Deciding what to build

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This approach connects product strategy to business strategy, customer value, and risk. It provides the structure for feedback and rapid reassessment of the product road map (backlog). the presentation then demonstrates how to reduce the miscommunication, over analysis, over design, and over engineering that leads to scope creep and misalignment between the desired solution and what is actually delivered.

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  • There is an arrow in this logo. Do you see it?
  • Now you see it. And you will always see it. You will always look at this differently, now that you see it.
  • Working with PMI Agile CoP Helping to explain the body of experience forBalancing Agile and predictive methods
  • Deciding what to build

    1. 1. Deciding “What” to Build<br />
    2. 2. The Agile EnterpriseStrategically Aligned, Throughput Focused, Human Powered<br />“Dennis Stevens helped us develop a structured approach that connected customer value to execution. He helped us deliver over $200 million in value to our customers.” <br />-- Ric Merrifield, Microsoft Corporation<br /><ul><li>PMI Agile LIG
    3. 3. PMI Agile CoP
    4. 4. New PMI Agile offering Feb 24</li></ul>“Dennis Stevens helped us align business analysis, architecture, development, QA, support and implementation. He was an advocate for the success of our business" <br />-- Rob Andes, CTO, John Deere<br />Connecting the Strategy and ExecutionHBR: The Next Revolution in Productivity<br />Agile in the Enterprise<br />Core Team Member<br />“In a time growth and change, Dennis Stevens helped us identify and develop the capabilities needed to deliver technology that was critical to our success." <br />-- Mike Rouse, COO, Security First Network Bank<br />Exploiting Agile Development<br />Cutter: Rethinking the Agile Enterprise<br />Agile Business Analysis<br />Agile Extension to the BABOK<br />
    5. 5. Do you see it?<br />
    6. 6. Now you see it!<br />
    7. 7. The “How” TrapA human condition<br />The Fosbury Flop<br />Sending a fax isn’t ever “what” someone is doing<br />
    8. 8. With a How FocusEffort Expands Faster then Value<br />#1. Undifferentiated Scope<br />#2. Over analyze and over design<br />#3. Delivery is over engineered<br />
    9. 9. #1 Undifferentiated Scope<br />
    10. 10. What is Business Value?<br />Increase or protect revenue, decrease or prevent costs, increase service, maintain compliance or prepare for the future in alignment with the business strategy<br />
    11. 11. Business Value Goal Model Example<br />Tire Manufacturer<br />Survive by re-establishing credibility<br />Business Value Goal<br />Fix the tires<br />Settle lawsuits<br />Address morale<br />Repair distributor relationships<br />Improve PR<br />Focusing Objectives<br />Revenue<br />Customer Satisfaction<br />Market share<br />Production levels<br />Expenses<br />Standard Objectives<br />
    12. 12. What is Customer Value?<br />What the customer perceives as important and is willing to pay for.<br />
    13. 13. Customer Value Map Example<br />high<br />Starbucks<br />Emphasis<br />low<br />quality<br />speed<br />convenience<br />fashion<br />selection<br />ambiance<br />price<br />location<br />serviceexpertise<br />factors of customer experience<br />Explicit performance gap<br />We are here<br />
    14. 14. Describe the product as a set of outcomes – or capabilities.<br />Jump Over Bar<br />Notify Customer<br />Verb - Noun<br />
    15. 15. Explicit Performance Gaps<br />Business Value<br />Customer Value<br />AnotherOutcome<br />Risk<br />Risk<br />Business Risk<br />Technology Risk<br />Organizational Risk<br />Market Risk<br />KEY<br />Low Performing<br />Medium Performing<br />High Performing<br />High Value<br />Medium Value<br />Low Value<br />High Risk<br />Moderate Risk<br />Low Risk<br />
    16. 16. Have a road map<br />
    17. 17. Specific Initiative To Achieve a Specific Outcome<br />At the end of the effort – that outcome should be recognizable<br />AnotherOutcome<br />KEY<br />High Value<br />Medium Value<br />Low Value<br />Low Performing<br />Medium Performing<br />High Performing<br />High Risk<br />Moderate Risk<br />Low Risk<br />
    18. 18. When the performance goal is achieved<br />We don’t need to invest here anymore<br />AnotherOutcome<br />KEY<br />High Value<br />Medium Value<br />Low Value<br />Low Performing<br />Medium Performing<br />High Performing<br />High Risk<br />Moderate Risk<br />Low Risk<br />
    19. 19. Revisit the road map frequently<br />If the outcome isn’t realized – either your understanding of the model is wrong – or you didn’t do a good job with the initiative<br />When lost it the forest, if the map doesn’t agree with the terrain, in all cases believe the terrain<br />
    20. 20. #1 Undifferentiated Scope<br />Tips<br />Articulate business value<br />Articulate customer value<br />Make value explicit<br />Have a road map<br />Revisit the road map frequently<br />
    21. 21. #2 Over Analyze and Over Design<br />
    22. 22. Start with the simplest thing that might possibly work<br />
    23. 23. Reduce risk early – focus on next highest increment of value<br />Trim the tail<br />2,500<br />Value<br />Knowledge Growing (risk reduction)<br />2,000<br />1,500<br />$ in k<br />1,000<br />500<br />Value<br />Cost<br />
    24. 24. Reduce risk early – focus on next highest increment of value<br />Discovery<br />An increment whose purpose is to prove a technology or gather feedback. May be a technology proof or a prototype.<br />Prove it before investing more then needed<br />
    25. 25. Reduce risk early – focus on next highest increment of value<br />Goat Path<br />A story that defines the absolute minimum required to walk a happy path of an activity from one end to the other. Can include supporting technical stories.<br />When we need rapid feedback to address business risk<br />
    26. 26. Reduce risk early – focus on next highest increment of value<br />Gravel Road<br />A story that is robust enough to cover multiple options and paths but whose implementation can be broken by extraordinary uses.<br />Paved Road<br />A story that is solid and can withstand high capacity and resilient to frequent use.<br />Super Highway<br />A story with lots of bells and whistles that is tightly integrated into other uses, intuitive and robustly functional.<br />Allows trimming the tail<br />Do we always need the Super Highway?<br />
    27. 27. #2 Over analyze and over design<br />Tips<br />Start with the simplest thing that might possibly work<br />Reduce risk early with as little investment as possible<br />Be focused on a small specific objectives<br />
    28. 28. Over Engineered<br />
    29. 29. #3 Over Engineered<br />Until something is delivered it is all untested assumptions<br />Strategic decisions become concrete at the implementation level – make sure delivery is focused on value<br />
    30. 30. #3 Over Engineered<br />The runway is more important than the road map<br />Make sure the right context (architecture, value, schedule, costs) exists for delivery<br />Make work ready so the next most important thing can be worked on<br />
    31. 31. #3. Solutions are over engineered<br />Tips<br />Establish context and deliver early and frequently<br />Make work ready so the next most important thing can be worked on<br />
    32. 32. Tips<br />#1. Undifferentiated Scope<br />Articulate business value<br />Articulate customer value<br />Make value explicit<br />Have a road-map and test your assumptions<br />#2. Over analyze and over design<br />Start with the simplest thing that might possibly work<br />Reduce risk early with as little investment as possible<br />Be focused on a small specific objectives<br />#3. Solutions are over engineered<br />Establish context and deliver early and frequently<br />Make work ready so the next most important thing can be worked on<br />
    33. 33. Questions<br />Dennis Stevens<br />President, Synaptus<br />Enabling the Agile Enterprise<br />@dennisstevens<br />www.synaptus.com<br />www.dennisstevens.com<br />
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