assignment group design selection and screening

Guide: MoSCoW Method

Author: Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

The MoSCoW Method transcends being just a prioritization tool; it is a strategic approach for navigating the intricate decision-making in project management. This methodology excels by offering a structured framework, facilitating discussions among stakeholders to assess and align on the relative importance of various tasks and features in a project.

Central to MoSCoW is its acronym, denoting four priority categories – Must have, Should have, Could have, and Won’t have. This classification is crucial in managing stakeholder expectations, directing the project team’s focus towards critical elements, and charting a clear course for project advancement.

What is the MoSCoW Method?

The MoSCoW method is used as a prioritization tool, but it is more than just that; it is also a strategic approach to handling complex decision-making processes that you can encounter in project management. This method shines by offering a structured framework for stakeholders to discuss, debate, and ultimately agree on the relative importance of different tasks or features within a project.

The uniqueness of the MoSCoW method is within its acronym, which represents four priority categories. Must have, Should have, Could have, and Won’t have. This structure is key to managing stakeholder expectations and ensuring that a project team focuses on the most crucial elements first, setting a clear path for project progression.

The MoSCoW Categories

In the ‘ Must have ‘ category, you find the key activities that are essential to your project . These are non-negotiable and pivotal for the project’s success. This category often comprises items that, if omitted, would make the project irrelevant or non-compliant with essential criteria like legal standards or core objectives.

Should Have

Moving to the ‘ Should have ‘ category, we encounter important elements that, while not critical to the project’s existence, greatly enhance its value and effectiveness . These are features that stakeholders strongly desire, and their inclusion could significantly enhance the project’s outcome . However, their absence wouldn’t label the project a failure.

The ‘ Could have ‘ category is where you place desirable but less critical elements . These are often enhancements that would be nice to include but aren’t vital to the project’s success . The inclusion of these elements is usually subject to resource availability and project timelines.

The ‘ Won’t have ‘ category is often misunderstood but is crucial for setting realistic boundaries. It includes elements that, although potentially beneficial, are beyond the scope of the current project phase or constraints. This clear demarcation helps manage expectations and focus on what’s achievable within the project’s constraints.

How to Apply the MoSCoW Method: A Step-by-Step Guide

Implementing the MoSCoW Method in a project requires a systematic approach, ensuring that all aspects of the project are considered and aligned with the prioritization framework. Here’s a detailed look into each step of implementing this method:

Step 1: Gather Requirements

The first step in the MoSCoW method requires gathering a list of the tasks , activities, features, or requirements you need to prioritize in your project. For this step, you should engage with all relevant stakeholders , including project sponsors, end-users, and technical teams. This ensures that the requirements reflect a wide range of perspectives and needs.

To help decide the categorize of each task in a later step you should understand the overall goals of the project . You will also need to gain an understanding of technical, business, time, and resource constraints right from the start. This helps in setting realistic expectations for what can be achieved.

Step 2: Categories Each Requirement

The next step is to, as a team with the relevant stakeholders, run a categorization session . Doing this with the stakeholders involved will help to gain buy-in and support for the project as well as a shared understanding of priorities. 

Each requirement’s placement in the MoSCoW categories should be a subject of discussion. Different stakeholders may have varying views on what is a ‘ Must have ‘ or ‘ Should have ‘, and these need to be reconciled.

For each decision, documenting the rationale behind the categorization can be valuable, especially for future reference or when explaining decisions to others not involved in the process.

Step 3: Review and Adjust

You will need to ensure the decisions of the categories are balanced and achievable within the scope once all are allocated. You may find that you still have too many must-haves and should-haves that either some activities need to be downgraded or a consideration to go back to decision-makers and create a case for more resources of time to achieve what is needed.

Step 4: Use as a Guiding Tool

You should continue to use the MoSCoW prioritization to inform decisions throughout the project lifecycle. This helps maintain focus on what’s most important . Prioritization can guide where to allocate resources and effort, especially when under constraints.

Step 5: Update as Necessary

Finally, regularly revisit the MoSCoW categorization , especially after major milestones or significant changes in the project environment. Also, be prepared to adjust the priorities in response to new information, stakeholder feedback, or changes in the external environment.

Implementing the MoSCoW Method is an exercise in strategic planning and adaptive management. It begins with a comprehensive gathering of project requirements, engaging a broad spectrum of stakeholders to ensure a multifaceted view of the project’s needs. The heart of the process lies in the collaborative categorization of these requirements, balancing differing perspectives to establish a shared priority framework.

