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Labs to accelerate delivery
2 March, 2010CONFIDENTIAL AND PROPRIETARY
Any use of this material without specific permission is strictly prohibited
http://www.sxc.hu/browse.phtml?f=download&id=898424 -
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Todays discussion
Objectives of todayContext
The Sarawak Civil Service istransforming using the principles of
High performing teams
Excellent service delivery
Federally, Malaysia has begun aGovernment Transformation
Programme (GTP) focusing on
6 NKRAs, underpinned by 1Malaysia
To kick-start NKRA delivery with
maximum intensity, DSIJ initiatedLabs in each area
Share what labs are in the contextof the GTP
Talk about low labs work
Draw implications for Sarawak
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Agenda
Registration 08:00 am 08:30 am1
Coffee Break 10:45 am 11:00 am3
Lunch 12:00 pm 01:00 pm6
Agenda Time
Break-out session 1/ De-brief 11:15 am 12:00 pm5
01:00 pm 01:45 pm7 Break-out session 2/ De-brief
01:45 pm 02:30 pm8 Break-out session 3/ De-brief
02:30 pm 03:00 pm9 Closing Remarks
11:00 pm 11:15 pm4 Introduction to break-out sessions
Labs in the context of GTP 08:30 am 09:45 am2
Sharing session/ Panel discussion 09:45 am 10:45am3
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Prime Ministers Statements on Government Transformation
(12th Sept 2009)
The Government is set to begin the transformation process
in strengthening the efficiency of its delivery system
The KPI / KRA were not mere acronyms as they offered clear
measures designed to ensure that the government is
continuously working to better serve the needs of Malaysians
Ourreal workwill begin as we make the transformation of
government services happen
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1. Vision 2020 is only 10 years away The gap remains significant
2. The economy is in recession Unprecedented level of budget deficits
2. Unemployment and job losses on the rise
3. Crime is becoming a serious issue
4. Corruption Malaysias international transparencyranking has dropped
From 43 (2007) to 47 (2008)1
6. Competitiveness Malaysias international ranking hasdropped From 21 (CGI 2009-2008) to 24 (CGI 2010-2009)2
Our next generation is poorly equipped vis-a-vis
education, TIMSS ranking has dropped
Rakyat
demanding
change thatthey can
see & feel
Transformation is an imperative
1 Transparency International (TI) Corruption Perception Index (CPI)
2 Global Competitiveness Index (CGI)
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People First Performance Now
1Malaysia
Unity in
Diversity
Government for
all
Reducing crime
Widening access to quality
and affordable education
Improving infrastructure in
rural areas
Raising living standards oflow income households
Fighting corruption
Improving urban public
transport (medium-term)
Public Service Delivery of :
Improved outcomes
for all Malaysians
National Key Result Areas
(National Priorities)
Economic
competitiveness
The six NKRAs selected are linked to 1Malaysia, People First,
Performance Now
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What is Transformation?
It becomes a
totally differentorganisation
It operates
differently
Being
(Character)
Doing
(Action)
Transformation entails fundamental change in: The waythe organisation DOES its activities (Doing)
The CHARACTER of the organisation (Being)
To achieve Big Fast Results
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Transformation Model
Transformation programme is an excellentway to change the doing sideof the equation (i.e., focusing on the Key Result Areas)
We will implement the KRAs using a new way of working (e.g labs,open-house / townhalls, etc) to deliver big results fast
This new way of working will become institutionalised over time,thereby transforming the Government
Doing
(Action)
Drives Being
(Character)
A fundamental change in action will result in changing the organisations
character
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Copyright20
01JeanieDanielD
uck
No breakthroughwithout breakdown
Transformation journey
What and How will it feel like?
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Transformation is all about achievingBig Results Fast ..
