The Salesforce Playbook- 6 Steps to Better Deployments

1,621 views

Published on

Please see http://bit.ly/playsfdc

Published in: Technology
0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,621
On SlideShare
0
From Embeds
0
Number of Embeds
437
Actions
Shares
0
Downloads
0
Comments
0
Likes
3
Embeds 0
No embeds

No notes for slide

The Salesforce Playbook- 6 Steps to Better Deployments

  1. 1. Copyright 2014 Cowan Publishing The Salesforce Playbook Creating Better Deployments alexandercowan.com
  2. 2. Copyright 2014 Cowan Publishing ALEX COWAN AlexanderCowan.com @cowanSF ABOUT ME Entrepreneur (5x) Intrapreneur (1x)
  3. 3. Copyright 2014 Cowan Publishing ALEX COWAN AlexanderCowan.com @cowanSF ABOUT ME
  4. 4. Copyright 2014 Cowan Publishing ABOUT ME www.alexandercowan.com
  5. 5. Copyright 2014 Cowan Publishing ABOUT ME I Enterprise Software I End Users
  6. 6. Copyright 2014 Cowan Publishing CRM IMPLEMENTATIONS COULD BE BETTER Source! Statistic Gartner 50% Butler 70% AMR 29% The Economist 56% Forrester 47% CRM PROJECT FAILURES source: ZDNet
  7. 7. Copyright 2014 Cowan Publishing CRM IMPLEMENTATIONS COULD BE BETTER source: US Bureau of Labor Statistics LABOR PRODUCTIVITY (US)
  8. 8. Copyright 2014 Cowan Publishing Order Taking vs. Consulting Building vs. Designing Big Batches vs. Iteration 4 PROBLEMS WE CAN READILY IMPROVE Papering Problems with Software vs. Solving Them
  9. 9. Copyright 2014 Cowan Publishing We ask users for their requirements and then do precisely what they ask. The result is a frankensteinian; users revolt. We need to know what to ask users, how to observe them, how to interpret what they say and do, and then apply our ideas on best practices to deliver something they’ll like. ORDER TAKING VS. CONSULTING
  10. 10. Copyright 2014 Cowan Publishing ORDER TAKING VS. CONSULTING “We need values for this important drop-down menu. What do you want there?” “Well, at my last six jobs we used {x, y, z}, so I guess let’s go with that.” X
  11. 11. Copyright 2014 Cowan Publishing Salesforce makes it so easy to build things, so we do what’s easy. But it’s not as easy as it looks- creating a thoughtful, durable system that users like is hard. We need to better ‘sell’ the design process and integrate it more continuously into deployment. BUILDING VS. DESIGNING
  12. 12. Copyright 2014 Cowan Publishing BUILDING VS. DESIGNING “I’d like to spend more time with the folks in support to understand how they do things and see what ideas they have about how things should work.” “Let’s not make this a science project. We’re short on time. Let’s just get the system online.” X
  13. 13. Copyright 2014 Cowan Publishing We place our faith in ‘the system’ to solve our problems, but software can only automate and enforce processes. Only the users and their advisors really know how things should work. We need to pair thoughtful design with appropriate software choices. PAPERING PROBLEMS VS. SOLVING THEM
  14. 14. Copyright 2014 Cowan Publishing PAPERING PROBLEMS VS. SOLVING THEM “Tell me about your order management process and how that’s working for you.” “We don’t exactly have one. I was hoping that would come with the system.” X
  15. 15. Copyright 2014 Cowan Publishing Plans deliver a sense of certainty, but that certainty is false. Systems and process redesign is complex and incremental validation is critical. Smaller batches with incremental validation are the fastest path to a good outcome. BIG BATCHES VS. ITERATION
  16. 16. Copyright 2014 Cowan Publishing BIG BATCHES VS. ITERATION “Here’s what I think we can do in the next two weeks based on the priorities. Then we can review.” “Look, I need a plan for the whole project.” X
  17. 17. Copyright 2014 Cowan Publishing THE SILVER BULLET?
  18. 18. Copyright 2014 Cowan Publishing THE SILVER BULLET? I don’t have one. The fix has multiple parts. Here are two parts: 1) a better process 2) a set of foundation skills
  19. 19. Copyright 2014 Cowan Publishing THE PROCESS
  20. 20. Copyright 2014 Cowan Publishing ALEX COWAN AlexanderCowan.com @cowanSF SKILLS FOR THE FULL ENTERPRISE CONSULTANT Specialties DESIGN&UX SFA ORDERMANAGEMENT EXTENDEDCRM BILLING ENTERPRISEARCH. ... DEVELOPMENT ... ... ANALYTICS ... ... ... Technical Literacy ARCHITECTURE FUNDAMENTALS App. & Platform Integration ROLES & SYSTEMS Both Customer & Product Teams Foundation Concepts LEAN DESIGN THINKING PROCESS DESIGN AGILE SOFTWARE FUNDAMENTALS Model-View- Controller
  21. 21. Copyright 2014 Cowan Publishing THE PROCESS
  22. 22. Copyright 2014 Cowan Publishing 01 FRAME THE NEED
  23. 23. Copyright 2014 Cowan Publishing 01 WHY FRAME? WHY? 1. Structure. 2. Linkage to success criteria. 3.Adrive to explicit, discussable designs. 4. Linkage to company business model & strategy.
  24. 24. Copyright 2014 Cowan Publishing 01 HOW DO YOU SELL THE CLIENT ON IT? CLIENTS DON’T WANT TO PAY FOR STRATEGY (Or even design in some cases) - feel they already know what they want - believe the software will essentially just work on its own KEEP IT FOCUSED, KEEP IT RELEVANT - you can do the basics in a few hours per engagement using the templates (see bit.ly/playsfdc) - even if you do it in pre- sales mode, it’s worth it
  25. 25. Copyright 2014 Cowan Publishing 01 HOW DO YOU SELL THE CLIENT ON IT? CLIENTS DON’T WANT TO PAY FOR STRATEGY (Or even design in some cases) - feel they already know what they want - believe the software will essentially just work on its own WITHOUT IT, SUCCESS IS HARD - many stakeholders, much legacy perspective - change is hard, even when it’s clearly aligned with a strategic focus
  26. 26. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http:// creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.The templates here are made available on the same CC license terms as the original canvas. (Cost Structure) (Key Partners) (Key Activities) (Key Resources) (Revenue Streams) (Customer Relationships) (Channels) (Value Propositions) (Customer Segments) (more? see bit.ly/nicebmc) Take 20 minutes with exec’s and rough out key definition questions on Business Model Canvas Who are the buyers, users and why do they buy? What is the end-to-end customer experience? What activities are strategically important?
