This document discusses evidenced based management (EBM) for business agility. It discusses how traditional measures of activity and output are not sufficient, and that organizations should instead focus on measuring outcomes and value delivered to customers. It introduces several key value areas (KVAs) that organizations can measure to guide improvements, including current value, unrealized value, time to market, ability to innovate, and others. Specific metrics are provided that can be used to measure each KVA. The document advocates for an EBM approach of continuously measuring value, selecting areas for improvement, experimenting to improve value, and evaluating results.
Conférence donnée à Agile Grenoble 2017
Comment satisfaire au mieux vos utilisateurs ? Comment prioriser mon backlog ? Comment travailler sur la valeur métier ?
Venez découvrir le modèle de Kano, à quoi il peut servir dans la gestion d'un backlog produit. Repartez avec la théorie, il ne vous restera plus qu'à l'expérimenter.
Bénéfices :
Classer vos fonctionnalités dans des catégories : essentielles, attractives, de performance ? Bien préparer des questionnaires clients ?
Comprendre en quoi le modèle de Kano peut aider à construire un MVP qui soit plus "Viable" que "Minimum".
Venez découvrir comment utiliser ce modèle et repartez avec un bel outil pour les POs.
Evidence based management – Measuring value to enable improvement and busines...Mia Horrigan
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back?
Has product delivery improved?
How much happier are users and the business customers?
Are employees empowered and enabled?
Traditional metrics might give you insight into improvements of operational efficiency, but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Evidence-Based Management (EBM) is a framework to help measure, manage, and increase the value derived from product delivery. EBM focuses on improving outcomes, reducing risks, and optimising investments and is an important tool to help leaders put the right measures in place to invest in the right places, make smarter decisions and reduce risk using an iterative and incremental approach. This empirical method alongside the agile principles and values of Scrum enables successful steps of change for the organisation.
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back? Has product delivery improved? How much happier are users and the business customers? Are employees empowered and enabled? Traditional metrics might give you insight into improvements of operational efficiency but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Mia will discuss Evidence based management and how this empirical process can help agile transformations measure and manage the value derived from the transformation initiative. Mia will focus on the 4 Key Value Areas: Current Value, Ability to Innovate, Unrealised Value and time to market and how these contribute to an organisation’s ability to deliver business value.
Evidenced based management - Presentation at Scrum Australia 24 oct 2018Mia Horrigan
Evidence-Based Management (EBM) is an empirical approach that provides organizations with the ability to measure the value they deliver to customers and the means by which they deliver that value, and to use those measures to guide improvements in both
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
This is a preview of the Complete Business Frameworks Reference Guide/Toolkit. The full document can be downloaded here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
The Complete Business Frameworks Reference Guide is a very comprehensive document with over 300+ slides--covering 50 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms, such as McKinsey, Bain, BCG, Booz, Monitor Group, Deloitte, Accenture, IBM, E&Y, LEK, AT Kearney, Roland Berger, Oliver Wyman, and others.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Core Competence Analysis
16. Cost Structure Analysis
17. Customer Experience
18. Customer Satisfaction Analysis
19. Customer Value Proposition
20. Fiaccabrino Selection Process
21. Financial Ratios Analysis
22. Gap Analysis
23. Industry Attractiveness & Business Strength Assessment
24. Key Purchase Criteria
25. Key Success Factors (KSF)
26. Market Sizing & Share
27. McKinsey 7-S
28. Net Present Value
29. PEST Analysis
30. Porter Competition Strategies
31. Porter's Five Forces
32. Portfolio Strategies
33. Price Elasticity
34. Product Life Cycle
35. Product Substitution
36. Relative Cost Positioning
37. Rogers' Five Factors
38. Scenario Techniques
39. Scoring Models
40. Segment Attractiveness
41. Segmentation & Targeting
42. Six Thinking Hats
43. Stakeholder Analysis
44. Strengths & Weaknesses Analysis
45. Structure-Conduct-Performance (SCP)
46. SWOT Analysis
47. SWOT Strategies
48. Treacy / Wiersema Market Positioning
49. Value Chain Analysis
50. Venkat Matrix
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
Le Product Portfolio Management au-delà du Produit NumériqueAgile En Seine
Présenté par Renaud Chevalier (Thiga) à Agile en Seine le 20 septembre 2023
Un constat s’impose : le Product Management a dépassé les frontières des pure players du digital.
Dans un contexte où le Product Management ne se limite plus aux produits numériques, il est impératif de repenser nos approches de gestion de portefeuille. Explorez les défis spécifiques auxquels les entreprises sont confrontées lorsqu’elles doivent développer de nouvelles capacités et faire évoluer leurs chaînes de valeur. Découvrez comment la Business Architecture et la conduite du changement jouent un rôle essentiel dans la gestion du portefeuille de produits, en pilotant des initiatives stratégiques bien au delà de l’IT.
