Project planning Leading for Impact overall_0_131993804279279112 columns_1_131993804279279112 Project planning Leading for Impact Session 2

Focus of our LFI projects Making informed decisions to improve your organization and increase your impact

Executing a successful project as a team is a big part of these first six months Sessions 1 and 2 Session 3 Session 4 Session 5 Session 6 Session 7 Project Lead Workshop 2 Project Lead Workshop 3 CEO Workshop 2 Achieving Strategic Clarity: Intended Impact Theory of Change Optimizing Program Mix Improving Performance Ensuring Financial Sustainability Managing and Measuring Strategic Priorities Project Sharing and Setting Milestones Building a High-Performance Organization Project Planning Project Time Maximizing Executive Team Effectiveness Understanding and Managing Unconscious Bias Creating an Effective Decision-Making Culture Building Future Leaders Leading Change Setting a Team Effectiveness Agenda Working Together with Different Leadership Styles CEO Workshop 1 Project Lead Workshop 1 Strategy Organization & Teams Plan the work Do analysis and draw out insights Prepare to implement Project Project advising and team coaching calls

Project roles: We all have roles to play to ensure successful projects 6_85 7_85 Project roles: We all have roles to play to ensure successful projects You as executive teams: Bridgespan Team: ED/CEO: Holds team accountable Contributes to calls, analysis Project Lead: Manages project: Refines hypothesis and workplan Assigns activity owners Guides and encourages team members Ensures quality and completion of deliverable Team members: Participate in team calls Own pieces of analysis and content Bridgespan manager: Advises ED/CEO Advises team on process and thinking Bridgespan consultant: Provides day-to-day support to Project Lead and team Facilitates calls, meetings Links team to resources

4_85 While all projects are different, we approach our work with common processes and tools Plan the work Do analysis and draw out insights Prepare to implement Articulate key question(s) and hypotheses Create workplan Plan analytics and deliverables Complete data collection and analyses Develop preliminary insights potential decision options Make decisions based on insights Create implementation plan with key milestones Communicate decisions to stakeholders Work as a team to achieve results Think through risks and change management approach with key stakeholders Collaborate in a joint Bridgespan/nonprofit team process

Articulate key questions Begin developing workplan 43_84 29_84 44_84 48_84 6_84 Our current priority is to co-create a workplan by the middle of next month Plan the work Month 1 Month 2 W1 W2 W3 W4 Project preparation calls Project workshop (full team) One-on-one check-ins with CEO/ED and Project Leads Articulate key questions Begin developing workplan Refine workplan Finalize workplan Classroom sessions 1 and 2 Classroom session 3

Your time is valuable!

Getting specific on your key question helps ensure your project scope is focused and actionable BIG, OPEN-ENDED QUESTIONS What should our new strategy be? How can we work together better? Are our programs effective? SPECIFIC QUESTIONS ABOUT DECISIONS YOU NEED TO MAKE Should we expand our program within Chicago Public Schools or in neighboring school districts? What is the most critical work for our Executive Team to focus on, and how can we better work together on it? How can we strengthen the alignment of our programs with our Intended Impact and Theory of Change?

15_84 11_84 Starting with hypotheses – rather than all of the data – can help your team make the most of its time Begins with a hypothesis about the answer that focuses analysis HYPOTHESIS Hypothesis first Data and analysis Analysis first Begins with data and analysis that lead to the answer ANSWER Data and analysis

A hypothesis-first approach to work planning can focus your project on the most critical analyses Key question 1 Identify the key question 2 Develop the hypothesis Hypothesis First assertion Second assertion Third assertion Determine what must be true 3 4 Plan analyses to test assertions Analysis to test assertion Analysis to test assertion Analysis to test assertion

IT IS FINANCIALLY STABLE 3_85 4_85 7_85 55_85 58_85 A strong hypothesis is supported by a set of logical assertions you would need to believe to prove it QUESTION How can we improve outcomes for our target clients? HYPOTHESIS We should better integrate our programs so that target clients can access more of the programs they desire and achieve/sustain stronger outcomes A significant number of clients would like to access multiple agency programs THERE IS NEED Those clients who access multiple agency programs achieve better outcomes IT IS MORE EFFECTIVE We have or could build the capabilities and capacity to provide greater access/ integration WE CAN DO IT A more integrated model would be as/ more financially sustainable than what we do now IT IS FINANCIALLY STABLE