  27. 27. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES Are you sure you know the business? Quickly define it with a clinical positioning statement. For (target customer) who (statement of the need or opportunity), the (product name) is a (product category) that (statement of key benefit – that is, compelling reason to buy). Unlike (primary competitive alternative), our product (statement of primary differentiation).
  28. 28. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES For homeowners who want the control and affordability of doing their own home improvement, the Home Depot is a hardware retailer that offers comprehensive selection at competitive prices. Unlike hiring professionals, our product helps you save money and work on your own terms. Example: Home Depot
  29. 29. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES Exercise: Create a Positioning Statement For (target customer) who (statement of the need or opportunity), the (product name) is a (product category) that (statement of key benefit – that is, compelling reason to buy). Unlike (primary competitive alternative), our product (statement of primary differentiation). (5 min.) see workbook item: ‘Interview with Exec. Director on Background & Business Model’
  30. 30. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES Are you sure you know the business? Quickly define it with a clinical positioning statement. For children (k-12) seeking an expressive experience through the arts, the Children’s Theater is a performing arts institute that offers affordable programming to low-income schools and children. Unlike private institutions, our product offers national quality programming with a long track record of success. Example: United Children’s Theater
  31. 31. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http:// creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.The templates here are made available on the same CC license terms as the original canvas. (Cost Structure) (Key Partners) (Key Activities) (Key Resources) (Revenue Streams) (Customer Relationships) (Channels) (Value Propositions) (Customer Segments) Who are the buyers, users and why do they buy?
  32. 32. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES Value Propositions Customer Segments Why do they buy? Who are they? Broad Selection Competitive Prices Convenience Do-it-yourselfer’s Casual Shoppers Contractors Example: Home Depot
  33. 33. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES Value Propositions Customer Segments Why do they buy? Who are they? ? (3 min) ? see workbook item: ‘Interview with Exec. Director on Background & Business Model’
  34. 34. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES Value Propositions Customer Segments Why do they buy? Who are they? ? Children Parents Teachers &Admin. Donors
  35. 35. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES Value Propositions Customer Segments Why do they buy? Who are they? (3 min) ? Children Parents Teachers &Admin. Donors see workbook item: ‘Interview with Exec. Director on Background & Business Model’
  36. 36. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES Value Propositions Customer Segments Why do they buy? Who are they? Children Parents Teachers &Admin. Donors Quality arts education Unique peer group Affordability Outsourcing arts function Cultivating arts locally Better Ed. for Low-Income Pupils
  37. 37. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES Exercise: 1. List your prioritized Customer Segments block and Value Propositions block 2. Map your personas to your Value Propositions This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http:// creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.The templates here are made available on the same CC license terms as the original canvas. Activity_1 Activity_2 Activity_3 Proposition_1 Proposition_2 Proposition_3 Persona_1 Persona_2 Persona_3 (3 min)
  38. 38. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES Example: United Children’s Theater
  39. 39. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http:// creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.The templates here are made available on the same CC license terms as the original canvas. (Cost Structure) (Key Partners) (Key Activities) (Key Resources) (Revenue Streams) (Customer Relationships) (Channels) (Value Propositions) (Customer Segments) What is the end-to-end customer experience?
  40. 40. Copyright 2014 Cowan Publishing A I D A O R ttention nterest esire ction nboarding etention How do they first find out that you, your proposition exist? How do you break through the noise floor?
  41. 41. Copyright 2014 Cowan Publishing A I D A O R ttention nterest esire ction nboarding etention What is it that engages them with your proposition? How will you connect?
  42. 42. Copyright 2014 Cowan Publishing A I D A O R ttention nterest esire ction nboarding etention Are you connecting with an important problem scenario? Is your VP better enough than the alternative?
  43. 43. Copyright 2014 Cowan Publishing A I D A O R ttention nterest esire ction nboarding etention What is absolute minimum set of actions required by the customer to have you deliver on their problem?
  44. 44. Copyright 2014 Cowan Publishing A I D A O R ttention nterest esire ction nboarding etention How do they become a regular, habitual user? How will you know if that’s happening?
  45. 45. Copyright 2014 Cowan Publishing A I D A O R ttention nterest esire ction nboarding etention How do you deepen their involvement? Investment? How do you get them talking about it?
  46. 46. Copyright 2014 Cowan Publishing 01 STORYBOARDING AIDA(OR)
  47. 47. Copyright 2014 Cowan Publishing 01 STORYBOARDING AIDA(OR)
  48. 48. Copyright 2014 Cowan Publishing Exercise: Create a 6- panel storyboard 01 EXERCISE: AIDA STORYBOARD (10 min) see workbook item ‘Interview with Exec. Director on Customer Journey’
  49. 49. Copyright 2014 Cowan Publishing 01 STORYBOARDING AIDA(OR) Create your own at www.StoryboardThat.com Oh yeah- can you send me a link or something? I noticed Carlos doesn't do soccer. Maybe he'd like to try theater, like my Ricky. ATTENTION INTEREST To Sub United Newsletter: Come to our open house to check out the year 2 program! Bring friends! RETENTION Here's that email from Cynthia…Oh, this looks great, easy to try. And it's affordable. I'd love to see Carlos spend more time with other boys, good boys that study and stay out of trouble. ACTION This looks like the right program, I'm eligible for aid so this is what I pay.…Paid. See you Tuesday! ONBOARDING Hi there, Carlos. We're so excited to have you! Let's get started. DESIRE Example: United Children’s Theater
  50. 50. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES How do they interact? Who interacts? SAMPLES dedicated personal service (onsite? offsite?) personal service phone support web/email based tickets web self-help and forums SAMPLES Customer Relationships Channels SALES hand sales direct hand sales indirect retail web phone delivery PROMOTION personal direct personal indirect specialty media television radio AdWords + SEO SERVICE direct personal authorized center field contractors community web
  51. 51. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES How do they interact? Who interacts? Customer Relationships Channels Home Depot ‘personal service’ Home Depot SALES retail (web) PROMOTION mass media: newspaper television radio AdWords + SEO
  52. 52. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES How do they interact? Who interacts? Customer Relationships Channels ? ?
