WELLBEING STRATEGIES FOR TOURISM AND HOSPITALITY SECTOR

 A Mental Health Toolkit for organizations
https://thinkingfeelingbeing.com/2024/02/27/a-mental-health-toolkit-for-organizations/

QUESTION
Fostering resilience within an organization! How do you tailor strategies for diverse industries?

ANSWER
This is a really good question because although countries, communities, companies can all be very different, so also can people. And when providing support and guidance for health, fitness, well-being, and mental health, we need to think about the individual as well as the context.

Sometimes how we feel about the world is a function of all the hopes, fears, thoughts, and feelings within ourselves, or as a consequence of the environment around us. And so both need careful consideration if we want to bring about change for the better.

We can, however, identify clear requirements for happy humans. This is not unknown to us. The challenge, however, is how we provide that environment, product, service, or support in different contexts at different times, in different circumstances.

This, therefore, is the challenge for businesses. Not specifically what is healthy, happy, positive, productive for well-being and mental health, but more how can we support the people and create the environment where this happens?

WELLBEING

There is more to resilience and mental health than wellbeing strategies, but its is not a bad place to start!

Connect with other people:
Foster good relationships to enhance mental wellbeing.
Spend quality time with family and friends.
Engage in face-to-face interactions rather than relying solely on technology.

Be physically active:
Exercise not only improves physical health but also boosts mental wellbeing.
Find activities you enjoy to incorporate into your routine.

Learn new skills:
Acquiring new skills boosts confidence and self-esteem.
Take up hobbies or enroll in courses to stimulate personal growth.

Give to others:
Acts of kindness and giving improve mental wellbeing.
Volunteer in your community or perform small acts of kindness.

Pay attention to the present moment (mindfulness):
Practicing mindfulness enhances awareness and appreciation of life.
Focus on the present moment to positively impact thoughts and feelings.

STRATEGIES FOR TOURISM AND HOSPITALITY SECTOR

Connectivity Initiatives:
Encourage team-building activities and foster a sense of community among staff members.
Organize regular meetings or gatherings to facilitate face-to-face interactions.
Promote collaboration and communication across different departments or teams within the organization.

Physical Wellbeing Programs:
Implement wellness programs that include physical activities suitable for employees in the tourism and hospitality industry.
Provide access to fitness facilities or organize group exercises such as yoga sessions tailored to the sector's demands.
Encourage employees to participate in outdoor recreational activities, promoting both physical health and team bonding.

Skill Development Opportunities:
Offer training sessions or workshops to enhance employees' skills and competencies within the tourism and hospitality domain.
Provide opportunities for career advancement and professional growth through certification programs or specialized training relevant to the industry.
Support employees in acquiring new skills related to customer service, cultural competence, or crisis management.

Community Engagement and Giving Back:
Foster a culture of corporate social responsibility by organizing volunteering opportunities for staff members.
Collaborate with local communities or nonprofit organizations on initiatives that benefit the environment, cultural preservation, or social welfare.
Encourage employees to participate in charitable events or fundraising activities aligned with the organization's values and mission.

Mindfulness and Stress Management Practices:
Introduce mindfulness training sessions or workshops to help employees manage stress and improve mental wellbeing.
Provide resources and support for employees to practice mindfulness techniques, such as meditation or deep breathing exercises, especially during high-stress periods.
Create designated quiet spaces or relaxation areas within the workplace where employees can take short breaks to recharge and refocus.

Measuring Success KPIs, OKRs, or OBAs plus ROI

 Well done to Visit Jersey and everyone participating in the showcase of Jersey on TV's The Apprentice.

I am a huge fan of data-driven decision-making and certainly seeing measures of progress and performance, whether these are KPIs, OKRs, or OBAs. The key thing, I think, in business, is to ensure that efforts are rewarded, and so any expenditure should somehow produce a ROI. That may or may not be a financial return, but there certainly should be a reward for our efforts.

These measures show us what's working, what is effectively moving the dial on what we consider to be important and valuable, and allow us to see where more investment should be poured. For example, for every £100 spent on tourism advertising, is the return is 10,000 of GDP growth in the economy? Money well spent justifies more investment should be made.

I am delighted to see the success of tourism and the increased amount of web traffic at Visit Jersey as a consequence of the TV program The Apprentice. [a 215% increase in visitors to our website (Jersey.com) as the episode aired]

Source
https://www.linkedin.com/posts/visit-jersey_jersey-on-bbcs-the-apprentice-visit-jersey-activity-7166792332636332033-oMqc?utm_source=share&utm_medium=member_desktopa

The challenge must be to understand if that 215% increase is for that particular day, week, month, or longer. And does 215% represent 100 people, 1000 people, or 10,000?

Moreover, of those website inquiries, how many translated into booked holidays in Jersey [for day-trips, weekends, or longer holidays]? Perhaps, 100,000 website hits result in about 10,000 booked nights?

I don't know, but it would be really interesting to understand these figures as well as the demographics around them so that we can ensure that we provide the right products and services for those people. Do people on day-trips, weekends, or longer holidays spend more or less? Where do they stay (3, 4, or 5-star)? And do they spend more than their European counterparts?

It is fantastic to see a 215% increase in visitors to our website (Jersey.com), but it would be even better to see the data that can help us plan, prepare, and, hopefully, based on this success, invest more, given the clear ROI that justifies further investment.

Postscript

KPIs, OKRs, and OBAs are all different types of performance metrics used in business management:

1. KPIs (Key Performance Indicators): These are specific, measurable metrics used to evaluate the success of an organization or a particular activity within an organization. KPIs are often aligned with strategic goals and are used to track progress over time.

2. OKRs (Objectives and Key Results): OKRs are a goal-setting framework used to define and track objectives and their outcomes within an organization. Objectives are the goals to be achieved, and key results are the measurable outcomes that indicate progress toward those goals.

3. OBAs (Outcome-Based Accountability): OBAs is a management approach that focuses on achieving specific outcomes or results. It emphasizes measuring success based on the impact on the intended beneficiaries or stakeholders.

ROI (Return on Investment) is a financial metric used to evaluate the efficiency or profitability of an investment. It measures the return or gain generated from an investment relative to its cost.

NPS (Net Promoter Score) and CSat (Customer Satisfaction) are both metrics used to measure customer satisfaction and loyalty:

1. NPS: Net Promoter Score measures the likelihood of customers to recommend a company's product or service to others. It is calculated based on a single question survey asking customers how likely they are to recommend the company on a scale of 0 to 10.