Content Content
Content Content
Content Content
Speed of execution
Magnitude /
Boldness of
Reform
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Remember the 6 Secrets of Transformation
The Game of
Impossible
P&L
Anchorage
Discipline
of Action
Situational
Leadership
WinningCoalitions
Divine
Interventions
1
2
3
4
5
6
Olympic targets Conquer the fear of failure
Anchor on outputs and outcomes which impactthe Rakyat
Plan and track results (daily, weekly, monthly)
Reward and celebrate success
Directive in the beginning of the journey Empower in the later part
Collaborate with key partners and stakeholders
A lot of things are outside of our control (>60%)
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GTP Key Success Factors
1. Leadership drive PM, DPM, Cabinet Ministers and Top CivilServants
2. Clear roadmap 1 Malaysia, People First, Performance Now
3. Anchor on what the the Rakyat want and needBig Fast Results (6 NKRAs and MKRAs)
4. Discipline of Action New way of working e.g., labs, KPI,performance monitoring, etc.
5. Winning coalition the civil service, politicians andPEMANDU
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An intense problem solving environment within a dedicated &
co-located workspace with a full time working team
Teams work towards deliverables with intensive progress
monitoring
Enables teams to work towards delivering big fast results
Catalyses internal capabilitybuilding and helps identify hidden
talent
What is a lab?
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The lab will involve a radically new approach
to developing solutions
Traditional approach
Lab approach
Development teams know what they
want only when they experience
Development teams know what they
want in advance
Requirements evolve through as
progress is made through learning anddiscovery
Requirements and needs are right the
first time
Major changes can and will be
introduced throughout the development
process
Changes are minimised or even frozen
during the development process
The senior leaders and decision-
makers are part of the development
process
Development teams meet senior
leaders and decision-makers at the end
video
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http://opt/scribd/conversion/tmp/scratch4532/C:/Documents%20and%20Settings/1172089/Desktop/GTP/1.%20N-KRAs/NKRA%20Videos/KHZ063_Lab_final.mpghttp://opt/scribd/conversion/tmp/scratch4532/C:/Documents%20and%20Settings/1172089/Desktop/GTP/1.%20N-KRAs/NKRA%20Videos/KHZ063_Lab_final.mpg -
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Physical(What you see)
Radical way of working(What you experience)
Best Possible 20 leaders with
excellent facilitation skills (8 x 20 =
160 people will be involved)
Dedicated working space & tools
(database, templates, etc)
Full-time & time boxed (typically 1
month)
Daily log books and war room
Intense open debates & hands-on-
deck approach
Breakdown of silos & bureaucracy
Syndication & experimentation(pushing the boundaries)
Radical, practical & innovative
solution to achieve BIG FAST
RESULTS
What you will see and experience in a lab?
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What is expected to come out of the lab?
Clear KPI &action plan to
achieve the
results
Action parties,timeline / date of
completion for
each activity
What ? How ?
Clear descriptionof the activities /
solutions to
achieve the
results
Who & When ?
SOLUTIONS TO ACHIEVE
BIG FAST RESULTS
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Completed in 6 weeksCompleted in 6 weeks
What is expected to come out of labs?- an example from the NKRA
labs
8 Labs
11 binders
~3000 pages
43 NKPIs
104 programs
2029 projects
7307 activities
S
entto
allca
binet
ministers
onthe7
th
Decem
ber200
9
Sen
ttoall
cabin
et
ministerso
nthe
7th
Decem
ber200
9
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Th l b i b l thi h
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Learning
Fact-finding Research (best
practices,
success stories,
etc)
Lab Environment Lab Objectives
Brainstorming and
problem solving
Intervention design Follow-up on
outstanding Issues
Documentation
and dataentry
Data analysis andnumber-crunching
Stakeholderanalysis
Root causeanalysis
Analysis
Outcomes from
external meetingsand discussions
Syndication
Discussions and
Debriefs
The lab is a busy place many things can happen
at the same time
Inputs Outcomes
Working teams
Key stakeholders(internal and
external)
Data andbackground
materials
Skilled andmotivated teams
Delivery plans
Resourcingstrategy (people
and financing)
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Th l b it ti d i ki i t k
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The lab encourages iterative designs, making mistakes
and learning from them ...
