Add list of meetings related to BD and the engagements process

biz-dev/coordination-ceremonies.md

@@ -0,0 +1,9 @@
+# Creating alignment
+
+We use several meetings to create alignment and coordinate business development across our teams.
+These meetings are currently:
+
+-   Sales Sync (_[BizDev: Sales Sync](meetings/sales-sync.md)_)
+-   Product Sync (_[BizDev - Product Sync](meetings/product-sync.md)_)
+-   Project Management alignment (_[P&S: Project Management](meetings/project-management-alignment.md)_)
+-   Horizon Scanning (_[P&S: Horizon Scanning](meetings/horizon-scanning.md)_)

biz-dev/engagement.md

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+# Engagement workflow
+
+2i2c's **Engagement workflow** is a sub-step of the [Sales Operation's](sales-operations.md) Delivery stage and includes activities required to manage delivery commitments (including reporting), ensuring that customers derive value from 2i2c’s offerings.
+
+:::{figure} images/engagements-workflow.png
+
+The structure of 2i2c's Engagement management workflow (linking CRM and Delivery Enablement)
+:::
+
+### Why this structure
+
+Broadly, our sales processes span two main flows:
+
+-   **Customer Relationship Management (CRM)** - This covers Pre-sales and Sales stages, championed by the Business Development team
+-   **Delivery** - This covers everything in the Delivery stage. The Delivery Enablement and P&S teams are the champions.
+
+Consequently, we need distinct engagement and project activities to improve delivery management, reporting and collaboration between the teams.
+
+Implicit to the structure are the following:
+
+1. The end-to-end delivery of community value is the responsibility of multiple teams within 2i2c
+1. The Business Development (BD) team triggers the creation of delivery work after a customer agreement is created and,
+1. The delivery of value requires distinct units of work (i.e. Engagement, Project and Project Deliverables, etc.)
+1. The Delivery Enablement team can trigger renewal conversation in the BD team.
+
+## Relationship between work activities
+
+A successful sale (closed-won), triggers a sequence of processes in the Delivery Enablement and Product and Services team.
+
+Below we identify the relationship between the different units of work in more detail.
+
+**1. Opportunity management**
+
+The Opportunity management process (also referred to as Customer Relationship Management (CRM) pipeline) governs how we acquire customers (opportunity to paying customer).
+
+:::{figure} images/current-leads-process.png
+
+CRM Opportunity management
+:::
+
+Within 2i2c, there are two types of Opportunities:
+
+-   New Opportunities
+
+    -   Each _Closed-Won_ Opportunity, must have at least one contract or an MOU in Airtable
+    -   Only _Closed-Won_ Opportunities get assigned Engagements
+    -   A _Closed-Won_ Opportunity can only have one Engagement
+
+-   Renewal Opportunities
+    -   These opportunities can automatically get an Engagements without an Memorandums of understanding (MoUs) or Contracts
+
+**2. Engagement management**
+
+**Engagements** (AirTable [link](https://airtable.com/appbjBTRIbgRiElkr/pagpZcdEaghJQiYH3)) are internal, 2ic abstractions that represent a collection of 2i2c projects used to manage the delivery of products and services in accordance with a contractual agreement. They have a discrete start and end which spans the lifetime of the associated grant or contract.
+
+Additional properties of _Engagements_ include:
+
+-   Each Engagement can have only one parent Opportunity.
+-   Engagements can have multiple projects.
+
+**3. Project management**
+
+**Projects** (AirTable [link](https://airtable.com/appbjBTRIbgRiElkr/pag0zFFd2NaJHBHN5)) are a collection of project deliverables that need to be provisioned by the P&S team. Naturally, _Project deliverables_ represents the related work items required to deliver a service or value to a community or stakeholder.
+
+Additional properties of _Project_ include:
+
+-   Projects can only belong to a single Engagement
+-   Projects can have multiple Project Deliverables
+-   The Statement of Work will determine the Project and the deliverables
+-   The completion of Projects enable service delivery
+
+Let's clarify by way of an example.
+
+> Example: Several things may need to be done to provision a new hub for a community that needs to run a 3-day workshop.
+>
+> -   **The project** would be to “Setup workshop hub”.
+> -   **The project deliverables** would be all of the discreet tasks needed to complete the project.
+
+**4. Project Deliverable tracking**
+
+**Project Deliverables** (AirTable [link](https://airtable.com/appbjBTRIbgRiElkr/pagH0VmYIvboNT4Sh)) are the actual units of works that we track in the P&S Team.
+
+Key properties of _Project Deliverables_ include:
+
+-   These are discreet measurable units of work
+-   We must be able to determine if the work is done
+-   These discreet units of work are linked to GitHub issues