As the project progresses, this method serves as a dynamic guide, directing resources and decision-making effectively. Regularly revisiting and adjusting these priorities ensures the project stays aligned with evolving objectives and constraints, making MoSCoW an indispensable tool for successful project management.

• Kuhn, J., 2009. Decrypting the MoSCoW analysis.   The workable, practical guide to Do IT Yourself ,  5 .
• Ahmad, K.S., Ahmad, N., Tahir, H. and Khan, S., 2017, July. Fuzzy_MoSCoW: A fuzzy based MoSCoW method for the prioritization of software requirements. In  2017 International Conference on Intelligent Computing, Instrumentation and Control Technologies (ICICICT)  (pp. 433-437). IEEE.

Q: What types of projects is the MoSCoW method best suited for?

A: The MoSCoW method is versatile and can be used for various types of projects, ranging from software development and website redesign to manufacturing and logistics. It’s particularly useful for projects with multiple stakeholders and those that require a clear understanding of task priority.

Q: How often should the MoSCoW list be reviewed and updated?

A: The frequency of reviewing the MoSCoW list depends on the project’s complexity and how often its circumstances change. For fast-paced projects, a weekly or bi-weekly review might be necessary. For more stable projects, a monthly review could suffice.

Q: Can the MoSCoW method be integrated with other project management techniques?

A: Absolutely! The MoSCoW method can be used in conjunction with other project management methodologies like Agile, Scrum, or Lean Six Sigma. It serves as a prioritization tool that can easily be incorporated into other frameworks to make them even more effective.

Q: What should I do if stakeholders disagree on the categorization of tasks?

A: If there’s disagreement on task categorization, it’s useful to have a facilitated discussion to reach a consensus. You can also use a weighted scoring system to quantitatively assess each task’s importance, which can help in making more objective decisions.

Q: Are there any tools or software that can help in applying the MoSCoW method?

A: While the MoSCoW method can be applied using simple tools like whiteboards and Post-It notes, there are also specialized project management software that offer built-in MoSCoW categorization features. These tools can be particularly helpful for larger or more complex projects.

Daniel Croft

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website www.learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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Group Design, Selection, And Screening

You have been tasked to design a counseling group from start to finish. To start this task, select one of the following group types.

• Children of divorce—This is my topic

Now that you have selected a group type you need to consider the other details of your group as well to include :

how new members will be selected.

When determining which new members to add, it is suggested you follow a screening process to ensure they are a good fit for the group.

Create a 12-15-slide presentation about your group that includes the following:

• Why you chose this type of group
• Population serving
• Number of sessions
• Number of participants
• Goals of the counseling group
• Theoretical approach(es) to be used in the group
• A set of screening questions and criteria that you, as the group leader, will use to choose the members of the group.
• Begin with demographic questions (name, age, address, presenting issue, etc.) There should be a minimum of 10 screening questions, not including the demographics questions.

Speaker notes on each slide that would represent what you would say if giving this presentation in person.

• Use a minimum of three scholarly references in addition to the course textbook to support the findings.

Title slide and reference slide are not included in the slide count. Include speaker notes below each content-related slide that represent what would be said if giving the presentation in person. Expand upon the information included in the slide and do not simply restate it.

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World Leaders in Research-Based User Experience

5 prioritization methods in ux roadmapping.

November 14, 2021 2021-11-14

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Prioritizing work into a roadmap can be daunting for UX practitioners. Prioritization methods base these important decisions on objective, relevant criteria instead of subjective opinions.

This article outlines 5 methods for prioritizing work into a UX roadmap :

• Impact–effort matrix 
• Feasibility, desirability, and viability scorecard
• RICE method
• MoSCoW analysis 

These prioritization methods can be used to prioritize a variety of “items,” ranging from research questions, user segments, and features to ideas, and tasks. This article focuses on using these methods within the context of roadmapping—prioritizing problems that need to be solved into a strategic timeline. 

In This Article:

1. impact–effort matrix, 2. feasibility, desirability, and viability scorecard , 3. rice method, 4. moscow analysis, 5. kano model, 1.a. overview.

An impact–effort matrix is a 2D-visual that plots relative user value against implementation complexity. Variations of this matrix are used across various product-development approaches, including Six Sigma, design thinking, and Agile.