  53. 53. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES How do they interact? Who interacts? Customer Relationships Channels ? Personal Service Direct Personal Service Online Community
  54. 54. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES How do they interact? Who interacts? Customer Relationships Channels ? Personal Service Direct Personal Service Online Community
  55. 55. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES How do they interact? Who interacts? Customer Relationships Channels SALES Direct Local Schools PROMOTION ParentsAuxiliary SERVICE ParentsAuxiliary Facebook Personal Service Direct Personal Service Online Community
  56. 56. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES Example: United Children’s Theater
  57. 57. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http:// creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.The templates here are made available on the same CC license terms as the original canvas. (Cost Structure) (Key Partners) (Key Activities) (Key Resources) (Revenue Streams) (Customer Relationships) (Channels) (Value Propositions) (Customer Segments) What activities are strategically important?
  58. 58. Copyright 2014 Cowan Publishing This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http:// creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.The templates here are made available on the same CC license terms as the original canvas. (Cost Structure) (Key Partners) (Key Activities) (Key Resources) (Revenue Streams) (Customer Relationships) (Channels) (Value Propositions) (Customer Segments) 01 THREE BUSINESS MODEL TYPES 1. INFRASTRUCTURE-DRIVEN 2. CUSTOMER SCOPE-DRIVEN 3. PRODUCT-DRIVEN
  59. 59. Copyright 2014 Cowan Publishing 01 THREE BUSINESS MODEL TYPES Infrastructure-Driven UTILITIES TELECOM COMMODITIES Scope-Driven RETAIL BANKING CORP. LAW Product-Driven PACKAGED GOODS APP. SOFTWARE MEDIA
  60. 60. Copyright 2014 Cowan Publishing 01 THREE BUSINESS MODEL TYPES INFRASTRUCTURE Kimberly-Clark: paper pulp DuPont: plastics and polymers SCOPE Procter & Gamble: cradle to grave products Baby Store: everything for babies in one place PRODUCT EarthBaby, TinyTots, Honest Company: compostable diapers and service
  61. 61. Copyright 2014 Cowan Publishing 01 THREE BUSINESS MODEL TYPES: QUIZ! (United Children’s Theater)
  62. 62. Copyright 2014 Cowan Publishing 01 THREE BUSINESS MODEL TYPES: IMPLICATIONS EXAMPLE AREA INFRASTRUC TURE-DRIVEN SCOPE- DRIVEN PRODUCT- DRIVEN Sales Process: Highly standard or flexible? relatively standardized relatively flexible (ideally Channel sells) Pricing & Packaging: Highly standardized or customizable? relatively standardized relatively customizable relatively standardized Customer Support: How systematic vs. customized? relatively systematic relatively customized relatively systematic
  63. 63. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES What’s strategically critical? (5 min) ? Key Activities Key Resources ? What assets are strategic? see workbook item ‘Interview with Exec. Director on Running the Operation’
  64. 64. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES What’s strategically critical? Key Activities Key Resources ? Curriculum Development Student Development School Programming Volunteer Development Donor Development What assets are strategic?
  65. 65. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES What’s strategically critical? (3 min) Key Activities Key Resources ? Curriculum Development Student Development School Programming Volunteer Development Donor Development What assets are strategic?
  66. 66. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES What’s strategically critical? What assets are strategic? Key Activities Key Resources Curriculum Development Student Development School Programming Volunteer Development Donor Development Track Record Facility Donor Relationships Curriculum Volunteer Base
  67. 67. Copyright 2014 Cowan Publishing 01 DEFINE STRATEGY AND LINK IT TO PROCESSES Example: United Children’s Theater More on the Business Model Canvas: bit.ly/ nicebmc
  68. 68. Copyright 2014 Cowan Publishing 01 BUSINESS MODEL TO PROCESS INVENTORY Key Activities Functional Processes Sub- Processes PROCESS INVENTORY
  69. 69. Copyright 2014 Cowan Publishing 01 HOW DO YOU FRAME? Unit of structure: the atomic process It has… an input transformative steps an output …and 3 metrics 1. process 2. output 3. outcome
  70. 70. Copyright 2014 Cowan Publishing 01 HOW DO YOU FRAME? METRICS Process: How many doorknobs/hour? Output: Portion of ‘flawed’ doorknobs? Outcome: Did we validate that customers like the doorknobs?
  71. 71. Copyright 2014 Cowan Publishing 01 HOW DO YOU FRAME? VALIDATING PROCESSES NVA: Non-Value Added Time (‘wasted time’) >> ELIMINATE BVA: Business-Value Added Time (‘paperwork’) >> MINIMIZE RVA: Real Value-Added Time (‘work’) >> MAXIMIZE
  72. 72. Copyright 2014 Cowan Publishing 01 PROCESS DESIGN & HALLWAY CONVERSATIONS Executive Director “Nice to finally meet you Executive Director. Can’t wait to start. What’s on you A-list?” “Lead qualification! I’m transitioning donor development to a new person and so it’s a good time for us to consolidate and structure best practices.” “Tell me more about what you’re doing now” [she does some explaining] “So the input is a valid lead and the output is a qualified opportunity?” “Yup” Salesforce Gal
  73. 73. Copyright 2014 Cowan Publishing 01 OUR SIMPLE (BUT FRAMED) START input output
  74. 74. Copyright 2014 Cowan Publishing 01 ON FRAMING input output Group Exercise: How would you describe inputs, outputs for a process you worked on?
  75. 75. Copyright 2014 Cowan Publishing 01 OUTPUTS AND CLOSING AN ITERATION OUTPUT YOU’LL KNOW YOU’RE DONE WHEN… BUSINESS MODEL CANVAS You can confidently describe (generally): Who are the customers and why do they buy? What is/are the customer journey(s)? What primary activities are strategically important? (After the 1st iteration, just make sure you can connect what you’re doing back to those items.) PROCESS INVENTORY The Key Activities describe all the major jobs you’re observing. 1st Iteration: You can map at least two processes into the working set of Key Activities. (You’ll layer in more processes in the next step).
  76. 76. Copyright 2014 Cowan Publishing 02 DIAGNOSE USER & BUSINESS PROBLEMS
  77. 77. Copyright 2014 Cowan Publishing 02 INPUTS AND STARTING AN ITERATION INPUT YOU’LL USE IT FOR… BUSINESS MODEL CANVAS Focusing your diagnosis and anchoring it in what’s important to enhancing the firm’s business model. PROCESS INVENTORY Structuring your work around the firm’s Key Activities.
  78. 78. Copyright 2014 Cowan Publishing 02 DIAGNOSING USER NEEDS & PROBLEMS The twin anti-poles of design failure Doing precisely what the user asks Assuming you know what’s best and ignoring the user SNAP!
