We talk a lot about "maximizing business value". We ask business people and product managers to prioritise by estimating the business value of user stories. But what exactly do we mean by business value?
Here are the key benefits of Customer Value AnalysisTM according to the document:
- Helps determine the validity of the existing business case for a project and reduce scope if needed.
- Identifies the most crucial features that deliver value to stakeholders.
- Reveals that a large portion of value can be delivered quickly without a big development effort, like building a full web application.
- Gets stakeholders on the same page about goals and priorities through a structured process.
- Is a worthwhile small investment that can save large costs by avoiding overdevelopment or developing the wrong features.
So in summary, while some analysis has already been done, Customer Value AnalysisTM provides additional clarity, focus and validation of assumptions that
Our world and future business opportunities are continuously emerging through advances in design and technology, and wider social and economic change. Organisations must continually revisit the question, “Which business are we in, and where should we be?.” This session discusses the learnings from Barry’s soon-to-be released book 'Lean Enterprise'.
Barry joined ThoughtWorks in the UK after working on several startups and brought this experience to the enterprise where he explores the intersection of business model innovation, product development and organisational culture. This experience has led him to the development of his forthcoming book - suitably named ‘Lean Enterprise.
Gary specialises in helping executives, teams and individuals to adapt and improve the flow of value using lean and agile principles. He brings a strong emphasis on facilitating organisational change, and the role of management and leadership in an agile world.
Learn about setting Goals for PMO teams using the OKR goal-setting method.
Learn what OKRs are, and how you can use them to accelerate PMO Performance.
This document discusses OKRs (Objectives and Key Results), a framework for setting goals and measuring progress. It emphasizes the importance of aligning employees by focusing collective efforts on measurable priorities that further business objectives. Regular check-ins are recommended to keep teams on track, address challenges early, and promote goal attainment. Studies show interventions that increase progress monitoring can boost performance and behavior change.
1) The document proposes establishing an IT training center called Creative IT Solution to provide professional IT training and develop IT skills.
2) It aims to help students and unemployed individuals obtain computer skills and qualifications to address unemployment issues. Courses will include graphic design, web design, development, programming and digital marketing over durations of 3-12 months.
3) An initial cost estimate of 22 lacs is provided to cover equipment, employee, office and promotion costs for two classrooms, a computer lab, and staff of 6 trainers, 2 assistants and a receptionist. The business expects to enroll 180 students in the first 3 months and generate a profit.
Webinar slides with Paul Niven & Ben Lamorte “OKRs: Best Practices from the F...Atiim, Inc.
Learn OKRs from the world’s top OKR experts:
- Best practices from the “real world”
- Learn new tips and practical ideas
- And much more!
Video of webinar is here:
https://youtu.be/QxLTRk8bZ1s
Webinar on Atiim:
https://www.atiim.com/okrs-best-practices-from-the-field/
We talk a lot about "maximizing business value". We ask business people and product managers to prioritise by estimating the business value of user stories. But what exactly do we mean by business value?
Here are the key benefits of Customer Value AnalysisTM according to the document:
- Helps determine the validity of the existing business case for a project and reduce scope if needed.
- Identifies the most crucial features that deliver value to stakeholders.
- Reveals that a large portion of value can be delivered quickly without a big development effort, like building a full web application.
- Gets stakeholders on the same page about goals and priorities through a structured process.
- Is a worthwhile small investment that can save large costs by avoiding overdevelopment or developing the wrong features.
So in summary, while some analysis has already been done, Customer Value AnalysisTM provides additional clarity, focus and validation of assumptions that
Our world and future business opportunities are continuously emerging through advances in design and technology, and wider social and economic change. Organisations must continually revisit the question, “Which business are we in, and where should we be?.” This session discusses the learnings from Barry’s soon-to-be released book 'Lean Enterprise'.
Barry joined ThoughtWorks in the UK after working on several startups and brought this experience to the enterprise where he explores the intersection of business model innovation, product development and organisational culture. This experience has led him to the development of his forthcoming book - suitably named ‘Lean Enterprise.
Gary specialises in helping executives, teams and individuals to adapt and improve the flow of value using lean and agile principles. He brings a strong emphasis on facilitating organisational change, and the role of management and leadership in an agile world.
Learn about setting Goals for PMO teams using the OKR goal-setting method.
Learn what OKRs are, and how you can use them to accelerate PMO Performance.
This document discusses OKRs (Objectives and Key Results), a framework for setting goals and measuring progress. It emphasizes the importance of aligning employees by focusing collective efforts on measurable priorities that further business objectives. Regular check-ins are recommended to keep teams on track, address challenges early, and promote goal attainment. Studies show interventions that increase progress monitoring can boost performance and behavior change.
1) The document proposes establishing an IT training center called Creative IT Solution to provide professional IT training and develop IT skills.
2) It aims to help students and unemployed individuals obtain computer skills and qualifications to address unemployment issues. Courses will include graphic design, web design, development, programming and digital marketing over durations of 3-12 months.
3) An initial cost estimate of 22 lacs is provided to cover equipment, employee, office and promotion costs for two classrooms, a computer lab, and staff of 6 trainers, 2 assistants and a receptionist. The business expects to enroll 180 students in the first 3 months and generate a profit.
Webinar slides with Paul Niven & Ben Lamorte “OKRs: Best Practices from the F...Atiim, Inc.
Learn OKRs from the world’s top OKR experts:
- Best practices from the “real world”
- Learn new tips and practical ideas
- And much more!
Video of webinar is here:
https://youtu.be/QxLTRk8bZ1s
Webinar on Atiim:
https://www.atiim.com/okrs-best-practices-from-the-field/
As the pace of change continues to increase, implementing strategy and changing direction is still a major hurdle for most organizations. Companies now need to be able to focus, align and engage their people around dynamic and measurable outcomes - becoming more agile and flexible in their outputs and process while helping people understand how they connect with and impact their companies future success.
