We had a full day yesterday as a team working through the next step of the Enable project, talking about the final part of the Investigation phase and the evaluation plan and what we are actually looking at evaluating, considering the bi-polar nature of the project. We have noted the usefulness of the Archimate/ Enterprise Architecture work that Sam has been doing for the process of Curriculum Design and Dev and we are now planing to use the same method to look at how we manage the process of change with this area. By creating a baseline of how the situation is at the moment, and how Enable has already been embedded in how we get new issues raised with senior staff we can track how we want to move forward, what roles will be needed in the future and what works.
I have a number of jobs to do based on this day too, a number of documents that need to be written to summarise the work we have been doing up until now, a refined project evaluation plan and motivating stakeholders (such as the partners) to write not just scenarios about what they would like in an ideal world, but their expectations from the Enable project (and the spokes involved in it). When doing the evaluation we need to think about measuring the totality of impact of the spokes, rather than the impact of each individual spoke (as they should be doing that as part of their own projects). This again links to managing a programme of projects and requires a bit of research on how we can do that. I have a number of spreadsheets and questionnaires that should help with this process.