Week 2 Live Session Recording

This is the recording from the live session on 3/30/23, focused on fleshing out the details of a scenario. This included several activities brainstorming details for characters, context, and challenges for a sample scenario.

Download the chat transcript to read the discussion.


These are the screenshots of our brainstorming during the session.

Cohort 2 Brainstorming

If you’re interested, we used the same brainstorming activities with cohort 2. You can see how the story details came together differently with this group.

Read the automated transcript. (This is automated, so it has errors in it!)

11:04:29 Alright! Well, welcome to session. 2. Today. We’re working on designing your scenario, overview.
11:04:42 And this is kind of extending the planning, I think, based on everybody’s scenario topics.
11:04:48 This has been a really good batch of scenario topics, and I’m pleased to see that I get everybody’s on track with, you know, something that feels pretty doable.
11:04:58 You know, with some tweaking, but nothing nothing, you know everybody.
11:05:04 Nobody submitted. Something where I’m like. I have no idea how we’re gonna make that work.
11:05:06 So so this was all really good. But we’re gonna start building on that and flushing out the story bit so specifically when we’re talking about scenarios.
11:05:19 I look at 4 seas characters, context challenges and consequences, and these are the elements that make up the story.
11:05:30 So first of all, who are your characters that is tied to your audience and their role.
11:05:39 What is the context? What does their environment look and sound like?
11:05:46 What challenges to your characters. Face! What are the pressures that lead people to make less than ideal choices?
11:05:56 Right? So if people are limited in budget or time, or that they’ll make compromises or make choices that maybe aren’t perfect, that can help shape the scenario and the consequences of those decisions, both good and bad.
11:06:13 And we we talked about consequences from last time and thinking about the research and thinking about the mistakes and the consequences.
11:06:22 So you already have some of this. But we’re gonna kind of flush it out and start bringing it together in the story this week.
11:06:30 So characters. Let’s start with this.
11:06:36 When you’re thinking about characters, think first about who is your audience?
11:06:40 Who is your learner? The main character or the protagonist in your branching scenario should be similar to your learners.
11:06:51 These characters show on screen are all for pretty different audiences.
11:06:59 And immediately you probably wouldn’t set up a scenario with a construction worker if your audience isn’t working in a hospital right like you’re not probably doing anything that’s quite that late.
11:07:11 But I have seen instructional designers create scenarios from the perspective of the employees.
11:07:22 When the audience was actually managers, when they were training the managers, and they didn’t.
11:07:28 They made the manager the passive character and made it the employees.
11:07:33 There are times when flipping that around can be useful.
11:07:39 But, generally speaking, whoever your main character, your protagonist is, should be similar to your learners, so that they will identify with that character.
11:07:53 So even. And this applies, even if ultimately, your branching scenario will be written in second person.
11:08:03 If you look at a lot of interactive fiction that the traditional thing for to share on adventure stories and for a lot of interactive fiction is you are in this situation, and you will do these actions.
11:08:16 And you will do the other thing. So sometimes some of the other things won’t necessarily matter, but things like what job or role are you putting the person?
11:08:29 In that character, even if you’re writing a second person, you have to think that job or role.
11:08:36 So again, if your audience is managers and you’re trying to teach a skill for managers, the main character has to be in that role where they make decisions like a man.
11:08:46 If you have multiple roles in your audience, you would go for the most common or the most familiar role, or the one that may be most strongly fit.
11:08:55 So like, Eric, if you’re looking at your retail environment, it’s probably the main employees.
11:09:03 The frontline employees is probably that protagonist.
11:09:07 Even if some of your I don’t know your structure team leads, or managers, or something, might also be taking it.
11:09:15 But you probably want to do the most common audience would generally be the case rather than say if 80% of the people are who are taking it are going to be the frontline employees and 20% would be managers.
11:09:30 If you put them in the role of the manager, it’s hard for them to identify with that character.
11:09:35 You can also think about what their goals are. What do they want?
11:09:40 What’s important to them.
11:09:44 Think about what problems your protagonist has. What are they afraid of?
11:09:52 Hmm!
11:09:52 What are they worried about? All of those things can come into play in your scenario again, even if you’re saying you are doing this action.
11:10:04 And you might choose to do it in third person.
11:10:10 I know gender and race and diversity here. Gender, race might not actually be critical questions for your protagonists, especially if you’re doing a second person.
11:10:21 You’re then you’re ignoring gender and race.
11:10:25 Generally speaking, in which case the questions of diversity probably would then matter more for overall audience and or for your overall.
11:10:38 Like other characters that you’re gonna see? So, for example, I have designed training for Wic counselors Wic in the Us.
11:10:49 Is women, infants and children, it’s a nutritional counseling for women and with children.
11:10:57 Under the age of 5. So when their pregnant and food support nutritional counseling, it’s that sort of thing.
