones that are at risk for being delayed
• Number of critical path milestones that are currently delayed (1 week)
• Number of critical path milestones that are currently delayed (4 weeks or greater)

Dashboards – Project dashboards present lots of information in an organized and succinct way, especially information that is quantitative (e.g. numbers, percentages, calendar dates, progress bars, status indicators).  Project managers carry dashboards around with them into meetings because they quickly convey the “pulse” of the project, and project managers keep stakeholders informed with the latest data by updating and using dashboards.  Dashboards help project managers hone in on the Key Performance Indicators (KPIs) and Return on Investment (ROI) attributes that project sponsors value.  KPIs and ROI attributes are used to define and measure what project “success” looks like and should align with the organization’s vision and mission.

Dashboard videos on YouTube

​Roadmaps – Project roadmaps are also referred to as High Level or Level 1 views within a project plan.  Roadmaps are great visual aids for all project stakeholders because roadmaps show the sequence, interconnectivity, and timing of key milestones and summary tasks along the critical path, and/or a roll-up of sub-projects or work streams in a larger program.  Every stakeholder can see how their individual “piece” fits into the broader “puzzle” of the project.  Roadmap timelines can be divided into months, yearly quarters, or even years depending on the size of the project.
           
Keystone Scientific, Inc. is in the business of connecting clients with the right people having the right skills to meet their project needs. How can we help you achieve your goals and solve your project problems? Please feel free to reach out to our team by calling 814-205-3393 or contact us online.

The Keystone Tech Corner Series resumes with Part Two of a three-part blog series to explore the usage of 1) Scope Management Tools, 2) Risk Management and Scenario Planning Tools, and 3) Communication Tools for first time project managers.  Scope Management Tools (Statement of Work, Project Charter, Phase Gates, and Change Review Boards) were described in Part One of this series; for more information, see here.

​Risk Management and Scenario Planning
It’s difficult to plan different project scenarios without considering the impact of risks.  Risks can either be helpful (opportunities) or harmful (threats) to your project.  As a project manager, your goal is to increase the probability of opportunities occurring and decrease the probability of threats occurring, especially those that impact project budget, schedule, scope, and/or quality.  According to the Project Management Body of Knowledge, consider the following sequence while predicting and preparing for project risks:

          Cause > Risk Event > Impact / Effect > Mitigation > Back-up (if the Mitigation Fails)

Risks can be caused by uncertain assumptions, complex or uncontrollable project dependencies, poorly-constructed processes, conflicting requirements between stakeholders, and even by the residual or secondary effects from the mitigations that are put in place to prepare for risks. 

Risk mitigations will vary depending whether the risks are opportunities or threats.  According to the Project Management Body of Knowledge, opportunities should be exploited, enhanced, shared, whereas threats should be avoided, transferred, or mitigated (anything that will lessen the effects thereof).  Alternatively, project managers can decide to accept both kinds of risks. 

Risks can be brainstormed while creating the project communication plan and project management plan.  To simplify the listing and organizing of risks, risks can be categorized by the work breakdown structure element(s) that may cause or would be impacted by the risk event.
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Project managers can use the following tools to develop and plan scenarios affected by risk events: RADIO, Storyboarding, Governance, Lessons Learned.

RADIO
RADIO is an acronym, and it stands for Risks, Assumptions, Dependencies, Issues, Opportunities.  RADIO elements can come up in any project meeting or conversation, so project managers should get in the habit of listening for and documenting these elements.  In the project meetings that I facilitate, I keep a separate poster for RADIO elements, and I document these elements in front of the team and obtain their approval on the description, next steps, and owner(s) associated with each element.  Keeping a checklist or register of RADIO items will help project managers prepare for project risk management meetings.  Typically, project risk management meetings focus on the risks that carry the highest probability of occurrence with the highest impact (positive or negative) to the project.  Many risk and issue management chart templates can be found on the web if your organization is not already using a template, e.g. MindTools, Bright Hub, Key Consulting.

