Feeding the Agile Beast<br />Using Capabilities Analysis to Prioritize based on Business Value, Risk and Ability to Execut...
What’s up?<br />Massive Computing Power<br />Ubiquitous Network<br />Improved Development Methods<br />Service Oriented Ar...
What’s up?<br />CombinedChanges<br />Value Creation<br />Effectiveness<br />We expect to realize dramatic results<br />
But Businesses …Still Don’t Realize the Value<br /><ul><li>Half the projects delivered don’t meet stakeholder expectations...
CRM fails to deliver the expected ROI 75% of the time (CIO Magazine)
50% of ERP fail, 25% delivered reduced performance, 54% delivered take more than two years (Forrester Research)</li></li><...
Building in the wrong order results in…<br />Increased Risk: Very expensive<br />Rework: Very expensive in cost $ and time...
Part of the Answer<br />Allocate based on<br />Business Value<br />Risk<br />and, Ability to Execute<br />In a way that su...
The How Trap<br />
Do you see it?<br />
Now you see it!<br />
Process is not the right way to look at the problem<br />Process is “how”, it is the implementation of “what”<br />Process...
Easy, and very high impactIdentify the Capabilities<br />Seeing that faxing is not a requirement does three things<br />Tr...
Easy, and very high impactPrioritize Capabilities<br />Should I invest in Create Quote?<br />Where should I focus to drive...
Business Value<br />Is it this capability directly aligned with delivering the product strategy?<br />Focusing Objectives<...
Risk<br /><ul><li>Is there technical risk associated with this capability (vendor stability, new technology)?
Is there a compliance requirement or other business risk associated with this capability?
Does changing this capability introduce a lot of dependent changes or risk?
Is there a high cost of delay or market risk with this capability ?</li></ul>Generate Leads<br />
Ability to Execute<br />Do we have the clarity on what we need to build?<br />Do we have the skills to build this availabl...
Upcoming SlideShare
Loading in …5
×

Feeding The Agile Beast

5,468 views

Published on

Using Capability Analysis to Prioritize based on Business Value, Risk, and Ability to Execute

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
5,468
On SlideShare
0
From Embeds
0
Number of Embeds
3,700
Actions
Shares
0
Downloads
0
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide
  • 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.
  • Feeding The Agile Beast

    1. 1. Feeding the Agile Beast<br />Using Capabilities Analysis to Prioritize based on Business Value, Risk and Ability to Execute<br />
    2. 2. What’s up?<br />Massive Computing Power<br />Ubiquitous Network<br />Improved Development Methods<br />Service Oriented Architecture & SaaS<br />
    3. 3. What’s up?<br />CombinedChanges<br />Value Creation<br />Effectiveness<br />We expect to realize dramatic results<br />
    4. 4. But Businesses …Still Don’t Realize the Value<br /><ul><li>Half the projects delivered don’t meet stakeholder expectations (Standish)
    5. 5. CRM fails to deliver the expected ROI 75% of the time (CIO Magazine)
    6. 6. 50% of ERP fail, 25% delivered reduced performance, 54% delivered take more than two years (Forrester Research)</li></li></ul><li>Alistair Cockburn talked about this<br />Agile works-we know how to do small team development<br />But what if the team is building the wrong things or building to much<br />
    7. 7. Building in the wrong order results in…<br />Increased Risk: Very expensive<br />Rework: Very expensive in cost $ and time<br />Delay: Very expensive in customer happiness, trust, and rev $<br />Missing Important Stuff: very expensive in customer happiness, opportunity cost<br />Redundant Effort: Expensive, difficult to maintain<br />Over-Engineering/Design (YAGNI): Expensive, slow<br />Lack of Testability: Expensive, quality<br />
    8. 8. Part of the Answer<br />Allocate based on<br />Business Value<br />Risk<br />and, Ability to Execute<br />In a way that supports communicating the purpose of the work effectively through development<br />Why is this hard?<br />
    9. 9. The How Trap<br />
    10. 10. Do you see it?<br />
    11. 11. Now you see it!<br />
    12. 12. Process is not the right way to look at the problem<br />Process is “how”, it is the implementation of “what”<br />Process tends to be subjective, which is good at the right time<br />Process doesn’t promote innovation<br />Send a Fax<br />
    13. 13. Easy, and very high impactIdentify the Capabilities<br />Seeing that faxing is not a requirement does three things<br />Transforms the conversation about the outcome<br />It provides a framework to talk about value, performance, and risk<br />The technique can be used to drive more detailed clarity<br />Create Quote<br />Create Quote<br />Create<br />Certificate<br />Draft<br />Quote<br />Receive <br />Request<br />Create<br />Certificate<br />Draft<br />Quote<br />Receive <br />Request<br />Comm.<br />Quote<br />Create<br />Agreement<br />Interface<br />Comm.<br />Quote<br />Create<br />Agreement<br />Send<br />Agreement<br />Send<br />Agreement<br />
    14. 14. Easy, and very high impactPrioritize Capabilities<br />Should I invest in Create Quote?<br />Where should I focus to drive Business Value and Reduce Risk?<br />Business Capability Heat Map<br />Generate Leads<br />Create Quote<br />Create<br />Certificate<br />Draft<br />Quote<br />Receive <br />Request<br />KEY<br />Comm.<br />Quote<br />Create<br />Agreement<br />Send<br />Agreement<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 />
    15. 15. Business Value<br />Is it this capability directly aligned with delivering the product strategy?<br />Focusing Objectives<br />Blitz QFD<br />The Business Value Game<br />Real Options<br />Is this capability key to the companies brand?<br />Generate Leads<br />
    16. 16. Risk<br /><ul><li>Is there technical risk associated with this capability (vendor stability, new technology)?
    17. 17. Is there a compliance requirement or other business risk associated with this capability?
    18. 18. Does changing this capability introduce a lot of dependent changes or risk?
    19. 19. Is there a high cost of delay or market risk with this capability ?</li></ul>Generate Leads<br />
    20. 20. Ability to Execute<br />Do we have the clarity on what we need to build?<br />Do we have the skills to build this available?<br />Generate Leads<br />
    21. 21. Heat Map<br />Business Value Here<br />Risk Here<br />
    22. 22. Summary<br />We have a way to discuss business value, performance, and risk<br />We can retain insight and decision information and set context for everyone<br />We can prioritize up and down and across all stakeholders<br />When the strategy changes, the model is low friction to update<br />
    23. 23. Capability Analysis a proven method<br />Original work documenting a process and techniques …<br />10 years – over 300 applications - $200 million saved<br />
    24. 24. Questions<br />Reach out to Dennis Stevens<br />http://www.dennisstevens.com<br />dennis@dennisstevens.com<br />We also offer<br />Enterprise Agile Coaching<br />Agile Project Management<br />Cost Cutting and Innovation<br />

    ×