Conférence donnée à Agile Grenoble 2017
Comment satisfaire au mieux vos utilisateurs ? Comment prioriser mon backlog ? Comment travailler sur la valeur métier ?
Venez découvrir le modèle de Kano, à quoi il peut servir dans la gestion d'un backlog produit. Repartez avec la théorie, il ne vous restera plus qu'à l'expérimenter.
Bénéfices :
Classer vos fonctionnalités dans des catégories : essentielles, attractives, de performance ? Bien préparer des questionnaires clients ?
Comprendre en quoi le modèle de Kano peut aider à construire un MVP qui soit plus "Viable" que "Minimum".
Venez découvrir comment utiliser ce modèle et repartez avec un bel outil pour les POs.
Evidence based management – Measuring value to enable improvement and busines...Mia Horrigan
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back?
Has product delivery improved?
How much happier are users and the business customers?
Are employees empowered and enabled?
Traditional metrics might give you insight into improvements of operational efficiency, but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Evidence-Based Management (EBM) is a framework to help measure, manage, and increase the value derived from product delivery. EBM focuses on improving outcomes, reducing risks, and optimising investments and is an important tool to help leaders put the right measures in place to invest in the right places, make smarter decisions and reduce risk using an iterative and incremental approach. This empirical method alongside the agile principles and values of Scrum enables successful steps of change for the organisation.
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back? Has product delivery improved? How much happier are users and the business customers? Are employees empowered and enabled? Traditional metrics might give you insight into improvements of operational efficiency but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Mia will discuss Evidence based management and how this empirical process can help agile transformations measure and manage the value derived from the transformation initiative. Mia will focus on the 4 Key Value Areas: Current Value, Ability to Innovate, Unrealised Value and time to market and how these contribute to an organisation’s ability to deliver business value.
Evidenced based management - Presentation at Scrum Australia 24 oct 2018Mia Horrigan
Evidence-Based Management (EBM) is an empirical approach that provides organizations with the ability to measure the value they deliver to customers and the means by which they deliver that value, and to use those measures to guide improvements in both
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
This is a preview of the Complete Business Frameworks Reference Guide/Toolkit. The full document can be downloaded here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
The Complete Business Frameworks Reference Guide is a very comprehensive document with over 300+ slides--covering 50 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms, such as McKinsey, Bain, BCG, Booz, Monitor Group, Deloitte, Accenture, IBM, E&Y, LEK, AT Kearney, Roland Berger, Oliver Wyman, and others.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Core Competence Analysis
16. Cost Structure Analysis
17. Customer Experience
18. Customer Satisfaction Analysis
19. Customer Value Proposition
20. Fiaccabrino Selection Process
21. Financial Ratios Analysis
22. Gap Analysis
23. Industry Attractiveness & Business Strength Assessment
24. Key Purchase Criteria
25. Key Success Factors (KSF)
26. Market Sizing & Share
27. McKinsey 7-S
28. Net Present Value
29. PEST Analysis
30. Porter Competition Strategies
31. Porter's Five Forces
32. Portfolio Strategies
33. Price Elasticity
34. Product Life Cycle
35. Product Substitution
36. Relative Cost Positioning
37. Rogers' Five Factors
38. Scenario Techniques
39. Scoring Models
40. Segment Attractiveness
41. Segmentation & Targeting
42. Six Thinking Hats
43. Stakeholder Analysis
44. Strengths & Weaknesses Analysis
45. Structure-Conduct-Performance (SCP)
46. SWOT Analysis
47. SWOT Strategies
48. Treacy / Wiersema Market Positioning
49. Value Chain Analysis
50. Venkat Matrix
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
Le Product Portfolio Management au-delà du Produit NumériqueAgile En Seine
Présenté par Renaud Chevalier (Thiga) à Agile en Seine le 20 septembre 2023
Un constat s’impose : le Product Management a dépassé les frontières des pure players du digital.
Dans un contexte où le Product Management ne se limite plus aux produits numériques, il est impératif de repenser nos approches de gestion de portefeuille. Explorez les défis spécifiques auxquels les entreprises sont confrontées lorsqu’elles doivent développer de nouvelles capacités et faire évoluer leurs chaînes de valeur. Découvrez comment la Business Architecture et la conduite du changement jouent un rôle essentiel dans la gestion du portefeuille de produits, en pilotant des initiatives stratégiques bien au delà de l’IT.
Le support du meetup Descaling SAFe du 13 Avril. C'est un retour d'expérience qui explique pourquoi nous avons abandonné SAFe et ce que nous avons mis en place. Il n'y a pas de positionnement de notre part quant au framework en tant que tel.
Comparing Ways to Scale Agile at Agile Product and Project Manager MeetupBernd Schiffer
Session "Comparing Ways to Scale Agile" at the Agile Product and Project Manager Meetup in Melbourne, Australia.