Storyboarding
A great way to identify project risks and think through the major or minor effects of executed risk mitigations is to storyboard or use visioning techniques to map out project scenarios from start to finish.  The storyboard can focus on an individual or team’s experience as they go through the project steps, tasks, decisions, outcomes, and exchanges with others.  Or the focus can be on inanimate project objects, e.g. like data or flow of goods/materials or services.  Storyboarding is a great visual tool for teams; by seeing these scenarios unfold, teams can identify potential RADIO (Risk, Assumption, Dependency, Issue, Opportunity) elements and their alternatives.  Remember, storyboard visuals do not need to be complex; most of us are not great artists! 

Governance
I have personally sat in risk management meetings that produced a lot of aggravation and very little results because there was no process to guide the team.  Before incorporating project risk management practices in your organization or company, I recommend to arrive at answers to the following questions (and not all questions may apply) to clarify outcomes and team expectations:

• What is the group’s risk threshold, or i.e., what is the company’s tolerance to risk?
• Who provides expertise with regards to risk identification and monitoring?
• How often should risk management be monitored?
• How are change requests to address risks managed and integrated into existing projects/programs?
• There should be contingency reserves for budget and schedule impacts.  What is the strategy for allocation, e.g. expected monetary value analysis, scenario planning?
• What are the authority levels for risk management decision making, and which roles will have these responsibilities?
  • These authority levels and responsibilities may depend upon the probability & impact levels from the risk identification register, or the contingency reserves that will be allocated.
• What stakeholders need to be involved in this process, and what is the communication plan?

Lessons Learned
Resourceful project managers refer to lessons learned from other projects to identify patterns of risks and/or issues that may similarly apply to their projects, and what mitigation actions can be taken as preventative measure.  RADIO (Risks, Assumptions, Dependencies, Issues, Opportunities) identification matrices or checklists can also be reviewed.  These types of resources from previous projects should be used by project managers as “watch lists”; study the early signs and symptoms of problems and put a plan in place to mitigate and manage them before they occur.

​Keystone Scientific, Inc. is in the business of connecting clients with the right people having the right skills to meet their project needs. How can we help you achieve your goals and solve your project problems? Please feel free to reach out to our team by calling 814-205-3393 or contact us online.

It’s another typical day at work, and then your manager stops by and tells you about a “high visibility” project and asks you to lead it.  You think to yourself, “What a great opportunity!” and “This is what I have worked so hard to achieve!”; but you also wonder whether you have the skills to lead such an effort. 

A complex project will require a set of tools, used correctly, to effectively manage scope, budget, resources, and quality, and you want to deliver great results to the team and your organization.  What are some of the project management tools you can use to improve your chances of project completion and success, and how are they used?  This three-part blog series will explore the usage of 1) Scope Management Tools, 2) Risk Management and Scenario Planning Tools, and 3) Communication Tools.  This blog series is an introduction for first time project managers and hopefully a good recap for well-established project managers. 

Part I: Scope Management

I have observed projects that failed because: 1) project scope was not defined and agreed upon by all major stakeholders in the beginning (Note: stakeholders have different levels of influence in a project, and not all stakeholders are equal) and/or 2) scope boundaries were not respected throughout the project.  Thus, projects became too unwieldy to manage and end goals were always changing.  When this happens, project timelines lengthen, project budgets widen, and stakeholder and organizational tolerances shorten.

