This part of the guide assumes you have now designed your exercise and so focuses on the steps involved in running a Foresight exercise, in particular how to manage time, people, participants, communications and most importantly the learning process itself!
Managing a Foresight project means applying the same rules of good project management as to any other project. Given the participatory nature of the process, there are two specific challenges:
As in any project, managing time and managing people are key aspects. Although timeliness is critical, time can also be viewed as a cost, a constraint or a resource. In terms of managing people, there are different types of relationships that need to be handled in the Foresight process. The Foresight project team is the main body responsible for driving the relationships both inside the team and outside it. Perhaps the most important are those with the client, steering committee and participants.
Foresight is intrinsically participatory. Thus, a range of participants need to be involved, making enrolling participants is a key task. There are three basic aspects to be considered:
For it to be perceived as a success, and to ensure maximum benefit is derived from the exercise, the exercise needs to be promoted to raise awareness and build broad support (both within policy circles and the general public). This can foster a sense of ownership and so make it easier to implement the exercise's recommendations.