  79. 79. Copyright 2014 Cowan Publishing 02 DIAGNOSING USER NEEDS & PROBLEMS Abetter way: Design Thinking Empathy Creativity
  80. 80. Copyright 2014 Cowan Publishing 02 PERSONAS? ALEX COWAN AlexanderCowan.com @cowanSF
  81. 81. Copyright 2014 Cowan Publishing 02 PERSONAS? ALEX COWAN AlexanderCowan.com @cowanSF
  82. 82. Copyright 2014 Cowan Publishing 02 PERSONAS? PROBLEM SCENARIO ALTERNATIVES YOUR VALUE PROPOSITIONS X ? ! What are the fundamental jobs that need doing? How is the user doing those today? How is that working? What are we implenting PERSONA
  83. 83. Copyright 2014 Cowan Publishing 02 PERSONAS? PROBLEM SCENARIOS? PROBLEM SCENARIO ALTERNATIVES YOUR VALUE PROPOSITIONS X ? ! What are the fundamental jobs that need doing? How is the user doing those today? How is that working? What are we implenting PERSONA
  84. 84. Copyright 2014 Cowan Publishing 02 DIAGNOSE WELL OR YOU’LL DETOUR
  85. 85. Copyright 2014 Cowan Publishing 02 DIAGNOSING Find Observe Work ID Map Start with Key Activities (then any child processes). Ask ‘Who owns this?’ Get access to working level users (vs. just management). Spend most of your time here, focusing on 1st hand observation of specific examples. Start with process owners, then get with other responsible users. Describe problem scenarios, alternatives Map your diagnosis to the persona and process frameworks
  86. 86. Copyright 2014 Cowan Publishing 02 DIAGNOSING Find Observe Work ID Map Start with Key Activities (then any child processes). Ask ‘Who owns this?’ Get access to working level users (vs. just management). Spend most of your time here, focusing on 1st hand observation of specific examples. Start with process owners, then get with other responsible users. Describe problem scenarios, alternatives Map your diagnosis to the persona and process frameworks
  87. 87. Copyright 2014 Cowan Publishing 02 PERSONAS? PROBLEM SCENARIO ALTERNATIVES YOUR VALUE PROPOSITIONS X ? ! What are the fundamental jobs that need doing? How is the user doing those today? How is that working? What are we implenting PERSONA
  88. 88. Copyright 2014 Cowan Publishing 02 EXAMPLE ENTERPRISE PERSONAS (LEONID SYS.) Rita the Reseller Orson the Office Mgr. Ignatius the IT Guy Rhonda the Receptionist Susan the Small Bus. Owner Keith the Key System User Amy the Assistant Simone the Standard User Chuck the Call Center Agent Esteban the Executive Mikuko the Mobile User Cindy the Call Center Manager Customer Personas (Customer’s Customer)
  89. 89. Copyright 2014 Cowan Publishing 02 EXAMPLE ENTERPRISE PERSONAS (LEONID SYS.) User Personas Nietzsche the Network Eng. Paola the Provisioner Sidney the Sys. Admin. Percival the Product Manager Sven the Salesperson Anthony the Applications Eng. Itzhak the IT Developer Frank the Field Eng. Sam the Support Eng. Saul the Site Developer Fritz the Field Eng. Manager Bruce the Business Owner
  90. 90. Copyright 2014 Cowan Publishing Day in the Life we look at a few photos for a given persona you make some guesses about them there are no right answers BUT there is a right process: observe and infer OBJECTIVE: get a feel for what’s real; start to create something vivid (not a full picture, just snippets) 02 LITTLE GAME FOR DIAGNOSING PERSONAS
  91. 91. Copyright 2014 Cowan Publishing 02 SVEN THE SALESPERSON: A DAY IN THE LIFE
  92. 92. Copyright 2014 Cowan Publishing WAKE UP! ** create fake email account, fake email to them
  93. 93. Copyright 2014 Cowan Publishing WAKE UP!
  94. 94. Copyright 2014 Cowan Publishing ON THE JOB
  95. 95. Copyright 2014 Cowan Publishing LUNCH BREAK
  96. 96. Copyright 2014 Cowan Publishing FINISHING UP
  97. 97. Copyright 2014 Cowan Publishing ON THE ROAD
  98. 98. Copyright 2014 Cowan Publishing UNWINDING AFTER WORK
  99. 99. Copyright 2014 Cowan Publishing DINNER
  100. 100. Copyright 2014 Cowan Publishing WINDING DOWN & BED
  101. 101. Copyright 2014 Cowan Publishing ABOUT SVEN THE SALESPERSON What’s his favorite kind of music? What do you think he looks at to set his agenda for the next day? What movie did he last see? How much do you think he uses his PC vs. his mobile? Which in which situations? If he had a dog, what kind? What one change on the way he uses Salesforce would most change his life for the better?
  102. 102. Copyright 2014 Cowan Publishing 02 DIAGNOSING PERSONAS THINKS What is their point of view on your area of interest? What do they like, dislike about it? What’s the difference in their view between how it is and how it should be? SEES What influences and informs them about your area of interest? Where do they get that? Peers? Media? FEELS What are the underlying emotional drivers in the area? How does that influence what they do and their interest in alternatives? DOES When you observe them, what do they actually do? (photos help) : )
  103. 103. Copyright 2014 Cowan Publishing 02 DIAGNOSING PERSONAS THINKS He knows that deal implementations get held up downstream, but doesn’t have time to really dig into why. He suspects that it’s just the burden of people who only get paid if they sell to push and pull the salaried types along to get deals done. SEES Competitors that have good tools and support book deals and those that don’t make it too hard for the customer lose deals. FEELS Sales doesn’t get the respect it merits. Everyone he deals with outside of sales doesn’t get what it’s like to have doors slammed in your face, to wonder every night what your quarterly bonus (aka how he pays his mortgage) is going to look like. Most bureaucracy, and this definitely includes CRM, is a pitiful waste of time. Produce or go home. DOES Right now, Sven only puts deals into Salesforce when he needs to move them to formal proposal, since that’s the only way proposals get generated. Generally, the deal description and qualification are patchy. Sven the Salesperson
  104. 104. Copyright 2014 Cowan Publishing 02 DIAGNOSING PERSONAS THINKS What works and what doesn’t is pretty clear, but she doesn’t want to get in the middle of the shouting match between sales and operations. SEES Deals come in without much description on a regular basis. It’s a lot of work to really get things in a place where there are no surprises once the account starts getting bills. FEELS She’s often the bottleneck on moving deals to revenue and every night she goes to bed feeling like she’s not doing enough, that she’s disappointing the company by not getting more done. It sucks. DOES She’s tried to create her own system for getting things done as best she can. The inputs and the requirements at the other end in operations keep changing, though, so it’s hard. Sonja the Solutions Engineer
  105. 105. Copyright 2014 Cowan Publishing 02 SALESFORCE GAL DIAGNOSES PERSONAS BONUS! Creates personas for your client from a library of enterprise personas you maintain.
