module 3 session 3.6 visual 1 module 3 building the team session 3.6using a workshop approach for...

Module 3 Session 3.6 Visual 1

Module 3

Building the Team

Session 3.6 Using a Workshop Approach for Project Launch; Project Launch Workshops (PLWs)


Instructional Objectives

At the end of this session, learners will be able to: Describe the process for holding National Launch and

Stakeholder Implementation Planning Workshops.

Use a worksheet to plan project launch workshops.

Appreciate the value of PLWs.

Develop a plan to sell the value of PLWs to senior management.


The Workshop Approach

Fosters stakeholder understanding & commitment

Builds teams

Is not a seminar, training, or a meeting!

Maximizes participant involvement & decision making


The Workshop Is a Planning Tool

Use to start up any phase of project life cycle

Framework for implementation planning

Project and program evaluation

Best when done regularly throughout implementation


Project Launch or Startup Workshops

Structured project startup activities

A gathering of stakeholders from implementing and coordinating organizations

A public launch of implementation

3 Types:• National Project Launch

(broad, “political”)• 100 participants

• Stakeholder Implementation Planning

• 50 participants

• Project Startup (core team)• 10 participants

Produce practical result: action plan for participants


Benefits of Project Launch Workshops

Accelerates transition from design to implementation

Shifts “ownership” to implementors

Improves implementation skills & self-reliance

Supports team development & builds enthusiasm

Expands boundaries of the team


Benefits of Project Launch Workshops

Builds feeling of joint participation

Orients new staff

Commits current political leadership

Encourages exchange of views among coordinating agencies

Enables donor staff to provide information & learn about issues


Design of Project Launch Workshops

Duration: 2 to 5 days

Configuration: one or a series? Goals

Phase of program

Number of implementing organizations

Circumstances in the field

Our focus: National Launch and Stakeholder Implementation Workshops


National Launch Workshop

Duration: 1 to 2 days

Objectives: Promote common understanding

Identify key issues

Develop strategic recommendations

Structure: Opening ceremony

Working sessions


Opening Ceremony —National Launch Workshop

Participation by senior officials

Inclusive invitation list Ministers of state and general managers of

public corporations

Key government, political, and business leaders

Community leaders and officials

Representatives of beneficiaries, donor agencies


Working Sessions — National Launch Workshop

Typically follows Opening Ceremony (fewer participants)

Participants represent key organizations

Purpose: Provide information

Develop strategic action recommendations

Obtain commitment and cooperation


Stakeholder Implementation Planning Workshop

Usually follows National Launch Workshop

Lasts 4 or 5 days

May have as many as 50 people

Participants: Staff who have responsibility for

implementation, including regional/local agencies, middle management, and project management core team

Other important stakeholders


Objectives for Stakeholder Implementation Planning Workshops

Common understanding of project and status of implementation

Identify and discuss key issues and priorities

Develop detailed action plans (12 month duration)

Obtain commitment and cooperation of key staff


Common Elements in PLWs

Opening ceremony

Project description

Prioritizing project activities

Identifying problems and constraints

Assessing or mapping project environment

Developing a strategy

Preparing a plan of action


Summary: Project Launch Workshops

Two types emphasized in this session: National (1 1/2 - 2 days)

Stakeholder (4-5 days)

Action oriented

Inclusive

Build understanding, commitment, and cooperation

• Design elements are similar for all types, but each must be customized

• Project Startup Workshops for core team are more detailed


Thought Problems

Project: Lagos Water Supply Project

Problem 1. What cadres of staff to invite to: National Project Launch (3 days)

Stakeholder Implementation Planning (4-5 days)

Problem 2. What criteria to use for deciding whom to invite.

Problem 3. How to ensure communication between workshops.


Solution to Thought Problems

Problem 1. National Launch: Everyone!

Stakeholder Implementation Planning: Who needs to be coordinated?

Problem 2. Selection Criteria Who needs to know what level of detail?

Whose input is necessary?

Whom do you want to involve?

Who has a role to play?


Solution to Thought Problems (continued)

Problem 3. Communication Summarize the results of the first workshop

in the second

Distribute report

Discuss key findings with management


Module 3

Building the Team

Session 3.6 Using a Workshop Approach for Project Launch; Planning & Getting Approval


Planning and Holding PLWs: 3 Stages

Preparing

• Discuss and plan

Conducting

• Run, evaluate, produce report

Following up

• Meet with participants and replan


Preparing Project Launch Workshops

• Obtain agreement and commitment of senior officials

• Develop preliminary budget and sources of funding

• Make administrative and logistical arrangements

• Prepare preliminary workshop designs and agenda


Thought Problem

• What can happen if people are invited to a national launch prior to completing the preparation activities?