2. CSat: Customer Satisfaction measures the degree to which customers are satisfied with a company's product or service. It is typically measured through surveys asking customers to rate their satisfaction on a scale.

Pros and Cons of Each Metric:

1. KPIs:
   - Pros: Provide specific and measurable targets, align with strategic goals, allow for tracking progress over time.
   - Cons: Can be overly focused on short-term results, may not capture the full complexity of organizational performance.

2. OKRs:
   - Pros: Foster alignment and focus within an organization, encourage ambitious goal-setting, emphasize measurable outcomes.
   - Cons: Can be challenging to implement effectively, may lead to too much emphasis on achieving specific metrics at the expense of broader goals.

3. OBAs:
   - Pros: Emphasize outcomes and impact, focus on the needs of beneficiaries or stakeholders, provide a clear framework for measuring success.
   - Cons: Can be difficult to define and measure outcomes accurately, may not capture the full range of factors influencing outcomes.

4. ROI:
   - Pros: Provides a clear financial measure of investment effectiveness, helps prioritize investments based on potential return.
   - Cons: May not account for intangible benefits or long-term impacts, can be influenced by external factors beyond the control of the investment.

5. NPS and CSat:
   - Pros: Provide direct feedback from customers, easy to understand and communicate, can help identify areas for improvement.
   - Cons: May not capture the full range of customer experiences, can be influenced by survey methodology or timing biases.

Mastering Your First 100 Days in a New Leadership Role

 Mastering Your First 100 Days in a New Leadership Role

Congratulations on your recent promotion and the opportunity to lead a new team, product, or project! The first 100 days in any new leadership role are crucial for setting the tone, building relationships, and laying the foundation for success. Here are some essential steps to consider during this critical period:

1. Understand the Landscape: Take the time to thoroughly understand the context of your new role, team, product, or project. Dive into existing documentation, familiarize yourself with key stakeholders, and assess any ongoing initiatives or challenges.

2. Listen and Learn: Prioritize listening to your team members, peers, and stakeholders. Schedule one-on-one meetings to understand their perspectives, challenges, and aspirations. Active listening will help you gain valuable insights and build trust from the outset.

3. Set Clear Expectations: Define clear expectations for yourself, your team, and the project or product. Communicate your vision, goals, and priorities early on, ensuring alignment with organizational objectives.

4. Build Your Team: Invest time in getting to know your team members individually. Understand their strengths, motivations, and development needs. Foster a culture of collaboration, trust, and accountability from day one.

5. Establish a Communication Cadence: Establish regular communication channels to keep your team and stakeholders informed and engaged. Whether it's weekly team meetings, status updates, or informal check-ins, consistent communication is key to building transparency and alignment.

6. Identify Quick Wins: Identify opportunities for early wins to build momentum and demonstrate your leadership effectiveness. These could be low-hanging fruit or initiatives that address immediate pain points for the team or organization.

7. Assess and Adapt: Continuously assess the progress of your team, product, or project against predefined goals and milestones. Be prepared to adapt your approach based on feedback, changing priorities, or unforeseen challenges.

8. Seek Feedback and Support: Be open to feedback from your team, peers, and superiors. Actively seek opportunities for mentorship, coaching, or additional training to support your growth and development in your new role.

9. Foster a Culture of Innovation: Encourage a culture of experimentation and innovation within your team or project. Create space for creativity, risk-taking, and learning from failure, fostering a growth mindset among team members.

10. Celebrate Milestones and Successes: Celebrate achievements and milestones along the way, no matter how small. Recognize and reward the contributions of your team members, reinforcing a sense of accomplishment and camaraderie.

Remember, the first 100 days set the tone for your leadership tenure and can have a lasting impact on your team's morale, performance, and ultimately, the success of the project or product. By focusing on understanding, communication, collaboration, and continuous improvement, you'll be well-positioned to navigate the challenges and opportunities that lie ahead. Best of luck in your new role!

Unveiling Leadership Realities in Small Island Communities: "The Good Leader" Podcast

There are 100s of leadership blogs, books and podcasts, but one area often overlooked is the unique dynamics present within small island communities. These tight-knit societies, like Jersey and other Crown Dependencies, harbour a distinct set of challenges and opportunities for leaders across various sectors—be it charities, businesses, or governmental bodies.

Reflecting on these intricacies, it becomes evident that leadership within such communities demands a nuanced understanding of the local context. In a recent conversation, the idea surfaced that within these island "goldfish bowls," as I like to call them, traditional leadership paradigms may need to be reexamined.

This train of thought led to the inception of a groundbreaking podcast series titled "The Good Leader," a collaborative effort between myself and Simon Nash. Our aim? To delve deep into the essence of leadership within these microcosms and explore how it shapes the fabric of society.

The genesis of this project stemmed from a realization that while mainstream leadership discussions often center around larger-than-life figures like Steve Jobs or Nelson Mandela, the leaders who drive change in our everyday lives are often unsung heroes operating within the confines of small businesses, charities, or local communities.

"The Good Leader" podcast seeks to bridge this gap by spotlighting these lesser-known yet equally impactful individuals. Through candid conversations and insightful interviews, we hope to unravel the intricacies of leadership within the unique socio-economic landscape of island communities.

Our discussions will touch upon a myriad of topics, ranging from the constraints imposed by geographical boundaries to the opportunities inherent in fostering a sense of localism and community pride. We firmly believe that by shedding light on these stories, we can inspire action and foster a culture of introspection and growth within our community.

One aspect we're particularly excited about is our alignment with the Jersey Good Business Charter—a testament to our commitment to promoting ethical business practices and sustainable leadership.

As we gear up for our inaugural episode, slated for release in March, we invite you to join us on this journey of discovery. Whether you're a seasoned leader, an aspiring entrepreneur, or simply someone intrigued by the dynamics of small island communities, "The Good Leader" promises to offer fresh insights and thought-provoking discussions.

We are at the planning stage and welcome feedback on these themes, and maybe others you would suggest and we have not thought of.