11:11:06 The employees that are about 80% women. And so if I had a 50 50 split of men and women in the employees, it wouldn’t reflect their environment.
11:11:18 And they would notice so, generally speaking, most of my scenarios have had women as the protagonist, although if I’m doing multiple smaller scenarios, I always make sure that there’s at least one man represented as well.
11:11:36 So that’s also it is worth thinking about, especially if you’re doing a series of scenarios to make sure that things are flipped around so sometimes you might be also looking at race again.
11:11:52 The wick counselors that training is primarily in Arizona, which means high Latino population and Latinx population and high native American population.
11:12:06 And show specifically like this is for training. The wet counselors who work with the native American populations and on the reservation.
11:12:14 So that’s needs to be reflected in the characters that I include.
11:12:18 Maybe not. The protagonist, but they better be shown somewhere in those scenarios.
11:12:23 So, being conscious of how you reflect your alerts.
11:12:28 You’re talking about global audiences. Then the names need to be need to reflect that the the details should reflect that if you’ve got people who are offices in Washington, DC.
11:12:46 And Berlin and London and Singapore names and identity should reflect that.
11:13:00 It helps in stories to be really specific.
11:13:05 For one thing, it’s more more memorable.
11:13:09 This is some of the research from the book.
11:13:11 Make it stick about what makes stories memorable. Having really those specific details as part of what breathes life into the scenario and brings it into focus.
11:13:22 So don’t just say a manager. Say, Luisa, or Carol, or Mark or Hong sock right?
11:13:31 All of those names are a specific person. Again, you might do it in second person, but, like a specific name, a specific specific role.
11:13:43 Most of the time if I’m doing things I will usually come up with, you know.
11:13:48 I will say something about the company, and I will come up with a company name right to have it have some context.
11:13:59 If you’re talking about, you know a project of something, it it helps to sort of say, like, instead of just, Terence is micromanaging Eva on her big project.
11:14:18 There’s only some specific details like that’s not terrible.
11:14:22 But maybe it’s Eva’s working on the smith’s in private.
11:14:32 Which has got a big construction expansion, and they’re hiring lots of people.
11:14:35 But Terence is really micromanaging her, and double, checking all of her work and she feels like she isn’t trusted.
11:14:44 Well, now we have a whole other scenario that we feel like right.
11:14:47 We know some more details, and in some respects having some of those specifics, makes it easier to write dialogue, and once you get to the writing stage, having some of these details, can make that easier.
11:15:02 It may be that you actually identify more details than you need at this stage of planning.
11:15:06 And some of these details may never end up in the story, which is okay.
11:15:11 As you go through revisions you may cut things, and it may be, too, but sometimes just kind of knowing behind the scenes like, oh, you know, Eva’s really annoyed with Terrett’s cause. He keeps micromanaging her, and I know.
11:15:26 In her backstory that she had another manager who did this, and it drove her.
11:15:28 Okay, maybe that’s probably too much detail. And I’m never gonna put that in the scenario.
11:15:33 But it might affect how I write her later on.
11:15:39 So, let’s do an example here. So if we have, we’re trying to align the main character’s goal to the objectives.
11:15:50 So if this is our objective or our audiences, new managers.
11:15:56 We’re gonna have them new managers giving feedback to the people who are answering the phones in the call center.
11:16:07 What would you say? Is that may that manager’s goal?
11:16:11 Put that in chat, or if you feel like unmuting and just talking, there’s not that many of us, and you are welcome to do so.
11:16:24 I’ll give you a minute to type.
11:16:36 Help them get better at their job.
11:16:39 Help them get better at their jobs.
11:16:44 Yeah. Absolutely. Terry.
11:16:51 Anything else. Stanley or Eric.
11:16:53 I would say that they create a safe space to provide feedback or to, you know, for for the employee to accept feedback.
11:17:05 Hmm, yeah.
11:17:09 Yeah. And Eric says, just so. This will be on the recording later.
11:17:14 Paul identifies behavior. He wants to change, therefore he can give proper constructive features.
11:17:20 Right. So we can go sort of like the obvious thing, right as ever did.
11:17:23 I’ll be like, identify the behavior, give constructive feedback.
11:17:27 I think Natalie, yours is also like. Have the safe have the safe environment, so that the employees will be receptive to feedback I think that that’s also like a realistic goal, and that gives you something a hook.
11:17:42 But I also think Terry had a good point too. Ultimately the goal is to help him do their job better right?
11:17:49 So that’s really that manager wants to do better.
11:17:56 It wants them to do better at the jobs. The purpose of the fee. It’s not so much that they really want to do better feedback.
11:18:03 And so they want so, sometimes you might think of it as sort of a primary goal.
11:18:08 I think Terry is sort of that primary goal, and Eric’s here.
11:18:12 We’re both sort of that secondary goal that helps you reach the primary goal.
