Booster 2014 How to Build the Right Thing
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Workshop on Booster conference 2014, on how IMpact Mapping and managing secures digital solutions that generates impact for business and users
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Booster 2014 How to Build the Right Thing
- 1. HOW TO BUILD THE RIGHT THING BUSINESS IMPACT MAPPING & MANAGEMENT
- 2. Designing for a purpose
- 5. AIM The most used source for instant daily news METRICS (Usage) • 10% more page views • 8% increase in return visits
- 7. AIM The most credible source for instant daily news METRICS (credability) • 30% increase in credibility (consumer index) • 40% increase in time spent on page
- 9. Behaviours
- 10. The Eager
- 11. The Focused
- 13. AIM The most used source for instant daily news METRICS (Usage) • 10% more page views • 8% increase in return visits PRIORITISED BEHAVIOURAL PATTERNS • ?
- 15. Aim and metrics defines what to build
- 16. If you lack clear goals, all design is equally good
- 17. BUSINESS IMPACT MAPPING If you lack clear goals, all design is equally good
- 19. BUSINESS IMPACT MANAGEMENT Validating benefits gives you perfect control
- 22. VALIDATE CONTINOUSLY 3. Test services, alternative or existing 4. Prototype the most important flows, test with users 5. Low-fi prototype 6. UX- clearance in DOD Acceptance criteria based on quality-in-use 7. Validate usage goals in BIM 8. Validate user needs and business impact
- 24. IMPACT MAPPING
- 25. WHY Business Impact HOW Usage WHAT Solution
- 26. WHY Business Impact HOW Usage WHAT Solution SCOPING MEASURING SUCCESS AIM IMPACT AREA IMPACT METRIC PRIORITISING USAGE TESTING USER BEHAVIOUR NEED DESIGNING + EVALUATING IDEA GENERATION + MAINTENANCE CAPABILITY FUNCTION
- 27. WHY Business Impact HOW Usage WHAT Solution SCOPING MEASURING SUCCESS AIM IMPACT AREA IMPACT METRIC
- 28. METRICS = AREA + IMPACT
- 29. ACTIONABLE METRICS How to Measure Anything, Hubbard
- 30. VANITY METRICS • Reduce employee turnover • Increase company yearly turnover by 25% • One source of information
- 32. SCOPE
- 34. WHY Business Impact HOW Usage WHAT Solution SCOPING MEASURING SUCCESS AIM IMPACT AREA IMPACT METRIC
- 35. BUSINESS IMPACT 1 • Understand business needs and goals as well as the market. If there is an idea or a defined scope, scrutinise and find opportunities and risks • Find 3-15 key business people. Prepare semi-structured interviews • Conduct and analyse: start with impact areas, and elaborate on business impacts. Summarise into an aim. Elaborate on user groups based on the Business Impact • If needed, conduct a Workshop with leaders elaborating on opportunities and ambition, in order to define scope and to get buy-in
- 36. 5 WHY´S
- 37. BUSINESS GOALS VS BUSINESS IMPACT ”The natural choice for travelling locally” ”Simple, smart and trustworthy”
- 39. THEN CONTINUE WITH METRICS SIMPLICITY 90% of users should consider the new reader to be as simple or considerably simpler than the existing CORRECTNESS 90% reduction of cases where controllers catch customers that - with without understanding it - have payed too little FLOW 80% of drivers should consider the new reader to cause shorter or equal queues as today
- 40. QUESTION IT! • Is the metric a result of the service, directly or indirectly? Or is the correlation unclear? • If we fail with this one metric, should we halt the project? • If we succeed with all the metrics, are we successful then?
