The document discusses the Kano model and chart method for relating customer attitudes to product features and functions. The Kano model categorizes customer preferences and satisfaction levels into five types: attractive/ah-hah features, one-dimensional/more-is-better features, must-be features, indifferent features, and reverse features. It describes how the Kano chart can be used to visualize these relationships and assist with prioritizing investments and product development. The document also discusses how to apply the Kano analysis to derive business cases, project scope, budgets, and benefit projections.
AIPMM Webinar: Offering Tiers and Levers to Control Price NegotiationsAIPMM Administration
Mark Burton is co-founder of Holden Advisors and a strategic marketing expert for more than 16 years. As a formulator of the firm’s project methodologies and analytical processes, Mark is the driving force in creating offering and pricing strategies for firms in industries such as IT outsourcing, semiconductor, financial and business services, and enterprise software and maintenance.
About The AIPMM
The Association of International Product Marketing and Management (AIPMM), founded in 1998, promotes worldwide excellence in product management education and provides training, education, certification and professional networking opportunities. With members in 65 countries, the AIPMM is the Worldwide Certifying Body of product team professionals and offers globalized trainings and credentials localized for specific markets designed to meet the challenges of a constantly changing business landscape. As the only professional organization that addresses the entire product lifecycle from inception to obsolescence in any industry, the AIPMM supports strategic partners with offerings in Europe, the Middle East, Australia, and SouthEast Asia, as well as North America.
AIPMM Membership benefits include the national Product Management Educational Conference, regional conferences, the Career Center, peer Forums, tools, templates, publications and eligibility to enroll in the Certification Programs. The Agile Certified Product Manager® (ACPM), Certified Product Manager® (CPM), Certified Product Marketing Manager® (CPMM), Certified Brand Manager® (CBM), and Certified Innovation Leader (CIL) programs allow individual members to demonstrate their level of expertise and provide corporate members an assurance that their product professionals are operating at peak performance.
http://www.AIPMM.com
Subscribe: http://www.aipmm.com/subscribe
LinkedIn: http://www.linkedin.com/company/aipmm
Membership: http://www.aipmm.com/join.php
Certification: http://aipmm.com/html/certification
Webinar Series: http://aipmm.com/aipmm_webinars/
Articles: http://www.aipmm.com/html/newsletter/article.php
Moderated by Cindy F. Solomon, CPM, CPMM
Founder, Global Product Management Talk @ProdMgmtTalk
http://www.prodmgmttalk.com
http://bit.ly/nbw9Yr
On May 17, 2012, Cogent Company was Title Sponsor at SharePoint TechFest in Irving, Texas, USA. SharePoint TechFest is the largest SharePoint conference in the central US. Cogent Company had several booth presentations, and one of them is the attached presentation on analytics and business/ data disovery. If you would like to engage with Cogent Company consultants or thought leaders, we would welcome your email to info@cogentcompany.com. You may also find out more about Cogent Company at www.cogentcompany.com.
Over the last two decades Avalon Consulting has advised clients on Corporate Strategy and Performance Improvement across a wide range of sectors. Avalon has now brought the Inovo process to India and is pioneering Innovation Consulting in the country
AIPMM Webinar: Offering Tiers and Levers to Control Price NegotiationsAIPMM Administration
Mark Burton is co-founder of Holden Advisors and a strategic marketing expert for more than 16 years. As a formulator of the firm’s project methodologies and analytical processes, Mark is the driving force in creating offering and pricing strategies for firms in industries such as IT outsourcing, semiconductor, financial and business services, and enterprise software and maintenance.
About The AIPMM
The Association of International Product Marketing and Management (AIPMM), founded in 1998, promotes worldwide excellence in product management education and provides training, education, certification and professional networking opportunities. With members in 65 countries, the AIPMM is the Worldwide Certifying Body of product team professionals and offers globalized trainings and credentials localized for specific markets designed to meet the challenges of a constantly changing business landscape. As the only professional organization that addresses the entire product lifecycle from inception to obsolescence in any industry, the AIPMM supports strategic partners with offerings in Europe, the Middle East, Australia, and SouthEast Asia, as well as North America.