"Leading Change, Building Community: Stories from the Frontlines"
"Inspiring Leadership, Transforming Communities: The Good Leader Podcast"
"Local Leaders, Global Influence: Exploring the Heart of Leadership"
"Shaping the Future, One Leader at a Time: The Good Leader Podcast"

So, stay tuned, mark your calendars, and let's embark on this transformative voyage together. Because in the end, leadership isn't just about steering the ship—it's about navigating uncharted waters with integrity, vision, and a relentless commitment to the common good.

The Good Leader

 What a great day yesterday, collaborating with Simon Nash on an innovative leadership podcast series titled "The Good Leader" about leadership in local Charities, Commerce, and Community. This project is not just a podcast; it's a journey into the essence of leadership in small jurisdictions, like Jersey, and the Crown Dependencies which have unique challenges.

"The Good Leader" is designed to illuminate the critical role of good business practices across all sectors, showcasing how they can transform charities, commerce, and the broader community. Our discussions will navigate the unique challenges and opportunities that leadership entails in the context of the Island's closely-knit society, offering insights that resonate with the principles of the Jersey Good Business Charter.

Our goal with "The Good Leader" is not just to inform but to inspire action and reflection among our listeners, encouraging a ripple effect of positive change across Jersey and beyond. We believe that by spotlighting the stories of leaders who are making a difference, we can foster a deeper understanding of what it means to lead with integrity, vision, and a commitment to the common good.

We are hoping this will be up-and-running by March, so stay tuned for our first episode, where we'll dive into these themes and more, offering fresh perspectives on leadership, teamwork, and the future of small island communities.

hashtag#TheGoodLeader hashtag#LeadershipPodcast hashtag#EthicalLeadership hashtag#Innovation

Yoga Classes And Stress Trainings Do NOTHING For Employees!

Yoga Classes And Stress Trainings Do NOTHING For Employees! Here's Why And What Companies Should Do Instead.

https://www.linkedin.com/pulse/yoga-classes-stress-trainings-do-nothing-employees-heres-kjerulf-fogue%3FtrackingId=QZPrACKxiFOuoqRrX7yPNA%253D%253D/?trackingId=QZPrACKxiFOuoqRrX7yPNA%3D%3D


1. What Works:
Volunteering: The only intervention found to have a positive impact on well-being, likely due to its nature of providing meaning, purpose, and a sense of belonging.

Leadership Support: Effective well-being initiatives require genuine support from leaders, including their active participation, modeling of well-being behaviors, and fostering a culture that prioritizes employee well-being.
Addressing Work Itself: Improving the actual work conditions, reducing unnecessary stressors, ensuring fair pay, and treating employees with respect and recognition are fundamental.

Managerial Approach: Training managers to be more human, supportive, and capable of building high-quality connections with their teams. This includes facilitating good relationships, removing work barriers, building trust, and aligning work with employees' strengths.

2. What Does Not Work:

Individual-Level Interventions: Programs aimed at fixing the individual, such as mindfulness, stress management, and resilience training, were found to be ineffective in improving workplace well-being. Some interventions, like mindfulness and time management training, were even found to make things worse.

Surface-Level Solutions: Initiatives that do not address the root causes of workplace dissatisfaction, such as excessive workloads or poor management practices, are ineffective. These can include well-being apps, financial well-being programs, and other similar interventions that place the onus of well-being on the individual without changing the work environment.

3. Key Tools / Questionnaires for Measurement:

Warwick-Edinburgh Mental Well-being Scale (WEMWBS): Used to measure mental well-being levels among employees.

Kessler Psychological Distress Scale: Measures levels of psychological distress, indicating how unwell people are.

Engagement Scales: Assess how engaged employees feel at work.

Life Satisfaction and Work Satisfaction Measures: Evaluate the overall satisfaction with life and work, respectively.

Perceptions of Organizational Support: Questionnaires that gauge employees' views on whether they feel supported by their organization, including beliefs about managerial support for mental health and well-being.

This summary encapsulates the essence of what works and doesn't in workplace well-being initiatives, highlighting the importance of systemic changes over individual-level interventions and the critical role of leadership and managerial practices in fostering a healthy work environment.

Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager. Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

people process performance projects programmes pmo change processimprovement projectmanagement changemanagement workshops mediation coach icfcoach mentor facilitation training jersey channelislands

Books that relate to policy, politics, social change

I think the following books that relate to policy, politics, social change, and closely associated themes would be great for a Policy Centre Book Club

1. Code of Conduct: Why We Need to Fix Parliament – and How to Do It - By: Chris Bryant
2. Politics on the Edge: A Memoir from Within - By: Rory Stewart
3. The George Orwell Complete Collection: 1984; Animal Farm; Down and Out in Paris and London; The Road to Wigan Pier; Burmese Days; Homage to Catalonia; Essays; and More - By: George Orwell
4. Caste: The Origins of Our Discontent - By: Isabel Wilkerson
5. Utilitarianism/On Liberty - By: John Stuart Mill
6. Power Moves: Lessons from Davos - By: Adam Grant
7. The Assault on Truth: Boris Johnson, Donald Trump and the Emergence of a New Moral Barbarism - By: Peter Oborne
8. Rules for Revolutionaries: How Big Organizing Can Change Everything - By: Zack Exley, Becky Bond
9. The Body Keeps the Score: Mind, Brain and Body in the Transformation of Trauma - By: Bessel van der Kolk
10. Out of the Wreckage: A New Politics for an Age of Crisis - By: George Monbiot
11. War and Peace and IT: Business Leadership, Technology, and Success in the Digital Age - By: Mark Schwartz
12. A Seat at the Table: IT Leadership in the Age of Agility - By: Mark Schwartz
13. WTF?: What have we done? Why did it happen? How do we take back control? - By: Robert Peston
14. Understanding Power: The Indispensable Chomsky - By: Noam Chomsky, John Schoeffel - editor, Peter R. Mitchell - editor
15. The Madness of Crowds: Gender, Race and Identity - By: Douglas Murray
16. Narconomics: How to Run a Drug Cartel - By: Tom Wainwright
17. Inside Story: Politics, Intrigue and Treachery from Thatcher to Brexit - By: Philip Webster
18. The Cold War: A World History - By: Odd Arne Westad
19. Bad Blood: Secrets and Lies in a Silicon Valley Startup - By: John Carreyrou
20. Hitch-22: A Memoir - By: Christopher Hitchens
21. A History of Russia: From Peter the Great to Gorbachev - By: Mark Steinberg, The Great Courses
22. Red Notice - By: Bill Browder
23. Bad Pharma: How Drug Companies Mislead Doctors and Harm Patients - By: Ben Goldacre

These selections cover a range of topics within the broader categories of policy, politics, and social change, including memoirs and analyses from political figures, discussions on societal structures and injustices, and critiques of current and historical political climates.