11:18:16 Yeah, again, this is sort of your planning. You are probably not going to in the characters voice say, I’m a manager, and my goal is to create a safe space for feedback and improve call center value.
11:18:35 It is like there, but it does help you understand their motivation, and helps you kind of give them a voice.
11:18:45 So little bit more practice on this. So what we’re going to do here you should have in your zoom controls.
11:18:55 You may have to kind of hover over, but there should be sometimes it’ll show up as like this view options, and then there’s a button for annotate.
11:19:03 We will use both the stamps and the text buttons, and you can switch back and forth if you would like to oops me, switch back if you’d like to try that out right now.
11:19:20 So click the annotation tool use. You can change your color if you want, you can.
11:19:30 Put some stamps on here.
11:19:36 And type.
11:19:44 Just to practice using the annotation tools.
11:19:59 Alright!
11:20:03 So!
11:20:06 We’re gonna flesh out we’re gonna talk about a scenario here.
11:20:11 We’re gonna do a little bit stamps.
11:20:20 So let’s think about a scenario with project management because this is always a good one, because there’s always trade-offs in.
11:20:28 So we’re thinking about new project managers. They are going to balance time and cost and scope of their projects.
11:20:38 Pick one of these categories some sort of personal details about the main character, their goals, and make something up about their job or work environment makeup, a company or okay, Eric, if you want to put yours in chat instead of on on the screen, that’s fine and i’ll and I can
11:21:00 put it on in the right. Yeah. I rose with the browser version that the uhnotation tools do not do not cooperate.
11:21:34 Alright!
11:22:08 And really, if the annotation stuff is not working, and chat is easy.
11:22:12 We’ll do it that way. But it’s a nice kind of have this kind of brainstorming.
11:23:29 Alright! So we’ve got a couple of things here.
11:23:33 Yeah, challenge. Let me let me add that one too.
11:23:48 I like this. We’ve got so sort of a new Internet site.
11:23:52 So we’ve got a detail on what the project is. Right.
11:23:53 So that’s that’s helpful. Nobody went for a personal details on that.
11:23:57 So we’ll, that’s actually.
11:24:03 Alright, so we can do oops. Sorry, switch back to my mouse rather than.
11:24:22 I’m just gonna show the things here. I will say I definitely use random name generator sites on here.
11:24:33 So. No, that’s not a bad, Alexandra. Alright!
11:24:47 Let’s see what have a new manager and have it be a female. So.
11:24:53 And use the name Alexandra. We have that so?
11:24:57 Now again, this is where maybe we would decide not to give that not to do too much for personal details.
11:25:06 If we’re going to have the scenario, be, you are a new project manager, and you’re working on the new intranet site.
11:25:13 You are, you know you’re newly promoted into this role, and you don’t know the key stakeholders yet.
11:25:24 Right, so you could do all of that. And I think that’s all you know.
11:25:29 That’s all pretty doable. We’ve got sort of the beginnings of a store here.
11:25:37 Take a screenshot of this.
11:25:44 And then.
11:25:47 I see I was wondering about that. If you because you’re trying to have the employee, the learner, take on that percenta right?
11:25:58 They wanna act so if you make it 2 personal, maybe that makes it more difficult for them to be able to relate to that character, or you know.
11:26:09 Oh, that’s not me, anyway, you know.
11:26:08 Yes, right, and so it I will say, out of these categories, if you have all of these other 3 like the goals, motivations, worries, fears, job role work, environment.
11:26:21 If those are the ones that you focus on, and then you leave all of the personal kind of mostly, you know, up to the learners imagination, and you just do it in second person and leave it at you that is the way the traditional interactive fiction has worked what I have seen in this is
11:26:45 that if you do second person, and you say you have, you know you have these choices.
11:26:54 That sometimes people will resist if they don’t feel it, because if they get to something they don’t feel like any of the option is realistic, and they say, Well, I wouldn’t say any of these things.
11:27:06 And so putting it into somebody else’s voice. Where then?
11:27:12 Your question is, What should Alexandra do next? What should she sometimes gets?
11:27:18 People past that resistance.
11:27:23 Of well, I wouldn’t do any of these things, none of this is realistic.
11:27:27 So sometimes actually giving it a specific person. And then you’re saying, Well, okay, I wouldn’t say these things but since it’s Alexandra then, or Paul or Terence, or write like that, sometimes you can get I wish I had like some great research on when to do second or third person and I
11:27:50 don’t. I have not seen anything second person is the traditional thing for interactive fiction.
11:27:58 It is what Clark Eldritch does does in his short Sims, but in talking to other people I have definitely seen that anecdotally, sometimes third person ends up working better for an audience, plus, I will say personally, a lot of the branching scenarios that I have
11:28:17 written for actual work projects have been interactive videos. And we’re not doing first person video for those we’re showing 2 characters.