- 41. SUMMARIZE INTO AN AIM ”Simple, smart and trustworthy to pay for each journey”
- 42. WHY Business Impact HOW Usage WHAT Solution SCOPING MEASURING SUCCESS AIM IMPACT AREA IMPACT METRIC
- 43. DREAMING ”This could be very nice if...” Spends time thinking about interior decoration and smart solutions for own home, or even another’s home. Collects smart and beautiful solutions for now or the future, and likes to share ideas with others. NEEDS Wants to be inspired about new design and repairs Wants to dream on
- 45. You gotta' love the new inspirational parts of Hemnet. I simply love the way that it filters the best objects for me so that I do not have to surf around ” ” - Frida Ramstedt, Trendenser.se (One of Sweden`s biggest blogs about interior design and trends))
- 46. SHOW ME! • Bild med notis under keyboard
- 47. FINALLY… DESIGN AND FUNCTIONALITY CAPABILITY A well defined quality for the product/service/system, which helps the Behaviour fulfil one of its Needs FUNCTION A ”function” that embodies the capability, could be form and content as well
- 48. BUSINESS IMPACT MANAGEMENT Validating benefits makes it possible to keep control
- 49. VALIDATE CONTINOUSLY 3. Test services, alternative or existing 4. Prototype the most important flows, test with users 5. Low-fi prototype 6. UX- clearance in DOD Acceptance criteria based on quality-in-use 7. Validate usage goals in BIM 8. Validate user needs and business impact
- 50. DOES THE SOLUTION MEET USER NEEDS?
- 51. UX + SCRUM = THE BEST EVER • UX designer on the client side • Backlog refinement for testing design thoughts • Acceptance criteria includes UX • UX designer available for questions in sprints • DOD includes UX acceptance
- 53. All design is based on expected benefits for users and business …and vailidated continously
- 54. SCOPE CREEP
- 55. I DON’T LIKE YELLOW
- 57. TIME AND COST FOCUS
- 58. ON MONDAY • Define or demand actionable metrics • Validate from day one • Join https://www.facebook.com/businessimpactmgmt
Editor's Notes
- JB Hi guys! This WS is explaining the approach that we named Business Impact Mapping and Management, For you that speaks nordic languages more known as Effektkartläggning and Effektstyrning. ID It is not about how to build things – THAT you already know. Its about knowing WHAT to build And VALIDATING that the thing you built creates expected benefits JB We have been working togeter since last century (paus) . We are both obsessed with the question on how to assure business value in development projects. This resulted 2002 in a paper called ”from Busines to Buttons that we presented at Design 2002 in Dubrovnik. It also resulted in a company named inUse, that now is 12 years, whit excellent track record and 60 devoted advisors for digital strategy and design And finally but defenitely not last it resulted in a conferense ”From Business to Buttons” that now is performed for the fourth time, this year in April in Stockholm, with 300 participants JB And we are Ingrid Domingues: the effect management evangelsista and ID Johan Berndtsson the User experience wizard.
- JB So…lets have a look on a simple example that illustrates our point!
- How do you like this design… We are aware that you are not familiar with aftonbladet, but it is quick to explain A tabloid with latest news, free online
- ID
- The Eager is the one that wants to checjk that the world is still as usual Checkning in the morning and later in the day Could dig into something briefly, but is sonn on his way to life Den Ivrige är den nyhetstokige typen som vill ha koll på senaste nytt under dagen. Den Ivrige återkommer därför kontinuerligt för att kolla efter uppdateringar på sidan. Det kan antingen handla om en person som bevakar nyheter på ett liknande sätt dagligen, eller någon som bevakar en exceptionell händelse såsom en storm eller en större olycka. För Den Ivrige är nyheter det som händer just nu, men det ivriga beteendet kan alltså även bli gällande för specifika intresseområden där Den Ivrige vill ha koll på det senaste. Det finns tillfällen då den Ivrige riskerar att lämna sidan om en uppdatering dröjer – dvs. när den Ivrige är mer otålig av sig. Om den Ivrige använder sig av flera olika sidor för att tillgodose sin iver, skulle man kunna säga att det snarare är ett Pusslande beteende. Detta förändrar inte användningen av sidan mycket, men det viktiga är att Den Ivrige i så fall riskerar att förlita sig mer till en annan sida om inte Sydsvenskan.se bevakar på ett sätt som denne bedömer som tillräckligt snabbt eller innehållsrikt. ”I’d rather have quick and scarce information than an initiated article two hours later.” ”Give me the latest news about the traffic accident at Trafalgar.”