There are several tools project managers can use to define, unify, and communicate with project stakeholders about scope:

1. Statement of Work
   
2. Project Charter
   
3. Phase Gates
   
4. Change Review Boards.

Statement of Work

A Statement of Work is a contract or agreement between a project manager/team and the project sponsor(s).  A Statement of Work should be prepared, reviewed with the project team and approved prior to initiating any project work.  A Statement of Work can include the following (Note: this list is not exhaustive):

• A brief description of the project background (purpose, history, business case for change) so that all readers understand why the project is being initiated,
• Project Scope (what is in scope and out of scope) and applicable documents or references
• Goals and/or objectives (should be specific, measurable, actionable, realistic, and time-bound)
• Project Requirements (can be categorized by priority, e.g. “must have”, “nice-to-have”)
• Deliverables (can be organized by project work stream or by project phase)
• Additional project needs (e.g. physical resources, human resources)
• Anticipated period of performance or calendar length of project
• Project Entry (e.g. approved Statement of Work, approved budget)
• Project Exit Criteria (e.g. sponsor acknowledgement of completed deliverables)
• Project Manager specific deliverables (e.g. project plans, tracking of action items, dashboards / scorecards)
• Project Sponsor specific deliverables (e.g. access to training, tools, timely review and feedback)
• Project Budget
• Project Change Requests (see Change Review Boards paragraph below for more detail)

The more time spent up front defining the Statement of Work, the less headaches and finger pointing there will be throughout the project.

Project Charter

The Keystone Tech Corner Series previously featured a blog about project charters; for more detail, see here.

Phase Gates

To guide and influence scope, project teams can participate in Phase Gate reviews with project stakeholders to ensure that deliverables are being shaped and completed according to the Statement of Work, i.e. to ensure there are zero “bad surprises” at project completion.  Stakeholders can identify risks or opportunities in these reviews and can help steer the team to more favorable outcomes.  Usually, a project team cannot move forward until Phase Gate follow-up items or action items are addressed with a satisfactory level of detail and planning.  A Phase Gate can take the form of a status update presentation, or can be more interactive, e.g. a Table Top Workshop or Solution Design Review.  Phase Gates can be scheduled after critical milestones are achieved or on a reoccurring basis, e.g. quarterly.
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Change Review Boards
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It is inevitable that there will be change requests on a project, e.g. a request to include something new in the final output which impacts the timeline, a request to switch vendors, a request for additional funds or resources, a request for different solution requirements, etc.  A Change Review Board is simply a means to formalize, document, communicate, and manage these requests, and get stakeholder buy-in to the change.  Change Review Board members typically consist of stakeholders that hold great influence and/or interest in the project outcome.  All Change Review Board topics for discussion must pass a defined set of criteria; otherwise, they will consume resource time and energy unnecessarily.  Criteria can be project specific and be defined by the Change Review Board.  Without a Change Review Board, large scope changes can be implemented without accounting for downstream impacts.

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​Keystone Scientific, Inc. is in the business of connecting clients with the right people having the right skills to meet their project needs. How can we help you achieve your goals and solve your project problems? Please feel free to reach out to our team by calling 814-205-3393 or contact us online.

Even though I have been a consultant for nearly 10 years, I still get asked the same questions by friends and family - “What exactly do you do?”

Consultants provide their clients with services that vary according to the need of the client and a consultant’s specific area of expertise (e.g. applied engineering, implementing quality or IT management systems, managing complex technical programs, developing curricula and delivering training, planning for and implementing organizational changes in the workplace, defining new business designs, processes, or strategies, etc.).  The role of a consultant can be strictly advisory, providing a physical product, providing a specific outcome, and/or a combination of everything; the latter is usually the case.  I understand that the services a consultant provides are not as widely visible or understood as the services provided by a lawyer or an accountant, but a consultant is a professional that can be a resource for any business.

The role of an independent consultant (e.g. note an independent consultant is not previously affiliated with any commercial products or services) is to apply their knowledge, expertise and process training solely for the benefit of their client and client’s organization.  The services delivered are tailored to the problem statement or project goals, organization, internal and external risks and environmental pressures, and client(s) involved.

Below are examples of how I describe the role of a consultant to those that are interested in pursuing careers in consulting.