EnhanceTest /
Syndicate
Enhance
Redesign business as usual
Analyse root causes of issues Develop and refine current
practices
Design newprocesses
to improve
efficiency
Leverage enabling technology
Understand capabilities of existinghardware/software
Observe ground realities through field visits Invite frontliners to share experiences and ideas Test ideas and refine together with stakeholders
Keep iterating torefine and enhance
user experiences
Experiment, observe and
evaluate human issues
Test /
Syndicate
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K l i l b
Focus of
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Key roles in a lab
Lab Sponsors
Overall direction and raise ambition to achieve Big Fast Results
Intervenes upon request to resolve specific problems
Lab facilitator
Guides and challenges the teams towards bigger ambitions and
faster delivery within existing resources, dig deep into root causes,
think beyond existing boundaries, leverage delivery principles Provide templates to help structure processes, deliverables etc.
Role Typical activities
Lab Team
Members
Full time and accountable for developing delivery plan (i.e. doing
the problem solving, writing the plan, preparing the analysis andslides, presenting it, syndicating it, getting the sign off)
Assistant Lab
Leader
Strong technical knowledge and data management skills Guides teams through complex, fact-based analyses
Lab Leader Day-to-day guidance and quality management Leads presentation to the rakyat during the Open House
next section
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Role of a lab leader
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Role of a lab leader
Provide day-to-day leadership and focus on BIG FAST RESULTS
Demand ambitious targets that are impossible to deliver andcreative solutions that challenge the status quo
Break through silos and foster collaboration
Recognize good performance, address poor performance
Make sure the most important stakeholders are engaged in theright way at the right time
Deliver high quality output on time, every time
Ensure the recommendations from the lab are syndicated withand signed off by the PM and Cabinet
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Lab Facilitators are here to assist
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Lab Facilitators are here to assist
To assist in providing guidance/framework tothe lab leaders and the lab members in the 1st week
To provoke and challenge the current ideas -
to achieve BIG RESULTS FAST
To assistto help to refine the detailed actionsplans
To assistin shaping and translating ideas intoconcrete action plans
To assist in helping preparing the presentationor reports
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Lab leaders must work together with the lab facilitators
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Lab
Facilitators
Lab
Leaders
but the ownership must be with the lab leader
Lab leaders must work together with the lab facilitators
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Lab leaders must push to translate ideas to
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Lab leaders must push to translate ideas to
results by cutting through hurdles..
Obstacles
ResultsIdeas
BureaucracySilos
1 2 3
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Lab deliverables- an example from the subsidy lab
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Set of outcome-based
recommendations with clear
targets and trajectories
Lab deliverables- an example from the subsidy lab
1 2 Ready for publicationdelivery plans
3 Ready for syndicationmaterials for Cabinet
Workshop
2010 2011 2012 2013
1520
30
40
201320122010 2011
XYZ subsidyRM per liter
ABC subsidy
Percent of cost
Roadmap for
GovernmentSubsidy
Rationalisation
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Every lab participant has a responsibility to manage confidentiality
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Every lab participant has a responsibility to manage confidentiality
Open environmentand communication
Control over sensitive/confidential information
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Some tips and tricks to keep you sane
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Some tips and tricks to keep you sane
Ramp upquickly
Understand what the lab is about, its deliverables and expectations
Familiarise the lab subject quickly
Develop workplan and routinely assess outcomes be quick tochange modus operandi if things are not working
Most of the expertise and talent required exists inside the lab
Cross-functional team implies cross-functional activityLook Within
Involve stakeholders early and often
Bring non-participating members on board through field visits,interviews, lab visits, focus group discussions, etcSyndicate
Nurture differences of opinion - encourage constructive contention
Have humour and schedule fun as well as work
Take time to celebrate successes, small and bigHave fun !!
TRACKER
Labs will accelerate and detail recommendations and activities
http://www.sxc.hu/browse.phtml?f=download&id=1010834http://www.sxc.hu/browse.phtml?f=download&id=897342http://www.sxc.hu/browse.phtml?f=download&id=1182890 -
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KFA
30,000feetabove ground
3feetabove ground
Labs dive deep to the
point where theimplementors can
confirm they know
exactly what to do next
MinisterSG
DG
JUSA
A,B,C
52 - 54
44 - 48
36
Detailed Activities
Others
DSG
Radical, practical &innovative solutions
will surface from the
lab
CM
Labs will accelerate and detail recommendations and activities
down to the 3 ft level
Zadil, can you
pls help me fill
the correct
hierarchybelow CM in
SWK?
