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Decision Making Techniques
for Not for Profits
Kent J. McDonald
@beyondreqs
Some Context
What is business value?
I’ll know it
when I see
it
Justice Potter Stewart, concurring opinion in Jacobellis v. Ohio 378 U....
Business Value in the For Profit World
Increase Revenue
Protect Revenue
Reduce Costs
In Alignment with Strategy
Business Value in Not for Profits
And in for profits, really…
Why do we want to know
Business Value?
To make decisions!
Decision Making Techniques
Real Options
Purpose
Based
Alignment
Decision
Filters
Decision Filters
 Simple rules to guide
decision making
 Disperse throughout
the organization
Used for (among others)
 ...
Decision Filters can come from Goals
Increase funds available for
T1D research by $2.5
Million by the end of FY
2014
Will ...
JDRF’s Research Decision Filters
Will this help cure type 1 diabetes
and remove the disease from the
lives of our loved on...
How do you use Decision Filters?
Will this efficiently contribute
to efforts to raise funds for
research for a cure for T1...
Decision Filters on Projects
Project Decision Filter:
Will this help us run a
community based
submission process?
Release ...
What are your Decision Filters?
Purpose Based Alignment Model
Purpose Based Alignment Model
Innovate,
Create
Achieve and
maintain parity,
Mimic, Simplify
Do we take this
on?
Minimize/E...
Applied to a Non Profit
Efficiency
Donor Centric
Network
Youth Ambassador
Tax Deduction
Walk
Gala
Bike Ride
Support Group
...
Purpose and Decision Filters
Will this efficiently contribute to
efforts to raise funds for research
for a cure for T1D in...
Order new
pages by
2pm and get
them tomorrow!
The Billboard Test
Student Information System
Yes, it has been abbreviated to “SIS”
SIS “Requirements”
In search of a "Student Information System" that
will be used to manage student and parent
data, enable...
How to Approach “SIS”?
15:1 Student Teacher
Ratio
“Personalized” lesson
plans
Music Education w/
DSM Symphony
OTM
Athletic...
What do you think?
Requirements:
 Student/Parent
Directory
 Staff Directory
 Calendar
 Online Enrollment
 Parent/Clas...
Things to consider
 Parity is mission critical.
 Purpose is not priority.
 Differentiating changes
over time.
 Distrib...
Real Options
In a nutshell…
Option vs. Commitment
When do you decide?
27
Bringing it back to Earth…
Real Options in ResearchNearTermMidTermLongTerm
Complications
Diabetic Eye Disease
Predictive Diagnostics
Artificial Pancr...
http://commitment-thebook.com/
Great, very readable
resource about real
options
If you remember nothing else…
 Identify & share
decision filters
 Don’t treat parity
activities as if they
were differen...
Questions?
Kent McDonald
kentjmcdonald@gmail.com
@BeyondReqs
www.beyondrequirements.com
Slides available from:
www.slidesh...
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Decision Making Techniques for Not for Profits

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Agile approaches emphasize delivering business value to stakeholders. The concept of business value is a difficult concept to get your arms around, doubly so if you are working in a Not for Profit.

One way to address the problem is to see the idea of business value for what it is – an aid for making decisions. In this talk Kent McDonald describes three simple techniques that you can use to make decisions in your Not For Profit.

Kent describes how to apply the idea of business value to not for profits and shows how you can use three techniques – Real Options, Decision Filters, and Purpose Based Alignment to make decisions in any kind of organization, even Not for Profits.