• Consultants can specialize in sector(s) (e.g. Financial Services, Healthcare, Defense) or service(s) (e.g. project management, people and organizational change management, data analytics), or both!
• Consulting engagements are typically categorized as strategic implementations or tactical implementations.  Professional consulting firms can be known for one or both specialties.

• Consultants are trained both in the “science” and “skill” of consulting, and are known both for their technical and soft skills.  The soft skills include oral and written communication, listening, presentation, influencing and negotiation, and change management.

• Consultants may begin an engagement as the professional services provider, but over time should be identified as a client’s trusted adviser and representative. 
• A consultant’s role in an organization should be temporary.  Consultants should not be viewed in the organization as “crutches”.

In closing, as I was writing this blog, I came across several online definitions for the word “consultant” that had less than favorable connotations:

• “a person who gives professional advice or services to companies for a fee”.  (Source: Merriam-Webster.com)
• “Experienced professional who provides expert knowledge (often packaged under a catchy name) for a fee. He or she works in an advisory capacity only and is usually not accountable for the outcome of a consulting exercise.”  (Source: Business Dictionary.com)

​A good consultant delivers value that can be measured and is visible to the client. Additionally, services should not end with only the completion of deliverables.  Remember, value can mean different things to different stakeholders across the organization.  The delivery of services without implementation of ideas is often meaningless.  Another great indicator of a consultant’s value is the professional growth, success, and eventual promotion for a client due, in part, to a consulting engagement.

These are just a few of my thoughts regarding the role of consultants, and I look forward to your feedback.  Have you worked with consultants in the past, and what did you experience?  What would you recommend to a consultant that wishes to support your company?

​In Part One of this blog, we discussed how facilitators can realize more value from team brainstorm meetings by:

• Doing their “homework” ahead of time, and
• Using good facilitation techniques.

(Click here to read Part One)
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Part Two of this blog will discuss how facilitators should:

• Not settle for just a “list of ideas”, and
• Follow through afterwards on meeting objectives.

Do not settle with a list, take it further!

There are several exercises you can try with teams to invoke new ideas or ideas that complement or deepen what others have already shared. 

For example, start with one person communicating their idea with the group and keep going around the room, letting each team member voice their idea until the team runs out of ideas and/or comments.  This is fruitful because we generate new ideas in our minds while listening to the ideas of others. 
If the team is stuck, try asking the question a different way. 

• What would happen if we tried to make the problem worse?  Why, exactly, is that an issue?  And so, what could we do to avoid that issue or the events/scenarios leading up to that issue?
• How would an idealist or pessimist respond?  / How would an extrovert or introvert respond?
• What would a colleague from a different department (i.e. Marketing, Manufacturing, or Finance, etc.) do to solve this problem?
• How would your customers feel about this solution?  How would they solve the issue?

As a facilitator, continue to ask open-ended questions for clarification of the ideas being discussed.  It can seem frustrating for some individuals when a facilitator keeps asking “Why?” or “How?”, but this is how robust ideas and more focused implementation plans are formed.  It is helpful to advise the team early in the meeting that you will be asking lots of questions for the sole purpose of learning more about their ideas.

Ensure that side comments and questions are not missed by assigning a member of the team to take copious notes, and rotate this task from meeting to meeting.  This is an important role during the meeting and follow-up deliverable after the meeting.  Ideas that are not documented will most likely be forgotten.

Follow through, be proactive!

While the team is present and energy levels are high, assign individual team members to take accountability for the different follow-up actions identified during the meeting.  Have each action item owner define and commit to a completion date.  As a facilitator, you can decide the best way to follow-up with each action item owner, e.g. team meetings, one-on-one discussions, task management tools.
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There are several ways to assist the team in progressing the project after the brainstorming meeting.  For example, for each question asked, group similar responses and ideas together and into categories.  Send a follow-up presentation or memo within 1-2 business days after the meeting, describing the key discussions and themes, main ideas, and action items.  Describe what follows next and how the team’s ideas will be used and by whom.  Team members that understand how their actions and ideas fit within the broader context and goals of the project are more likely to follow through on commitments.