11:28:26 And so I’m writing scripts for 2 characters, or I’m writing scripts for von videos or something where I’ve got 2 characters and I’m gonna have to have a character on screen anyway.
11:28:35 So then, in those cases I do need those details. That’s a really good question.
11:28:42 So other characters. A little bit of exaggeration can be good.
11:28:53 Clark, Quinn, if you follow any of his writing or I’ve read any of his books, he talks about doing one level of exaggeration to sort of amp up the emotional tension of things, the emotional intensity.
11:29:11 Maybe it’s not the full blown, stereotypical, slimy, used car car salesman.
11:29:19 But maybe it is somebody who contacts you repeatedly on Linkedin asking for just a 15 min phone call and won’t take no until you’ve, you know, won’t accept a No until you’ve said no 3 times right?
11:29:35 Like, you know, maybe it’s a little aggressive sales, but it’s not so far out of people’s experience.
11:29:44 Maybe maybe things are a little bit. This is also when you’re looking at the other characters, when considering the diversity is important.
11:29:52 Again thinking about what your audience looks like, and having it reflect your audience.
11:30:05 Do you need a villain in a story like this? Generally speaking, probably not most of the time.
11:30:15 The things that we are dealing with in workplace situations are not really villains. They are.
11:30:24 It’s competing values or tradeoffs. It’s lack of time or lack of resources.
11:30:28 You may have people who are grumpy, who are self-centered, who are impatient, who are walking into the workplace with a bunch of trauma behind them.
11:30:42 That that, of course. They interact with you, but isn’t really, you know, obvious.
11:30:46 But makes them short, makes them snap really fast.
11:30:50 All of that very plausible, but not the.
11:30:57 We probably don’t generally need a true villain.
11:31:00 There’s maybe not even really an antagonistic.
11:31:03 If we’re talking, project management, the budget and the time are are your villain or your conflict much more than any person.
11:31:20 So let’s say that we’ve got so this new project manager, and maybe we do want to say that we’re gonna just do this and second person for that new project manager, but that you project manager, is gonna have to interact with a couple of other people so let’s say, we have 2
11:31:38 other people on the team.
11:31:40 And we’ve got 2 other stakeholders. We said that this new you, as the new Project manager, don’t know the key stakeholders for this, for this new intranet site project so think about one of these projects.
11:31:57 Think about one of these characters. Give me something of like what is that?
11:32:04 Potentially want for this new intranet. What is what are they interested in?
11:32:16 So again. I’ll give you a minute, and Eric feel free again to put it in chat, and I’ll copy it over but you can use the annotation tools again.
11:32:24 Do. Some do some text on here, and type.
11:32:32 We’ll take a minute to do this.
11:33:00 Does not want to let me open.
11:34:00 So we’ve already, just in this little bit of brainstorming, set up a little bit of a conflict.
11:34:06 Potentially where we’ve got stakeholder number one, whose top priority is finishing on time stakeholder number 2 this top priority is finishing in our under budget, and those are not necessarily actually compatible.
11:34:19 So we’ve already got a little bit of conflict kind of setup. So.
11:34:25 Like that?
11:34:46 Oh, I I like that team member number one is a co-worker who’s been with the org for 30 years and implemented the first version of the Internet doesn’t understand why this young project manager is hired to take this on so we can totally understand right not a villain at all but
11:35:10 there is conflict there, and there is gonna be emotional tension potentially in this.
11:35:17 So I think I might, in looking at these details, choose, I think I like the idea of having accessibility.
11:35:25 Maybe we move that accessibility down to being one of the team members pushing for it rather than a stakeholder, although I can also see that actually happening going well with the regulations, you know, like upholding laws and regulations.
11:35:38 And then accessibility is a big push, while also staying under budget.
11:35:44 I mean, I think that’s that works.
11:35:48 I think X got another good idea for team number number 2.
11:35:53 Always have to leave on time to pick up a kid. That is the real life for many of us. Right?
11:36:02 No working overtime, no matter what, in the project.
11:36:06 And so I think that’s so. Now we’ve already got quite a few ideas on this project right?
11:36:15 We we can start to see how you would set up the scenario, and how, if you had a list of mistakes like not getting input from key stakeholders.
11:36:28 And you know, balancing too much on time rather than budget around, you know right?
11:36:33 Like not balancing things. If you had a list of mistakes, you now can see how we’ve got some story where those mistakes could happen.
11:36:43 And this is part of what we’re trying to do.
11:36:45 That’s what this week’s assignment is.
11:36:46 Really about is about coming up with these sorts of details that are going to help you write the story.
11:37:01 Eventually, so.
11:37:06 This all making sense in terms of how we bring storm characters and how you’re going to do this for yourself.
11:37:11 Yup!
11:37:14 So now thinking about context.