What books would you suggest - especially as regards policy, politics, social change in Jersey

What goes into a 100 day plan?

 

Why is a 100-Day Plan and Discovery Phase Crucial?

Embarking on a new job, role, product, or project presents a unique blend of opportunities and challenges. The initial 100 days are pivotal, setting the tone for success and establishing a solid foundation for future achievements. This period, often marked by the "discovery phase," is where strategic planning and adaptive learning converge, laying the groundwork for impactful progress.

1. Clarity and Direction: It helps in setting clear goals and objectives, aligning them with the broader organizational vision.
2. Stakeholder Engagement: Early engagement with key stakeholders fosters collaboration and support, essential for driving change.
3. Assessment and Adaptation: Understanding the current state, identifying gaps, and adapting strategies accordingly ensures relevance and effectiveness.
4. Momentum Building: Quick wins during this phase can build confidence and momentum among teams, crucial for long-term success.

How My Skills and Experience Enhance This Process:

MBA Management Consultant & Senior Consultant Experience: Expertise in strategic planning and execution, ensuring that the 100-day plan is not only visionary but also pragmatically grounded.

Change Management (AMPG) & Project Management (Agile Scrum Master / PRINCE2): Proficiency in managing change and projects, crucial for navigating the complexities of new roles or initiatives.

ICF Trained Coach & NLP Practitioner: Leveraging coaching and NLP techniques to foster a culture of continuous improvement and resilience.

Lean & Six-Sigma Process Improvement: Applying lean principles to streamline processes, eliminate waste, and enhance efficiency from the outset.

Diverse Project Management Experience: From the incorporation of Ports of Jersey to post-M&A integration, bringing a wealth of experience in leading complex projects across various sectors.

In every role or project I've undertaken, from managing significant changes at Ports of Jersey and Jersey Post to volunteering with impactful organizations, the discovery phase has been instrumental. It's a time to listen, learn, and lay down a roadmap that is both ambitious and achievable. My diverse skill set, from strategic management to mental health support, underscores the multifaceted approach needed to navigate this critical period successfully.

As we look towards embracing new challenges, the value of a well-structured 100-day plan and a thorough discovery phase cannot be overstated. Let's connect and discuss how we can leverage these principles to drive success in your next venture. #Leadership #ChangeManagement #StrategicPlanning #100DayPlan #DiscoveryPhase

Think-Feel-Do-Be framework

Do you find the Think-Feel-Do-Be framework fascinating? It comprehensively examines every facet of our being and our interactions with others. Unlike a linear process, it doesn't follow a strict sequence. The aspects of thinking, feeling, being, and doing are in a constant state of interaction, influencing each other in various ways and at different times. It's not a scenario where our thoughts dominate everything, nor do our emotions always take precedence. Instead, it functions as a complex, adaptive system that continually evolves based on personal growth and external circumstances. Recognizing the importance of considering all these elements, both in ourselves and in others, offers a broader perspective than concentrating solely on a single dimension.

Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager
Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills
 

Clear > Capable > Motivated + Action

  Last week, I had an enriching meeting with Simon Nash and Ruben Rubinstein, where we delved into the nuances of communication and change. The crux of our discussion was the realization that often, the barrier to progress isn't necessarily a lack of knowledge, but rather a lack of action. We emphasized that effective training transcends mere theoretical knowledge, advocating for a hands-on approach.

Our conversation took a particular interest in sports, using it as a metaphor to underscore our points. I shared my personal experiences to bolster the argument for a pragmatic approach, akin to the mindset of a coach striving for excellence. We pondered the question, "What makes the boat go faster?" While theoretical strategies offer some insight, we concluded that consistent and continuous practice is the true engine of improvement. This principle, we agreed, applies not just in sports but in any endeavor aiming for success.

Training, therefore, should marry theory with practice, ensuring that the concepts taught are applied in real-world scenarios. We discussed how success is less about the novelty of ideas and more about their execution. It's the routines we establish and the actions we consistently undertake that carve the path to achievement.

I found our conversation profoundly insightful, as it highlighted the practical application of principles that are well-recognized in sports but sometimes overlooked in the business world. This discussion was a vivid reminder that the essence of progress lies in the implementation of ideas, a lesson that holds invaluable implications for both personal and professional growth.

Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager
Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

 

Which hat have you agreed to wear?

It’s feasible for an individual to take on multiple roles in a project, but it’s crucial for everyone involved to clearly understand their specific role and the expectations associated with it. Misunderstandings and assumptions about responsibilities can lead to issues, emphasizing the importance of clear communication regarding roles, scope, and obligations, especially with contracted parties, for the success of the project.

Project management often encompasses more than just overseeing tasks; it can involve aspects of product development, team management, coaching, and consulting. This multifaceted role can lead to misunderstandings about its scope. To clarify, one might compare a project manager to an orchestra conductor who doesn’t play the instruments or choose the music but ensures the performance runs smoothly. In contrast, a product owner or developer is akin to the composer, creating the content but not conducting the performance.

Project assurance is another distinct role, focusing on addressing business and technical risks to deliver the project on time, within budget, and according to specifications, ensuring it meets both narrow technical and broad business requirements. This is separate from the day-to-day management tasks of a project manager, which include managing people, tasks, funding, and reporting on progress, as well as facilitating discussions on changes.

Understanding these roles – project manager, product owner, project assurance, along with others like Scrum master, coach, and consultant – helps clarify responsibilities and allows for the creation of hybrid roles to suit specific needs, acknowledging the reality that individuals often wear multiple hats in project execution.

1. Project Assurance: Ensures projects align with business standards and objectives while managing risks and quality.
2. Project Management: Oversees the planning, execution, and completion of a project, ensuring it meets its goals, deadlines, and budget.
3. Scrum Master: Facilitates and supports a Scrum team, ensuring adherence to agile principles and practices for efficient project delivery.
4. Product Owner: Defines the vision and priorities for the product, representing the end-user’s interests and requirements.
5. Coach: Guides teams and individuals in developing their skills and achieving their personal and professional goals.
6. Consultant: Provides expert advice in a specific area to help organizations improve their performance and achieve their objectives.
7. Developer: Builds and creates software applications or systems based on technical design and specifications.
8. Test Manager: Oversees the testing phase of the development process, ensuring the product meets quality standards and functions as intended.