The resulting matrix captures the relative effort necessary to implement candidate features and their impact on the users. It can be subdivided into four quadrants: 

• Quick wins include low-effort, high-impact items that are worth pursuing. 
• Big bets include high-effort, high-value items; they should be carefully planned and prototyped, and, if executed, are likely to be differentiators against competitors. 
• Money pit includes low-impact, high-effort items that are not worth the business investment; there are better places to spend time and resources. 
• Fill-ins comprise low-effort, low-impact items that may be easy to implement but may not be worth the effort as their value is minimal. 

A comparative matrix is a malleable tool. While we discuss impact–effort matrices in this article, you can easily replace each axis with other criteria or use multiple matrices to assess more than two criteria. When setting up multiple matrices, set up your axes so that the Quick Wins (or whatever the equivalent best-outcome quadrant is) is positioned in the same spot (for example, always in the bottom left position), in order to easily compare several matrices and identify the items that consistently fall in best-outcome quadrant. 

1.B. Criteria

This prioritization method uses two primary criteria to rank features that are considered for implementation: the impact that the feature will have on the end user and the effort required to implement that feature. 

• Impact is the value the item will bring to the end user. The level of impact an item will have on end users depends on the users’ need, their alternatives, and the severity of the pain point the item solves.
• Effort is the amount of labor and resources required to solve the problem. The more technically complex the item, the higher effort it will require.

1.C. Process

Items are gathered on a whiteboard and their relative scores on the impact and effort dimensions are established through voting. Team members are given colored dots (one color per dimension) to vote for those items that they consider to rate highly on one or both dimensions.  

A general rule of thumb is that the number of votes per person is half the number of items being prioritized. It’s also possible that certain team members vote on a single dimension, according to their expertise — for example, UX professionals may rank impact, while developers may rank implementation effort.

After team members have silently voted on items, the items can be placed collaboratively on an effort–impact matrix (the x-axis represents effort, while the y-axis represents impact) according to the number of impact and effort votes received. 

Once everything is placed onto the chart, discuss the results and compare items, prioritizing those in the quick-wins and big-bets quadrants. Feel free to use the artifact as a platform for negotiation — throughout discussion with the team, it’s okay to collaboratively move items. However, at the end, there should be agreement on the final placement and the artifact should be documented and saved so it can easily be referenced in the future. 

1.D. Best for Quick, Collaborative Prioritization

An impact–effort matrix is best suited for quick, collaborative prioritizations. The method has a few advantages:

• The output is a shared visual that aligns mental models and builds common ground . 
• It is democratic — each person can express their own opinion through a vote.
• It can be done relatively quickly due to its simplicity. 

2.A. Overview

This method was developed by IDEO in the early 2000s. It ranks items based on a sum of individual scores across three criteria: feasibility, desirability, and viability. 

2.B. Criteria  

This prioritization method uses three criteria to rank items (i.e., features to be implemented):

• Feasibility : the degree to which the item can be technically built. Does the skillset and expertise exist to create this solution?
• Desirability : how much users want the item. What unique value proposition does it provide? Is the solution fundamentally needed, or are users otherwise able to accomplish their goals? 
• Viability : if the item is functionally attainable for the business.  Does pursuing the item benefit the business? What are the costs to the business and is the solution sustainable over time? 

2.C. Process

Create a table, with one row for each possible item, and columns for the 3 criteria — feasibility, desirability, and viability. Then, determine a numeric scoring scale for each criterion. In the example above, we used a numeric scale from 1 to 10, with 1 being a low score. 

Next, give each item a score across each criterion. Scoring should be as informed as possible — aim to include team members who have complementary expertise. Once each item is scored across each criterion, calculate its total score and force a rank. Sort the table from highest to lowest total score, then discuss the results with your team. 

2.D. Best for Customized Criteria 

This scorecard format is highly customizable. You can add columns to reflect criteria specific to your organization’s context and goals. You can also replace the criteria with others relevant to you. For example, the NUF Test , created by Dave Gray, uses the same scorecard format, but with New , Useful , Feasible as the criteria set. 

Another common modification is assigning weights to the different criteria — with those that are very important weighing more heavily in the final score. 

3.A. Overview

RICE is a prioritization framework developed by Intercom . It takes into account four factors: reach, impact, confidence, and effort to prioritize which features to implement.