In this presentation, Carlos Oliveira will be presenting Objectives and Key Results, a simple goal setting framework popularized by Google and used by leadership teams across Silicon Valley.
This document summarizes an OKRs meetup in Amsterdam on May 31, 2018. It introduces OKRs (Objectives and Key Results), provides an example, and discusses how OKRs differ from traditional goal setting. The majority of the document outlines best practices for implementing OKRs based on LeanBart's experience, including starting with one company objective, giving objectives 3 months to take effect, keeping objectives inspirational rather than metrics-focused, and emphasizing weekly check-ins and Friday celebrations. It concludes with top 10 takeaways around focus, connection of OKRs, public sharing, and maintaining an upbeat culture.
The acronym OKR stands for Objectives and Key Results, a popular goal management framework that helps companies implement strategy. The benefits of the framework include improved focus, increased transparency, and better alignment. OKR achieves this by organizing employees and the work they do around achieving common objectives.
OKR helps entire companies communicate company strategy to employees in an actionable, measurable way. It also helps companies to move from an output to an outcome-based approach to work.
Ideally, the PMO creates the standards for repeatable project success, tying together execution-level staff (project management) and leadership to enable good project portfolio management (PPM) in turn. The PMO’s governance and oversight helps keep project execution tied to company goals—and provides measurable demonstration of its worth.
Top-performing companies have successfully tuned the PMO approach to deliver on what the company expects from them.
Ultimately, it’s about correctly positioning the PMO for success and being able to prove its business value according to the terms of its creation. Many companies miss this mark, and in turn, miss a valuable opportunity to make their projects more profitable across their organization.
OKR (Objectives & Key Results) is used by companies like Google, LinkedIn and Intel. It enabled them to achieve tremendous results. It can enable you to achieve the same.
Businesses and organizations have many things to get done. That requires you to focus on the essentials and be extremely goal-oriented. OKR is a great managent framework that enables you to do just that.
Perdoo makes it easy for organizations of all sizes to manage and measure their progress towards common goals, improve decision-making, and streamline execution.
Check our FUTURE OF WORK BLOG and learn more about OKR
www.perdoo.com/blog
TalentCove offers the best OKR app on the market that allows you to easily set company, team and individual level objectives and key results, that builds accountability, transparency and motivation to succeed!
OKR & Business Objectives - Agile Evangelists Webinar talk April 2020Michelangelo Canonico
This document provides a light-weight overview of OKRs (Objectives and Key Results), including a brief history and comparison to MBOs. It emphasizes that objectives should be inspirational goals and key results should specify how objectives will be accomplished. An example template is given of "I will [objective] as measured by [key result 1], [key result 2], etc.". The document cautions that objectives should not be quantifiable goals on their own and should have logical connections to higher-level visions and strategies.
The document discusses OKRs (Objectives and Key Results), a goal-setting methodology used by companies like Google. It provides an overview of OKRs, including that objectives define goals and key results are metrics to measure progress. The document also discusses how OKRs can focus efforts, provide clarity of priorities, keep teams aligned, and enable accountability. OKRs are presented as a way to maximize efforts by setting "stretch" goals that motivate high performance.
The document discusses performance management and coaching. It includes sections on performance planning, coaching, feedback, and review. Templates are provided for goal setting, performance reviews, feedback forms, and developing action plans for improvement. The overall aim is to help companies develop effective performance management programs to improve employee performance.
Dropsuite is a global software platform that enables SMEs in over 100 countries easily backup, recover and protect their digital assets. What’s the secret to Dropsuite’s success so far? One of the main reasons for our rapid growth and credibility within the business backup sector can be attributed to the “engineering-first” culture we’ve fostered within our organization.
The document discusses using OKRs (Objectives and Key Results) to align goals across different levels of an organization from top-down and bottom-up approaches. It provides examples of setting stretch OKRs at Google to develop Chrome browser reaching 20 million users and YouTube reaching 1 billion hours of daily watch time. Achieving ambitious stretch OKRs requires failing and learning from mistakes, adapting goals over time, and maintaining focus on the long-term objective.
This document introduces Objective and Key Results (OKRs) and provides guidance on how to effectively implement them. It discusses how OKRs originated at Intel and Google and have become a best practice for goal setting. Key aspects of OKRs covered include focusing on measurable results, encouraging ambition, facilitating alignment, and promoting transparency. The document provides examples of properly structured OKRs and emphasizes balancing quantitative and qualitative metrics. It outlines best practices for cascading OKRs from the board to teams and separating OKRs from initiatives. The presentation concludes by recommending next steps for rolling out OKRs, including using planning sheets, training, and software.
A3: Lean For Social Impact: Innovating for Greater Impact and Scale, Steve Na...Lean Startup Co.
This document outlines a process for developing and testing social solutions using a canvas. It involves identifying key metrics to measure the solution's value and impact, running experiments to validate those metrics, and then choosing to iterate on the solution, pivot to a new idea, or scale up based on the experimental results and insights gained. The goal is to use a test-learn approach to develop solutions that address societal problems and have the potential for transformative scale and impact.
This document provides an introduction to Objectives and Key Results (OKRs). It defines OKRs, discusses their benefits, and offers best practices for implementing them. OKRs help companies set clear goals and track progress towards objectives. The document outlines that OKRs have both qualitative objectives and quantitative key results, and should be bottom-up defined as well as top-down aligned. Common OKR cadences and some examples from successful companies like Google and Spotify are also presented. The document concludes by offering next steps for getting started with OKRs, such as scoping an OKR project and piloting the rollout.
