Workshops & Consulting


In this ‘Museum Lab in a Box’ workshop, Vargas will share the four key conditions required for leadership to thrive at all levels of the organization: collaborative practices; anticipatory project management; collective decision-making; and mindful periods of deep work – a CALM approach to digital transformation.

The intended impact of this workshop is to inform museum practitioners about how digital collaboration and communication practices may scale decision-making across the museum and provide the necessary scaffolding for the continuous development of skills required to support the ‘museum of the future’.


How to Assess Your Digital Maturity

In this ‘Museum Lab in a Box’ presentation, Vargas demonstrates how cultural institutions may use scenario planning to enhance annual / strategic planning and/or technology roadmaps. Vargas shows how an organisation identifies and factors in the drivers, uncertainties, trends, cycles, and choices of many potential futures to plan best next actions aiding in the growth and development of the organisation within each business process maturity category and capability. Learn from the past to better inform your present and plan for the future.

Visitor / Customer Journey Mapping (+ Technical Requirements Documentation)

A visitor/customer journey map is necessary knowledge to understand and document before undertaking major changes to the Museum’s digital ecosystem. It is impossible to map every journey of every Museum visitor/customer persona that is representative of every nuance of the visitor/customer experience. It is best to think of the maps produced during the workshop as representative of the typical experience. The process of journey mapping allows Museum staff the time and space to discover pain points and problems in the current ecosystem that require net new processes and/or prioritized set of requirements.

The aims and objectives of this ‘Museum Lab in a Box’ workshop is:

  • To understand and map visitor/customer transactions and interactions;
  • To understand current and aspirational data flow;
  • To understand the processes related to how the system will be used in the journey (perhaps multiple journeys);
  • To identify weak points in the current journey;
  • To identify consequences of not prioritizing the right processes and requirements;
  • To prioritize requirements based on visitor/customer needs.


In this presentation, Vargas introduces the importance of community management and defines through action the role of a community manager since Vargas first adopted the title in 2006. Since then, it has become more than a role, but a discipline to be developed within team members, and integrated into the very fabric of the enterprise. Community management has become more about internal education and nourishment for a stronger and more dynamic external community engagement.

Over the past several years, Vargas has broken, built and broken again, the role of a community manager in her former Federal Government and corporate positions. Community managers wear a plethora of hats these days, from community ambassador to storyteller and back again. There is no one job responsibility or hat. Each organization has to find the right mix and balance of hats a community manager must wear, but don’t be mistaken…one hat does not define the species. Similar to a chameleon, a community manager does not change colors or hats to blend in, but as an act of communication. Learn how cultural institutions may employ and develop the skills of a community manager to increase their relevance in under-represented communities.


Cross-functional / cross-organisation teams that are truly agile enjoy rapid, continuous growth, have more satisfied team members, and adapt readily to external fluctuations. Agile practices will enhance more mature business processes and project planning.

In this ‘Museum Lab in a Box’ workshop or embedded consultant / coaching plan, Vargas introduces a CALM approach to agile coaching, demonstrating how work with leaders and teams to develop a project planning environment that is:

  • C – Collaborative - engaging openly and transparently with other staff to plan and develop (internal or external) work product;
  • A – Anticipatory - agile, becoming data-informed (regarding analysis and reporting), and building a feedback loop (as a condition);
  • L – (Collective) Leadership - locating and enabling leaders at all levels whilst developing a shared sense of decision-making and accountability; and
  • M – Mindful - making time and space to reflect on information and decisions.

Before embarking on a coaching plan, we go through a ‘discovery’ process where Vargas observes all physical and digital interactions and behaviours amongst all relevant team / work stream leaders and participating team members. Then, Vargas works with team / work stream leaders to define and develop snackable work-out-loud and learn-by-doing activities that align with strategic objectives for all team members to actively practice agile project management.


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