Example: Mapping analysis to assertions 33_85 35_84 Example: Mapping analysis to assertions We should better integrate our programs so that target clients can access more of the programs they desire and achieve/sustain stronger outcomes THERE IS DEMAND/NEED IT IS MORE EFFECTIVE WE CAN DO IT… IT IS FINANCIALLY SUSTAINABLE Collect needs data on current clients (or subset) Survey current front-line staff, beneficiaries Research best practices/evidence base Review data on current clients receiving one vs. multiple services Identify needed capabilities through benchmarks Interviews with staff to assess capabilities Assess funding for initial investment + on-going service mix Assess costs to integrate You may not perform every analysis listed: You will need to prioritize given limited time In general, you may already know far more about some assertions than others

127_85 57_85 63_85 71_85 77_85 87_85 64_85 Example: The detailed analysis to test your hypothesis will inform your workplan Plan the work Do analysis and draw out insights Communicate decisions and prepare to implement September October November December January February Project Scoping Internal External Financials Articulate key question Formulate hypothesis Create workplan Plan analytical deliverables Make decisions and communicate them to stakeholders Create implementation and change management plans Gather and review existing service data Staff interviews on model and capabilities Identify best practice peers and models Conduct interviews Funder/financial analysis Project Lead kick-off calls Project workshop Biweekly check-in calls

Over lunch, you will work on project scoping as a team 13_89 Over lunch, you will work on project scoping as a team What is the question your project will focus on? What decision(s) will this project help you make? What are the deliverables you are working towards? What are your thoughts today about the most important work to conduct to answer these questions? If a hypothesis-driven approach is a fit for your project: What is your emerging hypothesis about the best answer to this question? What are the key assertions for your hypothesis and related analyses?

Please share the outputs of your discussion with your coaches 6_84 7_85 10_85 13_85 Please share the outputs of your discussion with your coaches What is the question your project will focus on? What decision(s) will this project help you make? What are the deliverables you are working towards? What are your thoughts today about the most important pieces of work to conduct?

37_85 42_85 46_85 51_85 55_85 58_85 Some teams may find the hypothesis tree helpful; there are blank copies at your tables QUESTION HYPOTHESIS FIRST ASSERTION SECOND ASSERTION THIRD ASSERTION FOURTH ASSERTION

Example hypothesis trees and project scoping documents APPENDIX Example hypothesis trees and project scoping documents

Appendix: Example hypotheses, assertions, and analysis 3_85 Appendix: Example hypotheses, assertions, and analysis Example A: Geographic expansion Example B: Optimizing program mix Example C: Increasing organizational effectiveness Example D: Managing a complex change Note: Example hypotheses and analysis are simplified and likely require adapting for use Note: Hypothesis trees shown as examples here each have multiple assertions. A typical LFI project will focus on a small subset of assertions to ensure that project is feasible given time and team resource constraints.

Example A: Geographic expansion 39_84 41_84 45_84 50_84 70_84 57_84 Example A: Geographic expansion Should we expand to Location A, and if so, what would a feasible model look like? QUESTION We should expand our core services to Location A to reach more beneficiaries and meet their needs in a financially sustainable way HYPOTHESIS A significant number of clients would like to access our services in Location A THERE IS BENEFICIARY DEMAND We can meet that need with our services in ways others are not/ cannot COMPETITORS ARE NOT MEETING THAT NEED We have or could build the skills and capabilities to operate in new Location A WE CAN DO IT We have or can find the funding to support both start- up and ongoing cases IT IS FINANCIALLY STABLE