11:37:19 So context, we set differently, depending on, you know, kind of what the environment is.
11:37:29 Hmm, most of them you’re not gonna do all of these things, but some of this should be right.
11:37:40 Right, character, names. Eric’s gonna have different sounding character names for an audience in Austria.
11:37:49 Then now he’s gonna have for an audience in Boston.
11:37:52 Right? These are the character names, the need to reflect that audience of, like the other people that you’re interacting with.
11:37:59 Anyway, the backgrounds, the clothes that people are wearing available for the last few years with a safety consultant doing contractor safety training and I assure you, getting the the ppe, the personal protective equipment right?
11:38:13 Having the right hard hats and the right shoes, and the right color of the hard hat and the right shoes, and the right color of the hard hat and the right type of reflective vest, is absolutely things that people notice about those scenarios, some of those that what they’re wearing I think in medical
11:38:29 healthcare environments, same thing of like having people recognize that it’s the correct, are, are are they in scrubs correctly?
11:38:38 Are they right? Or you know, whatever that is, props many times it isn’t gonna matter.
11:38:47 But maybe if it’s if it is the teaching people how to sell, look mobile phones, then, having the correct kind of phones, if if they’re talking about it, or if it’s in a picture, yeah, every work environment has jargon and has things that are the way, that
11:39:03 people talk about it, and it is sort of that signal that people are in that in group, in a work.
11:39:13 And so there’s always a balance of doing so much jargon that learners don’t understand. It.
11:39:20 But at least things like the way people talk, having it.
11:39:28 The situations be realistic, you know. Right? The right types of problems sometimes sounds again, depends on what what kind of environment most of the time you’re not going to do all of these things Kevin Moore has some great scenarios, where mostly what it is is one photo as a background to set up the
11:39:48 context and then sort of a name of a name, of a company or an organization, and then character names.
11:39:55 And then it’s the same thing that you’re in, and that’s the only thing that you’re in, and that’s the only thing she’s giving you for. Context.
11:40:05 And think about what you might do for these sorts of things.
11:40:10 So brainstorming on this. If we’re thinking about again, this project manager doing the intranet so we haven’t really thought about what kind of environment this is.
11:40:27 So maybe we should in terms of the images. Is this software company.
11:40:35 Is this a hospital? Is this retail environment? Is this a manufacturing environment?
11:40:43 Cause all of those things would look different in it, even if all we’re doing is one background image for the whole scenario.
11:40:51 We still have any need to know what that setting in. If there’s anything in language. If there’s any other ideas of how you might do that.
11:41:03 I’m gonna give you a few minutes.
11:41:35 Yeah, we’re building an intranet. Some of the language does probably have to be pretty technical, right?
11:41:41 If especially if we’re maybe are, you know that that that at least somebody on there maybe it’s somebody who’s on the team, who is the web developer but says that you know maybe a web developer uses really technical language, because that’s who you as a project manager would be working
11:41:58 with his very technical web developers. Right?
11:42:08 Yeah, images of actual screens. I think we’re talking about an intranet development that having some sort of images of the actual, you know, mockups of the of maybe the old version, maybe of the new version as you’re doing it. Yeah company.
11:42:20 Jargon, every company we’ve ever worked for right.
11:42:26 It has has some weird things that they say. But it’s absolutely part of the how you do this. Yeah.
11:42:40 Yup could be in sort of a sort of generic audience or an office, so some of this, of course, depends on how specific is your audience.
11:42:49 Right if it’s internal training in one organization, you can get pretty specific.
11:42:55 You’re doing something more, you may do a little bit more generic and let people sort of fill in the rest of the details.
11:43:03 Give them some hints, and let people fill in the rest of the details from their imagination.
11:43:10 And so.
11:43:17 I do like this, having having the visible backlog and the flip chart.
11:43:23 So you kind of think that? Oh, it’s an angel environment, right?
11:43:27 As the project manager, having some of those project images, might also be good.
11:43:33 Maybe you have, you know. Maybe there are comb boards, or there’s a gap chart for some of those images.
11:43:40 Might, because it’s project management. Maybe that’s part of what you do for setting the context within this.
11:43:59 I think playing with tone of voice between multiple characters.
11:44:03 Right. You’ve got stakeholders who are at 1 point, but you probably have at least one sort of technical developer, and those 2 characters should talk in a different tone of voice.
11:44:15 Maybe some sort of context with a struggling customer or use, you know, a struggling user who’s struggling to use the website might be part of your company.
11:44:26 So is it all this? You’re sort of brainstorming at this point is everything on this list going to end up in the scenario?
11:44:33 Probably not, but you know it gives us something to start with in in that sort of initial brainstorming.
11:44:55 So challenges. So, yes, yeah.
11:44:57 One question, Christie, after the brainstorming.
11:45:03 Should I narrow it down to ask myself, is it relevant for for the learning objective before I go on?
