(Part 1) A Cognitive Map (25%) (Part 4) SSM Analysis: Further Perspectives (20%) This should contain any additional SSM modelling (equivalent to at least 2 fully developed PQRs, CATWOEs, Root Definitions, Activity Models and 3 Es.) relevant to you understanding the situation, and in preparation for you writing the report and the client meeting. Do the perspective on: 1. Dufford Foundation Dufford Foundation - Role a. A charity that makes grants to conservation projects. Donated 7.5 Million Pounds ii. Norms a. The Dufford Foundations has certain expectations for the project outcome B. Possibly some conditions where made on how the money should be spend / what the project should achieve C. Follow up with the Client to ask about possible strings attached iii. Values a. Probably has strong environmental and social beliefs. Funds should not be misused or wasted. Efficient capital deployments is key to satisfy this stakeholder i. Other Donors a. Other Donors are a key stakeholder in receiving the open funds to realise this project. Without the Dufford foundation and other Donors, the suppliers and construction cannot be paid ii. Norms a. Expectedly this stakeholder has low power, if there is a variety of minority donors iii. Values a. Efficient capital deployments are key to satisfy this stakeholder. Use of funds for the right purpose. Issue-based: Dufford Foundation’s perspective on their donation to the WWF PQRCATWOERoot Definition MORE Information Stakeholders P (What he/she wants to do?) R (Why she wants to do it?) Dufford Foundation To gift the WWF £7.5 million pounds in order for them to build their new headquarters Their main purpose and aim is to give grants to conservation projects (subsidise their development for the greater good) Follow this format WWF’s CEO Perspectives (Primary Task) - Wen Hao (Draft 3) P - Expand staffing capacity through a sustainable and environmentally friendly manner Q - Build a new sustainable and environmentally friendly headquarter in Woking with sufficient capacity to cope with the current and future staffing needs R - Exemplify WWF’s values as a charity organization that promotes conservationism and to undertake more conservation works. CATWOE C - WWF UK, WWF’s clients A - All operators involved in the construction of the new headquarter (subcontractors, architects, suppliers) T - Expand staffing capacity through a sustainable and environmentally friendly manner W - Expanding staff capacity through a sustainable and environmentally friendly manner will help exemplify WWF’s value as a charity organization that promotes conservationism and help undertake greater conservation works O - WWF (CEO, Project Exec Team), Woking County Council (WCC) E - Land permit, availability of construction materials, people’s vision of what constitutes to environmentally friendliness and sustainability, external fundings Expanded Root Definition A system to expand staffing capacity of the WWF through a sustainable and environmentally friendly manner by building a new larger, sustainable and environmentally friendly headquarter in Woking in order to be seen as a charity organization that promotes conservationism and to undertake greater conservation works. MORE EXAMPLE Who (A) is doing what (T) for whom (C), having someone to whom they are answerable (O) and working within certain assumptions (W) and within wider constraints in the environment (E). Issue-based: WWF’s perspective on the installation of earth ducts 🆗🕕 P - Cool and warm the new WWF headquarter using natural ventilation Q - Installing earth ducts underneath the car park R - Address carbon footprint and achieve the BREAAM outstanding rating C - WWF (UK) A - WCC, Ventilation contractor T - Installing earth ducts underneath the car park W - Using natural ventilation to cool and warm the new WWF headquarter will help WWF address their carbon footprint and achieve the BREAAM outstanding rating O - WWF (UK), WCC E - Permits to installing earth ducts not granted, Supply availability, unexpected cost A system of cooling and warming the new WWF’s headquarter using natural ventilation by installing earth ducts underneath the car park in order to help WWF address their carbon footprint and achieve the BREAAM outstanding rating. This is an important perspective, alongside the WCC’s perspective. This is because without installing the earth ducts, WWF will have to forgo their objective of using earth ducts to naturally provide ventilation to the new headquarters. At the same time, the WCC does have a valid concern with regards to conducting a structural survey, as this is to identify any structural limitations and defects within the building and the land itself. Although the cost of conducting a structural survey is costly, conducting it will help to identify defects that could potentially save escalating costs in the future……., as well as help WWF address their carbon footprint and ultimately achieve the BREAAM outstanding rating, which is the desired outcome of this project Therefore, for the report, we need to include this insight as well as explain why (see above for the rough explanation) Issue-based: WCC’s perspective on the installation of earth ducts 🕕 P - Assess the suitability of installing earth ducts underneath the new WWF headquarter’s car park. Q - Conduct structural survey R - Determine any structural limitation as well as determining if the C - WCC A - Contractors for the structural survey T - Conducting structural survey W - Conducting a structural survey will help to determine if there is any structural limitations or defects that could worsen the structural integrity of the building when the earth ducts are installed O - WCC, WWF E - Poor soil suitability/integrity A system to assess the suitability of installing earth ducts underneath the new WWF’s headquarter’s car park by conducting a structural survey in order to determine if there is any structural limitations or defects that could worsen the structural integrity of the building when the earth ducts are installed Issue-based: Environmental Agency’s perspective