Update case-study-challenge-navigating-stakeholder-and-decision-making-challenges.mdx

Author: kevinwehmuellerooi

tech-far-hub/content/resources/case-studies/case-study-challenge-navigating-stakeholder-and-decision-making-challenges.mdx

@@ -28,11 +28,9 @@ Review the case study background information, key stakeholders, problem identifi
 Consider how you will distribute the case study exercise to learners.
   - **For an in-person, facilitator-led experience**, the case study can be printed and shared with learners before a live session to allow time for review. Links to additional resources are provided within the case study, so learners may need devices to access these online resources.
   - **For a virtual facilitator-led format**, electronic versions of the case study may be distributed for download or online viewing.
-> [!TIP]
-> Facilitator Tips: Throughout the case study exercise, you will see Facilitator Tips in “tip” alert blockquotes that provide guidance for facilitators to further engage learners.
+> **Facilitator Tips:** Throughout the case study exercise, you will see Facilitator Tips in “tip” alert blockquotes that provide guidance for facilitators to further engage learners.
 
-> [!IMPORTANT]
-> Learner Reflection Exercises: There will also be points where focused reflection will be suggested in “important” alert blockquotes, and the facilitator can naturally weave those into the activities.
+> **Learner Reflection Exercises:** There will also be points where focused reflection will be suggested in “important” alert blockquotes, and the facilitator can naturally weave those into the activities.
 #### Introduce the Case Study Exercise
 ##### Case Study Overview
 Share the case study below, highlighting the purpose, key issues, stakeholders, and the problem to be solved. Clearly state the learning objectives and the objectives for each milestone.
@@ -54,7 +52,6 @@ After reading the scenario, you will consider three key questions and use them t
   - How can Casey mediate stakeholder concerns to reach a consensus?
 #### Milestone Exercises
 You will complete this case study analysis through several milestone exercises leading to a final proposed solution presentation. Each milestone exercise will be reviewed with your peers and your facilitator. As your analysis progresses, you will use new information uncovered from each milestone to form your final opinion on the appropriate approach to solving the problem presented. There are five milestone exercises: (1) Stakeholder Analysis, (2) Evaluation of Integration Solutions, (3) Evaluation of Data Security Solutions, (4) Written Case Study Analysis, and (5) Final Presentation.
-> [!TIP]
 > **Facilitator Tip:** Encourage learners to take notes throughout their case study analysis and capture research information. One method to use is the Split Page strategy. using the left side of a page to capture details from the case study and the right side to document notes, research, and ideas.
 ## The Challenge
 Globally, government agencies have been moving to cloud computing, using cloud-based services from outside vendors to allow them to serve their customers more easily and streamline their systems.
@@ -69,7 +66,6 @@ The [Chief Information Officers Council](https://www.cio.gov/about/vision/#:~:te
 Adopting cloud-based systems has its benefits, including centralized access across distributed agencies and teams, streamlined data flows and consolidated information, and smoother service experiences. However, there are also significant drawbacks that cloud computing technologies present, such as security breaches, regulatory compliance, and infrastructure challenges.
 Target users for the new system would be broad, including budgeting, contracting, test and evaluation, logistics, human resources, and more. Experience with using and adopting such a system would also vary depending on the agency’s and individual’s experience using these tools.
 The process of acquiring new digital assets like this is a complicated one. Unlike the private sector, the level of coordination and collaboration necessary to ensure the successful adoption within the federal government requires involving many key players and stakeholders, including a CO, a Program Manager (PM), Information Technology (IT), Compliance Officers, and others. Some challenges that can complicate the collaboration across these stakeholders include communication, risk assessment, cost, timelines and schedules, performance, defining requirements, contract type, and solicitation methods. Navigating these complexities requires an analytical mindset to consider many competing priorities and needs of each stakeholder.
-> [!TIP]
 > **Facilitator Tip:** In the next section, learners are introduced to the players in the scenario. Learners may not be given all the information up front. Remind learners that as they work through the case study, research and other activities may uncover additional information.
 ### The Players – Part I
 #### Acquisitions Office: Casey
@@ -83,7 +79,6 @@ As Casey left a recent meeting with agency leadership, having received the assig
 Having managed several large IT acquisitions before, Casey knows coordination starts with two key groups: the IT department and Compliance Officers. Casey has a long-standing relationship with both of these departments and a few close colleagues who may be allies as they work through the process.
 The challenges of the acquisition aren't just about technicalities. Casey was acutely aware that this project would have ripple effects—some beneficial, some dangerous. If successful, Casey would solidify their standing as a top specialist, potentially opening doors to career advancement. But failure could attract congressional scrutiny and public outcry, not to mention the internal politics of the agency, where trust had been hard-earned. In any contracting endeavor, vendors who are not selected or those that do not meet small business requirements may post challenges.
 Through recent training, Casey has learned that when negotiating among stakeholders, it’s important to take an empathetic approach, making sure each stakeholder feels heard and understood throughout the decision-making process.
-> [!IMPORTANT]
 > **Learner Reflection Exercise:** How can Casey use empathy when talking with key stakeholders? How might a lack of empathy create conflict among stakeholders when discussing their concerns?