- The focuesd want to get the answer on a specific quiestion ”Ingrid told me abot that restaurant, might be we should go there tomorrow…” ”I really should check the intervieiw with …” Den Fokuserade besökaren vill snabbt hitta svaret på en specifik fråga. Det kan röra sig om att kolla upp en nyhet som man fått tips om, att leta reda på en recension, eller att hitta telefonnumret till Kundservice. Den Fokuserade liknar Den Ivrige i det att de båda vill ha snabba svar på en specifik fråga. Men de skiljer sig i det att den Fokuserade inte förväntar sig att hitta svaret direkt på förstasidan eller högt upp på en sektionssida. Istället är de beredda att leta lite för att nå sitt svar. Den Fokuserade är väldigt målinriktad och har alltid någon information att gå på i sitt letande; namnet på en artikel, journalisten som skrev den, ungefär vad artikeln handlade om, etc.
- The random Surfer ihas 10 minutes left to the meeting. Happens to find some material that was interesting, and goes further to reading a sports article about curling and finnds it interesteng even thoug she is not a sports person Slumpvandraren är typiskt någon som har en del tid att fördriva till strösurfande. Ibland kan tidsfördrivet börja med att Slumpvandraren googlar ett ord för att se var den hamnar, eller också råkar hon på annat sätt komma in på en sida som uppmuntrar till strösurfande. Trots att Slumpvandrarens surfande kännetecknas av att den är ute efter ett sammanträffande som gör att den kommer över något som verkar intressant att klicka på, är det inte omöjligt att Slumpvandraren avsätter tid och aktivt söker upp sidor som tillgodoser dennes önskemål om att ”drabbas” av nyheter eller innehåll. Om strösurfandet innebär att en person återvänder med visskontinuitet till bestämda källor för att fördriva tid är det dock snarare tal om en Pusslare. Som illustrationen ovan visar, rör sig Slumpvandraren med en spridning i de två övre skikten av Sydsvenskan.se, ofta till och med begränsat till det övre skiktet, dvs. förstasidan och därtill hörande material. Slumpvandraren uppnår alltså bredd i strukturen men har ett användningsmönster med så pass stor spridning att dess bana lätt riskerar att hamna utanför Sydsvenskan.se.
- JB
- JB We are very confident about the value of design For each design problem there are 100 solutions - 10 of them creates expected benefits And why should we do any design that does not suit the purpose? Therefore we define GOOD DESIGN as design that creates expected values For clearance – when we talk about design we adress functions, form and content, as well as architecture, hardware and the so-called non-functional aspects. With ”design” we pintpoint the actions designers of all kinds take in order to create a certain experience
- ID Since we are striving for a better design world we invented the BIM in order to define what to design and build We created the Business Impact Mapping technique ato define the value chain that explains HOW the benefits vill be created in use The Business Impact Map starts with ideas and finishes with measurable goals….