AIPMM Membership benefits include the national Product Management Educational Conference, regional conferences, the Career Center, peer Forums, tools, templates, publications and eligibility to enroll in the Certification Programs. The Agile Certified Product Manager® (ACPM), Certified Product Manager® (CPM), Certified Product Marketing Manager® (CPMM), Certified Brand Manager® (CBM), and Certified Innovation Leader (CIL) programs allow individual members to demonstrate their level of expertise and provide corporate members an assurance that their product professionals are operating at peak performance.
http://www.AIPMM.com
Subscribe: http://www.aipmm.com/subscribe
LinkedIn: http://www.linkedin.com/company/aipmm
Membership: http://www.aipmm.com/join.php
Certification: http://aipmm.com/html/certification
Webinar Series: http://aipmm.com/aipmm_webinars/
Articles: http://www.aipmm.com/html/newsletter/article.php
Moderated by Cindy F. Solomon, CPM, CPMM
Founder, Global Product Management Talk @ProdMgmtTalk
http://www.prodmgmttalk.com
http://bit.ly/nbw9Yr
On May 17, 2012, Cogent Company was Title Sponsor at SharePoint TechFest in Irving, Texas, USA. SharePoint TechFest is the largest SharePoint conference in the central US. Cogent Company had several booth presentations, and one of them is the attached presentation on analytics and business/ data disovery. If you would like to engage with Cogent Company consultants or thought leaders, we would welcome your email to info@cogentcompany.com. You may also find out more about Cogent Company at www.cogentcompany.com.
Over the last two decades Avalon Consulting has advised clients on Corporate Strategy and Performance Improvement across a wide range of sectors. Avalon has now brought the Inovo process to India and is pioneering Innovation Consulting in the country
Presentation by Theo Slaats, partner Deloitte, on InboundOptimizer, the inbound marketing solution of Deloitte, presented on Inforum in Noordwijk Jan 26, 2010
Measurement now plays a critical role in developing an understanding of campaign success and failure. This session will examine the roles of measurement in content and demand generation strategies, including insights into how marketers can effectively measure the success of content campaigns and implement repeatable processes for success.
INNOVATION BOOT CAMP is a large group intervention methode to generate breakthrough innovation in companies and organizations. It is proven and works great.
Slides from my talk at UCD2012 (London) and UX Cambridge 2012.
Case study of how I run research at music start up Songkick and insight into our product development process
Link to a video of the same talk at Bunnytalk
http://www.bunnyfoot.com/blog/?p=1886&preview=true (15 mins - excluding Q&A)
Presentation by Theo Slaats, partner Deloitte, on InboundOptimizer, the inbound marketing solution of Deloitte, presented on Inforum in Noordwijk Jan 26, 2010
Measurement now plays a critical role in developing an understanding of campaign success and failure. This session will examine the roles of measurement in content and demand generation strategies, including insights into how marketers can effectively measure the success of content campaigns and implement repeatable processes for success.
INNOVATION BOOT CAMP is a large group intervention methode to generate breakthrough innovation in companies and organizations. It is proven and works great.
Slides from my talk at UCD2012 (London) and UX Cambridge 2012.
Case study of how I run research at music start up Songkick and insight into our product development process
Link to a video of the same talk at Bunnytalk
http://www.bunnyfoot.com/blog/?p=1886&preview=true (15 mins - excluding Q&A)
BOP Group, incorporated as Better Option Propmart Pvt. Ltd. in 2007, is India’s leading real estate consultant with over 40,000 satisfied customers and 14 state-of-the-art BOP studios across India, Dubai and Singapore.
This is a great strategy map summary. It is adapted from commonly used scorecards and adds a needed component of the User (Consumer) in addition to the Customer. As you know the two can be completely different.
ISM: Power Up! Become a Strategic Influence with Your Company’s Indirect Proc...Mike Inman
Presentation by Mike Inman and Rich Vales given at ISM 2011 conference in Orlando, Power Up! Become a Strategic Influence with Your Company’s Indirect Procurement Spend
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
https://skyeresidences.com/
https://skyeresidences.com/about-us/
https://skyeresidences.com/gallery/
https://skyeresidences.com/rooms/
https://skyeresidences.com/near-by-attractions/
https://skyeresidences.com/commute/
https://skyeresidences.com/contact/
https://skyeresidences.com/queen-suite-with-sofa-bed/
https://skyeresidences.com/queen-suite-with-sofa-bed-and-balcony/
https://skyeresidences.com/queen-suite-with-sofa-bed-accessible/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed-accessible/
#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...