Both PRINCE2 (Projects IN Controlled Environments) and Scrum Agile methodologies define specific roles that contribute to the structure and success of project management. These roles are designed to ensure clear communication, responsibility, and accountability.

Here’s an overview of key roles in each methodology beyond those already mentioned:

PRINCE2 Roles

1. Executive: The single individual responsible for ensuring that a project meets its objectives and delivers the projected benefits. The Executive represents the interests of the organization funding the project.
2. Senior User(s): Represents the interests of those who will use the project’s outputs. Senior Users are responsible for specifying the needs of those who will use the project’s products and for the user acceptance of the final product.
3. Senior Supplier(s): Represents the interests of those designing, developing, facilitating, procuring, and implementing the project’s outputs. This role is accountable for the quality of products delivered by the supplier(s).
4. Project Board: Comprised of the Executive, Senior User, and Senior Supplier, the Project Board is responsible for providing overall direction and management of the project.
5. Project Manager: Oversees the planning, delegation, monitoring, and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits, and risks.
6. Team Manager: Responsible for the production of the project’s products, managing the production team, and reporting to the Project Manager.
7. Project Support: Provides administrative services to the Project Manager, dealing with project paperwork and offering guidance about the PRINCE2 methodology.

Scrum Agile Roles

1. Development Team: A group of professionals who do the work of delivering a potentially releasable Increment of “Done” product at the end of each Sprint. A Development Team is made up of 3–9 individuals with cross-functional skills who do the actual work (analyze, design, develop, test, technical communication, document, etc.).
2. Product Backlog Refinement: While not a role, this is a key activity in Scrum involving the Product Owner and the Development Team. The activity is where the Product Backlog items are reviewed and revised. It is a collaborative effort to ensure that the backlog remains populated with items that are relevant, detailed, and estimated.

Additional Agile Roles (Not Specifically Scrum)

1. Agile Coach: Helps teams implement and improve Agile practices and methodologies. An Agile Coach is more experienced than a Scrum Master and often works with multiple teams or at the organizational level.
2. Release Manager: In some Agile implementations, a Release Manager is responsible for the process of managing, planning, scheduling, and controlling a software build through different stages and environments; including testing and deploying software releases.

Both PRINCE2 and Scrum Agile methodologies emphasize the importance of clearly defined roles for the successful delivery of projects. Each role has specific responsibilities and is crucial for the smooth execution of project tasks and achievement of project objectives.

Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager
Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

Documentation and getting the balance right.

Managing expectations is often key to successful delivery, and being clear what is included or excluded is critical to success, as well as a common understanding of necessary governance and communication, brevity or detail.

Some folks revel in the fine details, while others favor a more concise approach. You might be someone who appreciates thorough documentation, or maybe a meaningful conversation is more your style. Ultimately, the value lies in what the client desires and is willing to invest in. Some may appreciate extensive documentation, whereas others might prefer a straightforward discussion.

This is the reason I've compiled a selection menu – I'm eager to discover what resonates with you. I'm in the process of designing a picklist for clients to precisely indicate their preferences regarding deliverables.

What suggestions do you have for additions or removals from these lists?

MOST COMMON ARTIFACTS

Project Initiation Document: A foundational overview that outlines the project's objectives, scope, and stakeholders.
Business Case: Documents the justification for the project based on its estimated cost, benefits, and risks.
Project Plan with Tasks, Milestones, and Dates: A detailed schedule listing all project activities, key milestones, and their respective timelines.
Risks, Assumptions, Issues, and Dependencies Log: A comprehensive record tracking potential risks, assumed conditions, current issues, and project dependencies.
Weekly Project Update: A summary report detailing completed tasks, ongoing activities, upcoming tasks, and any emerging issues.
Monthly Steering Committee Report: A high-level update for sponsors and major stakeholders, summarizing project status, achievements, and challenges.
Vendor Meeting Coordination: Facilitation of discussions with suppliers to align on design decisions and the delivery of required components.
Weekly Communications Update: A regular update, possibly in the form of a newsletter or infographic, summarizing key project news and progress.
Budget Update: A financial report detailing current spending against the project budget, highlighting any variances.

OTHER PRINCE2 ARTIFACTS

Product Description: Details the characteristics, purpose, and criteria of the project's deliverables.
Change Log: Records all requested changes and their status, helping manage project scope and changes effectively.
Quality Register: Lists all planned quality checks, outcomes, and actions taken to ensure deliverable meets defined standards.
Lessons Log: A repository of lessons learned throughout the project, used to improve future projects.

OTHER SCRUM / AGILE ARTIFACTS

Product Backlog: An ordered list of everything that might be needed in the product, prioritized by value to the customer.
Sprint Backlog: A set of items selected from the Product Backlog to be completed during the sprint, along with a plan for delivering the product Increment and realizing the Sprint Goal.
Product Increment: The sum of all the Product Backlog items completed during a sprint and all previous sprints, which must be in a usable condition.
Definition of Done (DoD): A clear and concise list of criteria that the product increment must meet to be considered complete.

Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager
Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

ABOUT MY BUSINESS

My approach is to blend my expertise [Consultant, Coach, Project and Change Manager] with the strengths of our partners, ensuring that we consistently deliver high-quality, tailored solutions to our clients. My Associate approach not only fosters a dynamic and collaborative environment but also maximizes the value we deliver to our clients and partners alike. There is an optimum combination of factors or qualities which help people and organisations transform. It is a blend of listening, challenging and sharing and comes from expertise, experience, curiosity and a passion to perform. I deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

A Balanced Approach towards a reliance on Process for Success

In the rapidly evolving landscape of project management and coaching, understanding and adapting to various methodologies is crucial. Whether navigating through the structured phases of the Waterfall model or the iterative cycles of Agile, the essence of success lies in leveraging these processes to our advantage. However, in a world characterized by Volatility, Uncertainty, Complexity, and Ambiguity (VUCA), striking the right balance between process adherence and flexibility becomes paramount.

Waterfall vs. Agile: A Brief Overview

Waterfall is a sequential project management approach where each phase must be completed before the next one begins. This method is known for its structured nature, making it suitable for projects with well-defined requirements and where changes are less likely to occur.