- ID …as in this example from the sweedish company MHC that produces and sells products fro wound care and surgery all over the world. This is the BIM for their professional site that we helped them elaborate, design, implement and improve. The Map is a summary of 20 interviews with leaders analysis of their 1 meter high stack of research materials and workshops to define user needs and the best way to support them The result is clear and shared priorities and set goals that will be measured in design, development and in maintenace. Talking about the Map, we should give cred to Gojko Adzic, that has created a great interest for the technique in the whole Agile community. Gojko came in contact with us several years ago and he liked the ability to define scope and to quickly create a backlog. He also inspired us to change name fom ”Effect” to ”Impact”, that better poins out that the artifact, and the use of it affects the business. Besides Impact Mapping there are others that have been inspired by the BIM techniqe in order to perform better, when doing Content management Organiztional changes Channell strategies Maintenace for existing systems To evaluate standard systems ? more --------------------------- The basic idea the Business Impact Map it is very simple and straightforward : if the product works well in use – the expected benefits will show, and therefore – we need to understand how the people expect to use the service. The key is understanding user needs and expectations that should be met or exceeded. One of the best powers of the Map is the cmmunicative, yo inevitably will be forced to discuss about your priorities and your assumptions. The Map is very seductive and many seems to like it. However – as with all models – people seometimes tend to add some powers to it that it cannot have. It is not constructed to be a complete list of requirements, also covering the non-functional requirements. Neither is constructed to be a complete backlog to be used directly in a sprint. But – what is the Map then ? The Map is a very comprehensive definition of the business and user benefits that are supposed to be the result of use of a future product.
- ID The Business Impact Map is of course essential, but not enough. The real value comes when you MANAGE projects towards benefits
- JB This process we call Business Impact Management It defines that You need to have a CLEAR VISION of the benefits for users and business You need to define WHAT TO MEASURE in order to know that you are on your way towards your vision DESIGN IS REQUIREMENTS into a build process. There are always 100 ways to design a feature. Only 10 of them is good ones You need to VALIDATE EVERY BUILD AND EVERY RELEASE After realease your focus is continous improvements
- ID Today – design is a black hole! In most models it is assumed that – if the requirements are set – the team will build solutions that delivers expected benefits. We say that - in order to meet expected benefits - design IS requirements. Defining the BENEFITS that should be the result of using a service, makes it possible to define which design patterns and design details that works. And furhermore – it makes it possible to VALIDATE on the way, that you are on track! Just checking – all of you know the difference beteween Validation and Verification?
- ID Time and cost is handeled in all project management models The Business Impact Management model adds the ability to Validate that expected benefits will emerge as a result of the service 3 As soon as you get a grip of the vision, you can test how good the existing or other services delivers. If it is a web-based service it can easily be tested remote. Knowing more about how others and existing solution delivers value is giving a very good base for design work 4. When seraching for the best design patterns, a good way is to prototype the most important flows and test with users. Preferably a moderated test situation, where you are given the opportunity to have a dialogue to really understand how they understand the product and why they use it in a certain way. 5. All user storys and ther requirements should have a detail design. And in a Scrum process, the first test is presenting an initial design at the backlog refinement meeting. The UX designer will get feedback on better features to use, or constraints that is overseen in design. And before finsihing the user story, the UX designer will do some desktop testing, and sometimes test with users 6. The UX-designer is available to the team, answers to quiestions along the way. Before the story is Done, the UX-designer does the UX inspection. 7. Before product releases there is one or several planned usability test, where you find out if the expected benefits is built into the product.
- ID
- The business benefits that the product facilitates Avoid high-flying business goals that has low or undefined correlation with the product. Valuable benefits in order to create a positive change Avoid ”more visitors”, instead point out the expected positive values, such as actions actions or emotions. OK vi vill åstadkomma ”ökad effektivitet” eller ”bättre vi-känsla” Hur vet vi att vi nått dit? Då måste vi sätta mål SMART goals specific, measurable, attainable, relevant and time-bound Jag skulle vilja byta förklaring till SMART Specific – ska avse specifika händelser Measurable - mätbara Actionable – ska hänföras till produkten Realistic - realistiska Timebound – med en tidsgräns
- Beskriva det bidrag som tjänsten tillför = inte mäta något med svag (eller ingen) korrelation till tjänstens användning ”Öka folkhälsan” (en webbplats för Frilufsfrämjandet) ”Minska personalomsättningen” (ett intranät) ”Öka omsättningen med 25%” (en resesajt) Förklara skillnaden = förbättringens värde. ”Antal besökare ska öka” det låter trevligt, men vad tillför de? Det brukar vara händelser (att användare gör något) som visar på att det blivit en skillnad Formuleras så att man klarar av att mäta och följa upp.
