MODULE 2: ANALYSE AND LEAD A PROJECT - Origin of Spacestoolbox.originofspaces.com/.../OOSEU_LP_module_2.pdf · MODULE 2: ANALYSE AND LEAD A PROJECT WHERE TO START ... As part of this

� ….. LOCAL PARTNERSHIP: Analyse and lead a project ..… Bilbao (ZAWP) …

MODULE 2: ANALYSE AND LEAD A PROJECT

WHERE TO START

The goals established through local partnerships relationships do not seek to

substitute or override particular specific goals. In fact, local partnerships offer

complementary perspectives, wider knowledge grounded in the background of local

people or organizations, with the possibility of better implementation strategies.

Any benefits resulting from local partnerships depend to a large extent on the ability

to successfully implement the multi-stakeholder governance model. It is necessary

that all partners respond to a series of questions that facilitate the articulation of

relationships based on their respective roles, needs, objectives. First of all, we must

identify, who are the partners?. And that depends on what problem we are trying to

solve, or objectives that we try to reach!. (Ownership / leader?).

• Why join?. Problem we will try to solve, or objectives that we try to reach.

• What advantages does this partnership have over working alone?.

• Identify interesting partners to reach that goal?. List the qualities of potential

candidates known or unknown.

• How can we attract them?.

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“Those who advance creating something new, do it like a rower, moving forward, but paddling

backwards, looking back, towards the past, towards what exists, to be able to reinvent their

codes” Jorge Oteiza

……………..… toolbox.originofspaces.com ………… 2017 ……

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https://en.wikipedia.org/wiki/Goal

https://en.wikipedia.org/wiki/Collaborative_partnership

https://en.wikipedia.org/wiki/Relationship

https://en.wikipedia.org/wiki/Knowledge

https://en.wikipedia.org/wiki/Organization

https://en.wikipedia.org/wiki/Stakeholder_%2528corporate%2529

https://en.wikipedia.org/wiki/Jorge_Oteiza

� ….. LOCAL PARTNERSHIP: Analyse and lead a project ..… Bilbao (ZAWP) … For example:

In 2013, ZAWP created FAST LAB in collaboration with Bordeaux City Council. This event was

a networking space where different projects, people, companies and public administrations

meet together looking for the development of common goals. From this partnership we

created the Erasmus+ The Origin of Spaces project.

Enjoy the video:

Fast Lab 2013 Bordeaux - Bilbao


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� ….. LOCAL PARTNERSHIP: Analyse and lead a project ..… Bilbao (ZAWP) … WHO AND WHAT IS NEEDED

Roles, responsibilities and skills needed must be agreed between the partners from the

beginning of the relationship. This is the foundation, agreed between all partners, along with

a shared mission, vision, and programme of work.

IDENTIFY THE ESSENTIAL SKILLS

Additionally, there are other elements that, although they are not the same for each partner,

need to be known and accepted by all of them: the joint expectations of each partner, the

objectives of each one, the obligations, as well as the limitations of each member.

Each role (leader, manager, coordinator, administrator, consultant, sponsor, etc.) has an

associated series of responsibilities, related to both the objectives of the collaboration, and

with the skills and abilities of specific people, representing the partners. This last factor is

critical in the development of the project as partners often change people working for the

partnership.

Whatever the specific skills needed for the development of the project, rules are necessary,

rules which allow a common framework of operation and also to monitor and evaluate the

collaboration process. Similarly, it is important to have various management strategies i.e.

communication, empathy, transparency and conflict resolution.

As part of this project The Origin of Spaces #OOSEU, the roles of each partner have evolved

based on their capabilities, being always previously agreed among all members of the project.


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� ….. LOCAL PARTNERSHIP: Analyse and lead a project ..… Bilbao (ZAWP) … LOCAL PARTNERSHIP VALUES

There must be a common framework shared by all partners to avoid personal and professional

conflicts and to devote all possible energies to the conflicts of the project. There are some

essential elements to consider when establishing a partnership between partners.

Let’s make some decisions before it’s too late:

• Transparency: The golden rule: We must be transparent even to recognize that we will

not be transparent.

• Leadership: Our first decision has to be who is going to decide and how. We must

agree if there is one or more leader and what is the weight of their opinions and

decisions. Horizontal, vertical decision making, co-lead, assembly. Definitely this has

to do with a vision whether this is a group vision (through consensus or by voting) or

an individual vision (single decision).

• The Plan is The Plan: There must be a grand plan, clear, shared, with phases and

tasks. In any case, we must not forget that the partners, who share the grand plan,

have their own particular plans.

• Financing: The Achilles heel of many of our projects. What is the financing strategy

and how are resources shared?. Who gets what when budgets are tight, who gets what

when budgets are plentiful.