Business value and kano chart
1. Business Value and the Kano Chart Method
Quantitative Methods in Project Management
Produced by
Square Peg Consulting
www.sqpegconsulting.com
1
Copyright John C Goodpasture, 2010 All rights reserved
2. Kano Method is all about user value
• Kano plots user value from ‘ah-hah!’
to ‘don’t care’
– ‘Ah-hah!’ is the break-out version of
‘more is better’
– ‘More is better’ is group-think race to
the top
– ‘Indifference’ is yesterday’s ‘ah-hah!’
2
Copyright John C Goodpasture, 2010 All rights reserved
3. Vision needs reality
• Kano brings reality to vision
Vision and
– Kano analysis kicks off envisioning and
exploring exploring
– Kano ‘ah-hah!’s can be the compelling vision
for an agile team
– Kano mitigates group-think
3
Copyright John C Goodpasture, 2010 All rights reserved
4. The objective of Kano Analysis
• To relate customer attitude to product feature and function
• To create a visualization of investment decisions and
customer preference
• To assist with program and budget development and
priorities
4
Copyright John C Goodpasture, 2010 All rights reserved
5. Who is Kano?
Dr. Noriaki Kano
Tokyo University
Model developed in 70s – 80s,
published in April, 1984
Model focus is on quality and
customer preference Photo: Courtesy Dr. Jack B. Revelle
5
Copyright John C Goodpasture, 2010 All rights reserved
6. What are his ideas?
Quality ideas:
Exciting [ah hah!]
Normal [Must be]
Expected [MIB]
Customer preferences:
Attractive [ah hah!] Photo: Courtesy Dr. Jack B. Revelle
Must be [Must be]
One dimensional [MIB]
Indifferent [IN]
6
Copyright John C Goodpasture, 2010 All rights reserved
7. What is value? The big idea
Every individual endeavors to employ his capital so that its
produce may be of greatest value
Adam Smith, “The Wealth of Nations”, 1776
7
Copyright John C Goodpasture, 2010 All rights reserved
8. What is value? Who’s involved?
Three ideas—perspectives, or views
Customer & User Project Manager Visionary & Sponsor
Feature & Function Earnable Value Business Scorecard
8
Copyright John C Goodpasture, 2010 All rights reserved
9. What’s their expectation?
Three ideas—perspectives, or views
Esteem value > $value Investment = Cost Return >
Investment
Feature & Function Earnable Value Business Scorecard
9
Copyright John C Goodpasture, 2010 All rights reserved
10. What is value? What do they do?
Three ideas—perspectives, or views
Pays for Benefit Transforms Provides
Investment to Investment
benefit potential
Feature & Function Earnable Value Business Scorecard
10
Copyright John C Goodpasture, 2010 All rights reserved
11. Value flow down
Value-add by Customer-valued
project outcome
Opportunity
With business
value
Goal
achievement &
Balanced Scorecard updated KPIs
business goals
Validate strategy &
Integrated strategy operations
to exploit satisfaction
opportunity
Project Balance Sheet Verify earned value
scorecard
Project
Execution
2-2
11
11
Copyright John C Goodpasture, 2010 All rights reserved
12. Kano Chart compares customer satisfaction with
product functionality
Customer Satisfaction
+
- Product Functionality +
Copyright John C Goodpasture, 2010 All rights reserved - Customer Dissatisfaction 12
13. On the Kano Chart, the upper right quadrant is
the place to be!
Customer Satisfaction
+
Quadrant Upper Left Quadrant Upper Right
Latent Requirements Customer Delight
- Product Functionality +
Quadrant Lower Left Quadrant Lower Right
Customer dissatisfaction Customer dissatisfaction with
with missing or withheld provided functionality
functions
Copyright John C Goodpasture, 2010 All rights reserved - Customer Dissatisfaction 13
14. Push out the latent requirements
• Latent requirements are
unknown until revealed by
someone else
– Who knew I needed
that?!
• Exploration and
envisioning gets the
conversation going
– The value proposition
may be very fuzzy
– Prototypes may be
needed
– Be aware of non-verbal
communication
14
Copyright John C Goodpasture, 2010 All rights reserved
15. Quadrant 1: Satisfaction reacts strongly to
discriminating functionality
Customer Satisfaction
Ah = “ah-hah!”