OKR (Objective Key Results) Best PracticesWilliam Chin
This document discusses how to make OKRs more specific, measurable, attainable, relevant and time-bound (SMART) to improve focus and coordination among teams. It recommends defining objectives and key results that are clear, quantifiable, regularly reviewed, and can integrate strategic goals across an organization. A case study example shows how applying SMART guidelines to OKRs can clarify responsibilities, dependencies and expectations to better connect work to overall objectives.
How to Deliver Great Customer Service in Enterprise SoftwareBob Dahlberg
This presentation is a humorous course I wrote for engineers, SEs, in enterprise software customer facing situations. By applying these lessons that I learned the hard way, your organization too can deliver great customer service.
This document discusses how using Objectives and Key Results (OKR) can help build an agile culture. OKR is an agile goal setting framework that replaces annual static planning with shorter goal setting cycles. It complements agile by helping create a results-focused culture, replacing predictability with results delivery, giving autonomy to self-organizing teams, and helping prioritize the product backlog based on key results. OKR's dual cadence of strategic and tactical goals also enables better alignment across teams.
The document outlines four principles for improving decision making at the company: 1) ensuring decisions are highly aligned with strategic goals, 2) allowing autonomous execution of decisions without approval processes, 3) actively seeking feedback to improve decisions, and 4) taking responsibility for decision outcomes. Specific changes are proposed to clarify strategic decision making roles and processes, remove approval bottlenecks for execution decisions, formalize feedback mechanisms, and increase accountability for outcome results through new review rituals. The overall goal is to empower teams to make high quality, impactful decisions faster while still operating strategically aligned at the company's new larger scale.
How to write resumes that get you to job Interviews | Advanced resume writin...GetStandingOvation
Key Reasons Why Your Resume Is Failing To Get You Job Interview Shortlist. How to fix it? Advanced resume writing technique for freshers and experienced professionals
About www.FindingJo.com
--------------------------------
The Interview scheduling platform for Premium Candidates
First Get The Salary-offer. Then Interview.
How it works
---------------
Create your resume | Free
We anonymize your resume
Companies schedule interviews with you
To schedule an interview
-----------------------------
Companies, First, make a Salary-offer.
Like the offer? Accept it. Reveal your identity. Start Interview
Don't like the offer? Reject it. Continue to remain anonymous
Presentation designed by
www.GetStandingOvation.com
The presentation consulting and design studio trusted by Startup Founders and CXOs
Keynote présentée à Agile grenoble 2013. Comment écrire du mauvais code plus rapidement avec les méthodes agiles. Il est temps de prendre plus de responsabilité pour la qualité de notre travail et nos produits qui affectent la vie de tout le monde.
As the pace of change continues to increase, implementing strategy and changing direction is still a major hurdle for most organizations. Companies now need to be able to focus, align and engage their people around dynamic and measurable outcomes - becoming more agile and flexible in their outputs and process while helping people understand how they connect with and impact their companies future success.
In this presentation, Carlos Oliveira will be presenting Objectives and Key Results, a simple goal setting framework popularized by Google and used by leadership teams across Silicon Valley.
This document summarizes an OKRs meetup in Amsterdam on May 31, 2018. It introduces OKRs (Objectives and Key Results), provides an example, and discusses how OKRs differ from traditional goal setting. The majority of the document outlines best practices for implementing OKRs based on LeanBart's experience, including starting with one company objective, giving objectives 3 months to take effect, keeping objectives inspirational rather than metrics-focused, and emphasizing weekly check-ins and Friday celebrations. It concludes with top 10 takeaways around focus, connection of OKRs, public sharing, and maintaining an upbeat culture.
The acronym OKR stands for Objectives and Key Results, a popular goal management framework that helps companies implement strategy. The benefits of the framework include improved focus, increased transparency, and better alignment. OKR achieves this by organizing employees and the work they do around achieving common objectives.
OKR helps entire companies communicate company strategy to employees in an actionable, measurable way. It also helps companies to move from an output to an outcome-based approach to work.
Ideally, the PMO creates the standards for repeatable project success, tying together execution-level staff (project management) and leadership to enable good project portfolio management (PPM) in turn. The PMO’s governance and oversight helps keep project execution tied to company goals—and provides measurable demonstration of its worth.
Top-performing companies have successfully tuned the PMO approach to deliver on what the company expects from them.
Ultimately, it’s about correctly positioning the PMO for success and being able to prove its business value according to the terms of its creation. Many companies miss this mark, and in turn, miss a valuable opportunity to make their projects more profitable across their organization.
OKR (Objectives & Key Results) is used by companies like Google, LinkedIn and Intel. It enabled them to achieve tremendous results. It can enable you to achieve the same.
Businesses and organizations have many things to get done. That requires you to focus on the essentials and be extremely goal-oriented. OKR is a great managent framework that enables you to do just that.
Perdoo makes it easy for organizations of all sizes to manage and measure their progress towards common goals, improve decision-making, and streamline execution.
Check our FUTURE OF WORK BLOG and learn more about OKR
www.perdoo.com/blog
TalentCove offers the best OKR app on the market that allows you to easily set company, team and individual level objectives and key results, that builds accountability, transparency and motivation to succeed!
OKR & Business Objectives - Agile Evangelists Webinar talk April 2020Michelangelo Canonico
This document provides a light-weight overview of OKRs (Objectives and Key Results), including a brief history and comparison to MBOs. It emphasizes that objectives should be inspirational goals and key results should specify how objectives will be accomplished. An example template is given of "I will [objective] as measured by [key result 1], [key result 2], etc.". The document cautions that objectives should not be quantifiable goals on their own and should have logical connections to higher-level visions and strategies.
