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Impact Driven Delivery

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Workshop at Agile by Example 14 in Warszaw. Well-functioning Scrum teams have proved to be good at delivering working
software, but that does not necessarily mean that they deliver optimal, or even
expected, business value. Agile is becoming the standard way of developing
software, and the understanding of the value of User Experience (UX) is
increasing. Impact Management and Impact Mapping ensures value creation by focusing on desired values for users and busines

Published in: Business

Impact Driven Delivery

  1. 1. IMPACT DRIVEN DELIVERY HOW TO DELIVER DESIRABLE PRODUCTS #impactmapping #impactmanagement #UX @ingriddomingues @HeedTheNeed
  2. 2. INGRID DOMINGUES @ingriddomingues STOCKHOLM GÖTEBORG MALMÖ SARA LERÉN @HeedTheNeed
  3. 3. WHAT IS THIS ”IMPACT DRIVEN SCRUM” THING HOW CAN IT HELP YOU? AND
  4. 4. Impact Management is an approach that sums up techniques and practices in order to deliver expected outcome for business and users. It was originally aimed for digital design projects, but has also inspired organizational development projects. The most prominent part is the Impact Map, that visualizes the idea of how business value is generated through use of the service or product. We first presented the idea of Impact Mapping in 2002, in a paper called “From Business to Buttons”. The initial concept was then detailed into Impact Management and published in the book “Effektstyrning av IT” (in Swedish, Liber 2004), and then translated into English and published as Effect Managing IT (out of print, Copenhagen Business School Press, 2007). In 2005 we also started teaching Impact Mapping and Management. The first international workshop was held in 2007 at the yearly From Business to Buttons conference. Impact Mapping caught on in the agile software community around 2010. They spread the word about the method at conferences and courses as well as informal meetups all over the world. The agile delivery aspect of Impact Mapping was described by Gojko Adzic in the 2012 book Impact Mapping, which was recently translated into both Chinese and Japanese.
  5. 5. #impactmanagement makes everyone focus on desired outcomes
  6. 6. GOOD DESIGN?
  7. 7. “If I’d asked my customers what they wanted, they would have said, ‘A faster horse!’” Henry Ford
  8. 8. Summary Day 1 NEED FOR SPEED Increased speed enables faster experimentation Continuous experimentation is required to make sure you are on track Customers don’t know what they want Small, cross-functional, selfdirected teams
  9. 9. SCRUM?
  10. 10. SCRUM?
  11. 11. #impactmapping is a great tool to describe desired outcome
  12. 12. IMPACT MAP
  13. 13. WHY IMPACT ON BUSINESS HOW IMPACT ON USE WHAT SOLUTION AIM or SLOGAN DOMAIN and its METRICS USER and her NEEDS CAPABILITY and its FUNCTIONS
  14. 14. WHY IMPACT ON BUSINESS HOW IMPACT ON USE WHAT SOLUTION AIM or SLOGAN DOMAIN and its METRICS USER and her NEEDS CAPABILITY and its FUNCTIONS SCOPING MEASURING LONG- TERM SUCCESS PRIORITIZING TESTING DESIGN EVALUATING SOLUTIONS and GENERATING SUGGESTIONS GROUND FOR SPECIFICATION
  15. 15. A few defined rules and structures makes the Impact Map a solid ground for design, planning and quality assurance, thus delivering desired value: 1. The WHY must consist of at least two actionable metrics with a timeframe 2. The HOW must be based on user studies, even if rudimentary 3. The HOW must be prioritized, based on impact on the WHY 4. Every point in the chain from WHY to WHAT should add a clear value
  16. 16. IMPACT MAP EFFEKTKARTA ®
  17. 17. WHY IMPACT MAP EFFEKTKARTA ®
  18. 18. WHY HOW IMPACT MAP EFFEKTKARTA ®
  19. 19. WHY HOW WHAT IMPACT MAP EFFEKTKARTA ®
  20. 20. #impactmanagement makes it possible to validate ideas and deliveries along the way
  21. 21. GENERATE LEADS 5% of visitors to pages with a ”Contact me” -button should submit the contact form Function: Super easy to find solutions based on symptoms 1 THE CURIOUS Doctors and nurses looking for the best wound care or surgical products Need: Want quick answers to specific questions IMPACT MANAGEMENT EFFEKTYRNING ®
  22. 22. As a USER I want a FUNCTION/CAPABILITY in order to fulfil my NEED
  23. 23. Explicit needs HUR DO PEOPLE EXPRESS THEIR NEEDS? Visible needs Latent needs
  24. 24. Summary Day 1 EXPERIMENT TO EVALUATE SUCCESS! Increased speed enables faster experimentation Continuous experimentation is required to make sure you are on track Customers don’t know what they want Small, cross-functional, selfdirected teams
