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We provide both. Our team at Delsys has been using visual and systems thinking for government and corporate clients for over 40 years.
Through the decades of work and thousands of workshops we've facilitated, we've explored and refined an efficient and effective collaborative design process that consistently gets great results.
We "codified" the core elements of that process in an app that we call QMPAS. It has components, process automation and machine learning that support the design delivery of our workshops. We use it collaboratively with our clients.
Your total project cost is the base cost of all products plus the number of live sessions needed to create them. This is a fixed price that doesn't change. The number of virtual engagements, design iterations or post project support doesn't affect the price.
Products are the "things" we design and deliver throughout the engagement processs and at the end of a contract. Some products are created before and during workshops to help facilitate discussions. They could be PDFs we email to participants, facilitation guides and breakout station worksheets, 8 foot long posters depicting systems and processes, to web-based interactives and data-driven applications.
"Final" products can be visual documents, posters, graphics, interactive web-based documents or data-driven applications. While we can visualize just about anything, we have a core set of products that we typically produce for the kinds of projects we work on.
Each product has a 'base cost'. Many of our products have a base cost of just under $5k after HST. This includes the first live session (up to 6hrs) and three virtual engagements.
A few products (like system dynamics models) have a higher base cost because of the research and time required from our subject matter experts.
Workshops are live sessions – meetings – that we facilitate. The number of live sessions you need depends on the scope of the project. The time spent facilitating live sessions will have an impact on the cost of the project. The number of live sessions we need is driven by three factors:
We will engage a maximum of 24 people per live session (some exceptions may apply). If you want or need to enagage more people, multiple sessions will be required.
Multiple products usually have dependencies that require sessions to be delivered in sequence. In some cases, a single session could result in 2 or 3 products. A strategic plan for example actually has four products where subsequent products are dependent on the results of the previous one.
Complex and expansive products can require multiple sessions to complete. An example is if we were creating a prioritiation tool for a legislative modernization project when you don't know if you are going to recommend surgical amendments or repeal and replace the legislation. The former is easier to manage. The latter could have an enormous scope.
Live sessions are normally bookkended by virtual engagements. The virtual engagements are a big part of why our processes are so successful and why we are able to complete projects in less time and cost than competitors of similar experience.
We strongly recommend you read more about virtual engagements here so you understand how and why our process works.
Virtual engagements are used to gather ideas, prioritize options, validate alignment and communicate process and results. QMPAS using machine learning and process automation (along with human input) to aggregate individual ideas into Collective Insight.
The virtual processes turn minutes of individual thinking into hours of valuable listening and learning. Often, our meetings and workshops start where most don't even get to. allows us to deliver extremely efficient, effective meetings and workshops that people find useful and engaging. The process (which is often repeated several tiems) promotes generative thinking, emergent & adjacent ideas, clearer priorities and stronger alignment.
Some products have dependencies and must be built sequentially, not in parallel. If you want a really thorough strategic plan (for example) it actually requires five separate products (CONCEPTUAL MODEL, QUALITATIVE SYSTEMS MODEL (current state), FORESIGHT MODEL (future state), INDICATOR FRAMEWORK and finally the ISSUE MAP). Since each product builds off the next, they must be created in order.
Large programs and projects are impacted by other influencing and competing forces. Sometimes these dependencies can have a significant impact on what your team is capable of working on. Our job is to help you understand what levers of change will work for your organization, given a specific objective, taking the external forces in context.
With 40 years of experience working on complex systems and challenges, we've gotten pretty good at defining manageable chunks of work. We can get a lot more done than what you might expect, and we will work with you to set clear and achievable goals – for our contract AND for your project.
All projects have complexities that require us to make choices. Significant conflict or contention between team members or other groups for example can require additional mediation to resolve before an external problem can be addressed.
Some projects are quite large - for example, a legislative modernization project could be dependent on multiple other federal departments who may have different ideas, interests or priorities.
In the same fashion that your project may have external drivers and dependencies beyond your control, the external influences and competing forces often create very complex environments in which you are trying to achieve some level of change.