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  • Agile approaches emphasize delivering business value to stakeholders. The concept of business value is a difficult concept to get your arms around, doubly so if you are working in a Not for Profit.One way to address the problem is to see the idea of business value for what it is – an aid for making decisions. In this talk Kent McDonald describes three simple techniques that you can use to make decisions in your Not For Profit.Kent describes how to apply the idea of business value to not for profits and shows how you can use three techniques – Real Options, Decision Filters, and Purpose Based Alignment to make decisions in any kind of organization, even Not for Profits.
  • I shall not today attempt further to define the kinds of material I understand to be embraced within that shorthand description ["hard-core pornography"]; and perhaps I could never succeed in intelligibly doing so. But I know it when I see it, and the motion picture involved in this case is not that. [Emphasis added.] ”   — Justice Potter Stewart, concurring opinion in Jacobellis v. Ohio378 U.S. 184 (1964), regarding possible obscenity in The Lovers.http://en.wikipedia.org/wiki/I_know_it_when_I_see_it
  • I had the option at staying at this hotel last night. The hotel had the commitment to provide me a room.I always pay a little bit more for the ability to cancel my reservation, usually up until 6 the night of the reservation instead of buying the lower, nonrefundable rate up front.
  • Image source: http://www.flickr.com/photos/msh-images/2057924535/sizes/l/A case where the time to decide was quite clear occurred on the flight of Friendship 7, John Glenn’s Mercury flight in February of 1962. The flight was planned for three orbits. At the end of the first orbit, Mission Control was just about to patch John F. Kennedy through to John Glenn when Mission Control received a “Segment 51” warning and John Glenn began having altitude control problems. Mission Control told the President that they were a little busy at the moment and would have to call him back. The team then turned to figuring out what Segment 51 indicated.Segment 51 is meant to indicate that the landing bag had deployed. The landing bag is a rubber bag that inflated on the Mercury capsule following reentry which prevented the capsule from sinking when it landed in the ocean for recovery. The landing bag was situated behind the heat shield which is what protected the Mercury capsule from the intense heat of reentry. If the landing bag had truly deployed, that also meant that the heat shield had been pried loose from the capsule, which was not a good thing for John Glenn. Basically it meant that if they were to believe what the data was telling them, the Mercury Capsule could burn up during reentry.Mission Control immediately began reviewing their options. As it turned out, the Mercury Capsule had a retropack strapped on to the bottom of the capsule that fired three rockets to slow the capsule into a reentry velocity and then was jettisoned before the capsule entered the atmosphere. The retropack was attached to the capsule by three metal straps and if left on would theoretically hold the heat shield on during the crucial point of reentry. But Mission Control was not sure if the retropack burning up would also cause damage to the heat shield. They also weren’t sure whether the Segment 51 alert was actually valid. Some on the team thought the issue was actually an electrical issue, basically a false alarm.With two orbits left, Mission Control began a series of activities at once. Some controllers began working to determine tests that they could perform to determine whether the indicator was an electrical issue or if the heat shield had actually dislodged. Others started working trying to figure out what would happen if the retropack stayed attached to the capsule, and still others were figuring out how the reentry procedures needed to change if in fact they decided to leave the retropack on. All the while, no decisions had been made whether to leave the retropack on, Mission Control in fact had two more orbits to figure that out, and they were using every bit of that time to explore their options, and gather their information to help make their decision.Chris Kraft, the flight director for the mission was convinced that the problem was an electrical issue, and stalled making the decision to leave the retropack on until the last moment so that he could have as much information as possible:“Kraft was still holding out until the last moment, so that he had a complete understanding of the final instructions before he radioed up to John Glenn. The mission was turning into a horse race. Kraft wanted answers from one final test to be performed over Hawaii before he turned the discussion to the entry procedure modifications.” Failure is Not an Option p.74Finally after hearing that the retropack rockets fired and were not a risk to explode during reentry, Walter Williams, the Operations Director and Kraft’s boss made the decision to leave the retropack on at the point in time where Mission Control and John Glenn had enough time to alter the reentry procedure to not jettison the retropack.When Glenn reentered the atmosphere, the retropack burned up, followed by the heat shield sufficiently protecting Glenn from the heat of reentry. After Glenn landed and analysis was done on the recovered capture, it was determined that the Segment 51 reading was invalid.
  • By driving investment across the pipeline, we see a cascade of progress that will unfold over the next 20 years or so. With JDRF funding, these research programs are translating our mission of less until none in to tangible therapies and advancements including:Progressive elimination of blood glucose testing and automation of insulin delivery through a series of artificial pancreas systems, beginning today with systems that prevent hypoglycemia and continuing on to a multihormone, fully closed-loop systemAbility to identify those most at risk for developing complications of T1D and therefore most in need of early screening and aggressive treatmentSecondary prevention therapies that slow or halt the progression of T1D before insulin dependence in those who are in earlier stages of the autoimmune attackAn implantable, islet cell replacement therapy that restores insulin independence through the use of a permeable barrier to protect the islets and that eliminates the need for immune suppression, allowing the new cells to produce insulin as neededGlucose responsive insulin that supports a single shot of insulin per day/week, working in the body only as neededPrimary prevention through universal childhood immunization that eliminates the possibility of developing T1DRegenerating the body’s own islets while preventing the re-attack of the immune system, thus restoring the body to normal glucose controlThis is view of the future…and some if this is happening now.
  • Transcript of "Decision Making Techniques for Not for Profits"