The document discusses OKRs (Objectives and Key Results), a goal-setting methodology used by companies like Google. It provides an overview of OKRs, including that objectives define goals and key results are metrics to measure progress. The document also discusses how OKRs can focus efforts, provide clarity of priorities, keep teams aligned, and enable accountability. OKRs are presented as a way to maximize efforts by setting "stretch" goals that motivate high performance.
The document discusses performance management and coaching. It includes sections on performance planning, coaching, feedback, and review. Templates are provided for goal setting, performance reviews, feedback forms, and developing action plans for improvement. The overall aim is to help companies develop effective performance management programs to improve employee performance.
Dropsuite is a global software platform that enables SMEs in over 100 countries easily backup, recover and protect their digital assets. What’s the secret to Dropsuite’s success so far? One of the main reasons for our rapid growth and credibility within the business backup sector can be attributed to the “engineering-first” culture we’ve fostered within our organization.
The document discusses using OKRs (Objectives and Key Results) to align goals across different levels of an organization from top-down and bottom-up approaches. It provides examples of setting stretch OKRs at Google to develop Chrome browser reaching 20 million users and YouTube reaching 1 billion hours of daily watch time. Achieving ambitious stretch OKRs requires failing and learning from mistakes, adapting goals over time, and maintaining focus on the long-term objective.
This document introduces Objective and Key Results (OKRs) and provides guidance on how to effectively implement them. It discusses how OKRs originated at Intel and Google and have become a best practice for goal setting. Key aspects of OKRs covered include focusing on measurable results, encouraging ambition, facilitating alignment, and promoting transparency. The document provides examples of properly structured OKRs and emphasizes balancing quantitative and qualitative metrics. It outlines best practices for cascading OKRs from the board to teams and separating OKRs from initiatives. The presentation concludes by recommending next steps for rolling out OKRs, including using planning sheets, training, and software.
A3: Lean For Social Impact: Innovating for Greater Impact and Scale, Steve Na...Lean Startup Co.
This document outlines a process for developing and testing social solutions using a canvas. It involves identifying key metrics to measure the solution's value and impact, running experiments to validate those metrics, and then choosing to iterate on the solution, pivot to a new idea, or scale up based on the experimental results and insights gained. The goal is to use a test-learn approach to develop solutions that address societal problems and have the potential for transformative scale and impact.
This document provides an introduction to Objectives and Key Results (OKRs). It defines OKRs, discusses their benefits, and offers best practices for implementing them. OKRs help companies set clear goals and track progress towards objectives. The document outlines that OKRs have both qualitative objectives and quantitative key results, and should be bottom-up defined as well as top-down aligned. Common OKR cadences and some examples from successful companies like Google and Spotify are also presented. The document concludes by offering next steps for getting started with OKRs, such as scoping an OKR project and piloting the rollout.
OKR (Objective Key Results) Best PracticesWilliam Chin
This document discusses how to make OKRs more specific, measurable, attainable, relevant and time-bound (SMART) to improve focus and coordination among teams. It recommends defining objectives and key results that are clear, quantifiable, regularly reviewed, and can integrate strategic goals across an organization. A case study example shows how applying SMART guidelines to OKRs can clarify responsibilities, dependencies and expectations to better connect work to overall objectives.
How to Deliver Great Customer Service in Enterprise SoftwareBob Dahlberg
This presentation is a humorous course I wrote for engineers, SEs, in enterprise software customer facing situations. By applying these lessons that I learned the hard way, your organization too can deliver great customer service.
This document discusses how using Objectives and Key Results (OKR) can help build an agile culture. OKR is an agile goal setting framework that replaces annual static planning with shorter goal setting cycles. It complements agile by helping create a results-focused culture, replacing predictability with results delivery, giving autonomy to self-organizing teams, and helping prioritize the product backlog based on key results. OKR's dual cadence of strategic and tactical goals also enables better alignment across teams.
The document outlines four principles for improving decision making at the company: 1) ensuring decisions are highly aligned with strategic goals, 2) allowing autonomous execution of decisions without approval processes, 3) actively seeking feedback to improve decisions, and 4) taking responsibility for decision outcomes. Specific changes are proposed to clarify strategic decision making roles and processes, remove approval bottlenecks for execution decisions, formalize feedback mechanisms, and increase accountability for outcome results through new review rituals. The overall goal is to empower teams to make high quality, impactful decisions faster while still operating strategically aligned at the company's new larger scale.
How to write resumes that get you to job Interviews | Advanced resume writin...GetStandingOvation
Key Reasons Why Your Resume Is Failing To Get You Job Interview Shortlist. How to fix it? Advanced resume writing technique for freshers and experienced professionals
About www.FindingJo.com
--------------------------------
The Interview scheduling platform for Premium Candidates
First Get The Salary-offer. Then Interview.
How it works
---------------
Create your resume | Free
We anonymize your resume
Companies schedule interviews with you
To schedule an interview
-----------------------------
Companies, First, make a Salary-offer.
Like the offer? Accept it. Reveal your identity. Start Interview
Don't like the offer? Reject it. Continue to remain anonymous
Presentation designed by
www.GetStandingOvation.com
The presentation consulting and design studio trusted by Startup Founders and CXOs
Keynote présentée à Agile grenoble 2013. Comment écrire du mauvais code plus rapidement avec les méthodes agiles. Il est temps de prendre plus de responsabilité pour la qualité de notre travail et nos produits qui affectent la vie de tout le monde.
This document discusses techniques for software project estimation. It recommends providing estimates as ranges rather than specific numbers, and always clarifying what an estimate will be used for. It emphasizes aggregating independent estimates, using past project data to calibrate estimates, and not negotiating estimates or commitments. Key techniques include decomposing work into independently estimable units, using the "law of large numbers" for accuracy, and re-estimating regularly based on actual project velocity. Overall, the document provides guidance for creating estimates that are useful without being overly precise commitments.