+
Esteem > $Value
Return > Investment
Product Functionality +
-
Customer Dissatisfaction
15
Copyright John C Goodpasture, 2010 All rights reserved
16. Everything loses panache over time!
Customer Satisfaction
+ Ah decay
Product Functionality +
-
Customer Dissatisfaction
16
Copyright John C Goodpasture, 2010 All rights reserved
17. The sweet spot: the ‘ah-hah!’ quadrant
• In the ‘ah-hah’ quadrant customers are interested, engaged,
and energetic
• Early adopters push the ‘ah-hah!’ curve, giving feedback at
every iteration
• Ah-hahs! will be copied by competitors
– Eventually the advantage is lost as ah-hah! becomes ‘me too!’
– Other opportunities may be closed out
17
Copyright John C Goodpasture, 2010 All rights reserved
18. More-is-better meets the competition with ‘me
too!’
Customer Satisfaction
+
MIB decay
Product Functionality +
MIB = More is
Better
-
Customer Dissatisfaction
18
Copyright John C Goodpasture, 2010 All rights reserved
19. More-is-better is a hazard
The more-is-better horserace leads to group-think
– The race mesmerizes
19
Copyright John C Goodpasture, 2010 All rights reserved
20. Customers may not pay attention to In’s or M’s
– ‘In’ and ‘M’ must be there, even without customer interest
– ‘In’ is the axis for compliance and standards
20
Copyright John C Goodpasture, 2010 All rights reserved
21. Even function and feature that are indifferent to
customers require investment
Customer Satisfaction
+
In = Indifferent axis--standards
+
-
Customer Dissatisfaction
21
Copyright John C Goodpasture, 2010 All rights reserved
22. Requirements indifferent to customer value
• Adherence and compliance to internal and external
standards
• Standard processes
• Differences without a distinction
• Unnoticed, even if missing
22
Copyright John C Goodpasture, 2010 All rights reserved
23. Must-be-present is expected!
Customer Satisfaction
+
Product Functionality +
M = “must be present”
Deeply disappointed
CUPHOLDERS!
if missing
-
Customer Dissatisfaction
23
Copyright John C Goodpasture, 2010 All rights reserved
24. M = Legacy and legacy expectations
• Former discriminating feature and function that
have now become de facto standards
• Can’t be missing and be competitive
• Strongly a ‘utility’ function
– Customer reaction is disproportionate to value,
but opposite the Ah hah!
24
Copyright John C Goodpasture, 2010 All rights reserved
25. Put it all together
Customer Satisfaction
Ah = “ah-hah!”
Ah decay to In or M
+
MIB decay to
M or In
In = Indifferent axis
Product Functionality +
M = “must be present”
MIB = More is
Better
-
Customer Dissatisfaction
25
Copyright John C Goodpasture, 2010 All rights reserved
26. Program and Budget implications
The Kano Pie—5 slices
1. Ah Discriminators – Kano Pie
Envisioning and exploring – Ah
hah!
2. MIB Meet Competition – More 20%
is better B 35% Discriminators
Meet Competition
3. In Standards adherence – Ah Standards
Indifferent to customer 12% M
Legacy
4. M Legacy compliance – Must In Benefits
MIB
be there 13%
20%
5. B Benefits refreshment – Anti-
decay defensive measure
26
Copyright John C Goodpasture, 2010 All rights reserved
27. Program and Budget implications
Investing in discriminators
• Segments that create value that Kano Pie
customers will pay for
• Attractive to investors and
sponsors 20%
Discriminators
• This is how we win 35%
Meet Competition
Ah Standards
12% M
Legacy
In Benefits
MIB
13%
20%
27
Copyright John C Goodpasture, 2010 All rights reserved
28. Program and Budget implications
Funding standards and legacy compliance
• Less attractive to investors and Kano Pie
sponsors
• Investment without
discriminating value 20%
• Everyone’s ‘me too’ 35% Discriminators
Meet Competition
• Can’t do with out it! Ah
Standards
12% M
Legacy
• Customers will punish In Benefits
MIB
if missing 13%
20%
28
Copyright John C Goodpasture, 2010 All rights reserved
29. Program and Budget implications
Anti-decay refreshment
• Funding from returns on benefits Kano Pie
• Defensive
• Preserve market share
20%
• Keep barrier to entry high
B 35% Discriminators
• Attract the late Ah Meet Competition
Standards
adopters M
12%
Legacy
In MIB Benefits
13%
20%
29
Copyright John C Goodpasture, 2010 All rights reserved
30. Program and Budget implications
Put it all together
• Benefit: Customer advantage Kano Pie
– Esteem
– Function and feature
– Payment stream 20%
• Investment: Business B 35% Discriminators
scorecard Ah Meet Competition
– Funding 12% M Standards
Legacy
– Returns
– Intangibles In MIB Benefits
13%
• Cost: Earnable value of the 20%
invested funds
– Investment funding
– Deliverables cost
– Timely benefit rollout
30
Copyright John C Goodpasture, 2010 All rights reserved
31. An amplifier of investment
Ah = “ah-hah!”