These days organisations are looking for support to scale their Agile environment. There’s a difference between having one Agile team on its own, or to have several Agile teams providing value to the customer and interacting with each other.
This session will give an overview and comparison of all the different Agile scaling approaches out there, i.e.:
* Scaled Agile Framework (SAFe)
* Evidence-Based Management (EBMgt)
* Disciplined Agile Delivery (DAD)
* Enterprise Transition Framework (ETF)
* Large-Scale Scrum (LeSS)
* ScALeD Agile Lean Development
* Scaling Agile @ Spotify (SA@S)
* Product Development Flow by Reinertsen (PDFbyR)
Roadmapping the Product Roadmap (ProductCamp Boston 2016)ProductCamp Boston
Ask 10 people what a product roadmap is and you will get 10 different answers! This little artifact is an often misunderstood component of product development, but an incredibly important one to get right. Creating a great one is part art and part science. In this session we will talk through the real purpose of a roadmap and how it can be used to get the most out of your project and team. We'll unpack the key steps in the process and shed more light on the tools and frameworks that can be used to ensure a successful roadmapping effort. If all goes well we'll even get a chance to practice a bit so we can see what it means to actually translate this stuff into real-life scenarios.
About C. Todd Lombardo
C. Todd is a leader who wears many hats, all at once: Author, designer, scientist, professor, and visualizer. After originally beginning his career in science, C. Todd shifted his focus to product and design, ultimately innovating, designing, and managing products for countless companies large and small. A teacher and speaker at heart, he frequently speaks at conferences and has directed five TEDx events in two countries. C. Todd serves as Adjunct Faculty at IE Business School in Madrid, and co-authored the book "Design Sprint," published by O'Reilly. Not only is he a chemistry Ph.D. dropout, but he also founded ProductCamp Boston. Those two facts may or may not be related.
What's Growth PM and How's it Different to PM Types by Dropbox PMProduct School
Your product ideas and analyses are only as valuable as your ability to put things into action. And putting things into action is all about working with others in the organization. This process involves a number of soft skills, like communication, persuasion, negotiation, and evangelism. The art of influencing without authority involves understanding and empathizing with different sets of people. And to do that, you need to develop certain soft skills that will help lead your team and make your stakeholders understand any decision you’re taking. It's time to learn from top PM leaders!
Go to www.slidebooks.com to access the editable version in Powerpoint and Excel of this Management Consultant Toolkit created by former management consultants from Deloitte and McKinsey.
How to Build a Product Vision by Spotify Product ManagerProduct School
In this episode, Matt Williams talks about building a product vision and getting stakeholder buy in. He also covers 'managing up' and how to navigate within your organization, whilst fostering an understanding of vision and user empathy with engineers.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
This is the partnership proposition canvas v0.4: a plugin tool to the business model canvas, for better conversations on your partnerships .
This has recently been updated a new, more user friendly format called the partnership canvas.
Check it out here:
http://valuechaingeneration.com/2014/10/17/the-partnership-canvas/
Goodyear's Guide To Lean Product Development - Dozuki Workshop SeriesDozuki Software
Becoming lean is important for virtually all industries and disciplines. But when it comes to product development, applying lean fundamentals often fails.
Join Norbert Majerus, Sr Master Black Belt at Goodyear, for Goodyear's Guide to Lean Product Development. Norbert will reveal how Goodyear successfully implemented lean principles, overcame obstacles, and course-corrected the mis-application of key principles.
This workshop will provide insight into:
• Navigating the costs of applying lean initiatives
• Maximizing your company's revenue
• Creating flow and stability
• Eliminating waste in R&D
• Collaborating with your stakeholders for value stream profitability
...and more
Learn even more at http://dozuki.com
Seminar 4 - From Business Idea to Business Model
OK, so you have a great business idea but is it a viable business?
It's one thing having a good business idea but to build a successful business you need to develop a strong business model. This interactive, hands-on, session will introduce participants to business model basics and look at the Business Model Canvas approach as an entrepreneurial tool for bridging the gap between business idea and business reality.
Speaker: Ben Mumby-Croft, Enterprise Education Manager, City University London
Ben is an experienced enterprise educator with a passion for helping young (and not so young) entrepreneurs turn great ideas into successful start-ups. Ben is currently responsible for Enterprise Education at City University London where he leads CityStarters, a University-wide initiative to provide extra-curricular enterprise and entrepreneurship education to all students. In addition to this, Ben is also the creator of Visual Marketing Plans – a business canvas style approach to marketing planning – and a seasoned marketer with 12 years’ experience helping entrepreneurs and high growth businesses to achieve their business goals through effective marketing strategy, branding and other intelligent sounding stuff like that.