Vous pouvez ignorerr les controleurs de gestionAgileCoach.net
Présentation de la session "Vous pouvez ignorer les controleurs de gestion, eux ne vous ignoreront pas" about the influence of accounting models on agile and lean
Bug Busters is an exterminator located at 5 Boulevard Vincent Gâche in Nantes, France. Its business code is 8129A and its company registration number is 79065763900015.
Introduction au debugging Python
* S'appuyer sur les exceptions
* Commandes principales de pdb
* pylint & pyflakes pour analyser le code avant exécution
* git bisect pour trouver le commit de votre bug
Complex Adaptive Systems Thinking (CAS*T) approach to IT InvestmentsMarc Rabaey
The main research idea of my Ph.D. thesis (June, 2015) is to develop a strategic IT investment framework using primarily military concepts as a basis.
On the one side we discuss the most influencing military thinkers in Belgian Defense Karl von Clausewitz and in the USA John Boyd (together with Karl von Clausewitz). On the other hand, the causes and consequences of a fairly new concept Network-Centric Warfare (NCW) are investigated because NCW has dramatically changed the way in which military operations are undertaken and it is based on an intensive use of Information and Communication Technology (ICT).
The first group of research questions deals with the relevance of military theories (von Clausewitz, Boyd’s OODA (Observe – Orient -Decide - Act), United States Marine Corps Command-and-Control (USMC C2) spectrum and NCW) for a contemporary company.
The second major group research questions whether it is good idea to combine Complexity Thinking (CxT) and Systems Thinking (ST) to study Complex Adaptive Systems (CAS). We believe ST is necessary in addition to CxT because ST focuses also on the design of human-made CAS (based on restrictions imposed by humans in the organization and in the environment). Special attention is given to the extension of the Cynefin Framework which is a generic sense-making framework (situational awareness). It defines different spaces each with specific characteristics for management (as IT-investments) and leadership.
The purpose of our CAS*T framework (Complex Adaptive Systems Thinking) is to determine leverage points in the organization in general and IT in particular (adapting Enterprise Architecture). Since situational awareness is essential, we propose our Intelligence Base.
Concerning the research methods, we note that specific to this study we start from the military sciences to create an IT investment framework in the business domain. This requires abstraction of military concepts to transform them into business concepts.
Feedback always welcome: Marc.Rabaey@gmail.com
Systems Thinking - Application to a live business problemSarang Bhutada
We used the systems thinking approach and applied it to a live-business problem, and were surprised with the simulated results. Problem solution can be extended to any problem with known constraints - and hence quite generic in approach!
Systems Thinking U.S Aviation Industry Stormy WeatherAhmed Soliman
The document presents a case study on systems thinking. It discusses problems in the US airline industry, including widespread flight delays and cancellations that frustrate customers and cause losses. It analyzes symptoms like growing passenger numbers and outdated infrastructure. Through tools like causal loop diagrams, it identifies the root causes as the "tragedy of the commons" situation where individual airlines overuse common resources without coordination. The suggested solution is for airlines and the government to collaborate on upgrading infrastructure, technologies, and incentives to better plan for shared resources and demand.
Systems thinking in a nutshell
System and component
System Engineering in software development
Activity – The natural system
Activity – Let’s build a system (guided)
LEADS provides inside sales and lead generation services to help clients increase revenue. They work as an extension of the client's sales team to qualify leads, set appointments, and develop relationships. Outsourcing these functions allows clients to focus on core business while LEADS handles cold calling, data collection, and presenting client benefits to prospects. LEADS trains specialized inside sales representatives and works closely with clients to customize services that meet their unique needs and industry.
This project aims to create an online business consultancy platform. It will provide three main services: (1) an online forum for business owners to ask questions and get advice, (2) invoice management tools, and (3) advertising space for businesses. The platform will be managed by a team led by Project Manager Z. It will provide consulting services to help small businesses with challenges. Key objectives are satisfying clients and improving services. The project defines responsibilities, objectives, deliverables, and includes a timeline, risk analysis, and SWOT analysis to evaluate strengths, weaknesses, opportunities, and threats.
Branding Plan Proposal PowerPoint Presentation SlidesSlideTeam
If your company needs to submit a Branding Plan Proposal PowerPoint Presentation Slides look no further. Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. https://bit.ly/2KeWcfG
If your company needs to submit a Inbound Marketing Strategies Proposal PowerPoint Presentation Slides look no further. Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. https://bit.ly/2Na1TcE
If your company needs to submit a Branding Services Proposal PowerPoint Presentation Slides look no further. Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. https://bit.ly/3lsNmbG
Are you ready to master the art of quantity estimation? Join me on this guide as we delve into the key steps and techniques that will empower your business for success. Let's unlock the power of accurate estimation together! 💪📊
The document provides an overview of the digital production process from start to finish. It includes an agenda, credentials for the agency, information on the current digital market, best practices for estimating and profitability, and a detailed breakdown of the typical production process including define and discover, UX/design, development, and deployment phases. Key outputs and activities are outlined for each phase with the overall goal of bringing creative design and technology together to build digital experiences that meet business and user needs.
You want to manage an important Change culture in your firm or team? First, Initiate your Change Story with your Customer needs. Learn to better know him, to better communicate with him to build a relation of Trust & partnership.
Inside Gainsight’s New Post-Sales Structure: Reorganizing the Team to Drive C...Gainsight
In this webinar, Allison Pickens, Gainsight's VP of Customer Success, will give you a detailed explanation of our new org chart as well as the philosophy behind the changes. She'll offer strategies on how to apply these principles and tactics to your own Customer Success team.