 #### The IT Department: Alex
 Alex also has had a long career within IT, transitioning to the federal government several years ago after many years in the private sector, where innovation was faster and less bogged down by bureaucracy. The federal government is an entirely different beast. Alex hears reports from the Chief Information Officers Council and the progress they’re making toward the Cloud Smart initiative. While Alex is familiar with it, adoption has been slow across agencies, so direct experience with how such tools integrate into the existing systems is limited. The IT department knows that implementing these solutions has become a priority for many agencies, but integrating cloud-based systems into the agency’s legacy infrastructure would be a logistical nightmare. To try to anticipate the challenges these new solutions may present, Alex and the IT team have conducted some preliminary research into the implications of a cloud-based system, but have not shared their findings broadly.
@@ -96,7 +91,6 @@ Casey nods, recalling the murmurs of discontent from employees whenever anything
 Alex notes that their experience with adopting cloud-based software has been limited so far. With the newness of the initiative, most agencies haven’t gotten as far as the acquisition process.
 “I just keep thinking about this integration challenge,” Alex continues. “There’s been some recent interest and movement, though, that might help you.” Alex shares that the Information Technology Category and Cloud Solutions Category Teams have also been working with the OMB to support centralizing information about cloud initiatives and resources for procurement. From that work, they’ve formed the [Cloud Information Center (CIC)](https://cic.gsa.gov/) and have specifically outlined [information for acquisitions](https://cic.gsa.gov/acquisitions/overview). Alex suggests Casey start there for more information on how this impacts the project.
 “We’re going to need to bring in Compliance, though. We won’t get far without them. The good news is, we work pretty closely with each other, so I know where to take this next.” Casey asks to be part of those conversations. “It’ll be easier if I meet with the Compliance Officer myself. We can usually come to a consensus pretty easily. I’ll report back with our thoughts.” Casey is mildly concerned and a little put off by the limited engagement with the two teams, but trusts the professional nature of their relationship and knows Alex will perform due diligence.
-> [!IMPORTANT]
 > **Learner Reflection Exercise:** If the next step is a meeting with the Compliance Officers, what is the desired outcome from the meeting, and what should Alex come prepared to discuss? Are there any risks to consider?
 ### The Players – Part II
 #### Compliance Office: Riley
@@ -130,14 +124,12 @@ integration but requires substantial investment and may disrupt operations.
 With these proposed solutions in mind, Casey researches some industry white papers and reports, case studies, vendor documentation, academic papers, and IT cost management studies, and finds that:
   - **Quantitative data:** Custom APIs will cost 20% more and take 30% longer to implement than system upgrades. Advanced encryption could add 15% overhead to system performance, while regular audits would require additional staffing and resources.
   - **Qualitative data:** The IT department suggests custom APIs provide long-term stability but at a higher initial cost. Compliance officers emphasize that advanced encryption is critical for federal data protection requirements, while regular audits are easier to manage but require ongoing attention.
-> [!IMPORTANT]
 > **Learner Reflection Exercise:** There is often more than one possible solution to satisfy the stakeholders and requirements. Are there other solutions Casey has not yet considered?
 ### Facilitator Instructions
 #### Group Discussion
 After learners have read the complete case study, break the group into small teams. Encourage them to identify the main problem(s), analyze the stakeholders involved and their competing priorities, explore the root causes of the issues (including logistical and personal), and develop additional potential solutions.
 Alternative delivery modes: If delivering the exercise in a virtual experience, teams can be created using virtual breakout rooms. If delivering asynchronously, use tools such as discussion boards to encourage collaboration and discussion among the team members.
 After teams have had time to discuss, bring them back together to share their insights with the larger group. Provide feedback or pose additional questions to encourage learners to explore other perspectives or alternative solutions.
-> [!TIP]
 > **Facilitator Tip:**
 > - Circulate between groups (if delivering in person) or among breakout rooms (if delivering virtually).
 > - Each milestone activity has a suggested percentage representing the relative proportion of time to spend on that activity. Adjust actual timing accordingly.
@@ -202,7 +194,6 @@ Your analysis will be assessed on your group’s ability to address stakeholder
   - **Stakeholder Management:** Facilitate ongoing discussions with IT and Compliance teams to address concerns and update on progress.
   - **Integration:** Opt for custom APIs to integrate with legacy systems, allocating additional resources for development.
   - **Data Security:** Implement advanced encryption and schedule regular security audits to ensure protection and compliance.
-> [!TIP]
 > **Facilitator Tip:** While each milestone could be completed independently asynchronously using the resources provided, ideally learners will present their analyses to the other groups to collect perspectives and feedback from their peers.
 ## Evaluation & Feedback
 ### Learner Instructions: Evaluation Criteria
@@ -212,7 +203,6 @@ The facilitator will evaluate each group’s analysis and presentation on a scal
   - **Use of Evidence and Resources:** This criterion evaluates the extent to which the analysis is backed by credible evidence. It considers how well the analysis integrates data, facts, and research findings to support its arguments and conclusions. Strong use of evidence strengthens the credibility of the analysis.
   - **Creativity and Originality:** This criterion assesses the uniqueness and innovativeness of the analysis. It considers whether the analysis offers new insights, creative solutions, or a fresh perspective on the case. Original thinking can add significant value to the analysis.
   - **Clarity and Organization:** This criterion focuses on how clearly and logically the analysis is presented. A well-structured analysis should have a clear introduction, body, and conclusion, with each section flowing logically from one point to the next. The clarity of writing and the organization of ideas are key factors here.
-> [!TIP]
 > **Facilitator Tip:** Individualized feedback will help learners refine their approach as they prepare for the final presentation. Share that:
 > - Balancing stakeholder concerns involves considering both technical feasibility and regulatory requirements.
 > - Effective stakeholder engagement and communication are crucial for resolving conflicts and reaching consensus.