• When should participants be invited?


Conducting Project Launch Workshops

• Prepare final workshop designs and agendas

• Confirm all administrative and logistical arrangements

• Conduct the workshops

• Prepare report on workshop proceedings


Following Up on Project Launch Workshops

• Conduct 3 to 6 months after PLW

• Take stock of developments since PLW

• Replan as needed

• Reinforce commitment to effective implementation

• Best done in workshop setting with participants


Project Management’s Overall Roles & Responsibilities

• Host workshops

• Make preliminary plans & hire facilitators

• Supervise facilitators & approve workshop agendas

• Make administrative and logistical arrangements as agreed with the facilitation team


Project Management: Workshop Preparation

• Select core team workshop coordinator

• With facilitation team, determine:

• Workshop configuration

• Opening ceremony arrangements & details

• Administrative/logistical plans

• Interview/meet with sponsors and key stakeholders

• Review and approve draft workshop agendas prepared by facilitators

• Implement tasks on action plan


Project Management: Conducting the Workshop

• Host opening ceremony

• Describe project and deliverables

• Serve as resource during workshop sessions

• Participate in workshop sessions

• Provide feedback and guidance during plenary sessions at stakeholder workshops


Project Management: Follow Up

• With support of facilitation team:• Schedule follow-up meetings

• Supervise planning

• Participate in activities

• Implement action items


Facilitation Team’s Overall Roles & Responsibilities

• Provide three facilitators per 40 participants

• Serve as neutral “outsiders”

• Have experience & proven track record

• Be adaptable, flexible, quick thinking, good listeners

• Be able to develop trust with project management, sponsors, key stakeholders

• Play a “facilitating” role (don’t be a “star”)


Facilitation Team: Workshop Preparation

• Guide and work with project management (administrative & logistic arrangements)

• Have primary responsibility for preparing agendas

• Follow these design principles:

• Keep design simple.

• Keep design flexible.

• Keep workshops active.


Facilitation Team: Conducting the Workshop

• Work daily with project management to finalize plan (1 week before)

• After the opening ceremony—be in charge of workshop process:

• introduce each session

• provide guidelines for working group sessions

• keep processes on track yet responsive

• Prepare workshop report


Facilitation Team: The Follow-Up

• One (or more) members of facilitation team assist project management in planning

• Visit participants, working groups, and stakeholders

• Identify “rough spots”

• Renew commitment of participants

• Report to project management


Potential Risks

• Participation threatening

• Unrealistic expectations

• Unacceptable proposals/demands

• Nonrepresentative constituency

• Inappropriate approach


Countering Potential Risks (Part 1)

1. Perception that participation is threatening

• present benefits clearly• understand concerns• include senior officials• share information

• clearly state objectives and expectations at each stage

2. Unrealistic expectations by participants and officials

• Potential Risks of Doing PLWs and How to Address Them:


3. Unacceptable proposals generated by the workshop

• acknowledge proposals as valid• indicate if subject was considered

and basis for alternate decisions• if appropriate, indicate that

proposals will be considered in the future

• be inclusive at Opening Ceremony• hold mini-workshops for

beneficiaries

• hire experienced facilitators• work closely with facilitators

5. Inappropriate approach and inadequate skills of the facilitators

4. Involvement of beneficiaries and/or other stakeholders

• Potential Risks of Doing PLWs and How to Address Them:

Countering Potential Risks (Part 2)


Getting Approval

• Hard to perceive value until experience

• Be ready to respond to common objections• Negative issues or criticisms will surface

• Everyone knows everything about the project that they need to know

• Participants can not make a contribution

• Indicate how PLWs can help superior/organization succeed

• Customize your approach


Conclusion

• PLWs promote understanding, commitment, cooperation

• Process/Structure similar for all types of PLWs• Planning is essential

• Facilitation team critical for conducting successful workshops

• Follow up important

• Rewards justify the risks


Conclusion (continued)

“The workshop served an important

purpose in drawing stakeholders together

and stimulating high motivation and

interest.”

module 3 session 3.6 visual 1 module 3 building the team session 3.6using a workshop approach for...

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