How We Reorganized Our Entire Post-Sales OrganizationGainsight
The document discusses Gainsight's new customer success organizational structure and provides a methodology for defining organizational charters. It shares that Gainsight reorganized into three departments focused on client outcomes, onboarding, and technical success. It also provides templates for defining missions, metrics, costs, activities, risks, and dependencies for each organizational function. Sample charters for client managers and customer success architects are included to illustrate how to apply the methodology.
Adwords And PPC Management Proposal PowerPoint Presentation SlidesSlideTeam
The proposal summarizes AdWords and PPC management services for a client over the next 12 months. It includes researching competitors and strategies, setting up search, display, and video campaigns, optimizing bids and campaigns, and providing monthly reporting to meet goals such as increased traffic, engagement, and conversions. The total cost is $93,000, covering fees for initial strategy and setup, monthly management and reporting, and a $6,000 monthly ad spend.
If your company needs to submit a Branding Strategies Proposal PowerPoint Presentation Slides look no further. Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. https://bit.ly/30mVCBV
This document outlines a digital marketing proposal from Ambroasian Research and Development to Ganesh Sir for growing his audience and market presence. It includes an introduction, overview of services like SEO, social media marketing, ad campaigns. For social media marketing, it proposes goals, content creation, platform selection, posting schedule and more. For SEO, it discusses goals, delivering results, recommendations and timelines. For ad campaigns, it discusses lead generation and offerings like keyword analysis and ad set up. Pricing includes monthly package fees and ad budget.
Learn about how project management works in advertising.
An updated and narratated version of this presentation is now on SkillShare. Use this code http://skl.sh/2szHyFN to get access free for a month.
Digital Content Marketing Proposal PowerPoint Presentation SlidesSlideTeam
If your company needs to submit a Digital Content Marketing Proposal PowerPoint Presentation Slides look no further. Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. http://bit.ly/31MrmPx
The document discusses strategies for sales acceleration by focusing on adding value to customers rather than just selling products. It recommends approaching customers with ways to improve their revenue and business metrics. Key points include qualifying prospects upfront, conducting proof of concept projects to demonstrate value, customizing solutions based on customer needs, and establishing a long-term partnership to continuously improve the customer's business.
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1. Agreeing on Business Valuewith Systems Thinking Portia Tung Pascal Van Cauwenberghe
2. Introductions Agile Coach. Storyteller. Games Maker. Consultant. Project Manager. Games Maker. Consultant His Blog: blog.nayima.be Consultant-Coach and Chief Strategy Officer Her Blog: www.selfishprogramming.org NAYIMA (c) emergn and Nayima 2010 We make play work
3.
4. Show how to do Business Analysis in an Agile way
5. Present a few techniques you can use right away
12. What will we do? Set the context Identify the project sponsor Identify the project sponsor’s goals Quantify the project sponsor’s goals Identify the customer Identify the customer’s goals Quantify the customer’s goals
14. Jack, Customer Operations Manager of The Mobile Phone Company: Customers can port their mobile phone number in or out. Porting in means a customer has a phone or buys one from us; we ensure that their existing mobile phone number is transferred to their account with us. Porting out means a customer leaves us for another provider and wants to transfer their number over. Customers don't have a good experience doing with porting their number. We know this because porting is the #2 cause of calls in our call center. [Shows spreadsheet with call reasons]. We also know that our Net Promoter Score (NPS, how likely are our customers to recommend us to their friends?) is low compared to our competitors. Also (and this is a big concern for me) our cost of operations is too high: all those calls to the call center cost us £X on average per call. I'm under pressure to lower this, to increase our profitability. We think that we can solve all of these problems by offering our services online to our customers.
15. Consultant: First we have to understand your goals. Then we need to determine how to test that the goals have been achieved, so that you will know that we've delivered what you need. We use something called a "Goal Table" to summarise the goals of the project.
16. Goal Table Stakeholder, n: Role, Team or Organisation involved or affected by the project Goal, n: What a stakeholder wants to achieve Capability, n: Something we need to achieve the goal. Necessary, but maybe not sufficient Test, n: A way to decide if a goal has been achieved Measure, n: A way to determine how close we are to a goal Risk, n: Negative consequences of achieving the goal
17. Stakeholder, n: Role, Team or Organisation involved or affected by the project Goal, n: What a stakeholder want to achieve Capability, n: Something we need to achieve the goal. Necessary, but maybe not sufficient Test, n: A way to decide if a goal has been achieved Measure, n: A way to determine how close we are to a goal Risk, n: Negative consequences of achieving the goal
23. Jack: That makes me the project sponsor. As Customer Ops Manager. Consultant: We’ll start by adding you to the stakeholder list, as you'll be the most important stakeholder during the whole process. We'll also add the customer to the list, as we need to ensure that their goals are met. Jack: Of course. We should always focus on the customers’ needs.
25. Customer, n : Those who buy, install and/or use the product or service produced by the project Project Sponsor, n: Sets the goals, deadlines and constraints of the project. Pays for the project. Project Customer, n: Represents the project sponsor. Works closely with the project team. Implements the goals of the Project Sponsor
28. Consultant: We'll fill in the goals in no particular order and prioritise them later. The first goal you mentioned was "Customer experience". The second was how likely customers are to recommend you, the Net Promoter Score. We'll add them to the list. Project Sponsor: Yes, because when customers recommend us our revenue increases. Consultant: Let’s add increasing revenue as a goal to the Goal Table.
30. Agree on the definition of goals by specifying tests and measures
31. Consultant: Can you explain what you understand by “good customer experience"? Project Sponsor: Good customer experience means that the customer can do what they set out to do, simply, efficiently and without surprises. Consultant: How can we measure improvement in customer experience? Project Sponsor: That's simple: we know how many complaints there are related to porting today. If the number of complaints goes down we can conclude it’s because customers are happier. Consultant: I'll add "Number of complaints" to the way we measure that the goal has been attained. We can take the numbers from your spreadsheet with call reasons. What would it take to make this project a success? Project Sponsor: We've set ourselves a goal of reducing the number of calls by 50% within one year. It's an ambitious goal, but if we all work together I'm confident we'll get there. Consultant: Okay, we’ll add that goal to the tests and measures.