  106. 106. Copyright 2014 Cowan Publishing 02 DIAGNOSING PERSONAS THINKS What is their point of view on your area of interest? What do they like, dislike about it? What’s the difference in their view between how it is and how it should be? SEES What influences and informs them about your area of interest? Where do they get that? Peers? Media? FEELS What are the underlying emotional drivers in the area? How does that influence what they do and their interest in alternatives? DOES When you observe them, what do they actually do? (photos help) : ) Exercise: Draft Think-See-Feel-Do for a persona in a project you did. (5 min)
  107. 107. Copyright 2014 Cowan Publishing 02 PERSONAS? PROBLEM SCENARIOS? PROBLEM SCENARIO ALTERNATIVES YOUR VALUE PROPOSITIONS X ? ! What are the fundamental jobs that need doing? How is the user doing those today? How is that working? What are we implenting PERSONA Exercise: Draft a problem scenario- alternative-value proposition trio (5 min)
  108. 108. Copyright 2014 Cowan Publishing DO EARLY, OFTEN They’re never 100% right. The win is to make them your go-to tool for thinking about users. FREQUENCY ≈ RELEVANCE THINK-SEE-FEEL-DO Keep things focused and relevant with think-see-feel- do. T-S-F-D SEGMENT BY ROLE Organizing around roles helps avoid confusion if some users wear multiple hats. ROLES ALEX COWAN AlexanderCowan.com @cowanSF 02 THREE TIPS ON CREATING ENT. PERSONAS
  109. 109. Copyright 2014 Cowan Publishing 02 DIAGNOSING Find Observe Work ID Map Start with Key Activities (then any child processes). Ask ‘Who owns this?’ Get access to working level users (vs. just management). Spend most of your time here, focusing on 1st hand observation of specific examples. Start with process owners, then get with other responsible users. Describe problem scenarios, alternatives Map your diagnosis to the persona and process frameworks
  110. 110. Copyright 2014 Cowan Publishing 02 PERSONAS? PROBLEM SCENARIOS? PROBLEM SCENARIO ALTERNATIVES YOUR VALUE PROPOSITIONS X ? ! What are the fundamental jobs that need doing? How is the user doing those today? How is that working? What are we implenting PERSONA
  111. 111. Copyright 2014 Cowan Publishing 02 SALESFORCE GAL DIAGNOSES WITH THE ED “What’s on your A-list right now in Donor Development?” “I’m spending a lot of time with our new Development Manager, showing her what’s worked in with donors in the past and where to focus month to month based on what we have going on and our objectives.” Salesforce Gal Executive Director How are you tracking all that? “Just a spreadsheet on our shared drive.”
  112. 112. Copyright 2014 Cowan Publishing 02 SALESFORCE GAL DIAGNOSES WITH THE ED PROBLEM SCENARIO CURRENT ALTERNATIVE VALUE PROPOSITION VALIDATION CRITERIA Implementing learned best practices on account development tasks & keeping those aligned with corporate objectives Self-generated spreadsheet for account tracking on shared drive KeyActivity: Donor Development
  113. 113. Copyright 2014 Cowan Publishing 02 SALESFORCE GAL DIAGNOSES WITH THE ED “Anything else on Donor Development? What else has to get done in the process?” “Well, we want to recognize the donations, let them know our appreciation. With the new folks and scaling, we sometimes drop the ball on that, which we just have got to fix.” Salesforce Gal Executive Director “What do you typically do for recognition?” “Minimum, we send an email. For the really big ones, I send a hand- written note.”
  114. 114. Copyright 2014 Cowan Publishing 02 SALESFORCE GAL DIAGNOSES WITH THE ED PROBLEM SCENARIO CURRENT ALTERNATIVE VALUE PROPOSITION VALIDATION CRITERIA Consistently recognizing donors (for longer term relationship development) Manual process with no checks, tracking or automation KeyActivity: Customer Creation
  115. 115. Copyright 2014 Cowan Publishing 02 SALESFORCE GAL DIAGNOSES WITH THE ED “What else on Donor Development?” “It’s not easy to get what I need to manage the business, short term and long term. Short term, I need to where we’re at quarterly. Long term, I have my ideas but I’d like a better picture of where our donations have come from and how we approached those donors. Salesforce Gal Executive Director
  116. 116. Copyright 2014 Cowan Publishing 02 SALESFORCE GAL DIAGNOSES WITH THE ED PROBLEM SCENARIO CURRENT ALTERNATIVE VALUE PROPOSITION VALIDATION CRITERIA Reducing the overhead required to obtain reliable visibility on sales progress towards quarterly goals Manual reporting process via Excel (periodically updated) Maintaining perspective on historical relationship between activities and donor segments Manually review various Excel reporting by period KeyActivity: Customer Creation
  117. 117. Copyright 2014 Cowan Publishing 02 DIAGNOSING Find Observe Work ID Map Start with Key Activities (then any child processes). Ask ‘Who owns this?’ Get access to working level users (vs. just management). Spend most of your time here, focusing on 1st hand observation of specific examples. Start with process owners, then get with other responsible users. Describe problem scenarios, alternatives Map your diagnosis to the persona and process frameworks
  118. 118. Copyright 2014 Cowan Publishing 02 SALESFORCE GAL DIAGNOSES WITH DON “Thanks for taking the time. Can you tell me about how you qualify leads?” “Sure. Pretty much I … [general answer]” “Could you walk me through a recent example?” “You bet … [more of the specifics SFG needed]” “So, first you qualify on whether the donor funds the arts, funds local education, and then whether they have current year funds?” “Yup” Salesforce Gal Don in Development
  119. 119. Copyright 2014 Cowan Publishing 02 SF GAL DIAGNOSES LEAD QUAL. PROCESS
  120. 120. Copyright 2014 Cowan Publishing 02 SALESFORCE GAL DIAGNOSES WITH DON “Then what happens?” “If they’re a possible fit but not this year or not until we’re doing something in particular, I mark them as not qualified yet but make a note to myself to call them back. If they’re not for us, I mark them dead. If they look good I put them on my priority list. Salesforce Gal Don in Development
  121. 121. Copyright 2014 Cowan Publishing 02 SALESFORCE GAL DIAGNOSES WITH DON
  122. 122. Copyright 2014 Cowan Publishing 02 SALESFORCE GAL DIAGNOSES WITH DON METRICS Process: Number of donors qualified (or unqualified) Output: % of Opportunities where Post-Mortem == ‘Not Qualified’ Outcome: Achievement Against Fundraising Objective ($), Size of Donor Pool (net changes in donors) PROCESS IMPROVEMENT RVA (Real Value-Added) Time: Increasing time spent talking to the right fundraising prospects BVA (Business Value-Added): Reduce time spent on reporting and answering questions NVA (Non Value-Added): Eliminate time spent on calling on prospects the company knows are unqualified
  123. 123. Copyright 2014 Cowan Publishing 02 SALESFORCE GAL DIAGNOSES WITH THE ED “Anything else on Donor Development? What else has to get done in the process?” “Well, we want to recognize the donations, let them know our appreciation. With the new folks and scaling, we sometimes drop the ball on that, which we just have got to fix.” Salesforce Gal Executive Director “What do you typically do for recognition?” “Minimum, we send an email. For the really big ones, I send a hand- written note.”
