This routemap is an idealised process showing how the planning game can fit into a bigger process of engaging with different interests, developing and carrying out project plans. You can find an earlier version of the routemap here, with links to checklists. We'll integrate the two shortly. We have also used the game in a guide to new technologies for residents and landlords, which shows how it fits into the bigger picture.

• Introduction to our planning games
• Latest instructions on playing the game
• Guide to Making the Net Work for residents and their landlords

The process

The routemap represents a process of getting started on a programme, planning and visioning what's needed, developing detailed plans for projects and the overall programme, and carrying this out. The steps below are just intended for guidance. Do amend for your own purposes.

If you like checklists, take a look at the detailed planning framework that we developed for the guide for residents and landlords. Again, we'll be developing a general version to link to this routemap. The earlier version covers some steps in more detail, and where appropriate we've put those links in here.

Start

The programme may be started for a variety of reasons - a strong champion with an organisation, a group of enthusiasts, prospect of funding, Government policy. At the outset it will need:

Review lessons elsewhere

Research similar projects and programmes. More here >

Engage key stakeholders

Who is going to be important in making this programme work, internally and externally? Get in touch to find what they are looking for, what they might offer, and possibly invite them to a workshop. Initial networking is important to build relationships and avoid 'not invented here'. More here on networking >.

Audit, needs, resources

There is probably more happening than you know about, both with your organisation and among other groups. Research will help you avoid re-inventing the wheel, and also identify potential collaborators. Also look at any needs already expressed by residents and others, through surveys, workshops, newsletters, complaints.

What are the potential sources of funding, help in kind and support for your programme? More on research here>

Focus of benefits

At this stage you should be able to define the focus of benefit more clearly. Who is the initiative for? What is the main benefit you are aiming to deliver? Information, communication, collaboration, increased visibility, greater effectiveness? The group planning the programme could run a session to clarify these issues and plan workshops with other interests.

Game workshop

The essence of the game is:

• Participants at a workshop describe the key issues that they are facing and the improvements they are seeking.

• They work in groups to revue a menu of project idea on cards that could address these issues. Each project card also indicates resource implications

• The groups then decide priorities and sequencing of the projects in order to create an action plan.

• They review the resources and collaboration needed.

Participants at the workshop may be recruited from earlier networking. Their workshop discussion should validate and/or expand upon issues identified during research. The project ideas for cards can be developed at the 'focus of benefits' session.

It may be appropriate to run separate workshops with different interest groups, and bring them together to create a shared vision of what is needed. More on how to play the game here >

Project plans

The game workshop discussion should help identify projects for further development. These may range from infrastructure through access, to development of content. You will need to develop each of these in more detail, looking at funding and skills needed, and where these might come from.

Development and sustainability plans

The game workshop should also help with the sequence of projects and other activities, and an overall indication of resources and collaborations needed. From this you'll need to develop a more detailed step-by-step plan, also a sustainability or business plan for the programme. This should also cover management and governance: staff and decision-making. Who will 'own' the programme? More here on sustainability >

Collaborations and funding

If the planned projects are substantial, it may be necessary to find partners. These collaborations may be developed on a one-by-one basis - or it may be beneficial to run a workshop with potential partners to confirm a shared vision and work out who does what. More on collaborations here >

Implementation. Monitor, evaluate.

We said at the beginning this routemap is idealised, and you will be diving between planning and doing.You'll probably have started on some projects by this time. Hopefully you'll also have developed some criteria to judge how far you on track, so you can see if you are delivering the benefits originally planned.