11:45:13 So if I have a lot of ideas, and they say I’m not using every single fit.
11:45:17 How do I select it? Is it good to say, Okay, is it?
11:45:24 So at this stage of things you could just document everything if you already sort of noticed sort of prioritize, like more important details versus sort of a maybe list.
11:45:39 I think that’s okay. At this point, probably the next as you get into the branching structure is when you’re going to really whittle down that list.
11:45:51 So at this point, it might be okay to have all of it on there, just to spark ideas.
11:45:59 But it’s certainly it’s not a bad idea.
11:46:04 If you have some things that are really critical or you think are going to make a really big difference to at least highlight.
11:46:12 These ones are important, or these ones are definitely less important. These are maybes.
11:46:20 It’s a good question.
11:46:25 At this stage of things. I mostly, however, think it’s better to focus on just the brainstorming and lots of ideas, and we will whittle it down later.
11:46:38 So, okay, so challenges. Obviously, we talked about this last week, and you are and so we already have a pretty good start on your challenges.
11:46:49 Some of this is the mistakes from last time, so that can also be not a mistake, that the learner is making.
11:46:58 But the challenges that might cause that kind of a mistake.
11:47:02 So if the mistake is, the may be the mistake for project management is not getting input good, not getting all of the stakeholders to agree on the goals of the beginning of the project.
11:47:20 The challenge of the situation is that you have one stakeholder who’s really top priority.
11:47:29 Is the getting it done on time? And another stakeholder who’s top priority is getting it done on budget and meeting all the regulations right and that those 2 things are in conflict.
11:47:40 That’s the challenge that you don’t resolve their potential conflict and goals before you move on to the project right? So it’s the mistake.
11:47:49 But it’s the challenge that sets up that mistake.
11:47:53 The challenges are going to become decision points. So essentially, a decision point is any point in the scenario where you are making choices.
11:48:05 So the challenge is the question, and the Miss Stakes are the choices.
11:48:13 And so this is still connected to what you were, you know, working on from last week and starting to gather that information from sneeze.
11:48:23 But it’s thinking about how you’re gonna create a story that gives people the opportunity to make those mistakes.
11:48:36 So continuing our new project manager, let’s see if we can get at least one or 2 challenges is in on each side of this.
11:48:45 So if we think about a challenge, either something that the stakeholders could do that would affect this intranet project, or something that the team could do that could affect the project.
11:49:05 Maybe it’s something that could happen.
11:50:42 Yup, last minute changes right? This is always right. The stakeholder should always be, but I also think the I think Eric’s suggestion here, too, is also, I think, Eric’s suggestion here, too, is also good. You want to change the project Outline but also finish it on time
11:50:57 because that’s what’s really gonna happen right? Like 100%, we’re all adding, like, Yeah, that’s exactly what it is.
11:51:06 And so, you know, somehow, one of the project manager goals is gonna have to be.
11:51:13 How do you respond to those change requests? And you know, how do?
11:51:19 How do you balance that? I like the idea of you know.
11:51:24 Why do we have to reinvent the wheel, and not not willing to explore alternative solutions?
11:51:30 So since we established that one of those team members is the one who created this fee for right, we can totally see that person.
11:51:38 We could give them a name, we we could come up with some of this from here writing dialogue for this sort of thing.
11:51:46 It ends up sort of flowing into that, and so we’ll have some of this, as the basis, always with writing dialogue.
11:51:54 The hardest thing is that blank page to start with. And so, having all of this brainstorming now means that when you get to the writing stage later, you have something beside the blank page to work.
11:52:15 Capture these ideas, as well.
11:52:25 Alright!
11:52:30 So consequences. We really talked about last week, you know, we’re drawing on that work that you already did in less than one.
11:52:39 Some of this you may flesh out differently, especially as you figure out, maybe, what these challenges are of what’s the situation that’s happening and not just the mistakes that maybe you’ll look at it a different way.
11:52:54 It may also be that the challenges part of, or the consequences.
11:52:58 Part of this is going to. That may be the consequences.
11:53:04 Part of this is going to be pretty straightforward, based on what you already had from last week.
11:53:08 Some of you in particular have have a lot flash out from that.
11:53:12 So don’t feel like you have to redo work and come up with a bunch new.
11:53:16 If you already have a long list of consequences. Thing in the interest of time, we won’t do this particular one, but we can sort of think what’s gonna happen if the scope is increased, the budget and the time are gonna go off maybe the website.
11:53:34 Maybe the Internet actually becomes more difficult to use because you’re trying to do too much with right?
11:53:41 If the timeline or the cost are increased, you have stakeholders who are upset.
11:53:47 We wanted the CEO to be happy with this project, and we want to impress people so it makes it looks bad to the higher-ups.
11:53:55 It affects the budget for other projects. We can see where the consequences are probably going.
