So we need to define our actions and plans. What type of brainstorming could we do? So when it comes to brainstorming sessions, we need to think about how we might actually brainstorm. So brainstorming is where we come together as a group. And we figure out some solutions for the problem we're addressing. So we could do that as a shared document on Google Drive, for instance, where everyone had some ideas.

We could do a Google hangout and a Google Hangout is really powerful because the brainstorming session has then been recorded. We can do a traditional meeting with minutes. So make sure that everyone involved in the project is in the brainstorming session because this improves project by and this is really, really, really important. What happens if you don't have everybody involved? As time goes on, people drift they don't Buy in not keen. But if everyone's there contributing right at the beginning, you will get a much more positive response.

It's not like them. And as them wanting us to do this, and others don't want to do what they want us to do, what we're going to have here is everybody saying, well, this is what I think we should do. And it creates a much more cooperative team effort. The one we're actually brainstorming, here's a little tip, there's no such thing as a bad idea. You know, even if someone says that, you know, the best way to change our culture, is watch Mickey Mouse movies, write it down. as ridiculous as it is, you'd be surprised what comes out of the other end of the process when people start really throwing some abstract force into the process is all you might not use that it will inspire another four and that's one of the principles of brainstorming.

There are is no such thing as a bad idea. I'm not gonna be using them all. But we want all the ideas in there. So we've gone through our brainstorming session. So what we've chose to focus on as an example in this lecture is we chose to focus on creating a listening post. But how do we come to that conclusion?

How do we go from brainstorming through to actually choosing one of those ideas? Let's have a look at that. So we want to define our actions and plans. There's a simple selection process and a complex selection process. So what we're going to do is use a grid analysis to show you how to create a simple selection process. So we choose the top four to six ideas that are achievable from the brainstorming session.

And now we're going to use a simple grid analysis to choose them. So let's have a look at one we created. Here's our grid analysis. This is what we use to actually decide which of our ideas was most suitable for our organ. Now, what we've got on the left, as we go down is different ideas of the things we could do. And then on the top line, what we've got here is the fact is we're multiplying them by it.

Now a little note is, if we want to wait the grid, we can take the fact that we want to make the most important, an increase that range to 10. So for instance, if we decided that project risk was something that we wanted to outweigh the other ones by two to one, we would make one high risk failure and 10, a low risk failure, and that would increase the multiplication factor on that particular section. So we've got a time risk, labor cost projects. And what we do is we score each one of those on a basis of one to five, and we come out with a score at the end. So bring consultants in as scores once that's got a high time It can take a lot of time of us to do that. By it's got a low labor cost.

So this is high financial costs and high schools one, not something you really want to pursue too much. That's what the one is telling us. And then number five, it's got a very low failure rates, because these guys are the professionals. Don't we multiply them along what we get 25, we could pay for ideas. And again, we could incentivize our workforce to get a bonus for ideas. So every time they put continuous improvement in and it gets adopted, they could get maybe 10 pounds or $10 in wages.

We could train the management and culture change. So again, that's going to factor across, it's got an average time cost, it's got an average labor cost. It's got a fairly high financial cost, and it's got a low failure risk and that gives us a score of 72. Now we could train Whole workforce on Tim woods. Again, high time cost. labor costs might not be that high, because it might be very simple short training sessions.

We've got high financial cost here. But we've got high risk factors because they might not buy in. So that gives us score fe six, then we've got to set up a listening post, very low time cost. So a listening post is somewhere where people can write down their continuous improvement ideas and submit them Serbs simple box where people can put their ideas down. That's going to give us a low time cost. Very low labor costs, very low financial cost.

It's not necessarily the strongest in terms of project risk failure. It's a medium, but it gives us a massive score when we get to the end. But this is telling us straight away that we might do all of these but what are we going to prioritize or we might start with this one because that's the highest one We might move on to training the management and culture change. And then we would possibly move on to training the workforce on Tim Woods principles. And we could come back to these two at the end. So it's not necessarily an overall what this can actually help you do is pick the best option to start with.

So there's times when a simple selection process probably might not do what we need it to do and this is when we run very large organizational changes that are going to have massive risk to the the not only the projects but also to the organization itself. So again, we would brainstorm would pick those four to six ideas are achievable, that doesn't change, but now we would run a very comprehensive risk analysis and a comprehensive cost analysis. So we will be looking at labor cost equipment, software costs, consultancy costs and contingency funds. What we've got there to cover anything that goes wrong, we'd have to decide that oftentimes or something like this, we will want to bring maybe a consultant in, like Steven, who could come in and do a very, very, very complex analysis of what we're trying to do. But if it's a simple project, and it doesn't impact the whole organization, a departmental, oftentimes the grid analysis that we showed you is going to be sufficient.

We want to look at the risks analysis, what's the risks of the project? What's the risk to the organization? What's the risk the employee morale, for example, employees don't buy into listening post project, how much of a risk is that for the organization? How much is a risk is that to the project? How much is a risk to the employee morale? Another one we might look at is That the employees react, they take it negatively and go out on strike.

Now that is a massive risk. So we would want to do some really strong risk analysis. And then we could then start planning for any eventual negative risk reality. So we can have a backup plan if something does go wrong, so we do want to make sure that we really analyze what it is, we're about to do. So we've chosen our action, we're going to set up a listening post. Now we need to be thinking about our project control.

So we need to choose what project controls will be in place. So regular ports, maybe regular meetings in person or hangouts task list, we could do Gantt chart, but the one thing we need to do more than anything else right now, choose that project manager who's going to monitor the controls.