Case Scenario 1
Type - Project restart and onboarding of new team members
The Client: A Danish regional project relating to vocational training, had one year remaining within a three year project and had stalled. The project team was composed of members from various organisations, only half of which had been there from the start. The client required a re-kick-off through onboarding new team members.
Our involvement: The client chose Mapping Room option b in order to capture exactly where they were in the project, so old and new members would be aligned and share a common reference. This enabled them to test and explore new strategies in order for them to restart the project.
Through mapping , this newly formed project team became aware of the complex drivers and motivations of the individual stakeholders and therefore the need, initially for a more nuanced communication strategy.
The client had chosen Debrief option a. In their case, a one-pager that summarized the mapping session, capturing this complex stakeholder ecosystem so that they could move forward. This also would enable them to update the project owner who wasn’t present.
Case Scenario 2
Type - New project strategy
The Client: The secretariat of a partnership made up of members from different organisations within destination marketing. Building on the success of a five year project, this renewed partnership wanted to assess what they had achieved and formulate a shared strategy to take them forward to 2020.
Our involvement: The client chose Mapping room option b to drive a kick-off day. The first half of the day focused on where the project was now, late 2017, enabling everybody to contribute equally to a shared, single frame of reference. Using the map, ideas and strategies around moving forward were then explored and tested. In addition to this, members gained a deeper insight into the conditions under which one another’s organisations were working.
A Debrief session option b had been chosen to process the mapping room findings and to reality check it against the client’s aims. This resulted in a charter document that distilled out the goal, the strategy, the success criteria and lastly, ways to measure such successes.
Thus a client who could canvas the needs of a partner group, in depth and very quickly turn that around into producing an actionable and relevant strategy document.
LOGISTICS FOR MAPPING ROOM
A big table, ideally 2m x 2m (min 1.2m x 1.2m). It doesn't have to be one table, but can be a series of tables all pushed together, but must be the same height, the same colour and with no patterns. There can't be any gaps between the sides or corners and there shouldn’t be any holes in tops of the tables. The tables mustn’t be covered with a cloth.
As you can see from the photos, it’s ideal that the table or table configuration is square or as close to square as possible so that everyone sitting around it can reach the center. A round table will also work.