biz-dev/index.md

@@ -8,5 +8,5 @@ Some links might be missing or in-the-works.
 ```{toctree}
 bd-overview.md
 sales-operations.md
-
+engagement.md
 ```

biz-dev/meetings/horizon-scanning.md

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+# Horizon Scanning (_P&S: Horizon Scanning_)
+
+This is a Flight Level 3 meeting. It provides us with an opportunity to flag any new interesting developments in the market, trends, opportunities, or developments that may or may not lead to action. Largely information sharing, though it may lead to follow ups as needed.
+
+**Team Calendar Link**: [P&S: Horizon Scanning](https://calendar.google.com/calendar/event?action=TEMPLATE&tmeid=NzZhNmFua3JnamtwaTA1aGhtczBrYm5sM2xfMjAyNTAyMDRUMTcwMDAwWiBoY2FtcGJlbGxAMmkyYy5vcmc&tmsrc=hcampbell%402i2c.org&scp=ALL)
+
+### WHY
+
+This meeting allows us to align on future product and services direction.
+
+### CADENCE
+
+Monthly
+
+### ATTENDEES (and rational for their attendance)
+
+The leadership team.

biz-dev/meetings/product-sync.md

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+# Product Sync (_BizDev - Product Sync_)
+
+An extended version of our current product backlog grooming meeting, it will be used to propose, discuss and agree any changes to the Product roadmap, including both Platform and Services.
+
+**Team Calendar Link**: [BizDev - Product Sync](https://calendar.google.com/calendar/event?action=TEMPLATE&tmeid=MXM3cTY5YWJjdTdnNXIxamppaHMzY2lzbWNfMjAyNTAyMDRUMTYwMDAwWiBoY2FtcGJlbGxAMmkyYy5vcmc&tmsrc=hcampbell%402i2c.org&scp=ALL)
+
+### CADENCE
+
+Fortnightly for 1 hr
+
+### ATTENDEES (and the rational for their attendance)
+
+-   **Head of Product** [Giuliano Maciocci] - Meeting owner
+-   **Senior Account Executive** [Jim Colliand] - Provides Sales and Business insights
+-   **Senior Product Manager, Open Science Enablement** [James Munroe] - Provides community insights and information related to the services roadmap
+-   **Executive Director** [Chris Holdgraf] (optional) - Provides insights related to highlevel org strategy and some sales insights
+-   **Delivery Manager/Chief of Staff** [Harold Campbell] - Provides cross-team coordination support