  25. 25. Evaluate design patterns User Stories with UX acceptance criterias Validate that design meets user needs Validate that long-term metrics are met EVALUATE SUCCESS – Early and continuously
  26. 26. QUESTIONS?
  27. 27. WHY IMPACT ON BUSINESS HOW IMPACT ON USE WHAT SOLUTION AIM or SLOGAN DOMAIN and its METRICS USER and her NEEDS CAPABILITY and its FUNCTIONS SCOPING MEASURING LONG- TERM SUCCESS PRIORITIZING TESTING DESIGN EVALUATING SOLUTIONS and GENERATING SUGGESTIONS GROUND FOR SPECIFICATION
  28. 28. MEANINGFUL METRICS • Are a direct result of use • Describe something that is important for the business to achieve • Must be measurable
  29. 29. START WITH DOMAINS • Productivity • Effectiveness • Time spent • Customer satisfaction • Recurrent customers • Conversion • Correctness • Brand awareness • Recommendation • Learnability • …
  30. 30. CONTINUE WITH METRICS SIMPLICITY 90% of users should consider the new reader to be as simple, or considerably simpler, than the existing reader CORRECTNESS 90% reduction in cases where controllers catch customers who have, without realizing, paid too little FLOW 80% of drivers should consider the new reader to cause less or equal queues compared with today
  31. 31. OBJECTIVE METRICS QUANTITATIVE METHODS QUALITATIVE METHODS SUBJECTIVE METRICS OBSERVED BEHAVIOUR Log analytics, user testing & field studies • Visitor behaviour • Success rate ANALYSED OPINIONS User testing, in-depth interviews, focus groups • Attitudes • Explained behaviour MEASUREMENTS Log analytics, absolute measurements • No. of mistakes • Conversion rate • No. of returning customers • Task time MEASURED OPINIONS Surveys • Attitudes • Satisfaction • Estimated time spent • Estimated quality
  32. 32. #impactmanagement means measuring success
  33. 33. MEANINGFUL METRICS • Are a direct result of use • Describe something that is important for the business to achieve • Must be measurable
  34. 34. MEANINGFUL AIMS • Consists of one sentence • Summarises the metrics • Describes the value that the solution brings to the business • Can be completed with a catchy slogan
  35. 35. WHY IMPACT ON BUSINESS HOW IMPACT ON USE WHAT SOLUTION AIM or SLOGAN DOMAIN and its METRICS USER and her NEEDS CAPABILITY and its FUNCTIONS SCOPING MEASURING LONG- TERM SUCCESS PRIORITIZING TESTING DESIGN EVALUATING SOLUTIONS and GENERATING SUGGESTIONS GROUND FOR SPECIFICATION
  36. 36. The Eager
  37. 37. The Focused
  38. 38. Explicit needs HUR DO PEOPLE EXPRESS THEIR NEEDS? Visible needs Latent needs
  39. 39. Gemba GEMBA – WHERE IT HAPPENS
  40. 40. Spends time thinking about interior decoration and smart solutions for their own home, or even other peoples homes. Collecting smart and beatutiful solutions for now or the future, and likes to share their ideas with others. NEEDS • Wants to be inspired about new design and renovations • Wants to daydream The Dreamer ”This could be very nice when...”
  41. 41. PRIORITISE • Will give guidance for the project: – Release plan – Design – Cuttings • Defined by business managers. Based on: – Number of users – Activity – Impact on others
  42. 42. NEEDS • A sentence that starts with either – WANTS – close at heart – MUST – resistance • The sentence should give guidance for validating designs e.g ”wants to easily check what she has paid for”
  43. 43. MEANINGFUL NEEDS • Describes why the product or service is used • Shall make it possible to know what is needed to satisfy the user • Avoid talking about functions, keep asking ”Why?” until you get to the real need
  44. 44. WHY IMPACT ON BUSINESS HOW IMPACT ON USE WHAT SOLUTION AIM or SLOGAN DOMAIN and its METRICS USER and her NEEDS CAPABILITY and its FUNCTIONS SCOPING MEASURING LONG- TERM SUCCESS PRIORITIZING TESTING DESIGN EVALUATING SOLUTIONS and GENERATING SUGGESTIONS GROUND FOR SPECIFICATION
  45. 45. THE KANO MODEL WHAT KIND OF VALUE DOES THE FUNCTION GIVE THE USER?
  46. 46. IMPACT MANAGEMENT PROCESS
  47. 47. PRODUCT STRATEGY Product Owner UX Lead - Buliding the right thing - Thinking far ahead DELIVERY Scrum Master Team - Building in the right way - Producing executable code
  48. 48. Some AMENDMENTS to Scrum in order to be IMPACT DRIVEN • The Product Owner has clear priorities, based on expected user and Business impact • UX Lead answers to all User Interface design related questions • The Backlog is a transition of the Impact Map
  49. 49. Some AMENDMENTS to Scrum in order to be IMPACT DRIVEN • UX Lead will see to it that User Stories with user interaction are defined in Backlog Refinement sessions • User Stories (with user interaction) contain design and UX acceptance criterias • Definition of Done contains UX validation • Deliveries are tested with users

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