33. Measure, n: How to get the numbers to verify that a goal has been met. For example: Number of complaints as reported in monthly call summary report => A number Test, n: How to verify that a goal has been met. For example: Number of complaints as reported in monthly call summary report reduced by 50%, relative to situation on DD/MM/YYYY => Yes/No Target, n: Specifies by when to achieve a goal For example: By next year, number of complaints as reported in monthly call summary report reduced by 50%, relative to situation on DD/MM/YYYY => Achieved/Not Achieved
34. Consultant: One way to reduce the number of calls would be to have fewer customers. Project Sponsor: That’s not funny. We mustn't do anything that drives people away! Consultant: I'll add "Retain customers" to the list of goals. It may seem obvious, but it’s important to make the goals crystal clear. Going back to the Net Promoter score. How can we measure this and what do you want to achieve by increasing it? Project Sponsor: We get quarterly NPS ratings. At the moment they're around 8%. I'd have to look up the exact number. Our competitors are typically above 10%. To achieve our revenue targets we need to get this number up to 15%.
35. Consultant: You mentioned you're under pressure to reduce cost. Will you tell me more about that? Project Sponsor: Our cost of operations is vital to our profitability. If we reduce complaints, I expect our cost to go down, but I want to look into other ways we can reduce our costs. Reducing call center cost is one of my major objectives this year. Consultant: How would you measure that cost? Project Sponsor: Well, we can count the number of people working there. That's our biggest cost factor. We can look at the monthly OPEX report to get the full cost.
37. Consultant: [Summarises contents of the Goal Table]Did I understand your goals correctly? Project Sponsor: Yes, but there’s more. We're under pressure from the regulators. It’s come to the attention of the regulators that the porting process is too slow and fails frequently. Consultant: If I understand correctly, you need to reduce the cycle time to port a number. Is that correct? Project Sponsor: Yes. Now it can take as long as two days. To keep the regulators off our backs we need to bring this down to one day. And fast. Customer expectation is two hours, as that's what's being offered by most of our competitors. We expect the regulators to make this mandatory in the near feature, so we need to be ready to port numbers more quickly.
38. Consultant: How many complaints do you get about the speed of porting numbers? Project Sponsor: It’s the second-largest reason for number porting complaints. We think that by offering this service as online self-service option we will speed things up a lot AND we'll be able to save on call centre costs. Consultant: I see. We already have the decreased cycle time and cost reduction goals in the goal table. What else would the online self-service option provide? How does the customer benefit? Project Sponsor: Well, the customer would benefit greatly from having those services available to use when and where they choose. It's much more convenient than calling our call centre. And our brand would benefit: we're in the communications and internet sector; we need to be seen to embrace the latest communication channels and technology.
39. Find the goals behind solutions requested by the stakeholders What benefits will the solution bring to the customer, the CFO and the CEO?
44. Use question marks to indicate missing information Identify the stakeholders who have the information Gather the missing information
45. 5. Identify the customer(s) Who uses the services and products we deliver?
46. Consultant: Who are the users of these services? Project Sponsor: They’re our customers. Or to be more exact, there are two types of customers: Existing customers who leave us and want to port their number out. New customers who want to port their number in.
47. 6. Identify the customer’s goals Just like we did with the project sponsor
48. Consultant: What do these customers want? Project Sponsor: They want to port their number, obviously. Consultant: What’s the benefit of porting for the customer? Project Sponsor: They can keep their existing number. That means their contacts can keep calling them without having to update the number. These contacts shouldn’t notice that the customer has changed provider.
52. Now we’ve got an initial Goal Table... We have what we need to create our initial Business Value model
53. What have we done? Set the context Identify the project sponsor Identify the project sponsor’s goals Quantify the project sponsor’s goals Identify the customer(s) Identify the customer’s goals Quantify the customer’s goals
55. Building a Business Value Model Work in groups per table Use Post-Its to make model easy to change When you have a question or an issue Write it on a red Post-It Continue working Resolve issues and questions when we come round to your table
56. Building a Business Value Model Choose a small (4-6) number of measures Balanced: financial, people, organisation Identify relationships Build a model that you can use to: Determine successful outcome Steer the project Add more measures if needed
58. For example Unit Test coverage # of Issues found by customer Customer Satisfaction Velocity Project Cost Unit Test Quality Financial People Organisation
59. Building a Business Value Model Choose a small (4-6) number of measures Balanced: financial, people, organisation Identify relationships Build a model that you can use to: Determine successful outcome Steer the project Add more measures if needed Time’s up! 6 min
62. Improving a Business Value Model One person per table goes to the next table To bring fresh perspective and ideas Ensure we have indicators to Determine successful outcome (late, lagging) Steer the project (early, leading) Identify constraints, things we can’t change Regulations, goals of other projects, company values How do you measure them? Add constraints them to the model How are they related to the goals?
63. For example Lagging Leading/Lagging Leading Unit Test coverage # of Issues found by customer Customer Satisfaction Velocity Project Cost Unit Test Quality
64. For example Lagging Leading/Lagging Leading Must integrate with System XYZ Speed of Service Unit Test coverage # of Issues found by customer Customer Satisfaction Velocity Project Cost Unit Test Quality
65. Improving a Business Value Model One person per table goes to the next table To bring fresh perspective and ideas Ensure we have indicators to Determine successful outcome (late, lagging) Steer the project (early, leading) Identify constraints, things we can’t change Regulations, goals of other projects, company values How do you measure them? Add constraints them to the model How are they related to the goals? Time’s up! 6 min
68. More stakeholders Who else is involved to provide porting in/out service to customers? What are their goals? How do we know we’ve achieved them? How does that impact our Business Value Model? Time’s up! 6 min
71. The Logical Thinking Process Intermediate Objectives Map Prerequisite/ Transition Tree How do we get there? In small steps. What is our goal? What are we missing? Future Reality Tree Current Reality Tree Would that work? What could possibly go wrong? Why don’t we have what we need? Conflict Resolution Diagram What could be done to resolve the underlying fundamental conflict?
