May 23, 2013 Leave a comment
This is the second of a five-part discussion, providing a method for evaluating the relative risk of a meeting or workshop.
The method follows the steps below:
- Review the risk assessment questions from prior worksheets or those that follow.
- Use the FAST risk analysis worksheets to capture your answers and compute a score.
- Use this score as a basis for the risk-skill matching described in the risk-skill map section.
The size factors measure the overall project size of effort, scope, and number of workshops. This is an important factor in determining risk due to the complexity of planning and coordinating large projects and the required resources.
All questions in this size section refer to the entire life span of the project your meetings support—initiation through implementation.
- Work Hours: Total work hours (1,000s) for the project? This question refers to the estimated effort in thousands of work hours to develop the complete system.
- Duration: What is the project’s estimated duration? This is the elapsed (calendar) time to complete the project.
- Number Projects: Number of projects supporting the initiative or program? If a staged or prototype project, how many stages?
- Dependency: Is there another project on which this project is likely or totally dependent? This question focuses on the “weakest link” theory. It asks if the implementation has one key project that must go right above all others for the initiative to be successful. If yes, does intuitive feel for the situation say the risk associated with that project is high?
- Interfaces: How many existing “systems” will the new solution interface? Count the number of existing, distinctly different, systems that will provide or receive information to or from the new solution.
- Workshop Quantity: Estimated number of workshops required for the project? Count the estimated number of different FAST workshops required to complete the project.
- Different Types: How many different types of workshops are required? Count the number of different types of workshop agendas required. If the project requires six workshops all using the same approach, count only 1 (one). If the project requires multiple approaches and different types of workshops, count as appropriate.
- Beginning Phase: In which phase are the workshops starting? Identify the beginning phase of the project.
Become Part of the Solution, Improve Your Facilitation Skills
The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember friends, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).
Daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.
- Meetings Should Include a Communications Plan, Call it “Guardian of Change” (facilitativeleadership.wordpress.com)
- A “Plan” May Be Defined as “Who Does What (and When)” and Answers 10 Questions (facilitativeleadership.wordpress.com)