11:54:02 For this one, I think, in this situation it’s fairly easy in some other situations where the consequences aren’t as obvious.
11:54:09 And so we can always kind of bring from those in the form.
11:54:12 But I think because several of you already have a pretty good start and consequences.
11:54:19 Will. We won’t spend as much time on this.
11:54:23 So when I share these with what I’m working on this for a client, I provide a scenario overview essentially, this is part of the design document for a project.
11:54:44 So I do a kickoff call. Find out from them that’s going on.
11:54:47 Interview the sneeze. Get old, ask that list of questions that we talked about, gather all that to, and then a use that to create a scenario overview, because I want the stakeholders to sign up on the concept of the story before I get too far into writing.
11:55:04 So it’s last week, was the research. This is, you’re doing the brainstorming.
11:55:11 And then you’re gonna kind of right it up in a shorter summary.
11:55:15 So I have a little bit of narrative. This is a a different project.
11:55:22 This is my client. Screening scenario.
11:55:26 So if I want everybody to be on the same page for this in this case I am naming the main character, but if you’re gonna do it second person, you could say, you know the learner is an insertion design consultant and tired of right, you know setting hours and hours writing
11:55:47 proposals. You could say you could write this in second person, or just say the learner, that would be okay.
11:55:55 Usually describe any other kind of critical characters. If we were doing this project management we would have that, you know, I would have a list of characters.
11:56:04 The team member who’s been there for 30 years. The team member who’s got limited time and can’t do any overtime then the 2 stakeholders I would list all of those characters out focusing on the problem that the character faces sort of a general intro to the
11:56:24 scenario.
11:56:26 Part of this is, that if I have missed in my interview if I’ve missed the reality of the situation and what they want to accomplish having a couple of paragraphs like this will let me know.
11:56:40 Let let the sneeze know. Let the stakeholders know that I missed something critical right?
11:56:48 So before we get too far into building this, this is the thing that they will sign off on.
11:56:53 I usually do buy sort of an outline of the process again, this is your ideal path.
11:57:00 From last time, no, this is a very, you know, kind of rough outline.
11:57:05 A checklist at this point. Often when I write the scenario, I’ll relate that oh, I actually need a little more of a choice in here, or I need to combine these 2 steps together, or you know I do a little bit of tweaking but at least again, I’ve got most of
11:57:20 the process there, and I do give that ideal path of the.
11:57:27 Here’s my understanding of the what the process should look like.
11:57:29 I also have stakeholders sign off on that in the process.
11:57:39 I will list out some of the challenges of things, and you can see that these are more listed as the challenges, not the mistakes, that the consultant would make.
11:57:53 It’s the situation right? The timeline is really short.
11:57:57 The client doesn’t actually know what business metrics they’re doing when they ask for an e-learning.
11:58:02 I mean friendly that could work for the Internet project too.
11:58:06 We should update our intranet. Okay, what are the business metrics that will tell us we’ve been successful in this project right?
11:58:16 We we we can envision that project, that conversation going with with the stakeholder, and maybe the answer to the stakeholder is, I’ to look good to the CEO, and that’s how I’ll know that the that the
11:58:30 project was successful. Is it the project will be done on time, and I’m going to look at the CEO.
11:58:35 That’s what it is. Okay. Well, that’s the metric that we’re going.
11:58:40 But so thinking about those challenges and the situation.
11:58:48 I had a sort of a list of mistakes, in this, too, and so if I think about consequences for making, this is again thinking about, you know, screening a client for e-learning bit too high, don’t get the project.
11:59:06 It’s too low. Get into a project that takes forever and lose money.
11:59:10 This frankly, would sort of kind of apply to the project. Management stuff, too.
11:59:14 You could, you know, overestimate the scope, and have people not sign off on doing it. Underestimate the scope, set the time when too short.
11:59:28 So these are the elements that you’re gonna be working on this week.
11:59:35 The amount of detail that you have in your brainstorming versus the amount that you show to your stakeholders is partly going to depend on who your stakeholders are, and what how much they want.
11:59:50 Usually for me. It’s like the couple of paragraphs and that outline of the the ideal path.
12:00:00 Sometimes it’s also some of the like common mistakes, consequences.
12:00:05 Some of that detail may be in there, as well, I will see it does kind of depend on who my S.
12:00:13 Me or my stakeholders are as to how much detail I give them.
12:00:16 Sometimes giving them all of the challenges, mistakes, consequently is actually 2 overwhelming and I won’t actually really get any feedback from them until they see it in context.
12:00:29 So this is something where you have to know who you’re working with.
12:00:34 As to whether how much you’re gonna give them.
12:00:40 So this is that scenario overview like, I said, at least for summary in the outline. Whether you give them these last 2 points of challenges, mistakes, and concept is a little debatable, and depends on your situation.
12:00:57 So I know I am at time. But do you have any other questions?