    1. 1. Decision Making Techniques for Not for Profits Kent J. McDonald @beyondreqs
    2. 2. Some Context
    3. 3. What is business value? I’ll know it when I see it Justice Potter Stewart, concurring opinion in Jacobellis v. Ohio 378 U.S. 184 (1964), regarding possible obscenity in The Lovers.
    4. 4. Business Value in the For Profit World Increase Revenue Protect Revenue Reduce Costs In Alignment with Strategy
    5. 5. Business Value in Not for Profits And in for profits, really…
    6. 6. Why do we want to know Business Value? To make decisions!
    7. 7. Decision Making Techniques Real Options Purpose Based Alignment Decision Filters
    8. 8. Decision Filters  Simple rules to guide decision making  Disperse throughout the organization Used for (among others)  Strategy alignment  Project Scoping  Release Scoping  Iteration Planning
    9. 9. Decision Filters can come from Goals Increase funds available for T1D research by $2.5 Million by the end of FY 2014 Will this efficiently contribute to efforts to raise funds for research for a cure for T1D in a donor centric manner?
    10. 10. JDRF’s Research Decision Filters Will this help cure type 1 diabetes and remove the disease from the lives of our loved ones? Will this help treat type 1 diabetes allowing people to live better, healthier lives? Will this help prevent type 1 diabetes from occurring in those most susceptible? http://jdrf.org/research/
    11. 11. How do you use Decision Filters? Will this efficiently contribute to efforts to raise funds for research for a cure for T1D in a donor centric manner?
    12. 12. Decision Filters on Projects Project Decision Filter: Will this help us run a community based submission process? Release Decision Filter: Is this needed to submit a session proposal or to review a session proposal?
    13. 13. What are your Decision Filters?
    14. 14. Purpose Based Alignment Model
    15. 15. Purpose Based Alignment Model Innovate, Create Achieve and maintain parity, Mimic, Simplify Do we take this on? Minimize/Elimin ate
    16. 16. Applied to a Non Profit Efficiency Donor Centric Network Youth Ambassador Tax Deduction Walk Gala Bike Ride Support Group Patients for Trials Resource Network Referral Network Bag of Hope Advocacy
    17. 17. Purpose and Decision Filters Will this efficiently contribute to efforts to raise funds for research for a cure for T1D in a donor centric manner? Efficiency Donor Centric
    18. 18. Order new pages by 2pm and get them tomorrow! The Billboard Test
    19. 19. Student Information System Yes, it has been abbreviated to “SIS”
    20. 20. SIS “Requirements” In search of a "Student Information System" that will be used to manage student and parent data, enable interactive communication between teachers and parents, as well as online enrollments. Requirements:  Student/Parent Directory  Staff Directory  Calendar  Online Enrollment  Parent/Classroom Portal
    21. 21. How to Approach “SIS”? 15:1 Student Teacher Ratio “Personalized” lesson plans Music Education w/ DSM Symphony OTM Athletics with local Middle School Enrollment Fundraising Book keeping Curriculum Facilities Parent Communication
    22. 22. What do you think? Requirements:  Student/Parent Directory  Staff Directory  Calendar  Online Enrollment  Parent/Classroom Portal Should the school go forward with SIS? If so, how?
    23. 23. Things to consider  Parity is mission critical.  Purpose is not priority.  Differentiating changes over time.  Distribute the decision filters.  Purpose shifts the burden to behavior change.
    24. 24. Real Options
    25. 25. In a nutshell…
    26. 26. Option vs. Commitment
    27. 27. When do you decide? 27
    28. 28. Bringing it back to Earth…
    29. 29. Real Options in ResearchNearTermMidTermLongTerm Complications Diabetic Eye Disease Predictive Diagnostics Artificial Pancreas Low Glucose Suspend Treat-to-Range Artificial Pancreas Treat-to-Target Multihormone Encapsulation Implantable Islets Smart Insulin Control Prevention Secondary Prevention Prevention Primary: Vaccine Complications Comprehensive Prevention Therapy Restoration New Beta Cell Growth Protected from Immune Attack
    30. 30. http://commitment-thebook.com/ Great, very readable resource about real options
    31. 31. If you remember nothing else…  Identify & share decision filters  Don’t treat parity activities as if they were differentiating  Know when to decide
    32. 32. Questions? Kent McDonald kentjmcdonald@gmail.com @BeyondReqs www.beyondrequirements.com Slides available from: www.slideshare.net/kentjmcdonald To donate to my JDRF Campaign http://bit.ly/1b4TA6Z
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