1. Project planning Leading for Impact
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Project planning Leading for Impact
Session 2

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

3. 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

4. Project roles: We all have roles to play to ensure successful projects
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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

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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

6. Articulate key questions Begin developing workplan
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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

7. Your time is valuable!

8. 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?

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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

10. 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

11. IT IS FINANCIALLY STABLE
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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

12. Example: Mapping analysis to assertions
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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

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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

14. Over lunch, you will work on project scoping as a team
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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?

15. Please share the outputs of your discussion with your coaches
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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?

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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

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

18. Appendix: Example hypotheses, assertions, and analysis
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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.

19. Example A: Geographic expansion
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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

20. Example A: Geographic expansion
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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

21. 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

22. Example B: Optimizing program mix
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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

23. Example B: Optimizing program mix
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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

24. 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

25. Example C: Increasing organizational effectiveness
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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

26. Example C: Increasing organizational effectiveness
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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

27. 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

28. Example D: Managing a complex change
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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

29. Example D: Managing a complex change
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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

30. 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

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Find session materials and related tools online at:
Classroom Materials
Project Materials