72. Using the Logical Thinking Process Intermediate Objectives Map Current Reality Tree Conflict Resolution Diagram Future Reality Tree Prerequisite/ Transition Tree Context Diagram Business Value Model Plan
73. Writing stories made easy Goal AS A... TO ACHIEVE... I NEED... GOTCHAS Stakeholder Capability Test and measure Risk I KNOW I GOT IT WHEN... TO ACHIEVE ... AS A ... I NEED ... PASSES IT’S DONE WHEN ... TO NOT ACHIEVE ... I NEED ... Another capability
74. User Story Carpaccio Goal Table Project Level Story Project Level Story Project Level Story Project Level Story Release Level Story Release Level Story Release Level Story Release Level Story Iteration Level Story Iteration Level Story Iteration Level Story Iteration Level Story Iteration Level Story Iteration Level Story Iteration Level Story Iteration Level Story
78. Objections to Customer Value Analysis™ “We’ve spent 6 months on analysis already” “Business Value is impossible to measure” “All stakeholders must be identified upfront” “It’s too structured” “This is waterfall analysis, it’s not agile” “This is too hard” “Doing this with the whole team is a waste of time”
80. The Startup Bank Situation It’s December 1999 “It has to be in java” (why?) We have to build an online bank The launch press conference is booked for end of February 2000 We have 2 developers Outcome We launched on time Full-featured frontend Combination of manual and automated processes One country at first, then expanded to Europe All manual processes were automated gradually as customer base grew
81. A Commercial Bank Situation Mythical belief in the value of the project Project attempted 3 times previously Estimated development cost continued to go up during analysis Unclear project goals Competing stakeholders Outcome Determined the validity of the existing business case of the project Reduced the scope by 40% making it eligible for the existing program
82. The Phone Company Situation Already spent 2 months on analysis Identified 60 features “We need web-based self-service” Reluctantly agreed to do a few days of Customer Value Analysis™ Outcome Only 10 out of those 60 features delivered value Identified 4 new features crucial to the success of the project 25% of the value could be delivered within one month; no need for a web application
83. Benefits of Customer Value Analysis™ Objection : “We’ve spent 6 months on analysis already” Answer: “Given a project costing $1,000,000 a few days invested in Customer Value Analysis™ is a worthwhile investment” Benefit: Reduced scope, clear and common goals, earlier delivery more than paid back the investment
84. Benefits of Customer Value Analysis™ Objection : “Business Value is impossible to measure” Answer: “If it’s important, we’ll find a way to measure it. If it’s not important, why are we doing this?” Benefit: We talk about value before cost; we have unambiguous goals and we see we’re getting closer
85. Benefits of Customer Value Analysis™ Objection : “All stakeholders must be identified upfront” Answer: “Correct. By starting with the goals of the sponsor and the customer(s), we’ll discover everyone who needs to be involved” Benefit: We don’t “forget” stakeholders.
86. Benefits of Customer Value Analysis™ Objection : “It’s too structured” Answer: “Structure liberates rather than constrains creativity. The techniques provide all the right questions. The answers are still up to you.” Benefit: Provided guidance and visibility into the analysis work. We don’t have to remember too much, the models show us what we don’t know yet.
87. Benefits of Customer Value Analysis™ Objection : “This is waterfall analysis, it’s not agile” Answer: “We’ve found that this work reduces implementation time significantly and ensures that we identify what we really need” Benefit: A day of analysis can cut weeks of implementation time. No more “It’s what I asked for”. Instead “Great! This is exactly what we need.”
88. Benefits of Customer Value Analysis™ Objection : “This is too hard” Answer: “Let’s try it on (part of) one project, you’ll be surprised how much we’ll get done in a few days” Benefit: The small steps make analysis work accessible to everyone involved in the project, so we can use the intelligence of the whole team
89. Benefits of Customer Value Analysis™ Objection : “Doing this with the whole team is a waste of time” Answer: “We all have to understand the goal. The fastest way to do this is by building the model together” Benefit: The whole team knows why they’re doing the project; developers and testers come up with unexpected product ideas
90. A Business Value Model is a Hypothesis The Business Value Model is one of many models we build. None of them are perfect. Our model is a hypothesis, what we think will happen. We re-evaluate and improve the model regularly based on feedback It’s not a static business case. We won’t be punished if we get it wrong.
91. Summary We build a Goal Table to understand who needs what and why they need it We build a Business Value Model to come to agreement on our definition of value We use the Business Value Model to prioritise the goals to be achieved We use the Business Value Model to know where we are, see whether we’re going in the right direction and know when we’ve arrived
92.
93. Show how to do Business Analysis in an Agile way
94. Present a few techniques you can use right away
97. The Agile Extension to the BABOK Business Analysis Body of Knowledge International Institute of Business Analysts Methodology-neutral The Agile extension gives guidance on how to perform business analysis on Agile projects Open Space workshop: Thu 10:30
98. Introductions For courses and workshops on Customer Value Analysis™ www.emergn.com www.nayima.be NAYIMA We make play work
Editor's Notes
Portia and Pascal introduce themselves by sharing a bit about their background.
Portia and Pascal introduce themselves by sharing a bit about their background.