Learning Launch    Challenge

I work as a geophysicist team lead and I support a team of 3-4 people. My job/ daily challenge is to

successfully manage and motivate the team to bring out the best in them at all times and also improve

the workflow (activities and projects) within the department in order to increase sales and ensure good

customer feedback and repeat of business.  Our projects will usually span a period of 8-10months

turnaround time due to the large processes involved, but for this particular project we decided to use the

learning launch for, the client had requested an unusual early turnaround time of 6months with of course

a mouthwatering additional fee if we were able to meet up with the proposed deadline. The project scope

included several tests to arrive at a mutual decision, regular presentations of results to clients and

stakeholders which will no doubt infringe on the time line due to the short turnaround time, this invariable

suggested extra work hours for the team, proper management of budgets and allocations to maximize

profit and make it overall worthwhile. This also meant extra motivation for the team to get them to work

smarter and give their best shot at the job. Coupled with this constraint was the fact that the project did

not come with an initial report which could start as a good starting point for a smarter approach. This then

meant more work for the team in figuring out key issues with the project. This was invariably a threat to

the turnaround time requested and that was the big problem.

Selection

The learning launch was used for this project because it was indeed a test of capacity and stretch

threshold. It was the first time we would be embarking on a project with such short turnaround time and

we were willing to go through the test to determine if it was possible.

Application

For our first learning launch, we conducted a startup meeting with the client to discuss expectations and

how often they require feedbacks on the project  so as to be on the same page during each processing

steps to avoid mistakes and a re-run.  For our second launch, we focused on the structure/execution of

the tasks. In particular, to meet up with the deadline and possibly break and industry record within the

period we wanted to see if we could structure our tasks, projects, and processes to adapt the methods of

Scrum project management for our work (e.g., time boxed, daily, specific meetings, reviews, etc.) in an

effort to become more agile. This tested our assumption that the structure and execution were the main

causes of our workflow challenge. The team went through weekly meetings and reviews to structure our

tasks and processes in a more agile way. These two sessions occurred within in a three-week timeframe.

We expected to produce a document with a clear description of our new, more agile processes/workflow.

For our third learning launch, we focused on execution having clarified our tasks and priorities. This tested

our assumption that our prioritization of tasks was the main cause of our workflow challenge. At every

processing stage, we organized review meetings and sent out customer satisfaction forms to determine if

the project was being done to the client satisfaction and if not to review areas we were falling short. And

of course to make up the deadline, the team had to sacrifice extra hours and give up their movie times at

weekend sometimes to meet up with the turnaround time.

Insight

By applying the learning launch tool, we identified our assumptions and designed launches to test these

assumptions. Also, we thought through anticipated results, and of course expecting to find that a more

agile approach would improve our workflow, and that both our team and the key stakeholders would be

fairly open to the new prioritization of tasks and process.  For Our actual results, the extra hours put in

and dedication of the team made a huge success of the project and we were able to meet the project

deadline. But of course it wasn’t all together a smooth ride! There were bumps and hitches which all

together gave an insight on how not to do it a next time. The team decided to review this insight and

incorporate it into future launch designs, this incorporation of insight is particularly important and critical

for a next project as launches come before a full rollout in the design thinking timeline.

Approach

Given that it was the first time we were trying out such seemingly impossible task of completing a project

which ideally should span a period of 9months in 6months, the learning launch is the appropriate tool to

enable us plan a next project successfully as we can work on lessons learnt from execution of this one.

The team needs to review the insight gained from our launches and incorporate this insight into future

launch designs. Future launch designs should reflect insight gained, progress made, and come closer to a

compelling solution ready for full rollout.


Learning Launch Challenge I work as a geophysicist team lead and I support a team of 3 - 4 people . My job/ daily challenge is to successfully manage and motivate the team to bring out the best in them at all times and also improve the workflow ( activities and projects ) within the department in order to increase sales and ensure good customer feedback and repeat of business . Our projects will usually span a period of 8 - 10months turnaround time due to the large processes involved , but for this particular project we decided to use the learning launch for , the client had requested an unusual early turnaround time of 6months with of course a mouthwatering additional fee if we were able to meet up with the proposed deadline . The project scope included several tests to arrive at a mutual decision , regular presentations of results to clients and stakeholders which will no doubt infringe on the time line due to the short turnaround time , this invariable suggested extra work hours for the team , proper management of budgets and allocations to maximize profit and make it overall worthwhile . This also meant extra motivation for the team to get them to work smarter and give their best shot at the job . Coupled with this constraint was the fact that the project did not come with an initial report which could start as a good starting point for a smarter approach . This then meant more work for the team in figuring out key issues with the project . This was invariably a threat to the turnaround time requested and that was the big problem . Selection The learning launch was used for this project because it was indeed a test of capacity and stretch threshold . It was the first time we would be embarking on a project with such short turnaround time and we were willing to go through the test to determine if it was possible . Application For our first learning launch , we conducted a startup meeting with the client to discuss expectations and how often they require feedbacks on the project so as to be on the same page during each processing steps to avoid mistakes and a re - run . For our second launch , we focused on the structure / execution of the tasks . In particular , to meet up with the deadline and possibly break and industry record within the period we wanted to see if we could structure our tasks , projects , and processes to adapt the methods of Scrum project management for our work ( e.g. , time boxed , daily , specific meetings , reviews , etc . ) in an effort to become more agile . This tested our assumption that the structure and execution were the main causes of our workflow challenge . The team went through weekly meetings and reviews to structure our tasks and processes in a more agile way . These two sessions occurred within in a three - week timeframe . We expected to produce a document with a clear description of our new , more agile processes / workflow . For our third learning launch , we focused on execution having clarified our tasks and priorities . This tested our assumption that our prioritization of tasks was the main cause of our workflow challenge . At every processing stage , we organized review meetings and sent out customer satisfaction forms to determine if the project was being done to the client satisfaction and if not to review areas we were falling short . And of course to make up the deadline , the team had to sacrifice extra hours and give up their movie times at weekend sometimes to meet up with the turnaround time . Insight By applying the learning launch tool , we identified our assumptions and designed launches to test these assumptions . Also , we thought through anticipated results , and of course expecting to find that a more agile approach would improve our workflow , and that both our team and the key stakeholders would be fairly open to the new prioritization of tasks and process . For Our actual results , the extra hours put in and dedication of the team made a huge success of the project and we were able to meet the project deadline . But of course it was n’t all together a smooth ride ! There were bumps and hitches which all together gave an insight on how not to do it a next time . The team decided to review this insight and incorporate it into future launch designs , this incorporation of insight is particularly important and critical for a next project as launches come before a full rollout in the design thinking timeline . Approach Given that it was the first time we were trying out such seemingly impossible task of completing a project which ideally should span a period of 9months in 6months , the learning launch is the appropriate tool to enable us plan a next project successfully as we can work on lessons learnt from execution of this one . The team needs to review the insight gained from our launches and incorporate this insight into future launch designs . Future launch designs should reflect insight gained , progress made , and come closer to a compelling solution ready for full rollout .