• Cooperate or compete: These concepts are closely related, despite being absolutely

contrary. In fact we must distinguish between two ideas (legitimate at the same level

but entirely opposite): cooperate for the common good and cooperate to compete

better.

Do the right thing or do the best: There are many occasions when partners involved in a

project are professionals but are not aware of community concerns about the project’s impact.


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� ….. LOCAL PARTNERSHIP: Analyse and lead a project ..… Bilbao (ZAWP) … We have to be connected with the community we affect or our project will not make much

sense. Both views, professional and community, are necessary to make a comprehensive

project that takes everyone into account.


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Tips

• Start planning the project..

• You must start planning the different stages and activities of the project.

• Where involve your team members in the planning and who from your team members

involve.

• A trick and a tip is to work backwards from the end goal of the project. Identifying all

the things that need to be put in place and done.

“You need them and you don´t know it yet!”

Tools

• Brainstorming: The key to brainstorming is quantity, not quality. Brainstorming is the

first step in the exploration phase of a new project, so it’s important to be open to all

ideas and possibilities. It is a way to solve problems by holding a group discussion and

collecting information or ideas.

• Brainwriting Technique: Brainstorming technique developed in the late 60’s. This tool

works especially well for introverts.

• Business Model Canvas: This tool helps us to figure out how to grow idea(s) into

something bigger.

• Business Process Modelling: Business process modelling is the activity of representing

processes of an organization, so that the current process may be analyzed or

improved.

• Critical Path Analysis: Critical path analysis is a project management tool that uses

network analysis to help project managers to handle complex and time sensitive

operations.

• Design Thinking: Trying to solve a problem or find better ways of getting work done.

• Design Thinking: Innovaçao em negocios.

• Dynamization of communities of practice in relation to co- (co-creation, co-operation,

co-responsibility) as UrbanBat (Invisibles and Alterotopiak) and Hondartzan.

ColaBoraBora.

• Fishbone diagram – Cause and Effect Diagram, Ishikawa Diagram: Cause and Effect

analysis is a diagram based technique that helps us identify all of the likely causes of

the problems we’re facing.

• Flow Diagrams: Flow diagram is a collective term for a diagram representing a flow or

set of dynamic relationships in a system.

• Gantt Charts: A Gantt chart is a horizontal bar chart developed as a production control

tool. Used in project management, a Gantt chart provides a graphical illustration of a

schedule that helps to plan, coordinate, and track tasks inside a project.

• Innovation Flowchart: This tool gives a detailed overview of the various stages in an

innovation process, listing the activities, requirements and goals of each stage.

• Improvement Triggers: This tool provides a collection of questions which can be used

to help you look at your work a bit differently.

• Kooptel: Design-kit of itineraries and methodologies to favor cooperation, developed

in collaboration with the Innovation Service of the Department of Economic.


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� ….. LOCAL PARTNERSHIP: Analyse and lead a project ..… Bilbao (ZAWP) … • Learning Loop: Promotion Department of the Regional Government of Bizkaia.

ColaBoraBora This tool helps you to define how the work you do now informs what you

do next.

• MindMeister: Mind Map.

• Magic Square: This scheme represents the interrelation of the different factors and

main agents that compose the development of projects in ZAWP. The external

framework represents the different agents and/or people who in one way or in another

way interact with the ZAWP conglomerate: Citizenship, institutions, companies,

networks,… The internal framework symbolizes broadly the different agents and/or

people who make up ZAWP: Haceria Arteak Association (promoter of ZAWP), ZAWP

resident projects (also known as: Zawpers), collectives or people in specific residence

projects, concrete collaborations, students in training processes,…

• Mind Mapping: Mind mapping is a highly effective way of getting information in and

out of your brain. Mind mapping is a creative and logical means of note taking and

note making that literally maps out ideas.

• Personas: Helps visualize key characteristics of the people you are working for.

• Project sponsorship: Project sponsorship is an active senior management role,

responsible for identifying the project need(s), problem(s) or opportunity(ies).

• Promises & Potential Map: This tool is a simple way to define your added value by

mapping the relationship between what you do and who you are doing it for.

• Rapid ideation: Rapid ideation is a method to explore directions and opportunities

very quickly in a transparent environment to concentrate on ideas and solutions

without hidden agendas.


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� ….. LOCAL PARTNERSHIP: Analyse and lead a project ..… Bilbao (ZAWP) … • Six Creative Ways To Brainstorm Ideas: Creative ways to overcome hitting a roadblock

when generating ideas.

• SWOT Analysis: Use the SWOT Tool to create a clear plan by evaluating how you are

doing and what your options will.