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Whats in it for the lab participants?
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The greatest reward for a mens toil is not what you get from it but what
you become of it- John Raskin
p p
It will be an exhausting, all consuming, timecommitment
You will personally contribute to big impact at aState level
Tremendous personal learning anddevelopment
You will discovera new way of working thatwill make you effective irrespective of your
environment
Yourfull potential could be discovered andyour career greatly accelerated
You will have direct access and networking
opportunities with the leaders of our country(e.g. PM, KSN, Cabinet, KSUs)
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TERIMA KASIHTHANK YOU
Kotohuadan
TRACKERAgenda
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Registration 08:00 am 09:00 am1
Coffee Break 10:45 am 11:00 am3
Lunch 12:00 pm 01:00 pm6
Agenda Time
Break-out session 1/ De-brief 11:15 am 12:00 pm5
01:00 pm 01:45 pm7 Break-out session 2/ De-brief
01:45 pm 02:30 pm8 Break-out session 3/ De-brief
02:30 pm 03:00 pm9 Closing Remarks
11:00 pm 11:15 pm4 Introduction to break-out sessions
Labs in the context of GTP 09:00 am 09:45 am2
Sharing session/ Panel discussion 09:45 am 10:45am3
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0The Rural Basic Infrastructure Lab
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6-8 weeks
31 Lab participants+
100 invited guests
4 sub-NKRAs
9000 projects
45,000 activities
TRACKEROur mandate was to deliver on the promised RBI targets
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Piping clean or treatedwater to the rakyat
Connecting the rakyat to socialand economic centres
Providing housing to thepoor and hardcore poor
Transmitting electricityto the rakyat
~360,000
houses
Over
140,000
houses
50,000
new and
restored
houses
Basicrural infra-structure
Over 7,000 km
of new and
upgraded
roads
TRACKER
The laboratory developed a project-by-project EXAMPLES
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Divingdeep
into the3ft
level The electricity team reviewed
projects in the ~4,000-long list
Every road in ~2,000-long project
list was reviewed
The team reviewed the distribution of
housing in the ~150 district
The water team reviewed all
projects in the ~3,000-long list
delivery programme
SOURCE: KKLW
TRACKERWhat 6 weeks felt like
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Week 1
Team building
Setting therhythm and
tempo
Review of allthe NKRA
work to date
Problemanalysis,
definition,
base-line
analysis and
target
clarification
Devise criteriafor final project
selection
Week 5 - 6
Refine and
finalizedelivery plan
Approval andsignoffs by
PM, Minister
of KKLW, KSU
Preparematerials for
Open Day
Prepare fortransition back
to the Ministry
(setup of
Delivery
Management
Office)
Week 2 - 4
Review and
revise projectlists
Identificationand resolution
of delivery
bottlenecks
Inputs fromexperts
Syndicate withPM, Ministerof KKLW,
KSU, DSIJ
iterative
Post-lab Mini-lab
Funding
workshop
Cabinetworkshop
GTP OpenDay
Sunway Kuching Kota
Kinabalu
GTPRoadmap
launch
DTF 3 Lab Open Day DTF 4
Review water
program tofind low cost
alternative
sources ofclean water
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0The NKRA Labs Open Day
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U it f
80
What we had at the end of 8 weeks
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Detailed project
databases for every sub-
NKRA
1 2 Syndicated processacceleration initiatives for
prompt delivery
3 Ready for presentationmaterials for Open House
A n g g a r a
( R M )
1 J l n E v e r g r e e n , S e r i n g g o k , B a uK u c h in g / M a s G a d i n g1 3 2 4 0 , 0 0
2 K g . S i ra , L o r o n g 1 1 K u c h in g / M a m b o n g1 0 4 0 , 0 0