3.B. Criteria  

This RICE method is based on scoring each item on 4 different dimensions:

• Reach : the number of users the item affects within a given time period 
• Impact : the value added to users 
• Confidence : how confident you are in your estimates of the other criteria (for example, highly confident if multiple data sources support your evaluation) 
• Effort : the amount of work necessary to implement the item 

3.C. Process

Using the RICE method is straightforward. Separate scores are assigned for each criterion, then an overall score is calculated. 

• A reach score is often estimated by looking at the number of users per time period (e.g., week, year);  ideally, this number is pulled from digital analytics or frequency metrics . 
• The impact score should reflect how much the item will increase delight or alleviate friction; it is hard to precisely calculate, and, thus, it’s usually assigned a score (for example, through voting, like in the previous methods) often on a scale from .25 (low) to 3 (high).  
• The confidence score is a percentage that represents how much you and your team trust the reach and impact scores.  100% represents high confidence, while 25% represents wild guesses. 
• The effort score is calculated as “person-months” — the amount of time it will take all team members to complete the item. For example, an item is 6 person-months if it would require 3 months of work from a designer and 1 month from 3 separate developers.  

Once you have each of the 4 criterion scores, use the formula to calculate the final score for each item: multiply the reach, impact, and confidence scores and divide the result by the effort score. Then compare, discuss, and reevaluate all the items’ scores with your team.  

3.D. Best for Technical-Oriented Teams

The RICE method works well for organizations that are more technical in nature (for example, when stakeholders are comfortable with equations or spreadsheets). The RICE method also works well when there are many items that need to be prioritized. Consider including peers with diverse domains of expertise in the RICE process and assign them the task of calculating the score for the criterion that relates to their expertise. 

4.A. Overview

MoSCoW analysis is a method for clustering items into four primary groups: Must Have , Should Have , Could Have , and Will Not Have . It was created by Dai Clegg and is used in many Agile frameworks. 

4.B. Criteria

This prioritization approach groups items into four buckets: 

• Must have : items that are vital to the product or project. Think of these as required for anything else to happen. If these items aren’t delivered, there is no point in delivering the solution at all. Without them the product won’t work, a law will be broken, or the project becomes useless. 
• Should have: items that are important to the project or context, but not absolutely mandatory. These items support core functionality (that will be painful to leave out), but the project or product will still work without them. 
• Could haves : items that are not essential, but wanted and nice to have. They have a small impact if left out. 
• Will not have: items that are not needed. They don’t present enough value and can be deprioritized or dropped. 

4.C. Process

MoSCoW analysis can be applied to an entire project (start to finish) or to a project increment (a sprint or specific time horizon). 

Begin by identifying the scope you are prioritizing items for. If your goal is to create a UX roadmap, you’ll usually have to prioritize for the first three time horizons: now (work occurring in the next 2 months), next (work occurring in the next 6 months), and future (work occurring in the next year). 

Compile the items being prioritized and give each team member 3 weighted voting dots, (one dot with a 1 on it, the next with a 2 on it, and so forth). Ask team members to assign their dots to the items they believe most important, with 3 being weighed most heavily.

Add up each item’s score based on the ranked votes (3 = 3 points and so forth). Identify the items with the highest scores and make sure that everybody in the group agrees on their importance. 

As each item is discussed and agreed upon as a Must Have , move it to a new dedicated space. Repeat this process for lower-priority items and assign them to the Should Have, Could Have , and Will Not Have groups based on their scores.

Once you have assigned each item to one of the four groups, establish the resources and bandwidth required for each group, starting with the Must Haves . Keep track of the total bandwidth and resources at your disposal, distributing and allocating your total amount across Must Haves (which should get the most resources), Should Haves (with the second most resources), and finally Could Haves (with few resources).  

There is not a clear threshold for how many items should be in each group. To determine this number, return to the goal of the prioritization activity. For example, if you are prioritizing items in a backlog, there is only time for so many tasks to be achieved in one sprint. In this scenario, all Must Haves should be easily achieved within one sprint; this constraint will limit how many items cannot be placed within this group.  

4.D. Best for Teams with Clear Time Boxes

MoSCoW is a good prioritization method for teams looking for a simplified approach (given the relatively vague prioritization criteria set) and with a clear time box identified for the work. Without a clearly scoped timeline for completing the work,  teams run the risk of overloading the Must Haves (of course, everything will feel like a Must Have if the timeline is the next two years!). 

