JAD Session Facilitation Presented by: Kate Gwynne

1. JAD Session FacilitationPresented by: Kate Gwynne

3. Introduction Presented by: Kate Gwynne ICC Consultant and KGwynne@ICCOhio.com State Auto Business Analysis Practice Lead Kate.Gwynne@StateAuto.com JAD Sessions Joint Application Design / Development Term coined by IBM in the late 1970s. Six Thinking Hats Developed by Dr. Edward de Bono

4. What is a JAD Session?

5. A JAD Session is . . . A methodology that involves the client or end user in the design and development of an application, through a series of collaborative workshops called JAD sessions. A facilitated, interactive workshop that promotes information discovery and delivers specific, pre-defined products through: Questioning Elaboration Clarification

6. Why JAD? JAD approach is thought to lead to faster development times and greater client satisfaction, than traditional development approach The client is involved throughout the development process An effective JAD Session replaces lengthy e-mail chains Routed documents might not get to the right people Gathering people together gives an opportunity to Review deliverables Ask questions Gain clarity Discuss options

7. Meetings vs. JAD Session Meeting Minimal preparation Led by manager or team leader Goal is information exchange Little interaction - unless specific information is needed from participants JAD Session Extensive preparation Led by neutral facilitator Goal is to create or verify deliverables through information discovery, creation, and clarity Intense interaction

8. When is a JAD Session effective? Project is� large and/or spans much time high risk complex requirements Can bring necessary people together in one room Have sponsor support Have a neutral facilitator

9. When is a JAD Session ineffective? Project is� Small Low risk Few requirements Inconvenient to bring people together Or more than 15 people need to attend No neutral facilitator No sponsor support Not enough time for planning/pre-work

10. Who participates in a JAD Session? Workshop Sponsor Authorizes and legitimizes workshop Ex. Project Manager, Analyst Project Sponsor Authorizes and legitimizes workshop Ex. Product Manager, Business Manager, VP, Project Manager Facilitator Plans and designs workshop, leads process Ex. Analyst, HR, Developer, Project Leader, External Facilitator Content Participant Creates workshop/JAD Session products Ex. Technical Writer, Analyst, Developer Scribe Records notes and work Ex. Technical Writer, Analyst, Administrative Assistant, Developer, QA Subject Matter Experts Available to answer questions or clarify objectives Ex. Analyst, End-User, Project Manager, Developer Observer Listens and learns Ex. Project Sponsor, Workshop Sponsor, any new team member

11. What Makes a Successful JAD Session Facilitator?

12. A Successful Facilitator�Plans Coordinate Works with Workshop Sponsor to determine deliverables Reserve The right room and equipment Invite The right participants No more than 15 Confirms all roles are filled for maximum success Investigate Potential for negative conflict, controversy, and hidden agendas Communicate Create an agenda Set expectations

13. A Successful Facilitator�Leads Introduce The purpose, process, and expected outcome Ensure Everyone is starting with a common level of understanding Ground rules are established Encourage Participation amongst all

14. A Successful Facilitator�Observes Watch Participant body language Interaction between people Listen To the path the conversation is going To the tone of the people involved Intervene With a comment when appropriate With a question to test the validity of a comment or statement made Redirect People back to the topic Conversations that are off-topic

15. A Successful Facilitator�Resolves Understand Group dynamics Hidden agendas Personal issues Promote Healthy Conflict Identify real issues Introduce new ideas Build trust Deter group think Resolve Unhealthy Conflict Review ground rules Discuss issue and options Break Parking lot

16. A Successful Facilitator�Verifies Debrief Summary of topics covered Review parking lot items Confirm all items are assigned with who, what, how, and when Determine Goals of the JAD session were met If appropriate items were created Next steps Survey What went well and what didn�t Environment, equipment, topics, etc.

17. Tools of the Trade Facilitator Checklist Your pre- and post-meeting To-Do List Agenda Distribute prior to meeting, but have copies available Flip Chart (Post-It) Ground rules Parking lot items Glossary / project terminology Goals / deliverables Parking Lot Side bar topics Outstanding issues Decisions to be made Clock Take breaks Discreetly monitor lengthy speakers or topics Red Card Allows participants to indicate that discussion needs to stop or move Survey Hand out at end or session, or send out by e-mail Food / Beverage

18. What is �The Six Thinking Hats�?

19. �The Six Thinking Hats� is . . . An approach to decision making that helps reduce confusion Also called: Parallel Thinking Role Playing A method of communication that guides everyone to look at a situation in the same way at the same time

20. How can 6 Hats help a JAD Session? Simplifies and organizes the thinking process Reduces opportunities for arguments Provides direction and guidance Allows people to switch their thinking style

21. 6 Hats Represented by 6 Colors The White Hat Neutral and objective Concerned with facts and figures The Red Hat Suggests anger and rage It�s the emotional view The Black Hat Serious and somber It�s cautious and identifies weaknesses in ideas The Yellow Hat Sunny and positive Optimistic and hopeful thinking The Green Hat Abundant growth Indicates creativity and new ideas The Blue Hat Cool, calm, and in control Organizes the thinking process and use of other Hats

22. Now it�s your turn to put on yourThinking Hats !

24. Blue Hat What is the topic for discussion? What is the Hat sequence?

25. Red Hat How does looking at the pictures make you feel?

26. Green Hat List a variety of ways that you could go about fixing the situations in the picture. How would you communicate those ideas?

27. White Hat What information do we have? What information do we need? What are the logistics (time, resources, money) associated with Green Hat ideas?

28. Yellow Hat What are the pros (benefit and value) of the Green Hat ideas?

29. Black Hat What are the cons and associated risks of the Green Hat ideas? Which is the least practical and why?

30. Blue Hat What solution(s) did we agree upon?

31. Red Hat How did we do as a group? Are we happy with the outcome?

32. In Summary. . . Remember that 6 Hats is not a way of categorizing people; it�s a way of guiding discussions. It�s only one method of facilitation, but it�s an effective one! To learn more about The 6 Thinking Hats, visit their website: http://www.debonogroup.com

33. Thank you!