- JB
- JB
- JB
- People regard different things from different angels. When interviewing leaders this is a good techniquie to understand their point ofview and get to the hart of things Ingrid: You say that ”ONE Source for information is very important” Can you explain WHY to me Johan : Ahh, but it is obvious!!!! If we have one source, all the employees will use the same information!!! I: Yeah, that sounds great! Can yo explain WHY that is important to use the same information? JB: Simply because than they will tell our customers the same thing! I: OK, WHY is it a problem if they tell different things JB: It is VERY important!!! Our assignment is to give guidance [in this very important issues] and if we give different information to different people, they can sue us. Actually it HAS happened! I: Oh, but that REALLY is terrible, can you tell me more about that!!!... Today, they are using diferent information, what is the result
- ID Jidderish – what of this CAN and SHOLD the payment machine be doing? Brand values
- ID
- ID
- ID
- ID Är mätområdet + mätpunkten ett resultat av att tjänsten används, dvs är korrelationen till tjänsten glasklar? Tänk såhär – om jag vore projekledare - skulle jag vilja bli bedömd efter dessa mått? Fråga ledarna – om vi misslyckas med detta, skulle vi stoppa projektet? Om vi når allt detta – är vi nöjda då?
- ID
- JB
- ID Find behaviours that the client is not avare of!
- Bilder har kategoriserats efter rum, tid på sajten och popularitet. Doris kan spara bilder, dela och betygssätta bilder. Det gör Doris Drömmare nöjd. Då inspiration handlar om mer än bara bostäder har vi öppnat dörren för produktannonsering. T.ex. för möbler, vitvaror, tapeter och textilier. Sektionen har fått ett varmt mottagande både av användare…
- JB
- ID Capability – a quiality of the product that is needed in order to satisfy a need. Example ”Present instant overwiev of work to be executed” Function – some level of functionality, form or content that is important to achive the capability As you note, this is where you start talking about solution, and things are better handled as requirements for building in user stories or in other ways.
- JB
- JB Time and cost is handeled in all project management models The Business Impact Management model adds the ability to Validate that expected benefits will emerge as a result of the service 3 As soon as you get a grip of the vision, you can test how good the existing or other services delivers. If it is a web-based service it can easily be tested remote. Knowing more about how others and existing solution delivers value is giving a very good base for design work 4. When seraching for the best design patterns, a good way is to prototype the most important flows and test with users. Preferably a moderated test situation, where you are given the opportunity to have a dialogue to really understand how they understand the product and why they use it in a certain way. 5. All user storys and ther requirements should have a detail design. And in a Scrum process, the first test is presenting an initial design at the backlog refinement meeting. The UX designer will get feedback on better features to use, or constraints that is overseen in design. And before finsihing the user story, the UX designer will do some desktop testing, and sometimes test with users 6. The UX-designer is available to the team, answers to quiestions along the way. Before the story is Done, the UX-designer does the UX inspection. 7. Before product releases there is one or several planned usability test, where you find out if the expected benefits is built into the product.
- JB
- ID To use Scrum as the build process gives the best means to validate impact along the way As we consider Business Impact really to be the matter for the client side, we put an UX designer there. He or she has the ability to define design patterns and design requirements, a skill that the Product Owner do not have. Before the project start up the UX designer has been working together with the PO and producing a Business Impact Map and other Busness requirement stuff. He has also done some prototyping in order to define the design framework to use When the Scrum project starts he will use the backlog refinement as the opportunity to test design suggestions for new and complex pats of the product with the team, gaiing insicts of what is feasible. And in sprint planning, the UX designer adds the necessary UX acceptance criteria. He is also availible to the team every day to answer to any detail about the front-end implementation. And in DOD there is a moment that every US with a UI must pass, where the Uxdesigner does a signoff
- ID This is an overview of the client side of Scrum….
- SUMMARY
- ID
- Man väljer bort den viktigaste funktionen