5.A. Overview

The Kano model was published by Dr. Noriaki Kano in 1984 and is a primary prioritization method in the Six Sigma framework. Items are grouped into four categories according to user satisfaction and functionality and plotted on a 2D graph. 

5.B. Criteria 

This prioritization method uses two primary criterions to rank items: functionality and satisfaction. 

• None (-2) : the solution cannot be implemented
• Some (-1) : the solution can be partly implemented
• Basic (0) : the solution’s primary functions can be implemented, but nothing more 
• Good (1) : the solution can be implemented to an acceptable degree
• Best (2) : the solution can be implemented to its full potential 
• Frustrated (-2) : the solution causes additional hardship for the user
• Dissatisfied (-1) : the solution does not meet users’ expectations
• Neutral (0)  
• Satisfied (1) : the solution meets users’ expectations
• Delighted (2) : the solution exceeds users’ expectations

5.C. Process

Each item is first assigned a satisfaction score and a functionality score. The satisfaction score should be based on user data — for example, on existing user research or on a top-task user survey asking users to rate the importance of each feature; the functionality score can be rooted in the collective expertise of the team.  

These scores are then used to plot items onto a 2D-graph, with the x-axis corresponding to functionality and the y-axis to satisfaction. Each axis goes from -2 to 2. 

Based on their placement on their scores, items fall into one of four categories: 

• The Attractive category (often called Excitement ) are items that are likely to bring a considerable increase in user delight. A characteristic of this category is the disproportionate increase in satisfaction to functionality. Your users may not even notice their absence (because they weren’t expectations in the first place), but with good-enough implementation, user excitement can grow exponentially. The items in the Attractive are those with a satisfaction score of 0 or better. These items appear above the blue Attractive line in the Kano illustration above.
• The Performance category contains items that are utilitarian. Unlike other categories, this group grows proportionately. The more you invest in items within this category, the more customer satisfaction they are likely to prompt. The items in the Performance category have equal satisfaction and performance scores and fall on the green line in the Kano illustration above.  
• The Indifferent category contains items that users feel neutral towards — satisfaction does not significantly increase or decrease with their functionality and is always 0. Regardless of the amount of investment put into these items, users won’t care. These items are all placed on the dark blue Indifference line (which overlaps with the x-axis). 
• The Must-be category are basic items that are expected by users. Users assume these capabilities exist. They are unlikely to make customers more satisfied, but without them, customers will be disproportionately dissatisfied. Items fall into the Must-be category when their satisfaction score is 0 or worse. These are the items in the purple area of the Kano diagram, below the purple Must Be line.

Once items are assigned to groups, make sure that everybody in the team agrees with the assignment. Items with scores of (0,0), (-2,0) and (+2,0) may initially belong to two groups. In these cases, discuss the item and ask yourself if user value will grow proportionately with your team’s investment. If the answer is yes, group the item with Performance . In cases this is false, group the item with Indifferent . 

Move items as needed, then prioritize items into your roadmap. Items in the Performance category should have the highest priority, followed by Must be , Attractive , then Indifferent . 

5.D. Best for Forcing a User-Centric Prioritization 

The Kano model is a good approach for teams who have a hard time prioritizing based on the user — often due to politics or a traditional development-driven culture. The Kano model introduces user research directly into the prioritization process and mandates discussion around user expectations.  

There are many more prioritization methods, aside from the five mentioned in this article. (It’s also easy to imagine variations on these 5.) One method is not better than another. Consider your project’s context, team culture, and success criteria when choosing a prioritization approach. 

Once you find an approach that works, don’t be afraid to iterate — adjust and adapt it to fit to your needs or appeal to your team. Involve others in this process. The best prioritization methods are ones that everyone on your team, including stakeholders, buy into. 

McBride, S. (2018). RICE: Simple prioritization for product managers. Intercom.  https://www.intercom.com/blog/rice-simple-prioritization-for-product-managers/

What is the Kano Model? ProductPlan.  https://www.productplan.com/glossary/kano-model/

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Group Design Selection and Screening Presentation

Group Design, Selection, and Screening (CNL 520 ASSIGNMNT)

You have been tasked to design a counseling group from start to finish. To start this task, select one of the following group types.