Business Transformation Powerpoint Presentation SlidesSlideTeam
Every organization undergoes a certain change to cope up with changing trends in the market. Its ending point must be a different from a starting point. This content ready business transformation PowerPoint presentation is a guide for your organization to have a structured and planned change. These business transformation presentation templates are perfect to achieve organizational goals and improve business processes, technologies, and productivity. Whether it’s an internal change or an external, an organization goes through several stages of transformation. This is explicitly explained in a business transformation framework slide. There could be various business areas where a change is needed such as customer service or finance. We present your business transformation PPT slides that will help you go through digital transformation, finance transformation, customer service transformation and more. This complete presentation will help you explain the important business drivers for the required change in the management . Get your hands on this ready-made professionally designed business transformation presentation to achieve a successful business transformation. Spread the buzz with our Business Transformation Powerpoint Presentation Slides. Generate interest with your views. https://bit.ly/3yBcWkO
Gaining benefit at the Enterprise level is all about betting on the risk of success. We breakdown the needs for a winning architecture technique with a template example based approach. Feel free to reach out to and if more details are required or you have an opportunity to explore
Le support du meetup Descaling SAFe du 13 Avril. C'est un retour d'expérience qui explique pourquoi nous avons abandonné SAFe et ce que nous avons mis en place. Il n'y a pas de positionnement de notre part quant au framework en tant que tel.
Comparing Ways to Scale Agile at Agile Product and Project Manager MeetupBernd Schiffer
Session "Comparing Ways to Scale Agile" at the Agile Product and Project Manager Meetup in Melbourne, Australia.
These days organisations are looking for support to scale their Agile environment. There’s a difference between having one Agile team on its own, or to have several Agile teams providing value to the customer and interacting with each other.
This session will give an overview and comparison of all the different Agile scaling approaches out there, i.e.:
* Scaled Agile Framework (SAFe)
* Evidence-Based Management (EBMgt)
* Disciplined Agile Delivery (DAD)
* Enterprise Transition Framework (ETF)
* Large-Scale Scrum (LeSS)
* ScALeD Agile Lean Development
* Scaling Agile @ Spotify (SA@S)
* Product Development Flow by Reinertsen (PDFbyR)
Roadmapping the Product Roadmap (ProductCamp Boston 2016)ProductCamp Boston
Ask 10 people what a product roadmap is and you will get 10 different answers! This little artifact is an often misunderstood component of product development, but an incredibly important one to get right. Creating a great one is part art and part science. In this session we will talk through the real purpose of a roadmap and how it can be used to get the most out of your project and team. We'll unpack the key steps in the process and shed more light on the tools and frameworks that can be used to ensure a successful roadmapping effort. If all goes well we'll even get a chance to practice a bit so we can see what it means to actually translate this stuff into real-life scenarios.
About C. Todd Lombardo
C. Todd is a leader who wears many hats, all at once: Author, designer, scientist, professor, and visualizer. After originally beginning his career in science, C. Todd shifted his focus to product and design, ultimately innovating, designing, and managing products for countless companies large and small. A teacher and speaker at heart, he frequently speaks at conferences and has directed five TEDx events in two countries. C. Todd serves as Adjunct Faculty at IE Business School in Madrid, and co-authored the book "Design Sprint," published by O'Reilly. Not only is he a chemistry Ph.D. dropout, but he also founded ProductCamp Boston. Those two facts may or may not be related.
What's Growth PM and How's it Different to PM Types by Dropbox PMProduct School
Your product ideas and analyses are only as valuable as your ability to put things into action. And putting things into action is all about working with others in the organization. This process involves a number of soft skills, like communication, persuasion, negotiation, and evangelism. The art of influencing without authority involves understanding and empathizing with different sets of people. And to do that, you need to develop certain soft skills that will help lead your team and make your stakeholders understand any decision you’re taking. It's time to learn from top PM leaders!
Go to www.slidebooks.com to access the editable version in Powerpoint and Excel of this Management Consultant Toolkit created by former management consultants from Deloitte and McKinsey.
How to Build a Product Vision by Spotify Product ManagerProduct School
In this episode, Matt Williams talks about building a product vision and getting stakeholder buy in. He also covers 'managing up' and how to navigate within your organization, whilst fostering an understanding of vision and user empathy with engineers.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
This is the partnership proposition canvas v0.4: a plugin tool to the business model canvas, for better conversations on your partnerships .
This has recently been updated a new, more user friendly format called the partnership canvas.
Check it out here:
http://valuechaingeneration.com/2014/10/17/the-partnership-canvas/
Goodyear's Guide To Lean Product Development - Dozuki Workshop SeriesDozuki Software
Becoming lean is important for virtually all industries and disciplines. But when it comes to product development, applying lean fundamentals often fails.
Join Norbert Majerus, Sr Master Black Belt at Goodyear, for Goodyear's Guide to Lean Product Development. Norbert will reveal how Goodyear successfully implemented lean principles, overcame obstacles, and course-corrected the mis-application of key principles.