Agile, on the other hand, is an iterative approach that promotes continuous collaboration and flexibility throughout the project. It allows for adapting to changes quickly, making it ideal for projects where requirements are expected to evolve.

Understanding VUCA

The VUCA framework highlights the challenges and opportunities presented by Volatility, Uncertainty, Complexity, and Ambiguity. It underscores the need for agility and adaptability in decision-making processes, urging leaders and teams to develop resilience and strategic foresight.

The Gambler's Fallacy and the Idea of Double or Quits

The Gambler's Fallacy is the erroneous belief that if something happens more frequently than normal during a given period, it will happen less frequently in the future, or vice versa. In project management, this fallacy can manifest in risk assessment and decision-making, leading to flawed strategies based on past outcomes rather than rational analysis.

The concept of Double or Quits is a risky gamble where one continues to double the stake in the hope of recouping lost resources or achieving a significant gain. This approach can be perilous in project management, as it may lead to escalating commitments to failing courses of action.

Philosophical Views on Process

Processes are essential for providing structure and clarity in both project management and coaching. They facilitate communication, coordinate resources, and define roles, goals, and controls. However, there's a philosophical debate on the extent to which processes should govern our actions. While they are invaluable for governance and ensuring that activities are carried out systematically, there's a risk of becoming overly reliant on them, potentially overshadowing the ultimate objectives.

In project management, whether in a Waterfall or Agile environment, the process serves as a roadmap. Yet, the dynamic nature of today's VUCA world necessitates a shift towards more agile methodologies, where minimum bureaucracy and overhead allow for flexibility and rapid response to change.

Similarly, in coaching, processes like the GROW model offer a structured approach to achieving goals. Yet, the essence lies in the co-creation of meaningful plans that are responsive to the client's evolving needs.

The Balance

The key is to find a balance where the process aids rather than hinders progress. Lean methodologies and the concept of "Genchi Genbutsu" (go and see) advocate for a reality-based approach, emphasizing the importance of observing and understanding the situation firsthand rather than relying solely on reports and dashboards.

In conclusion, while processes are indispensable for organization and efficiency, their ultimate purpose is to serve the project or coaching objectives, not to become an end in themselves. In our VUCA world, the ability to adapt, to see beyond the process, and to focus on outcomes is what will define success. Let us embrace processes, but also remain vigilant to ensure they do not become our shackles.
Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager. mTogether we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

What business are we really in?

"What business are we really in?", encourages companies to look beyond the immediate products or services they offer and to consider the broader value they provide to their customers. It's about understanding the underlying needs and goals of the customers, rather than just the superficial demand for a specific product or service.

The Shift from Product to Solution-Oriented Thinking

The drill example is a classic illustration used in marketing and business strategy discussions. When customers buy a drill, they don't necessarily want the drill itself; they want the hole it creates. This distinction might seem trivial at first, but it's profound when it comes to understanding customer needs and developing products or services. It suggests that businesses should focus on providing solutions to customer problems rather than just selling products.

Implications for Businesses

1. Customer-Centric Approach: This mindset necessitates a deep understanding of the customer's world. It requires businesses to engage with their customers, understand their challenges, desires, and what they value most.

2. Innovation and Product Development: By focusing on the problem to be solved rather than the product to be sold, companies can open up new avenues for innovation. This can lead to the development of new products, services, or even business models that are more closely aligned with customer needs.

3. Marketing and Communication: This approach also affects how companies communicate with their markets. The emphasis shifts from the features of the product to the benefits and value it provides. Marketing becomes more about storytelling, where the narrative centers on how the product or service improves lives or solves problems.

4. Customer Loyalty and Retention: When customers feel that a company is genuinely interested in solving their problems and improving their lives, they are more likely to develop a strong, loyal relationship with the brand. This can lead to increased customer retention and advocacy.

Application Across Industries

This concept is not limited to retail or consumer goods; it applies across all sectors. For example, a software company might focus on how its product can save time or improve efficiency rather than just its features. A healthcare provider might concentrate on the overall well-being and quality of life it offers to patients, rather than just the medical procedures it performs.

Conclusion

Asking "What business are we really in?" is a powerful way to reframe your perspective on what your company offers. It encourages a shift from a product-centric to a customer-centric approach, focusing on solving problems and fulfilling needs. This not only leads to better products and services but also fosters a deeper connection with customers. It's a strategic shift that can lead to sustainable growth and success in today's competitive business environment.


Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager
Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

ABOUT MY BUSINESS
My approach is to blend my expertise [Consultant, Coach, Project and Change Manager] with the strengths of our partners, ensuring that we consistently deliver high-quality, tailored solutions to our clients. My Associate approach not only fosters a dynamic and collaborative environment but also maximizes the value we deliver to our clients and partners alike. There is an optimum combination of factors or qualities which help people and organisations transform. It is a blend of listening, challenging and sharing and comes from expertise, experience, curiosity and a passion to perform. I deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

Business Plans And Planning

Business Plans And Planning

There are numerous perspectives on what constitutes a business plan or strategy, as well as varying opinions on what distinguishes a strategy from a plan. In this post, I'm not passing judgment but rather sharing some insights that could benefit any organization looking to articulate its future ambitions in writing—whether that's defined as its mission, vision, values, or its aims, objectives, and goals. Whether these ambitions are measured through SMART objectives or KPIs, my aim isn't to prescribe specific approaches but to highlight the kinds of elements you might want to consider in your business planning process. I've also included links to templates, though it's important to remember that every business plan or strategy is as unique as the business itself. Therefore, I believe there are no one-size-fits-all rules, but rather what best suits the people, the organization, the circumstances, and the ambition.

Read full article
https://www.linkedin.com/pulse/business-plans-planning-adapt-consulting-company-opc0e

Download Jersey Business’ Business Plan Template
https://www.jerseybusiness.je/guides/business-plan-template/

Business Model Canvas (BMC)
https://en.wikipedia.org/wiki/Business_Model_Canvas
https://medium.com/seed-digital/how-to-business-model-canvas-explained-ad3676b6fe4a

Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager. Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

ABOUT MY BUSINESS
My approach is to blend my expertise [Consultant, Coach, Project and Change Manager] with the strengths of our partners, ensuring that we consistently deliver high-quality, tailored solutions to our clients. My Associate approach not only fosters a dynamic and collaborative environment but also maximizes the value we deliver to our clients and partners alike. There is an optimum combination of factors or qualities which help people and organisations transform. It is a blend of listening, challenging and sharing and comes from expertise, experience, curiosity and a passion to perform. I deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

Some recent posts on agile software development

Some recent posts on agile software development for innovative/novel solutions to complex business problems.

