SharePoint Saturday UK - Gamestorming your way to awesome requirements
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SharePoint Saturday UK 2013 - Gamestorming your way to awesome requirements

SharePoint Saturday UK 2013 - Gamestorming your way to awesome requirements

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  • Lesson 1: Why traditional requirements gathering techniques are brokenLesson 2: The key elements required to ensure your SharePoint project is delivering the right thingsLesson 3: A set of techniques, based upon the highly acclaimed books Gamestorming and ''Innovation Games'' that you can use to facilitate true business requirements
  • Soulsailor Consulting is a small micro-consultancy focussed on:"Enabling organis­ational value by positively disrupting technology projects"
  • bit.ly/BuySPGovManifesto
  • SharePoint rocks, you can achieve amazing results with the platform…
  • This is what we want!
  • Project failure – is not that you haven’t delivered SharePoint project, hit the targets on the Gannt chart – its that you’ve not delivered the expected outcomes of the business:User Experience isn’t what they wantNot delivering business valuePoor user adoptionLack of ROI
  • We forget why we are doing these projects and who for
  • We get wrapped up in the shinytools and technology and processes (agile anyone)!
  • SharePoint projects failing is fundamentally because of the “Celery Effect”Celery contains 6-8 calories. But the mere act of digesting said stalk burns more like 12-14 calories, resulting in a negative caloric intake.This is like spending lots of time and effort, licenses, hardware and project time and money, but not delivering anything the business needs¾ of SharePoint projects I was aware of over the past 5 years DID NOT deliver true Business ValueWhat are some of the key reasons?
  • Lack of Shared Understanding is the main reasonResults in the IT and business rift growing further… burning bridges when we’re meant to be working together and delivering measurable value.
  • We’re looking at problems with an IT/Technology focus – SharePoint Knows Nothing…It doesn’t know your business, sector, organisation, business problem
  • Requirements tends to be technology and feature ledWe allow projects to be specified as SharePoint features not business outcomesWe ask people what do they want and they ask what the technology can do… saying “anything” never works, so we turn to the wheel for a grounded explanation.
  • Notice I haven’t said that the technology sucksI haven’t said that SharePoint “can’t be made to do that”The technology isn’t the problem here guys…You guys are awesome and we can make SharePoint do ANYTHING… So why is this all so hard?Why are there SharePoint project problems?Why do we have a HUGE SharePoint Business Value problem?
  • As we said at the start, requirements in terms of measurable business outcomes is key to delivering SharePoint well and we need a new view to inspire people to change the way they work.But what most of us do at the moment is very myopic, technology and feature based; we need a different view, a wider view…
  • Stand-Up… Sit down when you’ve experienced one of these project challengesSource: Chaos Report (1995)http://www.projectsmart.co.uk/docs/chaos-report.pdf
  • Source: Chaos Report (1995)http://www.projectsmart.co.uk/docs/chaos-report.pdf
  • Source: Chaos Report (1995)http://www.projectsmart.co.uk/docs/chaos-report.pdf
  • Source: Chaos Report (1995)http://www.projectsmart.co.uk/docs/chaos-report.pdf
  • Source: Chaos Report (1995)http://www.projectsmart.co.uk/docs/chaos-report.pdf
  • Source: Chaos Report (1995)http://www.projectsmart.co.uk/docs/chaos-report.pdf
  • Source: Chaos Report (1995)http://www.projectsmart.co.uk/docs/chaos-report.pdf
  • Source: Chaos Report (1995)http://www.projectsmart.co.uk/docs/chaos-report.pdf
  • Source: Chaos Report (1995)http://www.projectsmart.co.uk/docs/chaos-report.pdf
  • Source: Chaos Report (1995)http://www.projectsmart.co.uk/docs/chaos-report.pdf
  • Source: Chaos Report (1995)http://www.projectsmart.co.uk/docs/chaos-report.pdf
  • What difference will your project, implementation, programme, web-part, cool tool make to the clients business??
  • SharePoint Projects are People projects… Every SharePoint project you deliver fundamentally changes the way people work….That’s a big freakin’ deal!We have to get it right!
