The ground has shifted under the feet of the entire sector. Teams are suddenly having to function with much less. Colleagues that were once pivotal to programme delivery are no longer there. It is heartbreaking and the impact is devastating.
We have been reflecting on how agile approaches can support the sector through this challenging period. We have selected 3 frameworks that we think could be helpful in supporting smaller teams to overcome the overwhelm and maintain momentum with their programming.
Task Prioritisation: Criticality vs. Feasibility Matrix
When your roadmap no longer matches your capacity, prioritising can feel impossible. This framework helps you focus on what truly matters - by weighing Mission Criticality against Operational Feasibility.
Here’s how to use it:
- Start by listing all current tasks (on post-its, digital or paper).
- Break down big, overwhelming tasks into smaller, doable pieces.Create a 2x2 quadrant: Criticality (Y-axis) vs. Feasibility (X-axis).
- Place each task on the grid. The top-right corner (high impact, easy to deliver) is your starting point.
Use the rest of the grid to reality-check your plan:
- Too much in the top-right? You might be overestimating what’s possible.
- Too much in the top-left? Break things down further.
- Everything low impact? Revisit your goals.
Once you’ve mapped your tasks, draw a circle around the ones you’ll focus on first - and get going. It’s not about doing everything. It’s about doing what matters, with what you’ve got.
View the Criticality vs Feasibility Matrix on Figjam here
Reduced resourcing: T-Shaped Skills Mapping
In leaner teams, we need to stretch - without snapping. The T-shaped model helps us do just that: combining deep expertise (the vertical bar) with broad, adjacent skills (the horizontal bar) to fill new gaps and share the load.
This works best as a team exercise - not to assign more work, but to uncover hidden strengths and invite curiosity.
Here’s how:
- Build a shared inventory of the skills your team needs.
- Ask team members to self-assess both fluency (from unaware to leading) and interest (from not interested to passionate).
- Use the results to create each person’s T-shape:
- Core skills go in the vertical.
- Three adjacent skills they already have go on one side of the horizontal.
- Three they want to grow into go on the other.
Then, work together to plan how those new skills can be used and developed in real projects. The goal isn’t to do more alone - it’s to do smarter, together.
View the T-Shaped Skills Mapping on Figjam here
Sticking together: Regular Retrospectives.
When teams are stretched thin, taking time to pause and reflect can feel like a luxury. But regular retrospectives are essential for keeping momentum, morale, and quality on track - especially when everything else is shifting.
At Here I Am, we tailor retrospectives to fit the moment. If energy is low, focus on team morale. If you’ve hit blockers, use the time to unpack and problem-solve. One format we love for sustaining momentum is the Progress Pulse Retrospective.
Set up a shared board with four quadrants:
- Where did we make progress? Celebrate every win - big or small.
- Where did we stall? Dig into delays or blockers with curiosity, not blame.
- How are we tracking against our goals? Make sure your goals are visible and measurable.
- What’s next to keep things moving? Identify practical steps to build (or rebuild) momentum.
Give everyone 3–5 minutes to jot thoughts down, then take 5–10 minutes per section to discuss. Retros aren’t just a ritual - they’re a moment to reconnect, refocus, and remind each other: we’re still in this together.
View the Project Retrospective on Figjam here
Can we help?
If you are a local organisation that has been affected by the funding cuts, we would love to give you a free session to support you to adopt these frameworks to help you to maintain your momentum.