biz-dev/meetings/project-management-alignment.md

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+# Project Management alignment (_P&S: Project Management_)
+
+The P&S Project Management meeting is a cross-team alignment ceremony between Delivery Enablement, BD and P&S that is focused on reviewing project progress and reducing delivery risk.
+
+**Team Calendar Link**: [P&S: Project Management](https://calendar.google.com/calendar/event?action=TEMPLATE&tmeid=OGtvb2JsODlvN2I3MzhpMmVhdWpkY2NscDlfMjAyNTAyMTBUMTcwMDAwWiBoY2FtcGJlbGxAMmkyYy5vcmc&tmsrc=hcampbell%402i2c.org&scp=ALL)
+
+### WHY
+
+We need to know the progress of projects that have been sold via contracts (and grants) so that we can prioritize and sequence work in the P&S team's backlog.
+
+Consequently, the outcomes of the meeting are defined below.
+
+1. Review the list of Engagements and Projects, identifying Projects that are:
+
+    A. **Ready for P&S Delivery** – These projects will need an issue created and added to the P&S team’s backlog for delivery
+
+    B. **Not sufficiently scoped** – These will need an owner from the P&S team that will be accountable for defining the necessary Project Deliverables.
+
+1. Share progress on Engagements or Projects:
+
+    A. Share status update of Engagements/Projects where necessary
+
+    B. Review the risks and project progress
+
+    C. Projects that are nearing completion (so P&S can make sure BD has results / impact to highlight for renewal)
+
+1. Verify that the Engagements and Projects are on track
+
+    A. **Delayed** – As a team we’ll need to understand how to move those projects forward and identify a steward to move the project forward. Delayed projects are projects that haven’t been started and we are beyond the contract start date.
+
+### How we work?
+
+1. **Prework** - Ensure that the **Engagements** [AirTable Link](https://airtable.com/appbjBTRIbgRiElkr/pagpZcdEaghJQiYH3) all have Opportunities
+2. Use the Delivery Enablement Engagements interface in [Airtable](https://airtable.com/appbjBTRIbgRiElkr/pagpZcdEaghJQiYH3), sorted by Start Date
+3. Quickly scan each project, and deep dive in the ones that need attention (Red or Amber RAG status)
+    1. **Action needed**: Add RAG status to the CRM
+    2. If the **Project** [AirTable Link](https://airtable.com/appbjBTRIbgRiElkr/pag0zFFd2NaJHBHN5) is new, is it clearly scoped and ready for delivery?
+        1. Yes - Add appropriate deliverable(s) as initiative(s) or tasks on the P&S board
+        2. No - Agree on actions to make it ready for delivery, which could include initiatives
+    3. If the project is in flight and has at least 6 months left, is it healthy?
+        1. Yes - move on, good job!
+        2. No - decide on corrective action
+    4. If the project is near the end (less than 6 months left), does it need a report, showcase and/or renewal pitch?
+        1. Yes - capture that as a deliverable & P&S initiative
+        2. No - flag for future decommissioning (which means P&S needs to decommission a hub, so add appropriate tasks)
+4. Capture action items for engagements that need refinements, updates or intervention with the community or buyer
+    1. Change status to **“Needs review”**
+    2. Capture specific action (the **Delivery Manager** is going to make sure this pops up in the CRM correctly, so we have a table of actions we need to take across all projects, then update this list)
+5. Probably not part of this meeting, but useful for Business Development to manage renewals:
+    1. Review any **Lapsed Active engagements** (we’re still doing work post contract period, pending renewals - these require BD action)
+    2. Review any **Active & Needs Renewed** (reaching the end of an engagement to look at things that need renewals, which the automation in Airtable will flag for any engagement with an end date < 6 months)
+
+### CADENCE
+
+Fortnightly for 1 hr
+
+### ATTENDEES (and the rational for their attendance)
+
+-   **Delivery Manager/Chief of Staff** [Harold Campbell] - Meeting owner (required).
+-   **Product Manager** [Jenny Wong] - Provides insights and updates based on community engagements. Help to guide the prioritization of work into the P&S team.
+-   **Senior Product Manager, Open Science Enablement** [James Munroe] - Provides insights and updates based on community engagements. Help to guide the prioritization of work into the P&S team.
+-   **Engineering Lead/People Operations Lead** [April Johnson] - Helps to shape delivery outcomes.
+
+Optional:
+
+-   **Head of Product** [Giuliano Maciocci]
+-   **Technical Lead** [Yuvi Panda]
+-   **Senior Account Executive** [Jim Colliand]

biz-dev/meetings/sales-sync.md

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+# Sales Sync (_BizDev: Sales Sync_)
+
+The primary mechanism to create alignment between Business Developement (BD) team, the Executive Director and members of the P&S team is via the weekly Business Developement Sales Sync.
+
+**Team Calendar Link**: [BizDev: Sales Sync](https://calendar.google.com/calendar/event?action=TEMPLATE&tmeid=M2g5OW4wcjNxYW83NTY4NHY3NDMwdTRtNHJfMjAyNTAyMDVUMTkwMDAwWiBoY2FtcGJlbGxAMmkyYy5vcmc&tmsrc=hcampbell%402i2c.org&scp=ALL)
+
+The current structure of this meeting is defined below.
+
+### WHY
+
+This meeting is a ceremony to track the progress of opportunities in our sales pipeline. It is intended to involve those on in the "sales / biz dev / fundraising" side of our operations.
+
+**Key question**: Are the number and amount of opportunities on track to meet our sustainability KPIs?
+
+The status of any individual lead should already be available in the CRM interface (see our 2i2c Airtable) so we do not expect to review each and every opportunity in the pipeline. However, this meeting can be used to address opportunities that are stale or stuck or in need of reprioritization.
+
+### CADENCE
+
+Weekly meeting to review the "Sales Opportunities Pipeline" (as being prototyped in https://github.com/2i2c-org/meta/issues/1455)
+
+### ATTENDEES (and the rational for their attendance)
+
+-   **Senior Account Executive** [Jim Colliand], meeting owner (required)
+-   **Senior Product Manager, Open Science Enablement** [James Munroe] (required until the sales system is robust) he is helping to design, implement and prototype systems for the sales workflow and the sales <> P&S information exchange
+-   **Delivery Manager/Chief of Staff** [Harold Campbell] (optional) - He is helping to set up the CRM and this makes him a natural attendee while we build muscle around using this system
+-   **Executive Director** [Chris Holdgraf] (typically optional unless there is a hot lead to shape) - occasionally needs to attend because he is sometimes serving as an “Account Executive” on some of 2i2c’s opportunities

biz-dev/sales-operations.md

@@ -3,7 +3,7 @@
 Our sales operations are divided into five distinct stages. These are described below.
 
 :::{figure} images/sales-process.png
-Simplifed sales process
+Simplified sales process
 :::
 
 ## Leads