Getting Started, With Start-Ups
https://www.adaptconsultingcompany.com/2024/01/31/getting-started-with-start-ups/

The Proof of Concept > The Prototype > The Minimal Viable Product
https://www.adaptconsultingcompany.com/2024/01/31/the-proof-of-concept-the-prototype-the-minimal-viable-product/

Transformation Of Agile User Stories Into Executable Code In A Built Application
https://www.adaptconsultingcompany.com/2024/02/02/transformation-of-agile-user-stories-into-executable-code-in-a-built-application/

Navigating the “What” and “How” in Agile User Stories: A Guide for Complex Domains
https://www.adaptconsultingcompany.com/2024/02/02/navigating-the-what-and-how-in-agile-user-stories-a-guide-for-complex-domains/

Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager
Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

Navigating the "What" and "How" in Agile User Stories: A Guide for Complex Domains

Navigating the "What" and "How" in Agile User Stories: A Guide for Complex Domains

In the world of Agile software development, crafting user stories is an art that balances between specifying the needs (the "what" and "why") and leaving room for technical creativity (the "how"). This balance is crucial for fostering innovation, leveraging developer expertise, and ensuring adaptability. However, when dealing with complex domains, such as insurance or finance, the traditional approach to user stories can present challenges. How do we ensure that our user stories are clear and informative without dictating the solution? Let's explore.

The Essence of User Stories

User stories serve as a bridge between the end users' needs and the technical solutions that fulfill those needs. They are fundamentally about the "what" and "why" - what the user needs and why they need it. This focus encourages a collaborative approach to problem-solving, inviting developers to contribute their technical insights to find the most effective solutions.

The Challenge in Complex Domains

In domains where technical teams may not have inherent domain expertise, the risk of misinterpretation or oversimplification of user stories increases. The intricacies of insurance policies, financial regulations, or healthcare protocols can't always be intuitively understood without detailed explanation. This gap necessitates a nuanced approach to writing user stories, one that provides clarity without compromising the Agile principle of empowering teams to determine the "how."

Striking the Right Balance

To navigate this complexity, consider these strategies:

1. **Provide Domain Context:** Enhance user stories with sufficient background information. This doesn't mean dictating the solution but rather ensuring the development team understands the domain-specific challenges and terminology.

2. **Define Clear Acceptance Criteria:** Detailed acceptance criteria can offer a roadmap of what success looks like without prescribing how to get there. This includes outlining business rules, data requirements, and expected outcomes.

3. **Leverage Supporting Documentation:** Where necessary, supplement user stories with documents, diagrams, or explanatory sessions that bridge the knowledge gap, ensuring the team has a comprehensive understanding of the problem space.

4. **Foster Collaborative Discovery:** Engage in practices like "Three Amigos" meetings, where business analysts, developers, and testers collectively explore and refine user stories. This collaboration ensures a shared understanding and innovative problem-solving.

5. **Incremental Detailing:** Offer detailed insights into the "how" through iterative discussions, backlog refinement, and sprint planning, rather than embedding it directly into the user story. This approach maintains flexibility while ensuring the team has the necessary information to proceed.

Conclusion

In complex domains, the art of writing user stories demands a careful balance between providing enough context to ensure clarity and leaving sufficient room for technical innovation. By focusing on the "what" and "why," supplemented with strategic detailing where necessary, we can empower Agile teams to excel even in the most intricate fields. This approach not only leverages the collective expertise of the team but also ensures that solutions are both innovative and aligned with user needs, driving success in projects that span the spectrum of simplicity to complexity.

Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager
Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

Balancing "What" and "How" in User Stories

Transformation Of Agile User Stories Into Executable Code In A Built Application

Balancing "What" and "How" in User Stories

This is important in certain contexts, especially when the solution involves complex business logic that the development team is not familiar with.

Even in complex domains, the goal should be to clarify the business problem and requirements without dicting the technical solution. This might involve outlining the business rules or data needed without specifying the code or algorithms to use.

Use techniques like "Three Amigos" meetings (involving business analysts, developers, and testers) to explore and refine user stories together, ensuring everyone understands both the problem and potential solutions.

Provide the detailed "how" in the form of acceptance criteria, supporting documents, or during backlog refinement sessions, rather than in the initial user story.
    

Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager
Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

Transformation Of Agile User Stories Into Executable Code In A Built Applicatio

Transformation Of Agile User Stories Into Executable Code In A Built Application


The transformation of agile user stories into executable code in a built application is a structured yet flexible process, embodying the core principles of Agile methodology: collaboration, adaptability, and iterative development. This journey from concept to code involves several key steps, which can vary slightly depending on the specific Agile framework being used (e.g., Scrum, Kanban). However, the overarching process typically includes the following stages:

1. Creation of User Stories

- **Gathering Requirements:** The process begins with the collection of requirements from stakeholders, including customers, users, and the development team. These requirements are then formulated into user stories, which are short, simple descriptions of a feature told from the perspective of the user or customer. A user story typically follows a simple template: "As a [type of user], I want [some goal] so that [some reason]."

2. Backlog Refinement

- **Prioritization and Refinement:** User stories are added to the product backlog, which is a prioritized list of work for the development team. The team, along with the product owner, regularly reviews (refines) this backlog to prioritize the stories based on business value, urgency, and dependencies. This step ensures that the team always works on the most important features first.

3. Sprint Planning

- **Breaking Down Stories into Tasks:** During sprint planning meetings (in the Scrum framework), selected user stories are moved from the product backlog to the sprint backlog. The development team then breaks down each user story into more manageable tasks. This step involves technical analysis and planning to determine how each story will be implemented.

4. Development

- **Coding:** This is where the executable code is written. Developers take the tasks derived from user stories and start coding. This phase includes writing, testing, and reviewing code to meet the acceptance criteria defined in the user stories.

5. Continuous Integration and Testing

- **Testing:** Alongside or immediately after development, testing is conducted to ensure the code meets the required standards and behaves as expected. This often involves automated unit tests, integration tests, and manual testing processes. Continuous Integration (CI) practices are commonly used, where code changes are automatically built, tested, and merged into a shared repository frequently.