Return from Investment
Investment
31
Copyright John C Goodpasture, 2010 All rights reserved
32. An amplifier of investment
Ah = “ah-hah!”
Investment
ROI
Investment
32
Copyright John C Goodpasture, 2010 All rights reserved
33. An attenuator of investment
Investment
Return from
M = “must be present” Investment
33
Copyright John C Goodpasture, 2010 All rights reserved
34. Overcome attenuators Beneficiary
Kano Lens Kano Lens ROI
Sponsor Project
Ah Ah Ah
MIB
MIB B MIB
In
B B B
M
34
Copyright John C Goodpasture, 2010 All rights reserved
35. Overcome attenuators Output
Kano Lens Kano Lens Value-
Input Transform Added
Ah Ah Ah
MIB
MIB B MIB
In
B B B
M
35
Copyright John C Goodpasture, 2010 All rights reserved
36. WBS and Kano
• Kano distinctions are one view of the WBS
• Other views: Process, OBS, Temporal phases, Product
structure
• WBS traditionally stove-piped and hierarchical
• Views add relationships among hierarchic structures
36
Copyright John C Goodpasture, 2010 All rights reserved
37. Cost accounts have relationships to Kano
PMO Sys Dev Data Support
Ah Hah!
MIB
Must
Indiff
Refresh
37
Copyright John C Goodpasture, 2010 All rights reserved
38. How to go about it
“People are led;
things are
managed”
Rear Admiral Grace Hopper
38
Copyright John C Goodpasture, 2010 All rights reserved
Image Credit: WWW.THEGOLDENGUYS.BLOGSPOT.COM
39. Think images!
• Reduce everything to ideas that image the vision
– If you can’t draw it, you probably can’t write it!
• Frame all the ideas with architecture
– Every product has architecture!
– Stress cohesion and loose coupling
39
Copyright John C Goodpasture, 2010 All rights reserved
40. Think images!
• Allocate all tasks and deliverables to the Kano
categories
• Resolve budget allocations according to
importance, priority, and sequence
40
Copyright John C Goodpasture, 2010 All rights reserved
41. From Kano comes the business case
• Scope ah-hah! as the project
theme
– Functional, feature-rich,
compelling
• Complete the scope with In, M,
MIB, and B
– Can’t forget these just because
they are not exciting
41
Copyright John C Goodpasture, 2010 All rights reserved
42. From Kano comes the business case
• Estimate the investment
– New to the world
– Similar to-
– Parametric factors
• Assume benefits pay for
refreshment
42
Copyright John C Goodpasture, 2010 All rights reserved
43. Benefits are the ultimate reward
• Propose benefits at
milestones
– Who’s in the
community of
beneficiaries?
– What’s their value
proposition?
– Show value roll-out
at milestones
43
Copyright John C Goodpasture, 2010 All rights reserved
44. Read more!
• “Quantitative Methods in Project Management” ,
Chapter 1
• http://people.ucalgary.ca/~design/engg251/First
%20Year%20Files/kano.pdf
• www.slideshare.net/jgoodpas
• www.pmi.org Goodpasture, J. “Make Kano
Analysis part of your New Product
Requirements” PMNetwork, May 2001 [copy
available at PMI.org]
• http://en.wikipedia.org/wiki/Kano_model
• http://en.wikipedia.org/wiki/Noriaki_Kano
44
Copyright John C Goodpasture, 2010 All rights reserved