3 K g . S i m b o h K u c h i n g / M a m b o n g4 2 1 4 5 , 0 0
B i l N a m a K a m p u n P a r l i m e n B I L R U
L E B A R ( m e t e r/
6 m e t e r)J E N I S
J A L A N T I N A N G O L J K R S A B A H P . 1 6 8 N . 4 K U D A T 6 P R E M I X
J A L A N S E G A R O N G B J K R S A B A HP . 1 8 9 N . 5 4 S E M P O R N A 6 P R E M IX
J A L A N P A T I K A N G J K R S A B A H P . 1 8 0 N . 3 4 K E N I N G A U 6 P R E M IX
D U N D A E R AN A M A P R O J E K
J A L A N
P A R L I MP E R M O H
D A R I P A
P e r u n t u k a nB i l ( u n i t )P e r u n t uS e m e n a n j u n g 3 2 6 5 76 8 , 3 9 6 , 9 4 31 , 9 8 3 2 9 , 3 1 2 , 9
S a b a h * 2 5 8 4 95 4 1 3 8 2 4 31 2 8 9 2 3 2 0 2
N e g e r i2 0 1
B I N A B A B a i kN o P r o j e c t N a m e D i s t r i c t P a r l i m e n tD U N H o u se s C o s t (
1 1K p g . S g Lu m u t ( 3 2 ) , K p g . B u n t a l ( 5 2 p e m o h o n ) , K u c h i n gK u c h i n g P 1 9 3 N 4 1 55
1 2K p g . S g . N a n g k a & K p g . S g . B a t u , B u n t a lK u c h i n g P 19 3 N 4 6
1 3K a m p u n g S a n t u b o n g , K u c h in gK u ch in g P 1 9 3 N 4 3 4
1 4K a m p u n g S e l a n g L a u t , J a l a n T e l a g a A i r , M a t a n gK u c h i n g P 19 3 N 4 2 5
TRACKER
U it f
Key lessons learned from the Lab
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1. Teamwork
Strong and dedicated team members Win their hearts - passion Set expectations early (both ways)
Leave ego outside
Rely on natural leaders within the team Have a sense of humor
2. Good facilitation Relationship between lab leader and facilitators est. understanding early Leverage on their network Get them to un-stick the team
3. Clarity of goals Define the problem & clearly structure sub-teams properly Establish priorities
4. Air-cover for tough decisions Start with good data Convince DSIJ - help him to help you
5. Syndicate early and often Get your facts right Make stakeholders feel that they matter Convert fence-sitters into supporters Address their issues
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Unit of measure
What I personally got out of the Lab
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1. Tremendous personal development
2. Learning a new way of working & solving
problems
3. The opportunity to present and syndicate our
ideas to the PM, Cabinet, and KSN
4. Tremendous impact at the national level
5. New friends and colleagues
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Unit of measurePanel Discussion
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-Hashimi bn Hj Alwi, Jabatan Tanah dan Survei Sarawak
-Rodziah Mohd, Ministry of Public Utilities Sarawak
-Zadil Hanief, PEMANDU
Sharing of personal
experiences in labs
What worked well and what
could have gone better?
Questions from the floor..
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Unit of measure
Agenda
Agenda Time
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Registration 08:00 am 08:30 am1
Coffee Break 10:45 am 11:00 am3
Lunch 12:00 pm 01:00 pm6
Agenda Time
Break-out session 1/ De-brief 11:15 am 12:00 pm5
01:00 pm 01:45 pm7 Break-out session 2/ De-brief
01:45 pm 02:30 pm8 Break-out session 3/ De-brief
02:30 pm 03:00 pm9 Closing Remarks
11:00 pm 11:15 pm4 Introduction to break-out sessions
Labs in the context of GTP 08:30 am 09:45 am2
Sharing session/ Panel discussion 09:45 am 10:45am3
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Unit of measure
Before embarking on a lab, you need to resolve the 3 Ps
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Unit of measure
1 Footnote
SOURCE: Source 43
Problem: Is there a clear and strategic problem to be solved or
opportunity to be seized? Is a lab the right environment to solve the
problem?
1
People: Do you have a clear and senior lab sponsor? Are you
prepared to put out your A-team full-time in the lab for 3-6 weeks?