Children of divorce

Children of addicts

Adult Survivors of abuse (could be sexual or physical)

Treatment for adults who are addicts Grief recovery

Teens struggling with gender dysphoria (sexual identity)

Teen support group (parents who are addicts) Relationship building (homosexual and heterosexual there does not have to be a division because a group is a group) for nonoffenders Parenting group Now that you have selected a group type you need to consider the other details of your group as well to include how new members will be selected. When determining which new members to add, it is suggested you follow a screening process to ensure they are a good fit for the group. Create a 12-15-slide presentation about your group that includes the following: Group type Why you chose this type of group Population serving Number of sessions Number of participants

Goals of the counseling group

Theoretical approach(es) to be used in the group

A set of screening questions and criteria that you, as the group leader, will use to choose the members of the group. Begin with demographic questions (name, age, address, presenting issue, etc.) There should be a minimum of 10 screening questions, not including the demographics questions. Speaker notes on each slide that would represent what you would say if giving this presentation in person. Use a minimum of three scholarly references in addition to the course textbook to support the findings. Title slide and reference slide are not included in the slide count. Include speaker notes below each content-related slide that represent what would be said if giving the presentation in person. Expand upon the information included in the slide and do not simply restate it. Please ensure the speaker notes include a minimum of 50 words. Prepare this assignment according to the guidelines found in the , located in the . An abstract is not required. This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion. You are required to submit this assignment to LopesWrite. Refer to the LopesWrite Technical Support articles for assistance. This assignment is informed by the following CACREP Standards : 2.F.6.b. Dynamics associated with group process and development. 2.F.6.c. Therapeutic factors and how they contribute to group effectiveness. 2.F.6.d. Characteristics and functions of effective group leaders .

2.F.6.e. Approaches to group formation, including recruiting, screening, and selecting members.

2.F.6.f. Types of groups and other considerations that affect conducting groups in varied settings

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Group Design, Selection, and Screening

User Generated

dhrraorr2412

idaho state

Description

You have been tasked to design a counseling group from start to finish. To start this task, select one of the following group t

• Children of divorce
• Children of addicts
• Adult Survivors of abuse (could be sexual or physical)
• Treatment for adults who are addicts
• Grief recovery
• Teens struggling with gender dysphoria (sexual identity)
• Teen support group (parents who are addicts)
• Relationship building (homosexual and heterosexual – there does not have to be a division because a group is a group)
• Domestic violence group for nonoffenders
• Parenting group

Now that you have selected a group type, you need to consider the other details of your group as well to include how new members will be selected. When determining which new members to add, it is suggested you follow a screening process to ensure they are a good fit for the group.

Create a 12-15-slide presentation about your group that includes the following:

• Why you chose this type of group
• Population serving including cultural considerations
• Number of sessions
• Number of participants
• Goals of the counseling group
• Theoretical approach(es) to be used in the group and ethical considerations
• A set of screening questions that you, as the group leader, will use to choose the members of the group. Begin with demographic questions (name, age, address, presenting issue, etc.) There should be a minimum of 10 screening questions, not including the demographics questions.
• Speaker notes on each slide that would represent what you would say if giving this presentation in person.
• Use a minimum of three scholarly references in addition to the course textbook to support the findings.

Title slide and reference slide are not included in the slide count. Please ensure the speaker notes are thorough and include 50-75 words for each content-related slide.

Refer to the resource, "Creating Effective PowerPoint Presentations," located in the Student Success Center, for additional guidance on completing this assignment in the appropriate style.

Prepare this assignment according to the guidelines found in the APA Style Guidelines.

Explanation & Answer

View attached explanation and answer. Let me know if you have any questions. Group Design, Selection and Screening Student Name Tutor Name Institutional Affiliation Course Date Group Type  Counseling involves identifying a target group with a specific issue that needs to be addressed.  The target group undergoes various scrutinizes to show they qualify for counseling.  The counseling group designed in this presentation is teens with gender dysphoria.  Gender dysphoria is the state of unease due to a mismatch between one’s sexual biology and sexual identity. Reason for Choosing the Type of Group  One of the reasons is that gender dysphoria is a common issue that teens struggle with.  The other reason is that gender dysphoria is being disregarded.  In this case, the effects caused by gender dysphoria are anxiety, self-harm, and depression,.  As a result, the affected teenagers fail to give enough concentration in their studies. Reason for Choosing the Type of Group  Gender dysphoria affects social life due to stigma and discrimination.  Gender dysphoria is not an illness but may lead to mental health issues when not addressed.  Teenagers should be aware of gender dysphoria because some may be experiencing it without their knowledge.  Once the gender dysphoria is addressed, the affected teenagers will resume b...