Example A: Geographic expansion 33_85 Example A: Geographic expansion We should expand our core services to Location A to reach more beneficiaries and meet their needs in a financially sustainable way THERE IS BENEFICIARY DEMAND COMPETITORS ARE NOT MEETING THAT NEED WE CAN DO IT IT IS FINANCIALLY SUSTAINABLE Collect needs data on potential clients in Location A Survey current front-line staff, beneficiaries Landscape research Benchmark competitors via interviews and research to understand services offered Identify needed capabilities through benchmarks Interviews with staff to assess capabilities Assess funding for initial investment and on-going services Assess costs to integrate Note: LFI project like this would need to prioritize and/or sequence which analyses were vital for the LFI stage, and take up other analyses at a later stage

Example A: Geographic expansion Plan the work Do analysis and draw out insights Communicate decisions and prepare to implement September October November December January February Project Scoping Demand Competitors Capabilities and financials Articulate key question Formulate hypothesis Create workplan Plan analytical deliverables Make decisions and communicate them to stakeholders Create implementation and change management plans Note: Some analyses may not be critical to conduct, e.g., your team may already have a sense of demand for services, making a survey of beneficiaries not necessary Research on demand for services in Location A Write and distribute survey, analyze results Define competitor set, draft interview guides, set up interviews Conduct interviews Funder/financial analysis Internal interviews on capabilities Project Lead kick-off calls Project workshop Biweekly check-in calls

Example B: Optimizing program mix 39_84 41_84 45_84 50_84 70_84 57_84 Example B: Optimizing program mix Are our programs currently delivering the greatest impact possible in the most sustainable manner? QUESTION We can increase the impact of our program mix by improving performance of Program X, and can increase our overall sustainability by decreasing costs in Programs Y and Z HYPOTHESIS Our Intended Impact and Theory of Change dictate that programs should focus on XYZ OUR PROGRAMMATIC FOCUS SHOULD BE XYZ Program X is having relatively lower impact due to XYZ PROGRAMS CAN STRENGTHEN IMPACT Programs Y and Z are operating a financial deficit due to high costs PROGRAMS CAN IMPROVE FINANCIAL PERFORMANCE We can increase our impact and sustainability through the following decisions (TBD) WE CAN OPTIMIZE OUR PROGRAM MIX

Example B: Optimizing program mix 33_85 35_84 Example B: Optimizing program mix We can increase the impact of our program mix by improving performance of Program X, and can increase our overall sustainability by decreasing costs in Programs Y and Z OUR PROGRAMMATIC FOCUS SHOULD BE XYZ PROGRAMS CAN STRENGTHEN IMPACT PROGRAMS CAN IMPROVE FINANCIAL PERFORMANCE WE CAN OPTIMIZE OUR PROGRAM MIX Draft intended impact and theory of change Refine with input from stakeholders and analysis Define program set to evaluate Develop criteria for assessing program impact (e.g., alignment with II TOC, size of need) Gather data and assess programs Develop criteria for measuring financial sustainability (e.g., net contribution) Gather data and assess programs Review overall data and identify open questions and opportunities for improvement Develop plan to address opportunities

Example B: Optimizing program mix Plan the work Do analysis and draw out insights Communicate decisions and prepare to implement September October November December January February Project Scoping II TOC Impact assessment Financial assessment Articulate key question Formulate hypothesis Create workplan Plan analytical deliverables Preliminary review of data to identify areas of opportunity (Developing strategies to address opportunities May stretch into following six months based on complexity) Draft II TOC (following Sessions 1 and 2) Refine draft with stakeholders and analysis Develop criteria and gather data Note: Some organizations might only complete impact assessment (or financial assessment) in this time frame, leaving the remaining analysis to conduct in the following months Develop criteria and gather data Project Lead kick-off calls Project workshop Biweekly check-in calls

Example C: Increasing organizational effectiveness 39_84 41_84 45_84 50_84 70_84 57_84 Example C: Increasing organizational effectiveness What structures and processes can help us increase our effectiveness/efficiency as we grow? QUESTION Considering the complexity of our organization, we can diagnose and solve for challenges to our effectiveness/ efficiency by clarifying our org structure HYPOTHESIS Org structure (as opposed to reporting, decision-making, etc.) is impacting our effectiveness UNDERSTAND CURRENT STRUCTURE AND ISSUES We can clarify roles and understand gaps by defining individuals’ responsibilities ESTABLISH ROLES AND RESPONSIBILITIES We can rely on best practice and industry benchmarking to establish a new org structure ESTABLISH ORG STRUCTURE We can create linkages to fill remaining gaps in our structure ALIGN LINKAGES TO CHOSEN STRUCTURE