  • Dave Snowden (Ex-IBM)Place of Multiple Belongings – multiple influencersSenseMaking model, not a Classification ModelHighlight Analysis versus Facilitation in each zone.SharePoint Projects are typically in the Complex zoneBusiness Problems & SharePoint projects are what I would class as “Complex” ProblemsShow the pronounced ‘canevan’ - Cynefin Matrix… Show where Business & SharePoint is versus a technology problem.Simple Domain - “Everytime you do X you get Y”Complicated Domain - “If you apply method A, on the advice of experts B and C, you will get to Z”Exchange deploymentComplex Domain - “Based on department X feedback, let’s try this new configuration of sites, document libraries, folders and content types”Business projects & SharePointChaotic Domain- “Try method A and see whether it got you any closer to Z. Review whether your understanding of Z has changed as a result”http://www.youtube.com/watch?v=N7oz366X0-8
  • Dave Snowden (Ex-IBM)Place of Multiple Belongings – multiple influencersSenseMaking model, not a Classification ModelHighlight Analysis versus Facilitation in each zone.SharePoint Projects are typically in the Complex zoneBusiness Problems & SharePoint projects are what I would class as “Complex” ProblemsShow the pronounced ‘canevan’ - Cynefin Matrix… Show where Business & SharePoint is versus a technology problem.Simple Domain - “Everytime you do X you get Y”Complicated Domain - “If you apply method A, on the advice of experts B and C, you will get to Z”Exchange deploymentComplex Domain - “Based on department X feedback, let’s try this new configuration of sites, document libraries, folders and content types”Business projects & SharePointChaotic Domain- “Try method A and see whether it got you any closer to Z. Review whether your understanding of Z has changed as a result”http://www.youtube.com/watch?v=N7oz366X0-8
  • Back in 1999, at the dawn of the mainstream adoption of the ‘Intranet’, when Lotus Notes was emerging as a dominant player and Microsoft hadn’t even joined the party, a fundamental shift occurred in Information Technology that I truly believe we all missed.Before then we were focussed on delivering technology solutions that automated human processes and made us more efficient.Around 1999 we started to look at technology more in the realm of augmenting and supporting human interactions.At this point we should have stopped analysing requirements and started to facilitate them!
  • [T]here are known knowns; there are things we know that we know.There are known unknowns; that is to say there are things that, we now know we don't know.But there are also unknown unknowns – there are things we do not know we don't know.”—United States Secretary of Defense, Donald Rumsfeld
  • Is this how we appear to our customers and stakeholders when we ask them for requirements??Assumptions or Excel based one-way “workshops”
  • Is this how we appear to our customers and stakeholders when we ask them for requirements??Assumptions or Excel based one-way “workshops”
  • Play allows us to gain a Shared Understanding and a Shared Commitment - Gain more insights, people learn faster, you remember more and have considerably more enjoyment from “play”
  • What makes us feel young again? Play and funLets incorporate more play into businessemergent
  • Value is emergentBehaviours are emergentRequirements are emergent
  • Why Do They Work?StructuredRules, but often no winnersPurposefulDefinite outcomeTime-boundBy definition, a time boxed exerciseParticipatorySuccess depends on everyone participatingEgalitarianEveryone has an equal opportunity to participate
  • Write these on the WHITEBOARDFour steps to achieving AWESOME business requirements:Context (Where are we? And where are we going?)Requirements Facilitation (How do we get there?)Prioritisation (How do we get their effectively)Working Out Loud (How can we make sure this is right)
  • Whatever steps we take they need to allow us to do ‘goal alignment’ every step of the way….