12:01:07 I have a quick question about next week’s homework.
12:01:10 Yes.
12:01:13 Correct.
12:01:11 You talk about wine and downloading it. I have a version on my computer already.
12:01:17 Should I just download the new one, or does it overwrite it?
12:01:22 Huh!
12:01:22 Yeah. So, okay, so, yes, this is one of the things, because next week we are going to be working on twine.
12:01:28 So what you will need to do is so. The current version of twine is version 2.6 point 2 twine does not automatically update itself.
12:01:43 So if you check your version of twine and let me open it up so I can show you where to check.
12:01:50 You need to see if you are using the current version or not.
12:01:55 I know it’s all.
12:01:57 Okay, I was gonna say, it was updated in February.
12:01:59 So if you haven’t got it, oops!
12:01:59 Yeah, it’s a lot older. It’s older than that.
12:02:03 Okay. Yeah.
12:02:05 Well, my old ones work on the newsline.
12:02:07 Yes, your story should still work. You should be able to import things.
12:02:12 I still think.
12:02:15 I think that doing a backup, especially if it’s there’s been some significant updates.
12:02:23 So I would make a full backup of your stories before you try to do this, because I think they have fixed all of their bodies early on, and it’s just as a good practice.
12:02:36 So I actually can see that 0 and not 2.6 by 2.
12:02:40 And so I’m going to need to do this. So this is under twine and about twine. Unless you’re on an older version. In which case yours may not look anything at all like that. Because there was a significant user interface does yours look like this with all of the colors Gary okay?
12:02:55 Good it does. Where did you go to check the version?
12:02:59 So it’s in this menu. It’s twine.
12:03:04 And then about 12, and I see I think I must have.
12:03:08 I downloaded it in January or February, and I clearly need to do my update as well.
12:03:14 It was a easy download. If I recall it was not complicated.
12:03:17 Yeah, it’s so. The confusing thing that people generally have.
12:03:23 It is so it’s download the desktop app.
12:03:26 People who are not familiar with Github sometimes get intimidated with wait, I have to figure out which version.
12:03:35 But if you’re on windows, pick the windows version, if you’re on a Mac, pick the Mac version.
12:03:43 And it should there have been security warnings in the past.
12:03:48 Those should now be fixed so there shouldn’t be security warnings.
12:03:53 But if you do have security warnings, go ahead, and it’s just because it’s an open source app.
12:04:01 And it’s not a paid thing that’s going through marketplace, generally speaking, so.
12:04:08 Thank you.
12:04:08 Alright. Yeah.
12:04:12 So next week, Tuesday will be your scenario.
12:04:16 Overview this brainstorming. There is a word document that is a template for you to put all of this brainstorming in.
12:04:25 So download that word document. Use that to collect all of your notes, and then before next week’s call, install twine, and then the following week will be the assignment due kind of because I will be out the week of I will be gone the April eleventh through
12:04:50 fourteenth, you will probably get a little bit of extra time on that, because I think that leads me to being having time to provide feedback.
12:05:00 Wise. I am doing 14 h days at a conference are low.
12:05:07 I think I need to double check. I’m gonna I need to double check when I set things to open up. I will.
12:05:12 Actually, I think, set week for while while I’m at the conference so you can at least read ahead and look at some of that information and start working on it cause I know this isn’t actually the best time to have a catch up week.
12:05:28 But one of the conferences. So any other questions, anything else I can help you with to get started for this week’s.
12:05:41 Okay.
12:05:37 I have 2, but I prefer to write it in in the block, so I I can more think about how to formulated English is not my first language so, but I, what I can tell you is.
12:05:46 Yes, yeah, I tell you to say in German, I would tell you to say in German, but I don’t know that my Germans good enough to. I don’t need to parse the questions.
12:05:54 Yeah. The only thing I want.
12:06:06 Eric, your audio cut out!
12:06:41 Alright. We will give Eric a minute. I will see Terry and Natalie if you are.
12:06:48 If you are, I realize I am overtime, and I do want to be respectful of your time.
12:06:53 If you don’t want to. Oh, okay, so, Eric, you’re gonna write in the Forum, and we’ll do it.
12:06:58 There!
12:07:02 Tell you I have a very challenging Smee. What are you doing?
12:07:05 Yes.
12:07:05 Huh!
12:07:06 The company, no!
12:07:08 Yes, let’s think of. Then let’s think about how to deal with your challenging speed.
12:07:13 We can brainstorm on that. So yeah, put it in the forum, and we can do that.
12:07:19 And we’ll figure it out that way.
12:07:27 Bye. Thank you.
12:07:22 Okay, very good. So thank you very much. Alright, alright!
12:07:24 Thank you. Have a good week. Thank you.
12:07:27 See you bye, bye, you, too. Thank you. Bye.
12:07:30 Bye!