Example C: Increasing organizational effectiveness 33_84 Example C: Increasing organizational effectiveness Considering the complexity of our organization, we can diagnose and solve for challenges to our effectiveness/efficiency by clarifying our org structure CURRENT STRUCTURE AND ISSUES ROLES AND RESPONSIBILITIES ORG STRUCTURE LINKAGES Review data from org and leadership diagnostics Conduct leadership interviews on gaps, opportunity areas Create draft responsibilities docs for leadership team members Collect reflections on work needed outside these roles Collect ‘spans and layers’ data Identify org structure options using benchmarks (Note: If pressed for time, you might rely on secondary research in place of benchmarks) Review identified gaps to surface potential linkages Note: LFI project like this would need to prioritize and/or sequence which analyses were vital for the LFI stage, and take up other analyses at a later stage

Example C: Increasing organizational effectiveness Plan the work Do analysis and draw out insights Communicate decisions and prepare to implement September October November December January February Project Scoping Current structure Role definition Org structure Articulate key question Formulate hypothesis Create workplan Plan analytical deliverables Create implementation and change management plans for staff, board Establish process for assessing success of new structures Review diagnostic data, interview leadership Draft role/responsibilities docs for leadership Collect reflections, edit Spans and layers, industry benchmarks Create org chart and linking mechanisms Project Lead kick-off calls Project workshop Biweekly check-in calls

Example D: Managing a complex change 39_84 41_84 45_84 50_84 70_84 57_84 Example D: Managing a complex change What do we need to do to align our team to deliver on a major change to our program model? (Note: Adapted from the work of an LFI organization serving the homeless that shifted to a client model focused on moving more clients into housing more quickly) QUESTION If we align all of staff around our new program model, we will be able to move more clients into housing more quickly HYPOTHESIS We need a compelling case for change and a clearly defined program model to engage our team on the new work DEVELOP THE “CASE FOR CHANGE” We need to re- organize our team structures to deliver on the new program model REVAMP OUR ORG STRUCTURE We need to update our processes for hiring, onboarding, evaluating, and training staff to support the new model UPDATE HR PROCESSES All levels of mgmt. need to be willing, able, and ready (capacity, tools and time) to supervise teams towards the new model MANAGERS NEED TO DRIVE THE CHANGE EFFORT

Example D: Managing a complex change 33_85 35_84 Example D: Managing a complex change If we align all of staff around our new program model, we will be able to move more clients into housing more quickly DEVELOP THE “CASE FOR CHANGE” REVAMP OUR ORG STRUCTURE UPDATE HR PROCESSES MANAGERS NEED TO DRIVE THE CHANGE EFFORT Clearly articulate new program model Develop case for change via manager and staff focus groups Create working group to analyze current workforce capacity to deliver on new model Identify needed changes to enable new model delivery Create work group to review processes and identify pain points/ opportunities Draft new processes with focus group input Roll out processes Assess manager attitude towards change effort and develop plan to increase buy-in Identify capacity gaps and develop supports to address them

Example D: Managing a complex change Plan the work Do analysis and draw out insights Communicate decisions and prepare to implement September October November December January February Project Scoping Case for change Re-org HR processes Financial assessment Develop workplan with hypothesis-driven approach Make decisions on org and process changes Begin roll-out of new model following engagement plan Finalize prog. model Draft case for change via focus groups Working group to identify pain points Identify needed changes Redesign processes Note: An option on a project like this to streamline the work might be to reduce the number of processes redesigned to focus only on the most critical Assessment and engagement plan Develop new supports Project Lead kick-off calls Project workshop Biweekly check-in calls

10_84 Find session materials and related tools online at: www.bridgespan.org/LFIresources Classroom Materials Project Materials