Working in project mode means identifying needs and an effective methodology, as well as defining the relevant roles to bring the project to a successful conclusion. From Agile methods to Scrum, they all structure the processes of reflection and implementation to achieve greater efficiency. One of the essential (yet little-known) project management functions is the sprint facilitator. Rémi Edart, an expert in change management and innovation, talks to us about this and explains why it's a job for the future.
Sprint facilitator: its role in project management
By responding to a cross-functional approach to the organisation, "project mode" work is organised around the same project, but by coordinating different talents within the company. And to achieve this, it is vital to generate a team synergy that works. However, when you talk about "different talents", communication can sometimes be complicated and the group less effective. This is where the facilitator comes in, as he is the guardian of the project's success.
Sprint facilitator: asserting your position
The role of the sprint facilitator, otherwise known as the facilitator, is to facilitate the successful completion of the project by multiplying the effectiveness of a team or individuals. In simple terms, the facilitator is the power of numbers. The facilitator is also responsible for taking the brief from the client and for design workshops to meet its needs.
The sprint facilitator is not a coach. He must above all position himself as a companion in the production process. Alongside the rest of the team, they build the processes and reflections that lead to the deliverable, in particular by preparing workshops, sprints or meetings that sequence the project. So, while the coach's primary mission is to help the team get up to speed, the facilitator's objective is to deliver a deliverable that requires him to position himself at the heart of the project team, while keeping an overview: facilitating workshops with the aim of helping internal resources to think and come up with solutions on their own. He believes that the people who know are the participants, and that he should is to create a space in which they can work out solutions to their problems..
What are the objectives?
In the relationship between the facilitator and the client, the facilitator contributes to the choice of partners and certain selection criteria (team, method, etc.) without being responsible for the content. The facilitator's only commitment is to the deliverable, not the quality.
This is more the prerogative of consultants, who are there to advise on good practice and one direction to take rather than another. And it's not as harmless a position as it might seem because, in a collaborative spirit, the facilitator has no hierarchical link with the team. The restraint they must show by not giving all the answers or getting involved at all costs (to meet the deliverability target) is a major factor in the success of the project. In fact, by giving the team the opportunity to think and propose, it allows them to get involved in a concrete way and take responsibility for the project.
At the same time, the facilitator must not take a back seat, as this would remove all autonomy from the team. They must be at the service of the project and not the team, at the risk of causing disengagement. The facilitator is a servant-leader.
As a result, the facilitator's skills must include the following good communicationYou'll need to be able to put things together, have a good sense of observation and be able to organise sprints and workshops.
Putting a workshop into practice
80% of success lies in preparation. The facilitator facilitates and, to this end, defines the sequences that the team follows to deliver what is necessary for the client.
Roles in a sprint :
- the facilitator ;
- the team coach ;
- the one with final validation;
- a multi-disciplinary team made up of different personalities, as this is the friction that is most likely to generate innovation.
Before the workshop :
- taking a brief from the client (requirements, result criteria, roadmap, etc.) ;
- synthesis and clarification of the project objective ;
- selecting the talent needed for the project ;
- definition of the project's schedule ;
- preparation of workshop logistics (room, equipment, etc.).
During the workshop :
- respect for time and objectives ;
- vigilance on fair speaking time ;
- applying active listening ;
- collective reflection through open questions.
But even if these concepts are acquired and put into practice, the fact remains that a workshop can only be truly effective if the facilitator manages to master the posture of a self-effacing leader. To help the team move forward - especially in situations of stalemate or uncertainty - here are a few tips:
- rephrase questions and make explicit what is implicitly expressed ;
- Avoid digressions (which are always too easy) by putting the main question at the heart of the discussion;
- one decision = one action. This means that when the decision is taken, you need to determine what needs to be done, by whom and when;
- each contradiction or question that gives rise to debate must be settled by a vote. Each participant then takes a position "for", "against", "with the majority" and has time to argue his or her point of view.
What methods, what tools?
It's all about getting the participants on board by creating a link. So how do you guide the team without contributing to the content? Here are a few accessible tools to give the project team the best chance of success.
- get everyone involved from the outset: ice breaker ;
- facilitating communication: theatre workshops ;
- Problem solving: 8D, PDCA, DMAIC, QRQC, etc., QQOCCCP methods;
- encouraging creativity and the contribution of new ideas: zero draft, brainwriting, Bono hats, creative workshops, etc;
- encourage team spirit: play the possibilities game, mix objectives, etc.
- developing solutions that meet user needs: design thinking, ux design, lean startup, etc.
A few good practices
The facilitator is a balancing act: being present but not too present, guiding but not interfering, being precise but letting people think... these are all difficult concepts to master and can quickly lead to positions that are problematic for the success of the project. Here are some of the most common pitfalls:
- Support and empower the team in the questioning process, which should enable them to refine their thinking until an answer is found. Be careful, however, not to answer for the team.
- Always open the debate on the proposals made. The facilitator is there to guide these debates without taking sides or making decisions.
- clarify the client's objectives and needs before launching the project. And that's what preparation is all about. The facilitator must know how to question the client in order to refine the initial brief and therefore the deliverable;
- get to know each other perfectly so as to avoid certain pitfalls in managing egos and mastering the balance between direction, authority and contradiction... ;
- think follow-up! The objective remains the deliverable, but the facilitator must include the next stage in the management of the project, i.e. what you do with the product.
- define the role of the client upstream. It is essential to define the scope of the project as a whole. This means defining the scope of the project and/or the role of the client: what interventions, what approvals, what reports, etc.? These are all actions required to run a project which cannot be left vague and which must fit in with the sponsor's hierarchical way of thinking.
The autonomy and collaborative spirit required for the work of the project team must be part of a corporate culture that values them. If this awareness is not tangible, operational staff will be able to do as much as they can, but their work will have little impact. Over and above the commercial argument that the facilitator can leverage the company's strengths, it is a role that helps to support managers, operational staff and even directors in their functions, putting the company on a modern footing.