  124. 124. Copyright 2014 Cowan Publishing 02 SALESFORCE GAL DIAGNOSES WITH THE ED “Anything else on Donor Development? What else has to get done in the process?” “Well, we want to recognize the donations, let them know our appreciation. With the new folks and scaling, we sometimes drop the ball on that, which we just have got to fix.” Salesforce Gal Executive Director “What do you typically do for recognition?” “Minimum, we send an email. For the really big ones, I send a hand- written note.” (10 min) 1. input, output 2. transformative steps 3. metrics see workbook item: ‘Interview with Exec. Director on Donor Recognition’
  125. 125. Copyright 2014 Cowan Publishing 02 SALESFORCE GAL DIAGNOSES WITH THE ED
  126. 126. Copyright 2014 Cowan Publishing 02 SALESFORCE GAL DIAGNOSES WITH THE ED METRICS Process: Number of recognitions sent Output: % of undelivered recognition's Outcome: Net change in portion of repeat donors (i.e. churn) PROCESS IMPROVEMENT RVA (Real Value-Added) Time: Time spent on person to person donor development BVA (Business Value-Added): Reduce time spent reporting on donor follow-up’s NVA (Non Value-Added): Fixing broken automation, data models
  127. 127. Copyright 2014 Cowan Publishing 02 OUTPUTS AND CLOSING AN ITERATION OUTPUT YOU’LL KNOW YOU’RE DONE WHEN… PERSONAS BY USER ROLE PERSONAS BY CUSTOMER ROLE You know who does what for the Key Processes you’re tackling. When you go and explain an idea to said personas, it makes sense to them. PROBLEM SCENARIOS + ALTERNATIVES You’ve described all the significant tasks and items you heard about in interviews. PROCESS DEFINITIONS (NOTE: You may not define any processes in your first iteration in a given Key Activity- you might just finish the above.) The definitions make sense to users, including all key process elements (input, output, steps, metrics).
  128. 128. Copyright 2014 Cowan Publishing 03 PROPOSE SOLUTIONS
  129. 129. Copyright 2014 Cowan Publishing 03 INPUTS AND STARTING AN ITERATION INPUT YOU’LL USE IT FOR… PERSONAS BY USER ROLE PERSONAS BY CUSTOMER ROLE Establishing how your implementation will benefit the business. Organizing your validation criteria for definitive testing. PROBLEM SCENARIOS + ALTERNATIVES (same as above) PROCESS DEFINITIONS Define your solution in terms that are discussable, actionable, and testable.
  130. 130. Copyright 2014 Cowan Publishing 03 THE PROBLEM OF PROPOSING Propose AgreeDeliver ? Propose AgreeDeliver It’s tricky. We all have to grapple with the right recipe.
  131. 131. Copyright 2014 Cowan Publishing 03 THE PROBLEM OF PROPOSING a. Propose problems + propositions b. Propose a testable solution c. Propose small batches d. Propose accountable reporting
  132. 132. Copyright 2014 Cowan Publishing 03 PROPOSING PROBLEMS + PROPOSITIONS Get agreement (or acceptance) on definition and priority Provide context for where you see the best ‘wins’
  133. 133. Copyright 2014 Cowan Publishing 03 PROPOSING PROBLEMS + PROPOSITIONS KeyActivity 1 KeyActivity 2 KeyActivity 3 … KeyActivity n Problem Scenario + Alternative + Your Ideas on Propositions Ranking Wins? Reduction Automation Consolidation Visibility
  134. 134. Copyright 2014 Cowan Publishing 03 PROPOSING PROBLEMS + PROPOSITIONS PROBLEM SCENARIO CURRENT ALTERNATIVE VALUE PROPOSITION VALIDATION CRITERIA Implementing learned best practices on account development tasks & keeping those aligned with corporate objectives Self-generated spreadsheet for account tracking on shared drive ? KeyActivity: Donor Development
  135. 135. Copyright 2014 Cowan Publishing 03 PROPOSING PROBLEMS + PROPOSITIONS PROBLEM SCENARIO CURRENT ALTERNATIVE VALUE PROPOSITION VALIDATION CRITERIA Implementing learned best practices on account development tasks & keeping those aligned with corporate objectives Self-generated spreadsheet for account tracking on shared drive The Salesforce implementation will help with best practice sales and time management with structure and automation around tasks like- * lead scoring to prioritize calls * simple creation of follow-up’s and related notices to help prioritize work KeyActivity: Donor Development
  136. 136. Copyright 2014 Cowan Publishing 03 PROPOSING PROBLEMS + PROPOSITIONS PROBLEM SCENARIO CURRENT ALTERNATIVE VALUE PROPOSITION VALIDATION CRITERIA Consistently recognizing donors (for longer term relationship development) Manual process with no checks, tracking or automation ? KeyActivity: Donor Development (3 min)
  137. 137. Copyright 2014 Cowan Publishing 03 PROPOSING PROBLEMS + PROPOSITIONS PROBLEM SCENARIO CURRENT ALTERNATIVE VALUE PROPOSITION VALIDATION CRITERIA Consistently recognizing donors (for longer term relationship development) Manual process with no checks, tracking or automation The Salesforce implementation will automate recognition and track it for account & sales management. KeyActivity: Donor Development
  138. 138. Copyright 2014 Cowan Publishing 03 PROPOSING TESTABLE SOLUTIONS 6.a PIVOT experiments disprove hypothesis 01 IDEA! 02 HYPOTHESIS 03 EXPERIMENTAL DESIGN 04 EXPERIMENTATION 05 PIVOT OR PERSEVERE? 6.b PERSEVERE experiments prove hypothesis Formulate from problem scenario- alternatives-value proposition trios Organize against value propositions Progressive testing with users Change approach or scale up? (The quicker you get to this point the easier it is to make changes.)