6. Review and Feedback

- **Sprint Review/Demo:** At the end of each sprint, the team demonstrates the completed work to stakeholders. This is an opportunity to gather feedback and make any necessary adjustments. The focus is on delivering a potentially shippable product increment at the end of each sprint.

7. Retrospective and Continuous Improvement

- **Retrospective:** After the review, the team holds a retrospective meeting to reflect on the sprint. They discuss what went well, what didn't, and how processes can be improved. This continuous improvement is a cornerstone of Agile.

8. Deployment

- **Release:** Once the code has been tested and approved, it is deployed to production. This may happen at the end of each sprint or at a different cadence, depending on the release strategy of the project.

9. Maintenance and Iteration

- **Iterative Development:** Agile projects are iterative, meaning this process repeats, with the team going back to the backlog, selecting new user stories for the next sprint, and starting the cycle again. This allows for continuous delivery of value to the user and the ability to adapt to changes quickly.

Throughout these steps, collaboration among team members and stakeholders, as well as adaptability to feedback and changing requirements, are key. Agile emphasizes working software as the primary measure of progress, and this process, from user stories to executable code, is designed to achieve that goal efficiently and effectively.


Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager
Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

ABOUT MY BUSINESS
My approach is to blend my expertise [Consultant, Coach, Project and Change Manager] with the strengths of our partners, ensuring that we consistently deliver high-quality, tailored solutions to our clients. My Associate approach not only fosters a dynamic and collaborative environment but also maximizes the value we deliver to our clients and partners alike. There is an optimum combination of factors or qualities which help people and organisations transform. It is a blend of listening, challenging and sharing and comes from expertise, experience, curiosity and a passion to perform. I deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

Workshops for Suggestions vs. Feedback

Suggestions often represent a collection of ideas based on what others have experienced or observed before you begin your project. They contribute to a broader pool of ideas, highlighting various problems and expanding the discussion with an increase in variables. However, suggestions typically don't offer concrete solutions; they are more about seeking solutions based on others' opinions and experiences.

On the other hand, feedback is the response you receive after presenting your initial design. It's crucial for refining and perfecting your project or product. Feedback helps in narrowing down issues, ensuring your work is suitable, feasible, acceptable, affordable, and ultimately, something customers are willing to pay for.

It's important to note that relying solely on suggestions, which often reflect existing knowledge, might limit innovation. A more effective approach is to start with your unique idea and then seek feedback. This concept aligns with Steve Jobs' philosophy of innovation, where he emphasized the importance of creating something new and then getting feedback, rather than relying on market research or focus groups to dictate the design. Jobs believed that people often don't know what they want until they see it.

Henry Ford's famous implication, "If I had asked people what they wanted, they would have said faster horses," also supports this view. It underscores the importance of leading with innovative ideas rather than conforming to consumer suggestions.

In summary, while both suggestions and feedback are valuable, they serve different purposes in the creative and development process. Suggestions broaden the scope and open up possibilities, while feedback hones and refines your original, innovative concept into something that resonates with and is desired by your audience.

Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager
Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach
MBA Management Consultant
PRINCE2 Project Manager, Agile Scrum Master
AMPG Change Practitioner
Mediation Practitioner
BeTheBusiness Mentor
4 x GB Gold Medalist
First Aid for Mental Health
Certificate in Applied Therapeutic Skills

#ProofOfConcept #IdeaValidation #ConceptTesting #InnovationStrategy #StartupIdea #FeasibilityStudy #TechInnovation #BusinessConcept #PrototypeDevelopment #ProductDesign #InnovativeDesign #TechPrototype #PrototypeTesting #DesignThinking #EngineeringExcellence #ProductInnovation #MinimalViableProduct #MVP #LeanStartup #StartupJourney #ProductLaunch #EarlyAdopters #AgileDevelopment #MarketValidation

The Proof of Concept > The Prototype > The Minimal Viable Product

 


The Proof of Concept

At the outset of developing a minimal viable product (MVP), the initial step is establishing a proof of concept. This involves determining whether the idea addresses a need or desire for which customers are willing to pay. If the product doesn’t solve a problem or offer a benefit to the customer, the entire concept is likely to fail. Therefore, it’s essential to clarify what the product is, how it adds value, whether customers will desire it, and, crucially, if they are willing to pay for it. The product must be profitable enough to ensure business success. A proof of concept, akin to an architectural blueprint approved by the client before construction begins, is vital before any development. Investing a modest amount in getting this stage right can prevent significant financial losses from developing a product that doesn’t meet customer needs, lacks perceived value, or is priced inaccessibly.

The Prototype

Following a successful proof of concept, the next phase is creating a prototype. This step is about materializing the concept to see if it’s feasible in practice. Using an architectural analogy, it’s like examining a model village before full-scale construction. In software development, this might involve developing a few key features to test their effectiveness and value to the client. The prototype is basic, possibly unrefined, and lacks the full features, compliance, security, and validation of the final product. However, it should be sufficient to transform the proof of concept, which is an idea, into a tangible, albeit rudimentary, product.

The Minimal Viable Product

Once the prototype is approved, the next stage is enhancing it into a minimal viable product (MVP). The MVP, however, is not the final, comprehensive product. It’s an incremental step that adds more value and functionality but remains a basic version of what the product is envisioned to be. It adheres to the principle of delivering the essential features that customers are willing to pay for, often described by the 80/20 rule. The MVP is a functional product used regularly by users, but it’s not feature-complete. Initially, it might only perform a few tasks, but it should do them exceptionally well. Additional features and enhancements can be added later.

Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager
Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach
MBA Management Consultant
PRINCE2 Project Manager, Agile Scrum Master
AMPG Change Practitioner
Mediation Practitioner
BeTheBusiness Mentor
4 x GB Gold Medalist
First Aid for Mental Health
Certificate in Applied Therapeutic Skills

#ProofOfConcept #IdeaValidation #ConceptTesting #InnovationStrategy #StartupIdea #FeasibilityStudy #TechInnovation #BusinessConcept #PrototypeDevelopment #ProductDesign #InnovativeDesign #TechPrototype #PrototypeTesting #DesignThinking #EngineeringExcellence #ProductInnovation #MinimalViableProduct #MVP #LeanStartup #StartupJourney #ProductLaunch #EarlyAdopters #AgileDevelopment #MarketValidation