Wrap-up of Part Two

As a recap, facilitating value-added brainstorming meetings is a wonderful challenge to accept.  I hope these blogs have helped prepare you, and I look forward to your feedback.  What examples worked or did not work?  How can Keystone Scientific help your team, either in brainstorming meetings, project review meetings, or strategy-forming workshops?  Please share your suggestions!

You are asked to lead a team brainstorming meeting to develop a strategy or propose solutions to an issue – now what?   Do not be fooled, brainstorms are not typical “informational sharing” or “team update” meetings.  Organizations can waste a lot of resources (via time and money spent) in brainstorming meetings because of 1) inadequate preparation, 2) poor meeting facilitation techniques, 3) limited analysis of the output data, and/or 4) lack of follow-up on next steps.  A brainstorming meeting is an investment in your organization’s future, so treat these brainstorming meetings as a valuable source of knowledge capital.  Knowledge capital can be the “asset” difference between high-performing and low-performing organizations.

Four actions you can do to get more value from team Brainstorming Meetings are listed below:

Part One of this Blog will share tips how you can:

     1.  Do your “homework” ahead of time
     2.  Use good facilitation techniques throughout the meeting

Part Two of this Blog will discuss how you should:

     3.  Not settle for just a “list of ideas”
     4.  Follow through on meeting objectives

Do your homework

Select a meeting location that the team will not expect, i.e. do not select the typical meeting conference room.  Examples of non-typical meeting locations include a cafeteria or restaurant (during off-peak hours), a shared lab space, outdoors, a non-sterile production or packaging area, etc. Try to pick a location without distractions.

Arrange seating so that team members may get up quickly and move easily around the meeting area. Assign seating 1) if you know certain team members do not get along or 2) to encourage team members from different functions/departments to work together to come up with new ideas.

Prepare an agenda by:

• Writing a list of open-ended questions so the team’s answers will gradually build upon each other
• Assigning a time limit for team members to record and discuss their ideas for each question
• Including time for idea/output analysis or schedule a follow-up meeting to complete and review this analysis with the team
• Including time at the very end of the brainstorming meeting to discuss next steps and assign actions.

​Come to the brainstorming meeting prepared with examples or prior cases, prototypes, models, and/or props if necessary to jumpstart the discussion and promote creative ideation.

Don’t forget to bring materials so that the team can document their ideas, e.g. multi-colored markers and sticky notes, and “flip-chart size” posters (Tip – posters that contain adhesive strips on the back come in handy).
 
Use good facilitation techniques

As a facilitator, pay attention to the clock and make sure the team is addressing each question or at least the important ones on the agenda. 

Do not let your own views influence idea generation or follow-up discussion.  Your job is to ask questions, not answer them!  Also, you can move around the room as you ask questions to raise the energy level of the discussion and engage with all members of the team.  It is okay to single out individuals with questions if their ideas are not being discussed or if they seem distracted.

For each question, ask all team members to document their own ideas on the multi-colored sticky notes prior to discussing with the team.  Ensure that each team member uses a different color marker or sticky note so that you can follow-up afterwards with individuals if you have questions about their idea.

It is helpful to designate separate posters to document all ideas or comments for a given question.  If there is plenty of room, encourage participants to walk around the meeting area and post their sticky notes on the separate posters which pertain to their answers.

You can utilize a different poster to capture “Parking Lot” ideas or comments; these suggestions answer different questions and should not distract the team.  Parking Lot comments can be addressed off-line.

Wrap-up of Part One

Remember, brainstorming meetings should challenge the status quo and promote creativity.  As a meeting leader, it is okay to take risks!  What ideas or suggestions have worked for your team brainstorming meetings in the past?  Please share!

(Click here to read Part Two)