  139. 139. Copyright 2014 Cowan Publishing 03 PROPOSING TESTABLE SOLUTIONS 0 Day 30 Day ID DOES IT WORK? Deep testing on real data with a very small set of users. 90 Day DOES IT STICK? Post deploy, are users engaged at expected levels? If not, why not? DID IT MATTER? Is it delivering on the target propositions? If not, why not?
  140. 140. Copyright 2014 Cowan Publishing 03 PROPOSING TESTABLE SOLUTIONS PROBLEM SCENARIO CURRENT ALTERNATIVE VALUE PROPOSITION VALIDATION CRITERIA Implementing learned best practices on account development tasks & keeping those aligned with corporate objectives Self-generated spreadsheet for account tracking on shared drive The Salesforce implementation will help with best practice sales and time management with structure and automation around tasks like- * lead scoring to prioritize calls * simple creation of follow-up’s and related notices to help prioritize work 0 Day: ? KeyActivity: Donor Development
  141. 141. Copyright 2014 Cowan Publishing 03 PROPOSING TESTABLE SOLUTIONS PROBLEM SCENARIO CURRENT ALTERNATIVE VALUE PROPOSITION VALIDATION CRITERIA Implementing learned best practices on account development tasks & keeping those aligned with corporate objectives Self-generated spreadsheet for account tracking on shared drive The Salesforce implementation will help with best practice sales and time management with structure and automation around tasks like- * lead scoring to prioritize calls * simple creation of follow-up’s and related notices to help prioritize work 0 Day: DM inputs last 5 prospects; they go into fields as designed without additional support or questions 30 Day: ? KeyActivity: Donor Development
  142. 142. Copyright 2014 Cowan Publishing 03 PROPOSING TESTABLE SOLUTIONS PROBLEM SCENARIO CURRENT ALTERNATIVE VALUE PROPOSITION VALIDATION CRITERIA Implementing learned best practices on account development tasks & keeping those aligned with corporate objectives Self-generated spreadsheet for account tracking on shared drive The Salesforce implementation will help with best practice sales and time management with structure and automation around tasks like- * lead scoring to prioritize calls * simple creation of follow-up’s and related notices to help prioritize work 0 Day: DM inputs last 5 prospects; they go into fields as designed without additional support or questions 30 Day: login’s on at least 18 working days 90 Day: ? KeyActivity: Donor Development
  143. 143. Copyright 2014 Cowan Publishing 03 PROPOSING TESTABLE SOLUTIONS PROBLEM SCENARIO CURRENT ALTERNATIVE VALUE PROPOSITION VALIDATION CRITERIA Implementing learned best practices on account development tasks & keeping those aligned with corporate objectives Self-generated spreadsheet for account tracking on shared drive The Salesforce implementation will help with best practice sales and time management with structure and automation around tasks like- * lead scoring to prioritize calls * simple creation of follow-up’s and related notices to help prioritize work 90 Day: Definitive results on sales execution against strategic market plan + Result: 80% new growth is in Accounts types in target segments - Result: Most growth is not in target segments and the underlying reason can be identified in Opportunity post- mortems KeyActivity: Donor Development
  144. 144. Copyright 2014 Cowan Publishing 03 PROPOSING PROBLEMS + PROPOSITIONS PROBLEM SCENARIO CURRENT ALTERNATIVE VALUE PROPOSITION VALIDATION CRITERIA Consistently recognizing donors (for longer term relationship development) Manual process with no checks, tracking or automation The Salesforce implementation will automate recognition and track it for account & sales management. ? KeyActivity: Donor Development (4 min)
  145. 145. Copyright 2014 Cowan Publishing 03 PROPOSING PROBLEMS + PROPOSITIONS PROBLEM SCENARIO CURRENT ALTERNATIVE VALUE PROPOSITION VALIDATION CRITERIA Consistently recognizing donors (for longer term relationship development) Manual process with no checks, tracking or automation The Salesforce implementation will automate recognition and track it for account & sales management. 0 Day: DM inputs sample opportunities (with test addresses); the recognition correspondence posts as expected 30 Day: Closed Opportunities are receiving recognition as expected and this is visible KeyActivity: Donor Development (4 min)
  146. 146. Copyright 2014 Cowan Publishing 03 PROPOSE SMALL BATCHES Stay accountable, but in tighter loops. Frame projects around appropriately defined success criteria (strategic & directional). Avoid the false certainty of the gantt chart.
  147. 147. Copyright 2014 Cowan Publishing 03 PROPOSE ACCOUNTABLE REPORTING What did we accomplish this week? What will we accomplish next week? What obstacles are impeding our progress? Highlight dependencies on internal/client resources. If you need them, say so. Managers hate surprises.
  148. 148. Copyright 2014 Cowan Publishing 03 OUTPUTS AND CLOSING AN ITERATION OUTPUT YOU’LL KNOW YOU’RE DONE WHEN… PROPOSITIONS (FRAMED AGAINST PROBLEM SCENARIOS) You’re confident about the incremental value of the deployment. You have a sense of where the best wins reside. VALIDATION CRITERIA You can visualize yourself presenting a definitive set of results. PROCESS DEFINITIONS You’re ready to start writing user stories for implementation.
  149. 149. Copyright 2014 Cowan Publishing 04 EXECUTE SOLUTIONS
  150. 150. Copyright 2014 Cowan Publishing 04 INPUTS AND STARTING AN ITERATION OUTPUT YOU’LL USE IT FOR… PROPOSITIONS (FRAMED AGAINST PROBLEM SCENARIOS) Focusing your implementation on what’s relevant. VALIDATION CRITERIA Making sure your solution is testable. PROCESS DEFINITIONS Use as a solid blue print for implementation detail.
  151. 151. Copyright 2014 Cowan Publishing 04 EXECUTE SOLUTIONS Salesforce is easy to do. That doesn’t mean we should do it too easily. Thoughtful, testable design is still important.
  152. 152. Copyright 2014 Cowan Publishing 04 EXECUTE SOLUTIONS Agile user stories remain some of the best inputs. PERSONAS PROBLEM SCENARIOS STORIES Epic Stories Stories Test Cases “As a [persona], I want to [do something] so that I can [derive a benefit]” Bind them to your process design.