This workshop will provide insight into:
• Navigating the costs of applying lean initiatives
• Maximizing your company's revenue
• Creating flow and stability
• Eliminating waste in R&D
• Collaborating with your stakeholders for value stream profitability
...and more
Learn even more at http://dozuki.com
Seminar 4 - From Business Idea to Business Model
OK, so you have a great business idea but is it a viable business?
It's one thing having a good business idea but to build a successful business you need to develop a strong business model. This interactive, hands-on, session will introduce participants to business model basics and look at the Business Model Canvas approach as an entrepreneurial tool for bridging the gap between business idea and business reality.
Speaker: Ben Mumby-Croft, Enterprise Education Manager, City University London
Ben is an experienced enterprise educator with a passion for helping young (and not so young) entrepreneurs turn great ideas into successful start-ups. Ben is currently responsible for Enterprise Education at City University London where he leads CityStarters, a University-wide initiative to provide extra-curricular enterprise and entrepreneurship education to all students. In addition to this, Ben is also the creator of Visual Marketing Plans – a business canvas style approach to marketing planning – and a seasoned marketer with 12 years’ experience helping entrepreneurs and high growth businesses to achieve their business goals through effective marketing strategy, branding and other intelligent sounding stuff like that.
Business Transformation Powerpoint Presentation SlidesSlideTeam
Every organization undergoes a certain change to cope up with changing trends in the market. Its ending point must be a different from a starting point. This content ready business transformation PowerPoint presentation is a guide for your organization to have a structured and planned change. These business transformation presentation templates are perfect to achieve organizational goals and improve business processes, technologies, and productivity. Whether it’s an internal change or an external, an organization goes through several stages of transformation. This is explicitly explained in a business transformation framework slide. There could be various business areas where a change is needed such as customer service or finance. We present your business transformation PPT slides that will help you go through digital transformation, finance transformation, customer service transformation and more. This complete presentation will help you explain the important business drivers for the required change in the management . Get your hands on this ready-made professionally designed business transformation presentation to achieve a successful business transformation. Spread the buzz with our Business Transformation Powerpoint Presentation Slides. Generate interest with your views. https://bit.ly/3yBcWkO
Gaining benefit at the Enterprise level is all about betting on the risk of success. We breakdown the needs for a winning architecture technique with a template example based approach. Feel free to reach out to and if more details are required or you have an opportunity to explore
Is customer centricity just another management fad? Globally, companies are investing more than USD 10 billion annually to drive customer centric transformations, yet four in five are left unsatisfied.
How to apply the lean startup approach, MVP, experimenting, testing hypotheses, pivoting, questioning assumptions, learning and failing fast and finding product-market fit within eHealth's regulative markets?
What Is Product Value Realization by former EE Product ManagerProduct School
In the context of the product management holy trinity of desirability, feasibility and viability this discussion will zoom in on the latter aspect.
This session was about how as Product Managers and organizations we can ensure we realize value from the creation of products and services. As Product Managers we aim to deliver value to our customers, clients and stakeholders and spend a lot of time convincing them that we will be able to do this.
This complete deck covers various topics and highlights important concepts. It has PPT slides which cater to your business needs. This complete deck presentation emphasizes Performance Metric PowerPoint Presentation Slides and has templates with professional background images and relevant content. This deck consists of total of nineteen slides. Our designers have created customizable templates, keeping your convenience in mind. You can edit the colour, text and font size with ease. Not just this, you can also add or delete the content if needed. Get access to this fully editable complete presentation by clicking the download button below. https://bit.ly/30vqr7C
Summary about the approach "A Lean Way to Customer Experience" and about the key success factors for applying it. It is about the value of the combination of Customer Experience Management and Lean Management.
Contact Center is a Gold Mine for Customer Experience Improvement Company-wideClearAction
Customer comments in the contact center are underutilized gold mines for guiding your whole company in improving and differentiating customer experience for stronger business results.
See https://ClearAction.com/
Empowering retention strategiesin the age of the customer
This white paper addresses:
– Why measurement programs need to change
– Six proven steps for a successful measurement program
– Using customer intelligence to predict and drive change
Why Your Customer HealthScore is Useless and How to Overcome ItBoaz S. Maor
Customer Health Score (CHS) is a common and helpful metric for Customer Success Managers (CSM). But, it is insufficient to address opportunities and challenges with your customers. Why? Because it focuses on the vendor-customer relationship and fails to assess the maturity of the customer in running their business.
This is why Ralf Wiggten and I recently coined the term Customer Maturity Index (CMI) and developed a methodology for its calculation. Combining CMI with CHS provides the clarity needed for effective playbooks to maximize both the customer’s success and yours from the relationship.
