Today Someday Tomorrow Plus

DR

IVE

People

Tools

Sample Factors to Consider Score out of 10:

Stress-free workers Clear on duties Easy on and off boarding Clear lines of escalation and reporting

The Gap

Process Efficient handoff of work High quality-control Scalable and teachable duties Meeting business rules

How can our scores be much better?

Good user experience Lowest cost Current versions Meets business goals

What does our success look like? Can we get faster or bigger ROI?

DET

ECT

People

Tools

Sample Factors to Consider Score out of 10:

Task start/stop times Activity/effort, WIP SLA response times Future work capacity

Process Handoff-to-handoff times Value-added time, wait time Steps planned v. used Scalability

User adoption Internal and external usage Precision and accuracy Interoperability

DEF

INE

People

Tools

Sample Factors to Consider Score out of 10:

Roles and responsibilities Stakeholders and users Policies and playbooks Sourcing and hiring

Process Start, end, and interim tasks Inputs and outputs Critical path Documentation and training

Software/hardware and alternatives Business, user, and system requirements Implementation effort Environmental constraints

Solution/Effort Name:

Desired results:

resu

lts

met

rics

ru

les

P-P-T Component QuickAssess v.1.0 by Sam Davenport is licensed under the Creative Commons Attribution-Share Alike International 4.0 License

Goals:

Goals:

Tomorrow, our People most need to be (choose one):

The next steps we need to take to achieve that are:

Better Cheaper Faster

Tomorrow, our Processes most need to be (choose one):

The next steps we need to take to achieve that are:

Better Cheaper Faster

Tomorrow, our Tools most need to be (choose one):

The next steps we need to take to achieve that are:

Better Cheaper Faster

Resources:

Confidence:

Momentum:

Goals:

Resources:

Confidence:

Momentum:

Resources:

Confidence:

Momentum:

Q3 - Potential Energy

If the person has low power or influence, circle the – symbol. STEP 4 Once you have assessed both lists, mark the boxes: as follows: STEP 5 Enter the names from both lists into the boxes with a ☺ for supporters and a for resistors.

= Q1 = 1 = Q2 = 2 = Q3 = 3 = Q4 = 4

Initiative:

Date:

Stakeholder Map v.1.0 by Sam Davenport is licensed under the Creative Commons Attribution-Share Alike International 4.0 License

☺ Biggest Supporters ☺ Q NAME P I Q NAME P I

Biggest Resistors Stakeholder Power/Interest Matrix

(P)

Po

we

r/In

flu

ence

(I) Interest/Engagement

STEP 1 List the biggest supporters to your work. Consider not only advocates, but those who have the most to gain when you succeed. Try to list them so the top names are providing you the most support. STEP 2 List the stakeholders who have the most apprehension over your work. Who is continuously laser-focused on cost and risk when your initiative is brought up? STEP 3 For each name, determine whether that person has high or low power, and high or low influence. If the person has high power or influence, circle the corresponding + symbol.

Q1 - Life Blood Q2 - Sleeping Dragons

Q4 - Spectators

Q1 – Life Blood: Manage very closely. Check-in often with supporters, and ensure resistors see a steady cadence of small wins. Q2—Sleeping Dragons: Keep attuned to this group. Interest can quickly shift. Try to recruit your supporters to gain more interest. Try to create a calm, steady cadence of information and small wins to becalm the resistors. Q3 – Potential Energy: Recruit your supporters into a coalition of the willing and exploit volunteer energy; proactively provide talking points about your progress so your resistors don’t create their own narrative. Q4—Spectators: Keep a consistent, high-level narrative to keep this group informed, but beware spending too much energy satisfying their curiosity or agendas.