on drainage flow requirements 🆗 P - Improve the drainage flow requirement of the site back to greenfield site standards Q - Installing shallow attenuation tanks around the building perimeter R - Reduce the risk of blockage and flooding around the building CA - WWF (UK), Contractor for tanks T - Improving the drainage flow requirement back to greenfield site standards W - The risk of blockage and flooding around the building perimeter can be reduced or eliminated by improving the drainage flow requirement of the site back to greenfield site standards O - Environmental Agency E - Extreme weather event A system to improve the drainage flow requirement of the site of the new WWF headquarter back to greenfield site standards by installing shallow attenuation tanks around the perimeter in order to reduce or eliminate the risk of blockage and flooding around the new headquarter in the event of heavy rainfall. Issue-based: Basingstoke Canal and Resident’s perspective on drainage issues P - Raise concern on the drainage issue from the installation of the shallow attenuation tanks, resulting in excess rainwater being fed into the wetland and the Basingstoke Canal Q - Lobby objections to the Environmental Agency R - Prevent the excess rainwater from flooding the canals and the home of the residents C - Residents, Basingstoke Canal Committee A - Residents, Basingstoke Canal Committee T - Raising concern on the drainage issue from the installation of the shallow attenuation tanks WO - Residents, Basingstoke Canal Committee E - Extreme weather event, Failure to get a resolution A system to raise concern on the drainage issue from the installation of the shallow attenuation tanks, resulting in excess rainwater being fed into the wetland and the Basingstoke Canal by lobbying objections to the Environmental Agency in order to address the impact of flooding on the resident's quality of life near the WWF headquarter. Assessment Handbook You should submit only an electronic copy to Moodle by the above deadline as according to departmental guidelines. No hard copy is required for this submission, but you are required to accept the Turnitin Agreement on Moodle. Read the attached project brief The Task: You work for a consultancy firm. You are a junior analyst within a consultancy team, which specialises in strategic analysis and uses process consultancy tools such as SSM and Cognitive Mapping. The firm has many other areas of expertise that form part of any consultancy project team. Your line manager has received the attached project brief from a prospective client. You and she are due to meet the potential client for an exploratory discussion about the project prior to your firm submitting a formal bid. She has asked you to analyse the brief using Cognitive Mapping and SSM and to prepare some briefing notes of your thoughts (1-2 pages). The two of you will have the opportunity to discuss your notes and analysis for 20-30 minutes whilst travelling to the client. You can assume the client will not be given the notes but may informally look at some of your analysis and modelling. Your manager will lead the conversation with the client, relying on you to provide any detail. She would value: • A Cognitive Map of the situation (part 1) • A Rich Picture of the whole situation (part 2) • Some SSM analyses (parts 3 & 4) • A brief set of notes of your key findings to support her during the meeting (part 5) You do not need to know anything about the tools, techniques, and theories that the full project team will use to complete the actual project. Your manager wants to understand the problem situation and how to coordinate the consultancy project. She hopes to demonstrate to the client that together you have a full grasp of the client’s situation, to have added some value to the client’s thinking during the meeting and to have reached an informal understanding of what your company might do as part of any engagement. The outcome of the meeting will hopefully be a positive relationship and a sense of the project scope to include in a project bid / contract. Submission (Part 1) A Cognitive Map (25%) Prepare a Cognitive Map of the client situation (Part 2) Rich Picture (10%) Prepare a Rich Picture of the client’s problem situation. (Part 3) SSM Analysis: Client Perspective’s Primary Task Models (20%) Conduct a Primary Task SSM analysis of a relevant element of the problem situation from the client’s perspective, i.e., a PQR, CATWOE, Root Definition, Activity Model and 3Es. (Part 4) SSM Analysis: Further Perspectives (20%) This should contain any additional SSM modelling (equivalent to at least 2 fully developed PQRs, CATWOEs, Root Definitions, Activity Models and 3 Es.) relevant to you understanding the situation, and in preparation for you writing the report and the client meeting. NOTE: You should make very brief notes to remind yourself and to explain to your manager why you modelled the elements you have. You might include some of the following: • Further PQR, CATWOE, RD, Activity Model and 3E from the client perspective but focused on a different element of the situation • A table of PR analyses (ignoring Q) for all relevant stakeholders (Primary Task and/or Issue Based); or a table of PQR analyses of all primary stakeholders (Primary Task and/or Issue Based) • SSM Analyses 1, 2 and 3 • PQRs & CATWOEs of some of the above perspectives (Primary Task and/or Issue Based) • A PQR, CATWOE, RD, Activity Model and 3E for 1-many key perspectives (Primary Task and/or Issue Based) And potentially attempts at elements of SSM covered to a lesser degree in the module, including: • A Lower-Level Activity Model of any relevant activity from within the activity models included in Part 2 or 3 • Modelling of the consultancy project itself (rather than the client’s project) from any relevant perspective, e.g., manager, consulting firm, you, etc. This is referred to as SSMp in the literature and relates to planning the consulting project. This may assist you in generating ideas about what you might do as part of the consultancy intervention. (Part 5) Briefing Notes (25%) Prepare some briefing notes (1-2 pages) for your line manager to support her during the client meeting. You should include: 1. A quick summary of the main issues 2. Insights into the situation, that might include: - Key activities present in the current or future situation - Deliverables the client expects you to make - Your thoughts on the improvement you believe the client and/or other desire to see - Any criteria to judge success of any implemented change / actions - Assumptions that are being made by the brief that you might check - Questions you have about the situation to ask the client Thoughts to validate with the client Insights you have gained related to different perspectives and their different worldviews (Inc. client, issue owner/organizational sponsor, analysts, primary and secondary stakeholders etc.). 