Have you identified a lab leader and facilitators?3
Plan : Do you have a clear plan that scopes out the lab deliverables?Do you have clear deadlines? Do you have all the data and
resources needed to begin work?2
TRACKER
Unit of measure
Instructions to participants Breakout Sessions
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1 Footnote
SOURCE: Source 44
Please break out into your groups
Time: 45 mins per breakout session (30 mins to fill thetemplates in your groups, 15 mins to de-brief)
In your groups, fill out the Lab Readiness
Templates on the flipcharts provided in your
breakout areas
Identify 1 issue that everyone in your group wants tosolve using the lab approach
Try to make your answers as specific as possibleThe guiding questions in the template will help youstructure your thought process
Select 1 person who will present your answers and
how you arrived at them to the group at the end of
the session
TRACKER
Unit of measure
Suggested Principles for Breakout Session
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1 Footnote
SOURCE: Source 45
Keep raising limits
of ambition
Rakyat first Focus: What is
MOST important?
Think without
constraints
When in doubt, put
a stake in the
ground and go on
Participate, debate
No idea killers No evaluation Crazy ideas
are okPoliticallyunacceptable
Done before
Not possible
TRACKER
Unit of measure
Breakout sessions Team structure
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1 Footnote
SOURCE: Source 46
Group 1
_
_
_
_
_
_
_
_
_
_
_
_
Group 2
_
_
_
_
_
_
_
_
_
_
_
_
Group 3
_
_
_
_
_
_
_
_
_
_
_
_
TRACKER
Unit of measure
Breakout sessions Team structure
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1 Footnote
SOURCE: Source 47
Group 4
_
_
_
_
_
_
_
_
_
_
_
_
Group 5
_
_
_
_
_
_
_
_
_
_
_
_
Group 6
_
_
_
_
_
_
_
_
_
_
_
_
TRACKER
Unit of measure
Agenda
Agenda Time
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1 Footnote
SOURCE: Source 48
Registration 08:00 am 08:30 am1
Coffee Break 10:45 am 11:00 am3
Lunch 12:00 pm 01:00 pm6
Break-out session 1/ De-brief 11:15 am 12:00 pm5
01:00 pm 01:45 pm7 Break-out session 2/ De-brief
01:45 pm 02:30 pm8 Break-out session 3/ De-brief
02:30 pm 03:00 pm9 Closing Remarks
11:00 pm 11:15 pm4 Introduction to break-out sessions
Labs in the context of GTP 08:30 am 09:45 am2
Sharing session/ Panel discussion 09:45 am 10:45am3
TRACKER
Unit of measure
Lab Readiness Template 1- Problem
Problem Definition
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1 Footnote
SOURCE: Source 49
How is it core to govts aspirations? Key Success FactorsWhy is the lab approach appropriate?
Is the problem more than just business asusual for your department?
Is it key to achieving a target announced to therakyat?
Is it an issue that is part of a bigger problemthat the govt. is working towards resolving?
Will solving it impact the lives of many people?
Do you need to tear down walls/ bureaucracy?
Do you need collaboration from many peopleacross departments/ agencies/ ministries?
Do you need to drive scale or pace unlike everbefore?
Do you need heavy-duty brainstorming togenerate radical but practical ideas and
syndicate with stakeholders?
Specific?
Measurable?
Achievable?
Realistic?
Time-bound?
TRACKER
Unit of measure
Agenda
Agenda Time
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1 Footnote
SOURCE: Source 50
Registration 08:00 am 08:30 am1
Coffee Break 10:45 am 11:00 am3
Lunch 12:00 pm 01:00 pm6
Break-out session 1/ De-brief 11:15 am 12:00 pm5
01:00 pm 01:45 pm7 Break-out session 2/ De-brief
01:45 pm 02:30 pm8 Break-out session 3/ De-brief
02:30 pm 03:00 pm9 Closing Remarks
11:00 pm 11:15 pm4 Introduction to break-out sessions
Labs in the context of GTP 08:30 am 09:45 am2
Sharing session/ Panel discussion 09:45 am 10:45am3
TRACKER
Unit of measure
Agenda
Agenda Time
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1 Footnote
SOURCE: Source 51
Registration 08:00 am 08:30 am1
Coffee Break 10:45 am 11:00 am3
Lunch 12:00 pm 01:00 pm6
Break-out session 1/ De-brief 11:15 am 12:00 pm5
01:00 pm 01:45 pm7 Break-out session 2/ De-brief
01:45 pm 02:30 pm8 Break-out session 3/ De-brief
02:30 pm 03:00 pm9 Closing Remarks
11:00 pm 11:15 pm4 Introduction to break-out sessions
Labs in the context of GTP 08:30 am 09:45 am2
Sharing session/ Panel discussion 09:45 am 10:45am3
TRACKER
Unit of measure
Lab Readiness Template 2- Plan
Lab deliverablesDo you have all the data/ resources you
need?
