How to Prepare and Facilitate Productive JAD-r Sessions

1. Introduction to JAD-r Facilitation

The Challenge of Requirements Meetings

Dealing with Reality

Why Do Projects Take So Long?

Common System Development Approaches

What is a JAD-r?

Phases of a JAR/JAD

Mini-JAD

Roles in JAR/JAD

The Pros of JAD

The Flip Side of JAD

Before the JAD

After the JAD

Risks of Acceleration

2. Methodologies and Acceleration

Methodologies and JAR/JAD

Of Parallel Universes

Chaotic Analysis

Structured Analysis

Object-Oriented Development

Agile Development

Exercise: Roadmap To Success

Activity Scheduling Form

A Minimal Methodology

Project Activities

Define Business Need

Exercise: Structure Applied

JAR/JAD Scheduling Form

JAD Applications and Focus

3. Preparing for a JAD Session

Documents of Meeting Preparation

Evolution of an Effective Meeting

Documents of Meeting Preparation

Exercise: Participant Selection

Meeting Invitation Contents

Exercise: Creating Effective Invitations

Sample Invitation Contents

Time Versus Depth

Preparing an Effective Agenda

Preparing an Effective Agenda

Activity Dependencies

Activity Dependencies

Setting and Managing Expectations

Sample Agenda Format

Exercise: Sequencing Meeting Activities

4. Managing the Working Session

Identifying Icebreakers

Your Assignment, Mr. Phelps

Breaking the Ice

Sample Icebreakers

Exercise: Identifying Icebreakers

Assigning Group Work

The Momentum Challenge

Exercise: Maintaining Momentum

Assigning Group Work

Debriefing Group Assignments

Analysis Techniques

5. Managing the Deliverables

Managing the JAR/JAD Session Deliverables

Preparing Meeting Documentation

Exercise: Leveraging the Documentation Advantage

Restructuring Deliverables to Increase Productivity

Example of Activity-Based Formatting

Maintaining Group Memory

Increasing Participant Productivity

Increasing Participant Productivity

Exercise: Managing the Facilities

Meeting Equipment

The Last Commandment

6. Developing the Facilitation Team

Profile of a JAR/JAD Facilitation Team

Exercise: Skills Comparison

Basic Behavioral Concepts

Motivational Needs

Motivations Classified

Motivated to Lead?

Motivated to Analyze?

Thinking Styles

Thinking Styles Exposed

Thinking on Your Feet?

Thinking Under Pressure?

Behavioral Styles

Behavioral Styles Revealed

Leadership Behavior?

Well Behaved Analyst?

Balancing Behavioral Styles

Leadership Styles

Leadership Styles Defined

Facilitator Style?

Analyst Style?

Exercise: Identifying Strengths and Challenges

7. Dealing with Difficulty

Meeting Murphy and Fighting Back

Dealing with Murphy

What’s Wrong with This Picture?

Everything Takes Longer Than You Think

Everything Takes Longer Than You Think

Problem People or People Problems

Exercise: Dealing with People Issues

Creepy Scope

Equipment Dependencies

Facilities Problems

Exercise: Back to Square One

8. Closing the Working Session

Wrapping Up the Workshop

Critical Success Factors

Assigning Open Issues

Post-Meeting Task List

Staying In Touch

Exercise: 3-Minute Meeting Evaluation

3 days

Business Analysts
Business Managers
Project Managers
Requirements Engineers
Systems Analysts
Systems Designers
End Users who are interested in expediting the process of defining, developing and delivering high-quality information technology solutions

How to Elicit (Gather), Write, and Analyze Business Requirements

How to Model, Analyze, and Improve Business Processes

How to Define and Document Use Cases

or equivalent training (or experience)

How to Elicit (Gather), Write, and Analyze Business Requirements

How to Define and Document Use Cases

Our instructors have extensive experience in applying these techniques on projects with business experts from a wide variety of fields.