3. Ideas for what the consultancy intervention might do using SSM or other soft analyses. This should not be ‘solutions’ for the client’s problem, but ideas about what analysis, activities, tasks, processes you could do to generate solutions. This could include ideas regarding any deliverables/outputs from the consultancy intervention. Marking Part 1, the Cognitive Map should be comprehensive, broadly follow the guidelines for cognitive mapping and be useful. It should clearly show the relationship between issues. It should be easily understood, rather than require explanation. (25%) Part 2, the Rich Picture should be comprehensive, broadly follow Rich Picture guidelines and be useful. It should use symbols and pictures with a limited number of words that mostly only relate to the detail and the relationships between the different entities. It should clearly show the relationships between issues. It should be easily understood and absorbed at a glance, rather than require reading. (10%) TIP: Rich Pictures are probably best done by hand. These can photographed and embedded as pictures. Part 3 will be marked on technical accuracy of the modelling: PQR, CATWOE, RD, 3 E’s and Conceptual Activity Model and the coherence between these. (20%) TIP: Review the SSM slides and book to help with your PQRs, etc. Conceptual Activity Models are probably best done by hand. These can be photographed and embedded as pictures. Part 4 will be marked on the overall choices you make about what to model (i.e., the value of the modelling and the relevancy of different perspectives and elements of the situation) You will not be marked significantly on the technical accuracy of the models in this section. Your notes explaining your choices will help ensure against any misinterpretation during marking. (20%) Part 5, your briefing notes, should be comprehensive, contain useful insights and the information should be easy to extract. Where relevant, it should reference and make use of the Rich Picture and your other SSM modelling. Succinctness will be valued over length. It should be quick and easy to read and be easy to refer to as a set of notes for your manager in the meeting. Marks will also be awarded for structure and clarity. (25%) TIP: This is generally the worst done part of the coursework. It is not difficult. It should be thought about right from the very start of the coursework. As you do parts 1-4 keep notes of any thoughts, insights questions etc. you have. The point to problem structuring is to generate insights and structure discussion, so making notes throughout your modelling is key. . The Project Brief (as sent by the company) The Project Brief (Sent by the company) The Organization (World Wildlife Fund UK) The World Wildlife Fund (WWF) is the world’s leading independent conservation organization which campaigns to conserve wildlife and habitats but also encompasses the wider implications of man’s activities on the environment. The WWF have realized that their existing headquarters are no longer suitable to cope with the staffing needs of the organization as well as being a poor example of a sustainable and environmentally friendly building needed for a charity that promotes conservationism. The organization has chosen to relocate their new headquarters to Woking, as the area's local authority have been recognized for its environmental efforts, and it has easy transport links into London. The Project The aim of the project is to create an exemplar sustainable workplace that reflects the WWF values as a charity for conservation. The WWF want to ensure the project addresses their carbon footprint. Along with ground cooling systems, photovoltaic cells on the roof and harvesting water with large gutters, the new building needs to be able to use smart meters and audio-visual screens to demonstrate its green credentials. An outcome of the project would be to achieve a BREAAM outstanding rating. The WWF has embedded a ‘digital first’ approach within its strategy and, in a recent interview, the Chief Information officer commented that “the project to create a new, green headquarter building means the IT department needs to refresh the companies technology, which has come to the end of its life”. She also went on to say “that the new technology would dramatically change the working style of staff, as they would no longer have designated desks. Employees would be given a smart box, which will be situated where their belongings will be stored. Employees can lock it away at the end of the day, along with their laptops. At the beginning of a new day, staff collect their smart box, choose where they would like to work and log onto the system letting the rest of the office know where they are – for example at their desk, away at a meeting or on the phone”. Talking at the project launch event, a member of the WWF exec team commented that Health and well-being is a key driver for the WWF. They said “that while staff had been consulted about the project, they wanted a survey on building use to be undertaken to gauge satisfaction levels and expectations towards the new build. They want to prepare staff for the new IT infrastructure and proposed new way of working”. An initial £7.5 million pounds has been gifted to the WWF by Dufford Foundation (a charity that make grants to conservation projects) with the aim that the remaining funds will be raised by a capital appeal, the appeal donations specifically being ring fenced for the new headquarters so as not to divert funds from the WWF’s conservation work. The WWF CEO commented “We want to show that, through the smart use of design, materials and technology, it’s possible to create a state-of-the-art building with minimal environmental impact. The new headquarters will reflect our aims for a sustainable world and form part of our long-term, on-going public engagement strategy. The WWF have a clear vision for this project, including the following drivers that will impact at various stages throughout the project: • • • • Towards zero Carbon: o Renewable Energy – The WWF have stated that the building must be 100% electric. They want natural ventilation used as much as possible with heating and cooling strategies connected to earth ducts under the car park, which heat the air in winter and cool in summer. Toward Zero Waste: o The WWF have been working with members of the Waste Resources Action Programme (WRAP) to reduce waste through good design. Sustainable Water Management: o The WWF want to use rainwater for general site maintenance. They want to use ‘grey water’ for flushing toilets along with duel flush systems, water efficient hand basins, timed showers. Rainwater will also be used for irrigation. Sustainable use of Resources: o ‘Procurement with preference’ – the WWF want all materials to be rigorously investigated prior to tender and selected in accordance with strict performance criteria such as carbon reductions, responsible sourcing and maximized recycled content. The Issue: The project manager who was appointed by the WWF exec team has unexpectedly left several months into the project, leaving behind only the following information. The deadline for connecting the build to the grid has passed. An email from the WWF project exec team to the project manager is demanding answers as it had been agreed that early connection was essential to avoid the use of on-site generators and enable LED task lighting to be used. • The project technical manager and the project manager have been working with Waythames Combined Heat and Power Plant to discuss the effective use of Photo Voltaic (PV) panels and negotiating a resale rate back to Waythames for any unused energy. An email from the technical manager indicated that the choice of PV panels has been made, but he is waiting on the project manager to update him about the resale discussions (as there had been a debate about varying weekend rates and wants a meeting to be organized with the architects to discuss installation issues). • The car park under the new building location is currently owned by the Woking County Council (WCC), access rights have been approved, but WCC were not informed about the ‘earth ducts’ and want a structural survey to be conducted before such work is undertaken. The WWF project exec team are now concerned about escalating costs and wants to discuss the matter further with the ventilation contractors and the WCC. • While initial meetings to discuss architectural changes required to reduce waste have taken place between the architects, subcontractors and the Waste Resource Action Programme (WRAP), follow-up meetings have not been scheduled to agree incentives with subcontractors, to not just divert from landfill but to set skip targets and minimize the total amount of waste created. There appears to be a lack of clarity around whether any architectural changes will be needed. • The Environment Agency (EA) have contacted the WWF project exec team as they want to use the development opportunity to improve the drainage flow requirements of the site back to greenfield site standards. To achieve this, the WWF project needs to use innovative shallow attenuation tanks, which would be spread around the perimeter of the build. A contractor for the tanks has yet to be identified There are also some concerns about drainage, as excess rainwater will be fed into the wetlands at the building perimeter and then into Basingstoke Canal. Residents and the Basingstoke Canal committee have not been included in early conversations and have lobbied some objections to the EA, who have passed responsibility to the WWF exec team. It is several weeks since this situation arose. • Consideration of the procurement paperwork for the timber to be used on the project indicates that the UK suppliers have not been subjected to the strict performance criteria outlined by the WWF. As such, negotiations need to be re-started. A note from the Project Manager indicated that most of the timber would now need to be sourced from Germany. • The supplier for the bathroom systems has suggested an alternative to the Duel Flush toilets, promoting a new ecosystem that has just arrived on the market. This new system is more expensive to install but has ‘greener credentials. The project manager appears to have approved the change without consultation; the WWF exec team, now aware of the change, want ‘evidence’ that this is a better system. • Design plans for the working spaces have been made available to the project manager, but not communicated to the team working on the employee survey. A discussion is needed to consider the time frames for the build if further architectural changes are required. A further requirement is that the whole building must be fully accessible to WWF employees and visitors to the headquarters. Your Remit Your remit is as follows: • • • • To identify what the top priorities are for meeting the project goals and ensuring its success To identify what leadership skills/behaviours are required to ensure the project operates effectively and efficiently To identify discussions to be made and the process steps required to enable the project to meet it objectives To possibly manage the project to ensure a successful outcomte 
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