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• 110 Baker St. Moscow, ID 83843
• 208.882.1226

A Classical & Christ-Centered Education

Secondary Curriculum

The secondary school is divided into two stages… grades 7-8 (the Logic Stage) and grades 9-12 (the Rhetoric Stage).

In grades 7-8, the students take the mastered information from the Grammar Stage and bring it into ordered relationships. Students begin to apply logic, assessing the validity of arguments and learning to view information critically with more discerning minds.

In grades 9-12, students learn to articulate eloquently and persuasively, and to use the tools of knowledge and understanding acquired in the earlier stages. This is the point at which the strength of a classical education is made fully visible.

Click here for an overview of the Logos School secondary curriculum.

Click for our 2-page School Profile

The Knight’s Creed and Commitment

Class Schedules

Spring 2024 Finals Schedule    7th-12th grades only.

24-25 Fall Class Schedule    7th-12th grades only.

Senior Course Options: 

By the time students reach their senior year in high school, they have usually developed interests in specific areas. Therefore, they will be given the opportunity to pursue those areas through the following senior course options. These options are designed to allow students the opportunity to learn one or two subjects well. As Dorothy Sayers says, “Whatever is mere apparatus may now be allowed to fall into the background, while the trained mind is gradually prepared for specialization in the “subjects” which, when the Trivium is completed, it should be perfectly well equipped to tackle on its own.” (from The Lost Tools of Learning) These options should aid the transition from the completion of the Trivium to the more specialized study that is a part of a college or university education.

Option 1: College or Online Class

This is a 1 credit option in which a student enrolls in a college or online class. Approved subjects include math, science, theology, humanities, and fine arts. The class must be taken for credit and the student must submit a transcript to receive credit toward Logos graduation. Areas of study that do not qualify are recreational classes and/or self-guided courses with little accountability.

Option 2: Internship

The internship is a 1/2 credit option intended to provide seniors with the opportunity to study a career. Students must work a minimum of 2 hours per week on their internship. A variety of internships have been approved in the past (interning with an elementary or secondary Logos teacher, riding along with police officers, observing at a local vet clinic, etc.). Students are not allowed to be paid for the time they spend as an intern. Parents are responsible to provide oversight and any necessary supervision or screening (background checks, etc.) for this experience.

Procedures for Both Options

1. At least two weeks before the beginning of each semester, students must submit a written proposal to the principal, via email. Late proposals will not be considered. Proposals must describe the following:

a. the main purpose of and goals for the program

b. the work that the student will be doing weekly to achieve these goals (include the website link for online classes)

c. the number of hours per week that the student will be participating in the program

2. Students have two days to resubmit proposals that have been denied.

Guidelines for Both Options

1. Credit will not be granted for work completed before a proposal is approved.

2. Students will receive a grade of E, S, or U at the end of each quarter and semester.

3. Failure to make satisfactory progress in the first semester will disqualify the student from participating in these programs during the second semester.

4. Students may only request approval for one semester at a time.

Dialectic Speech Meet

The following is information for the Dialectic Speech Meet for the 7 th -9 th grade students. Most of the work and grading is done during English class. For the final meet onwards, the students will perform their pieces with students from other classes in the same category. That afternoon during 7 th period there will be an assembly to hear the top performances from each category.

• Mid-December – information goes home
• Mid-January – Selections are due
• Toward the end of January – Piece is presented for a grade
• Beginning of February – Speech Meet

Dialectic Speech Meet Guidelines Dialectic Speech Meet Judge’s Form Dialectic Speech Meet Selection Ideas

Rhetoric Speech Meet

The following is information for the upcoming Rhetoric Speech Meet for the 10 th -12 th grade students. Please note a few differences between the Dialectic Speech Meet of the 7 th -9 th graders and the Rhetoric Speech Meet:

• Poetry must be through the Poetry Out Loud program.
• Readers Theater and the Original Oratory categories are allowed.
• Children’s books and plays are allowed as sources for material.
• There is no memory check. Pieces will be presented once in class for a grade, and once at the meet for a test grade.
• Mid-September – Information goes home.
• Beginning of October – Selections are due.
• Mid-October – The piece is presented for a memory grade.
• Beginning of November– Speech Meet

Guidelines Judging Form Selection Ideas