This presentation explores the short-comings of common Customer Health Scores, provides the case for Customer Maturity Index, details a suggested methodology for CMI development within a company and provides practical tools for such development.
How We Reorganized Our Entire Post-Sales OrganizationGainsight
One of Gainsight's principles is to "Carry the Torch" for the Customer Success industry. We've shared a lot about innovations in our processes, but not as much about our organization. In this session, Allison Pickens, VP of Customer Success and Business Operations at Gainsight, will share the story of how we re-organized post-sales to drive success for our customers.
Christian van Stom learned Scrum on the cusp of the dot com bubble bursting. He has led multi-functional teams across 3 industries, and technical, marketing, sales, customer service and operational squads.
An enterprise agile coach role lured him north to Brisbane, to the finance sector where he was to lead the transformation of a 300-person enterprise. Hear his real life account of the challenges and learning of embedding real agile ways of working in a highly acquisitive business, moving at an incredible pace run by an ex-serving, paratrooper legionaire.
Changing the way we change – leveraging a combination of Lean, Design, and S...Scrum Australia Pty Ltd
Lean & Agile have a shared orientation towards customer centricity, respect for people, and continuous improvement. When applied with the right intention to the appropriate context, both domains complement each other exceptionally well in solving complex business problems effectively and sustainably. Aginic and Nik Ilich from Fire & Flint collaborated in driving a principles-first approach to iteratively designing and implementing a transformative future state service onboarding journey for clients of Cerebral Palsy Alliance (CPA). Through a hybrid of lean & agile thinking, the team worked closely with key representatives of CPA, sharing the driver’s seat, to pragmatically deconstruct and deliver a vision for the future with strong agile-delivery foundations underpinning its execution.
In the first months of remote work due to COVID, I noticed a massive opportunity to learn from others, as a lot of conferences went online.
But then arose a problem in my capacity to absorb these learnings. So, I started my Creativity Journal and have never look back.
The natural constraints imposed by having a Creativity Journal ensure that I prioritise my attendance to online conferences, such as the Scrum Australia Lightning sessions and Creative Mornings talks. I take notes when I attend these insightful sessions; and then share the notes after the sessions.
Let me show you how you too can get the benefit of a Creativity Journal.
Are your retros boring, non-productive, and a waste of time? Come learn about 3 case studies of extraordinary retrospectives.
Retrospectives are the heart of the feedback loop, existing within an agile framework that fosters self-improvement.
Retrospectives lose value due to 2 reasons: they get boring or they have no value in terms of actionable items.
The first case will describe a team’s experience, organised at the Australian War Memorial in Canberra, Australia. A custom tour was developed that focused on “mateship”.
The second case will describe a team’s experience at the National Portrait Gallery in Canberra, Australia: a prototype team training based on Visual Thinking Strategies, VTS, usually reserved for 11-12 year old school children.
The third case will describe a leadership team’s experience at the Art Gallery of NSW in Sydney, Australia. A team of executive-level leaders learned about mindfulness techniques and taking the time off to appreciate art as a team.
I will describe how you can partner with a variety of resources, including government programs, that will enable you to do the same thing.
The predominant mindset around complex problem solving is decomposition; we inevitably jump to ways of ‘chunking up’ a solution. At Aginic, our experience of delivering hundreds of engaging data experiences is that this often misses a step that is crucial to creating compelling digital experiences: experimentation. In this talk we’ll describe how we have baked in experimentation to our ability to explore and navigate complex problem spaces and how this has helped deliver engaging outcomes for our customers.
This talk is a must for anyone tackling complex projects, particularly involving data.
People decide to go agile and then take on the task of hiring a coach. But if they don’t know anything about agile, how do they know what a good coach looks like? Here I take a look at what coaches should value over the many of the things that consultant coaches value.
Are you trapped in a hamster wheel of meetings, updating tracking tools, trying to keep stories progressing and generally being the “Scrum secretary” for everything that others are not doing themselves? Whilst you might be aware that this is not the most effective way to spend your time, you may not know how to transition out of this situation and what the more impactful activities are to transition to.
In this session we will explore what the most effective Scrum Masters and Agile Coaches focus on as well as some strategies for freeing up your time and building your skills in order to make a much bigger difference for your Scrum Team and surrounding organisation.
Situational Scrum Mastering: What the Scrum guide didn’t tell me about leadin...Scrum Australia Pty Ltd
This session aims to raise awareness about what it takes to successfully lead a team that is trying to be Agile. Santosh will share his personal experiences about challenges he has faced, and why it’s important for an effective Scrum Master to understand what their team needs in terms of leadership before they can successfully lead a team.
According to Paul Hersey, leaders need to adapt their behavior to fit a team’s readiness. Based this readiness level, which is determined by the team’s ability and willingness, a Scrum Master can opt for Telling, Selling, Participating, and Delegating their style of leadership.
