1. UPA 2008 Evening Workshop Accelerator Workshops How Rapid Facilitation gets things done in days instead of weeks June 16, 2008 | 6:30 – 9:30 pm Yvonne Shek + Ammneh Azeim nForm User Experience Consulting

3. Introductions + Ground Rules

6. Disclaimer (Handout 1)

7. What is an Accelerator Workshop?

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

9. 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.

10. So what makes it different?

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

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

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

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

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

16. What about Agile? 2 Benefits

17. What about Agile? Long-range leadership (beyond the 2 to 6-week iteration)

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

20. Does any of this sound familiar?

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

23. Approach + Planning an Accelerator Workshop

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

28. Main Room and Breakout Rooms

30. Questions?

31. Facilitation 101 + Live Capture

32. How is Meta this? Having a Narrator >>

34. Live Capture

40. Practice live capture

41. The rhythm of a workshop

43. Divergent + Convergent Thinking :: Accordion Approach

44. Exercise 1 Project Alignment + Goal Setting

45. 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

46. 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

52. Exercise 1 :: Breakout Vision Statement for Project Check-in

54. Exercise 1 Merge :: Vision Statement Team B: To make check-in as invisible and seamless as possible Team C: To improve check in experience to 97% by 2009 Team A: Being known as the easiest hotel to check in to Votes: 3 Votes: 8 Votes: 2

56. Exercise 2 Storyboarding

58. Exercise 2 :: Storyboarding Breakout Storyboarding Project Check-in

60. Exercise 2 :: Story Flow Merge, Example from Visio

61. Exercise 2 :: Storyboarding Merge Final product summary

62. Questions?

65. Backcasting for Visioning + Road mapping

69. Swimlane Document Example

70. Wrapping Up an Accelerator Workshop

77. Questions + Feedback

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