Make yourself the following questions towards your organizational needs:

o Do you and your partners have a shared understanding of what you want to

achieve through engagement and what is on the table?.

o Do you have a unique selling proposition (a common goal) that engages every

partner in the processes?.

o What is on the steak for each of you?. Work in the same direction. Is healthy to

disagree, keep in mind your common goal.

o Ensure an engagement that is sustainable and manageable for each partner

organisation. Settle a time frame and resource amount that will be need. We

recommend you to add a 20% more on top of your calculation in case some

changes.

o Are you able to coordinate information and actions across the organisations

involved?. Clear up a communication channel and ensure the working flow in

a long term view.

o Ask for the working situation of each partner, teams change but your project

continues. There for a transparent working reality is needed.

o Are you clear about what task you have to do and what your working partners

will do?.

o Do you know who you need to engage with for this workflow to be full fill?.

Take a coffee and reflect towards your end user needs:

o Are you trying to ensure that what you are planning, commissioning or

providing meets the public’s or end users needs and preferences?.

o Do you make any social impact or benefit to your society with your project?. Or

with any of your stakeholders activities?.

o Do you have a common sustainable vision that engages every partner in the

processes?.

Lastly, let’s enable some effective dialogue.

We could use this tips that we have created based on “Dialogue with the public”

And don’t forget. You can hire or connect with a facilitator to start the conversations and

gather the content in a useful manner.


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• ARTICLES:

• Benefits of a Locally Based Community Business Partnership

• Local (social) enterprise partnership are stimulating local growth

o Grunewald, P. – Knowledge Creation in Multi-stakeholder processes: spaces

for change – Loughborough University, United Kingdom

o The Guardian News and Media Limited articles:

• 20 prerequisites for transparency

• 29 qualities for business leaders to create a sustainable society

• Businesses do – and should – play a role in creating a better society

• Can business hubs give entrepreneurs a head start?

• Can we create an ‘Economy for the Common Good’?

• Create a dream team with a business partner whose skills complement yours

• It’s time to revive public ownership and the common good

• Is there a place for personal values in leadership?

• Leadership for the future: diversity, creativity and co-creation

• Millennials want to work for employers committed to values and ethics

• Rediscovering leadership values at TedX

• Sustainability leadership requires a combination of masculine and feminine values

• BOOKS:

o Bennis, W. Spreitzer, G.M. Cummings, T.G – Future of Leadership (The

Jossey-Bass Business & Management) – (2001)

o Chapin, K. – Grow your handmade business: How to envision, develop, and

sustain a successful creative business – 9781603429894- Chapin Storey –

(2012)

o Collins, J. – Good to great: Why some companies make the leap and others

don´t – Random House Business Books – (2001)

o Covey, S.R. Roger Merrill, A. Merrill, R.R. – First Things First Paperback –

(1996)

o Gareth, M. – Images of Organization – (2006)

o Geddes, M. – Local Partnership: A Successful Strategy for Social Cohesion?.

European Research Report – University of Warwick – (1998)

o Geddes, M. – Making Public Private Partnerships Work: Building Relationships

and Understanding Cultures – (2005)

o Gardner, H. – Leading minds: An anatomy of leadership – Basic Books –

(1995)

o Kotter, J. – Leading Change – (2012)

o Kouzes, J. Posner, B. – The Leadership Challenge: How to Make Extraordinary

Things Happen in Organizations – (2012)

o Innerarity, D. – Shared Values in a World of Cultural Pluralism – (2014)

o Martin, R.L. –The Design of Business: Why design Thinking is the next

competitive advantage – (2009)

o Nair, K. – A Higher Standard of Leadership: Lessons from the Life of Gandhi –

(1997)

o Sinek, S. – Start with Why: How great leaders inspire everyone to take action –

(2011)

o Vicere, A.A. Fulmer, R.M. – Leadership by Design – (1998)

o Robinson, K. – Out of our minds: Learning to be creative – Capstone – (2001)


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• RESEARCH:

o Sorrentino, M. – Evaluating Local Partnership Incentive Policies: Roadmap of a

Research Project – Brunel University – (2011)

o Raisiene, A. – Conceptualization of Inter-Organizational Partnership Structural

Mode – ISSN 2029-2872 (online) – (2010)

o Graziano, P. and Vesan, P. – New Modes of Governance: Explaining Local

Partnership Consolidation – (2008)

• VIDEOS

• 22 Qualities That Make a Great Leader

o TED Conference – 5 ways to lead in an era of constant change – Who says

change needs to be hard? Organizational change expert Jim Hemerling thinks

adapting your business in today’s constantly-evolving world can be

invigorating instead of exhausting. He outlines five imperatives, centered

around putting people first, for turning company reorganization into an

empowering, energizing task for all


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Documents

MODULE 2: ANALYSE AND LEAD A PROJECT - Origin of Spacestoolbox.originofspaces.com/.../OOSEU_LP_module_2.pdf · MODULE 2: ANALYSE AND LEAD A PROJECT WHERE TO START ... As part of this