In this talk, we will dive into specific things a Scrum Master should do when leading a team that has a different level of readiness. Ultimately, we will learn how a Scrum Master can help teams with limited confidence and abilities to become an agile team, leading them to maximise their agile-ness throughout.
If you are just starting a career as a Scrum Master are a seasoned veteran, or even an agile team member, and want to increase your understanding about leading teams that are trying to become agile, then this talk is for you.
A storm is defined as a disturbance of the atmosphere or the state of an environment, and life brings them in many forms and sizes. Some bring significant disruptions to normal conditions, while others destroy the existing structures and force a rebuilding. As humans we will experience various storms throughout our lives, with the aim of surviving them all.
We are so used to the occurrence of storms that preparing for them has become second nature. We have the technology available to us to help predict them, their size and intensity, so we know what to expect and plan accordingly. Best practices exist to manage the storms. However with climate change, it feels like there are more ‘freak’ one in a 100 year occurrences happening, which take everyone by surprise. The best practices lead to chaos. What’s the future going to hold and what can we learn today to in order to build our resilience for future storms? Do we reflect the shifting environment into our existing practices?
How do we apply these learnings from our life to an Agile transformation of an organisation?
On the horizon, a cyclone is growing in intensity and heading towards your organisation: to disrupt the existing paradigms. Everyone is scared and uncertain of what will survive, or will need to be rebuilt after the agile transformation has hit. What do we need to do to prepare for the transformation? How are we going to work together to build our resilience in the chaos of the cyclone?
How do organisations embrace the storm?
Were you born as an Agile leader, or can you develop or pivot your leadership style to be one?
This workshop will uncover ten Agile leadership attributes in a fun and engaging way, giving you an opportunity to reflect on your own capabilities and then self-focus areas for further development of your leadership capability.
Also download Sam Bowtell's: Discover your leadership agility
to accompany self-assessment
Were you born as an Agile leader, or can you develop or pivot your leadership style to be one?
This workshop will uncover ten Agile leadership attributes in a fun and engaging way, giving you an opportunity to reflect on your own capabilities and then self-focus areas for further development of your leadership capability.
Accompanies Sam Bowtell's: Discover your leadership agility
presentation
Choice and Control, how Hireup’s Empowering Vision aligns with Agile PrinciplesScrum Australia Pty Ltd
At Hireup, we believe that people with disability should have total choice and control over their supports. We've designed the Hireup model to ensure that people with disability decide who they work with, when they want their bookings to happen and how they would like their support delivered. Hireup's philosophy easily aligns with Agile Principles; learn how Agile Coaches join forces with the People and Culture team to champion Hireup's purpose-led culture.
by Andrew Rusling
Outcomes such as “subscriptions increased by 20%” or “complaints regarding the upload feature reduced to zero” are what makes a real difference in our customers lives and hence to the company’s bottom line. When a team is delivering outcomes like that, there is no denying their performance and hence their value to the company.
Delivering outcomes comes from understanding our customers, producing an output that may result in an outcome and then validating if we have achieved the desired outcome. At the very least one of these cycles produces knowledge. The Lean Start-up by Eric Ries, clearly explained this cycle, unfortunately it did not explain clearly how we should design, set up, run or analyse our experiments. I have met many people who agree we should follow the Lean Start-up approach; however, there is rarely any consensus on the experimentation approach that will make it a reality.
In 2017 Australia’s largest independent game studio, Halfbrick Studios, embarked upon a mission to better understand their customer and experiment their way to renewed success. Fruit Ninja Fight is one of the results of that approach. In 2018 Australia’s largest Telco, Telstra, focused on “co-creation” with their customers through a series of experiments; delivering improved customer satisfaction and faster results than ever before.
This presentation shares with you my experiences of working with those two Scrum based organisations as they sought to improve their outcomes through Experimentation.
by Alan Taylor (Innodev)
Test Driven Development is an engineering concept with practices that has great benefit to business. For example, if your business wants to have idealised and revered products, you will have:
- an ability to deliver high quality products which keep up with the latest customer wishes;
- products which are constantly updated with the latest cool features; and
- ability to very quickly resolve any issues that do occur – and they do for even the best organisation
We will share with you why Test Driven Development is a pivotal tool in the fight to be one of those inspiring organisations. We will cover the practices at a high level and go into the outcomes of those practices. We will include not only how the business should benefit directly from them, but also how they provide indirect benefits for the team and the organisation. Every positive has some negatives, whether they are perceived or actual, long term or short term). We will touch on how they are like any form of exercise – they will be hard work at times, but afterwards the results will include fitter, stronger and faster teams able to delivery consistently better results.
As a manager or leader, you will be able to walk away with insight that will enable you to determine how TDD is worth following up in your domain.
As someone within the delivery team, you will leave with deeper understanding of how you, your team and your company can effectively benefit from Test Driven Development.
