Skip to main content

Sprint Relay

PRACTICAL ADAPTATION NETWORK SPRINT RELAY

October 28, 2016

practical adaptation network

The Sprint Relay is a methodology that makes adaptive implementation practical. As part of a Sprint Relay, several agencies collaborate over a 100-day period (a Sprint) to produce a concrete, useful product designed to support adaptive implementation within - and sometimes across - agencies. Each 100-day Sprint builds on (and builds toward) a related initiative or Sprint. The methodology was developed jointly by the Rapid Results Institute and Feedback Labs and is based on the 100-day challenge choreography as practiced by the RRI.

Principles

Self-starting Teams
Sprint teams arise out of member conviction that they will be useful and produce results. Sprint teams determine their own deliverables. Feedback Labs provides the track to run on, but it’s up to Sprint team members to run fast.
Tangible Batons
Sprint teams must produce something tangible that spurs and enables future action. The purpose of a Sprint is to create a concrete product, not just a series of conversations. Sprint team members don’t participate in a Sprint to talk, they’re there to get somewhere!
Irreversible Momentum
Sprint teams should choose their deliverable with an eye to making it difficult for their agencies and the sector to revert back to the old status quo. Deliverables should act like a ratchet, preventing the system from sliding back.
Speed over Precisions
Each Sprint will last no longer than 100-days. Running fast will be a hallmark of Sprint teams, even at the expense of developing perfect products.
Adaptive Running
Sprint teams will apply the principles of adaptive implementation during their 100 day Sprint: experiment and iterate; make small bets; fail early and often (teams can fail 99 times in 100 days and still succeed in their Sprint)!

Attributes

The Team
Each Sprint team consists of at least two (preferably three) members from at least two (preferably three) different agencies. Each Sprint team has one agreed primary point of contact, and one or two co-leaders.
The Track
Feedback Labs facilitates a supporting process for each Sprint - a track for Sprint teams to run on. This process consists of a series of in-person meetings and virtual check-ins that focus on peer feedback to refine Sprint team deliverables. Between check-ins, Sprint teams structure their work together to ensure they produce a quality deliverable.
The Sprint
Each Sprint lasts 100 days, with Sprint teams pushing themselves and each other to refine, improve and deliver a concrete, useful, high-quality product. In the 100 days, Sprint teams are dedicated to running as hard as they can.
The Handoff
At the end of the 100 days, each Sprint team presents their deliverable to the stakeholders who will build upon it. Part of the Sprint includes identifying and motivating these stakeholders, who will comprise the team for the next leg of the Relay. This team includes a mix of managers, senior leaders, implementation specialists, those who will test the deliverable and those who will build on it in future Sprints. The handoff is a chance to hear feedback and build support and momentum for the next Sprint. Feedback Labs works with the initial team to ensure that handing off the baton is a smooth transition.
The Relay
A Relay links together multiple Sprints over time, with Sprint teams building on the deliverables from previous Sprints. The Relay allows for iteration and building

Management & Leadership + Communication & Relationship Building

Team Member Chair

Kristi Ragan & Dayna Brown  

Team Member Organizations

DAI
USAID
FHI360
PATH
 

Deliverables

  • Bring USAID staff together to talk about the different things people are doing on Adaptable Development. Map efforts and try to connect those dots
  • Convene implementers once a month (from for- and not-for profits) to talk about what they’re doing for adaptive management
  • Within the organizations represented in PAN, come up with 3 principles that we want people to commit to doing between now and October, for example rapid feedback on performance to team members. Have at least 20 managers commit to practicing those principles over the next 100 days and then collect learnings about how it went.

Updates

  • Rationale for the compact can be found here.
  • A copy of the compact for you to sign can be found here!
  • To date, over 25 managers and people in leadership positions in at least 5 organizations have signed the compact and are actively experimenting with closing feedback loops.  
  • Reach out to Sarah if you'd like to be connected with the people leading this sprint.

HR Recruitment and Retention

Team Member Chair

Lauren Woodman & Taj Munson

Team Member Organizations

Net Hope
PATH
World Bank
Mercy Corps
Bill & Melinda Gates Foundation

Deliverables

  • Identify a list of core skills for adaptive management
  • Create metrics for the more formal systems
  • Identify softer, incentive mechanisms for the more informal systems

Using Digital Technologies

Team Member Chair

Dykki Settle & Magnus Conteh  

Team Member Organizations

PATH
World Vision

Deliverables

  • Make the Development and the Digital audiences aware of each other by having the Development Effectiveness community highlight the Development Effectiveness constraints and goals and how Digital strategies can help with those
  • Put together an advocacy agenda to introduce Development Effectiveness concepts to the Digital Health community
  • Bring Development Effectiveness concepts into the Digital Development community so as to encourage them to include Bottom of the Pyramid consumers - > the democratization of Digital Development.

Sense-making & Feedback Loops

Team Member Chair

Myles Smith & Liz Peloso

Team Member Organizations

Mercy Corps
Internews
World Bank
Overseas Development Institute
USAID Global Development Lab

Deliverables

  • Determine the definitions, levels and scope of sense-making programs
  • Put together an inventory of the sense-making tools that are out there
  • Determine from there what the priorities and scope would be for next steps

Linkages Between Networks

Team Member Chair

Dave Algoso & Alan Hudson  

Team Member Organizations

Global Integrity

Deliverables

  • Set up an Adaptable Development Google group to share information about advocacy opportunities, meeting opportunities and what PAN is doing

Updates

IDA18

Team Member Chair

Alan Hudson & Florencia Guerzovich

Team Member Organizations

Global Integrity
Tony Blair Africa Governance Initiative

Deliverables

  • Submit a proposal for a workshop at the OGP Summit that links governance, adaptive management and political analysis
  • Create a menu of issues, actions and indicators that the World Bank can choose to incorporate in IDA18
  • Invite GDI and GPSA to co-convene a brown bag lunch at the World Bank to follow-up on the conversation