Scoping Futures

Project/programme origins
A programme or project usually begins for one of two reasons:

The organisation wants to re-look at its strategic plan and determine the need for possible change

The executive want to encourage continuous futures thinking by all their key stakeholders, particularly their people.

Often the trigger comes in the form of questions which usually gets expressed in simple form at the outset e.g. 'what's the future of tourism?'

But this tells us very little. For instance, in 'which countries?', 'in what tourist fields', 'over what time period?'

Quick assessment
Programmes or projects usually begin with a 'Quick assessment'. The assessment states 'what is changing?' and 'why this is important?' It sets the scene for determining more specifics of the key question(s) which must be answered and captures your early background thoughts.

Create your 'Quick assessment'

Ask yourself what is the purpose of the project and what are the objectives of the question(s).

Is it clear about its intent?
Is it too broad or narrowly defined?
How will the stakeholders view the project or question?
Are the boundaries and time horizon clear?
What opportunities and risks may be won or lost by the thrust of the question?
What answers would one expect from the question?
Will these give expected and unexpected answers (both are important)

Test your questions on a cold sample audience and among the key sponsors to iron out any issues before embarking on a full roll-out.

Often a quick scan using the search methods described in Horizon Scanning will further help to improve the Quick assessment and your key question(s). The key is to get this right very early on and then be precise about the desired outcome.

Desired outcome
The desired outcome(s) must be determined by resolving the key question(s), setting the context and boundaries for the programme or project and creating a project plan. Ensure too, that the project or programme properly considers other efforts already ongoing in the organisation and design an outcome that avoids unnecessary duplication.

Defining the desired outcome should lead to consensus among the key decision makers that the groundwork should start in earnest and resources committed.

Determining the key question(s) to be answered is as important as the outcome. A poorly defined question will lead to an equally poorly defined outcome and vice versa.

Ensuring value for money by solid upfront planning will further help to ensure programme or project success.

Further reference

Next: Stakeholder Management Back: Futures Outcomes To: Shaping Tomorrow

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thryller	Latest page update: made by thryller , Nov 8 2008, 12:53 PM EST (about this update About This Update Edited by thryller 14 words added view changes - complete history)
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