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1 Footnote
SOURCE: Source 52
Do you have a timeline for the lab? Key Success FactorsWorking rhythms
Final Deadline:
Lab duration:
Wk 1:
Wk 2: Wk 3:
_
_
_
Block time for syndication meetings early!
What sub-groups will you have and what is theworking relationship between the groups?
What is the weekly schedule for the lab? (keymeetings, discussions, problem solving sessions
etc.)
Start/ end/ lunch timings?
Attendance requirements (100%)
List the data/ resources you need
Can you identify the source of every piece ofdata?
Is it likely to be accurate?
What are the key deliverables or outputs thatyou expect to see at the end of the lab?
What are the key success factors for the lab?
What work will fall within the scope of the laband what is out of boundaries for the lab?
TRACKER
Unit of measure
Agenda
Agenda Time
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1 Footnote
SOURCE: Source 53
Registration 08:00 am 08:30 am1
Coffee Break 10:45 am 11:00 am3
Lunch 12:00 pm 01:00 pm6
Break-out session 1/ De-brief 11:15 am 12:00 pm5
01:00 pm 01:45 pm7 Break-out session 2/ De-brief
01:45 pm 02:30 pm8 Break-out session 3/ De-brief
02:30 pm 03:00 pm9 Closing Remarks
11:00 pm 11:15 pm4 Introduction to break-out sessions
Labs in the context of GTP 08:30 am 09:45 am2
Sharing session/ Panel discussion 09:45 am 10:45am3
TRACKER
Unit of measure
Lab readiness Template 3 People
Who is your lab sponsor and why? Key Success Factors
Who is your A-Team and why?
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1 Footnote
SOURCE: Source 54
Who is your lab leader and why? Key Success FactorsWho is your facilitator and why?
Do you have a clear and most senior labsponsor?
Can the sponsor easily clear 99% of the
political obstacles that may arise?
Can the sponsor devote 1-2 days per week fulltime to the lab?
Who is your A-team?
Are you prepared to put your A-team full time inthe lab for 3-6 weeks?
Are these people the movers and shakers ofyour departments?
Are they willing to dedicate themselves 60hours a week?
Have you identified a lab leader who is up tothe task?
Is this person a known high performer who isgood with numbers, people and politics?
Is this a person with access?
Have you identified facilitators who are upto thetask?
Have they done this before?
Are they prepared to give this 70 hours aweek?
TRACKER
Unit of measure
Agenda
Agenda Time
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1 Footnote
SOURCE: Source 55
Registration 08:00 am 08:30 am1
Coffee Break 10:45 am 11:00 am3
Lunch 12:00 pm 01:00 pm6
Break-out session 1/ De-brief 11:15 am 12:00 pm5
01:00 pm 01:45 pm7 Break-out session 2/ De-brief
01:45 pm 02:30 pm8 Break-out session 3/ De-brief
02:30 pm 03:00 pm9 Closing Remarks
11:00 pm 11:15 pm4 Introduction to break-out sessions
Labs in the context of GTP 08:30 am 09:45 am2
Sharing session/ Panel discussion 09:45 am 10:45am3
TRACKER
Unit of measure
Lab Readiness Template 1- Problem
Problem Definition
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1 Footnote
SOURCE: Source 56
How is it core to govts aspirations? Key Success FactorsWhy is the lab approach appropriate?
TRACKER
Unit of measure
Lab Readiness Template 2- Plan
Lab deliverablesDo you have all the data/ resources you
need?
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1 Footnote
SOURCE: Source 57
Do you have a timeline for the lab? Key Success FactorsWorking rhythms
TRACKER
Unit of measure
Lab readiness Template 3 People
Who is your lab sponsor and why? Key Success Factors
Who is your A-Team and why?
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1 Footnote
SOURCE: Source 58
Who is your lab leader and why? Key Success FactorsWho is your facilitator and why?