  • ** Demonstrate / Sketch and use post-it notesContext – Spider WebInnovation Games®
  • ** Demonstrate / Sketch and use post-it notesContext – SailBoatInnovation Games®
  • ** Demonstrate / Sketch and use post-it notesContext – Cover StoryGamestorming
  • ** Demonstrate / Sketch and use post-it notesContext – Project Business Model CanvasBusiness Model Generation – Alexander Ostwerwalder & Yves Pigneur
  • ** Demonstrate / Sketch and use post-it notesRequirements - Product BoxInnovation Games®
  • ** Demonstrate / Sketch and use post-it notesRequirements - Hot TubInnovation Games®
  • ** Demonstrate / Sketch and use post-it notesPrioritisation – Product TreeInnovation Games®
  • ** Demonstrate / Sketch and use post-it notesPrioritisation – 20:20 VisionInnovation Games®
  • ** Demonstrate / Sketch and use post-it notesPrioritisation – TwisterUnknown Origin
  • Beware the HIPPO:Highest Paid Person’s Opinion
  • Bryce Williamshttp://thebryceswrite.wordpress.com/http://johnstepper.com/category/working-out-loud-2/
  • The answer is Play & Visualising WorkReference the blog postActually, when I really think about it, visualise is the 1st step, but ‘socialising work’ is the goal
  • Work Out Loud - Kanban
  • Visualise / Socialise to gain involvementCave dwellers drew pictures, people added to the narrative increasing context, evolving the story etc.Adaptive Capacity – HeifitzBringing everything we have done from Content, Vision, requirements and prioritisation gives us the awesome requirements that make a clear, demonstrable positive difference to our business…
  • Stand up and shout “I will not deliver SharePoint celery!”
  • This is what we want!
  • bit.ly/BuySPGovManifesto
  • Soulsailor Consulting is a small micro-consultancy focussed on:"Enabling organis­ational value by positively disrupting technology projects"
  • Soulsailor

SharePoint Saturday UK - Gamestorming your way to awesome requirements Presentation Transcript

  • 1. WELCOME KEY ELEMENTS TO ENSURE YOUR PROJECT DELIVERS THE RIGHT THINGS WHY TRADITIONAL REQUIREMENTS TECHNIQUES ARE BROKEN INSIGHTS INTO THE TECHNIQUES YOU CAN USE TOMORROW TO FACILITATE AWESOME BUSINESS OUTCOMES
  • 2. Thanks to our Sponsors
  • 3. bit.ly/BuySPGovManifesto
  • 4. what‘s the problem?
  • 5. we get lost
  • 6. we get wrapped up in tech
  • 7. the celery effect..
  • 8. SharePoint knows nothing…
  • 9. tech features not outcomes
  • 10. I don’t see a tech problem It’s Not Technology Problem
  • 11. we’re not focussing right
  • 12. THE CHAOS REPORT: PROJECT FAILURE FACTORS Source: Chaos Report (1995) http://www.projectsmart.co.uk/docs/chaos-report.pdf
  • 13. 1. LACK OF USER INPUT
  • 14. 2. INCOMPLETE REQUIREMENTS
  • 15. 3. CHANGING REQUIREMENTS & ASSUMPTIONS
  • 16. 4. LACK OF EXECUTIVE SUPPORT
  • 17. 5. TECHNOLOGY INCOMPETENCE
  • 18. 6. LACK OF RESOURCES
  • 19. 7. UNREALISTIC EXPECTATIONS
  • 20. 8. UNCLEAR OBJECTIVES
  • 21. 9. UNREALISTIC TIMEFRAMES
  • 22. 10. NEW TECHNOLOGY
  • 23. WHERE ARE YOUR REQUIREMENTS?
  • 24. Analysis?
  • 25. Spreadsheet / Survey? latform prove a p sk to im tions to a s Lame que g i t? u l i k e usi n Do yo use i t? n do you o? How ofte ant i t to d t you w i t do w ha Doe s hy ? no the n w If t offe r? s shoul d i e ature at othe r f t i t? Wh l i ke abou ’t you What don i t? e i mprove How can w Ye s Dai l y Ye s No We e kl y No pe here ee text ty Fr pe here ree text ty F here text type Free Monthl y
  • 26. Facilitation?
  • 27. Play?
  • 28. Emergent
  • 29. Beware
  • 30. Work out loud
  • 31. create an evolving story
  • 32. “I will not deliver SharePoint celery !”
  • 33. Thanks for your time and attention…
  • 34. bit.ly/BuySPGovManifesto