[gnso-ccwg-dt] Some "do" and "don't" ideas -- hat-tip to Wendy

["Mike O'Connor" <mike@xxxxxxxxxx>]

hi all,

i was quite taken with Wendy's idea to develop a list of "do"s and "don't"s on 
our call yesterday and thought i'd devote my first cup of coffee to starting a 
list like that.  here's the result.  feel free to ignore any and all of these 
-- made for a great thought-exercise.  my son is flying home for Thanksgiving 
today (the worst travel day of the year in the US), so airplanes are on my 
mind...


Do -- devote a lot of time and effort to develop a detailed charter for the CWG 
working group that is deeply endorsed by the sponsoring organizations.  Don't 
-- put the WG leaders in the position of having to invent pieces of the charter 
while the working group is under way -- this is like repairing an airplane 
while it is flying.

Do -- ensure that the puzzle that's to be solved by the WG is extremely clear 
and includes a chronology of how the puzzle came about (including other WGs 
that have attempted to solve the same puzzle in the past, descriptions of other 
unresolved conflicts, etc.).  Don't -- put a WG to work on a puzzle that is 
ill-defined or addresses deeper/hidden issues -- this is like launching an 
airplane without maps or a destination.

Do -- include as many affected stakeholders in the WG as possible (radical 
thought -- if staff or Board are affected-stakeholders, include them as 
sponsors and members).  Don't -- consciously leave a stakeholder group 
unrepresented -- this is like leaving passengers at the terminal.

Do -- define the scope of the work to be done with bright-line, 
easy-to-understand language that is again deeply endorsed by the sponsors.  
Don't -- leave blurry edges for WG leaders to interpret on their own -- this is 
like flying an airplane without closing the doors before takeoff.

Do -- break the work into manageable "chunks" that it can be completed within 
8-12 months (18 at the absolute outside).  Don't -- knowingly set up extremely 
long efforts -- this is like trying to fly a plane from London to Wellington, 
NZ without stops or alternate crew.

Do -- include the approach and methods that the WG is expected to follow in the 
charter (at least at a high level).  Don't -- leave the job of 
methods-development or selection to the WG team -- this is like asking the 
pilots write their own pre-flight checklist.

Do -- identify and address WG-readiness issues before launching the effort.  
Don't -- start up a WG without providing time and resources for the members to 
"get ready" for the work to follow -- this is like putting an unprepared crew 
on the airplane.

Do -- entrust a couple of WG-liaisons from each AC/SO to form a Steering 
Committee for the WG.  Don't -- require the whole AC/SO to arrive at consensus 
over every issue that the WG needs guidance or feedback on.  Don't -- put WG 
leaders in the position of avoiding getting feedback because the process will 
take several months -- this is like requiring the airline Board of Directors to 
approve a decision to hold a flight due to bad weather.

Do -- conduct deep reviews of WG progress every 8-12 weeks with the Steering 
Committee.  Don't -- wait until major deliverables are complete before 
conferring with WG leaders over issues and concerns -- this would be like not 
checking to see if the plane is following its flight plan.

Do -- establish a weekly routine of status and progress reporting.  Don't -- 
make this so complicated or time consuming that the reports don't get completed 
-- this is like making the instruments so complicated that the pilots don't 
have time to look out the windows to see what's in front of them.

Do -- strive to make the job of leading and participating in WGs work that can 
be accomplished by people of ordinary ability.  Don't -- set the work up in 
such a way that it requires "super-heros" to get the work done -- this would be 
like setting up airplanes so that only test-pilots would have the skills to fly 
them.

now *that* was some fun to write.  

i hope this brightens up your next cup of coffee.  



mikey


- - - - - - - - -
phone   651-647-6109  
fax             866-280-2356  
web     http://www.haven2.com
handle  OConnorStP (ID for public places like Twitter, Facebook, Google, etc.)