  153. 153. Copyright 2014 Cowan Publishing 04 A SUMMARY OF THE DELIVERABLES SO FAR ! THINK SEE FEEL DO PERSONAS Who? X PROBLEM SCENARIOS & ALTERNATIVES What? PROPOSITIONS & ASSUMPTIONS What if? ! USER STORIES & EARLY EXECUTIONS How? Scale? Revise? PRODUCT & PROMOTION / VALIDATION TESTING Show me…?
  154. 154. Copyright 2014 Cowan Publishing 04 A SUMMARY OF THE DELIVERABLES SO FAR PRODUCT & PROMOTION / Did the implementation deliver on the story? ! THINK SEE FEEL DO PERSONAS Do we understand this user? What they do and why? PROPOSITIONS & ASSUMPTIONS ! Did we make things better? X PROBLEM SCENARIOS & ALTERNATIVES How does their work link to the Key Activities? What is it? How’s it going? USER STORIES & EARLY EXECUTIONS VALIDATION TESTING How did the user react?
  155. 155. Copyright 2014 Cowan Publishing 04 SALESFORCE GAL DIAGNOSES A STORY
  156. 156. Copyright 2014 Cowan Publishing 04 SALESFORCE GAL DIAGNOSES A STORY STORY TEST “As a donor manager, I want to record the Lead qualifications so myself or someone else can readily follow up with them on relevant next steps.” Make sure it’s possible to qualify and record their charter. ?: Should this be a simple yes/no on arts & k-12? If so, in aggregate or separately? ?: Notion- would it be useful to record the URL if it’s online? ?: Place to make notes? If so, just one for general, or some kind of prompt or relationship to other items? ?: What’s in the DM’s notes for a typical qualification? “As a donor manager, I want to record the Lead qualifications so myself or someone else can readily follow up with them on relevant next steps.” Make sure it’s possible to qualify current year funds. ?: What else is relevant here? Qualify when their new fund year/fiscal year starts? Size of typical donation? “As a donor manager, I want to record the prospect’s qualifications so I understand if and how I should progress with them.”
  157. 157. Copyright 2014 Cowan Publishing 04 SALESFORCE GAL DIAGNOSES A STORY (5 min) Exercise: Write an epic and related stories around the completion of personal donor recognition.
  158. 158. Copyright 2014 Cowan Publishing 04 SALESFORCE GAL DIAGNOSES A STORY STORY TEST “As the ED, I want to quickly understand the donor and their contribution so I can follow up appropriately and without additional research.” Make sure the donors name and address (email and/or street address) is clearly visible“As the ED, I want to quickly understand the donor and their contribution so I can follow up appropriately and without additional research.” Make sure the donors relationship to United Children’s Theater is clearly visible, including: parent, parent of alumni, alumni, performer, audience member “As the ED, I want to quickly understand the donor and their contribution so I can follow up appropriately and without additional research.” Make sure any past donations are visible “As the ED, I want to quickly understand the donor and their contribution so I can follow up appropriately and without additional research.” ?: Can we review a sample of past letters to see what other details might be pertinent? As the ED, I want to record when and how I followed up so that I can review that in the future and anyone who’s dealing with the donor can easily see this for account visibility. If the follow-up is written, make sure there’s an easy way to attach it and association it to the donor and donationAs the ED, I want to record when and how I followed up so that I can review that in the future and anyone who’s dealing with the donor can easily see this for account visibility. If the follow up is an email, make sure it’s logged in the same fashion As the ED, I want to optionally include vouchers to a future show so we encourage continued involvement and relationship development. Make sure the vouchers are recorded and easily redeemable “As the executive director, I want to follow up a donation with a personalized response so we show our appreciation and develop the relationship.”
  159. 159. Copyright 2014 Cowan Publishing 04 A LITTLE MORE ON STORIES User stories are NOT specifications or requirements. If you have questions attached to your stories- GOOD! Find the right people for discussions about stories and use those to focus the implementation
  160. 160. Copyright 2014 Cowan Publishing 04 OUTPUTS AND CLOSING AN ITERATION OUTPUT YOU’LL KNOW YOU’RE DONE WHEN… USER STORIES You know what to implement and how to validate it with users. WORKING IMPLEMENTATIONS Users can get through at least the 0 Day validation criteria.
  161. 161. Copyright 2014 Cowan Publishing 05 TEST SOLUTIONS
  162. 162. Copyright 2014 Cowan Publishing 05 OUTPUTS AND CLOSING AN ITERATION OUTPUT YOU’LL USE IT FOR… VALIDATION CRITERIA Establishing success criteria for your testing. USER STORIES Organizing your the details of your testing. WORKING IMPLEMENTATIONS Having something to test with users.
  163. 163. Copyright 2014 Cowan Publishing 05 TESTING YOUR SOLUTIONS 0 Day 30 Day ID DOES IT WORK? Deep testing on real data with a very small set of users. 90 Day DOES IT STICK? Post deploy, are users engaged at expected levels? If not, why not? DID IT MATTER? Is it delivering on the target propositions? If not, why not?
  164. 164. Copyright 2014 Cowan Publishing 05 VALIDATE SOLUTIONS Detailed observations of a few users Aggregate results from more users Frequent tweaks are easier Don’t waste time trying to achieve ‘statistically valid’results
  165. 165. Copyright 2014 Cowan Publishing 05 VALIDATE SOLUTIONS Set realistic expectations Even when enterprise software’s really good, probably it will just be tolerated (the opposite of pizza)
  166. 166. Copyright 2014 Cowan Publishing 05 LOG KEY USABILITY QUESTIONS AS YOU GO brand lattice UI: Drag and drop isn’t yet in common use. Would users get it? Noted as key assumption and became early focal item in user test
  167. 167. Copyright 2014 Cowan Publishing 05 ITERATING BASED ON TEST RESULTS 70% of users didn’t get the drag and drop in this version This change in the annotation was enough so they got it
  168. 168. Copyright 2014 Cowan Publishing 05 OUTPUTS AND CLOSING AN ITERATION OUTPUT YOU’LL KNOW YOU’RE DONE WHEN… TESTED SOLUTIONS You know whether you’re solution is ready for the next level of validation (30 day vs. 90 day, etc.)
  169. 169. Copyright 2014 Cowan Publishing 06 PACKAGE SOLUTIONS
  170. 170. Copyright 2014 Cowan Publishing acowan@alexandercowan.com @cowanSF www.alexandercowan.com/venture-design bit.ly/playsfdc www.alexandercowan.com/startup-sprints

×