Get outcomes by putting people over processes: Trust us… We’re social workers!Scrum Australia Pty Ltd
by Wendi Keenan & Rob Wojtaszek
Our session will focus on:
Utilising the power of social work values and principles to compliment Agile and Scrum implementation
Applying a social work lens to promote a positive team culture that facilitates the delivery of outcomes
Identifying how social work practices can motivate and encourage self-organisation.
Do you always take the stairs? How to use your growth mindset to build smar...Scrum Australia Pty Ltd
by Jen Miller
This session introduces the concept of a Growth Mindset and its synergies to Scrum and Agile, through the sharing of examples I have experienced. Attendees will learn what the qualities of a Growth versus Fixed Mindset are and how to recognise them in ourselves, our teams, and organisations. Tips and techniques on how to introduce and promote a growth mindset and how it helps build smarter scrum and agile teams will also be shared, so attendees have practical tools to take away with them.
The concept of a Growth Mindset gained real visibility with Carol Dweck’s research and 2007 book Mindset: The New Psychology of Success. Her research looked at how children learned and faced challenges and problems thought to be beyond their age. Children who were excited to try something new, and learn while doing it, demonstrated what Carol Dweck called the ‘Growth Mindset’. The principles of Scrum align with this concept as they are founded on the empirical practices of try, inspect, and adapt. Seeking to continue learning and improving are characteristic of Scrum and the Growth Mindset. Being aware of, and practicing, the qualities of a growth mindset will make scrum teams and organisations stronger, more resilient, and adaptive in times of challenge and change.
by Alex Sloley
Imagine you are a Mad Agile Scientist and have a diabolical experiment to conduct – what would happen if you exchanged the brains of a Product Owner and Scrum Master? Mwuhahahaha!!! How would the body of a Product Owner with the brain of a Scrum Master act? And vice versa?
Perhaps the Scrum Master would now treat the team like a backlog? This Scrum Master would be focused on value and maintaining a coaching backlog of team and person improvements. This Scrum Master is refining the team, crafting a group that delivers value.
And perhaps the Product Owner might treat the backlog like a team? Rather than backlog refining, they coach the backlog. They would be focused on nurturing, protecting, and empowering the backlog. The backlog might transform from an irritation into a labor of love.
Although this experiment sounds terrible, this change of perspective might be what you need to reanimate your dead team or backlog.
Join the fun and come learn what horrifying results await!
by Anoar Ahmed
Have you ever sat through endless scrolling credits after a film, speechless, while you processed your thought and feelings? Hundreds, if not thousands, of those disappearing names contributed towards these profound moments of transformative experiences. Timeless films are excellent examples of deep collaboration between multidisciplinary teams of highly skilled craftspeople, working to create moments that transcend the audience to the story world and subtly move them through the journey of films’ protagonist/s.
Filmmakers are master collaborators that literally bring together teams of multidisciplinary casts and crews on the same page of the scrip. Great filmmakers challenge and inspire technicians to become artists and actors, to become immortals through the “power of the story”.
Many years ago, my screenwriting lecturer famously told us during our very first day at the film school, “One thing is certain about filmmaking, that everything you have planned will need to change because it will rain tomorrow”. Filmmakers mastered the art of embracing uncertainty many decades ago, when there were no weather apps, by being truly agile.
In this talk, I will draw from my lifetime of study and exploration of the art and craft of filmmaking. I will demonstrate, using examples from classic films, how motivated and inspired multidisciplinary teams collaborate to bring the vision of a cinematic project to life and transcend audiences around the globe to the story world. I will share what leaders can learn from masters of the ultimate collaborative art of filmmaking.
by Diana Kirkova
Team Dynamics is like an unconscious force that influences team behaviour, reactions, and performance. Problems and solutions, from my experience, will be packed into a nice presentation, but the most exciting part will be the “Time to play” where we will face real problems and discuss how to solve them. Games like Blame game and responsibility game will be played and discussed.
by Craig Brown
This session is a structured walk-through the ideas around collaboration. I’ll be introducing key ideas and then leading participants through a workbook of eight questions that help people understand collaboration, why it is important and how they can take action to increase collaboration at their workplace.
People like the idea of collaboration, but have fuzzy ideas about what it is and what good collaboration looks like. This will help them think about collaboration in a more structured way and see opportunities for improvement in their own context.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
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.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Evidence Based Management - Measuring value to enable improvement and agility
1. Evidenced Based Management (EBM)
for Business Agility
Scrum Australia 24 October 2018
Mia Horrigan
Partner ZXM and Enterprise Agile Coach
page
01
Mia Horrigan@zenexmachina.com
Blog – www.zenexmachina.wordpress.com
Twitter - @miahorri
www.zenexmachina.com
2. page
02
Has our investment in Agile been
worth it?
2
Organisations invest in
agile processes, tools,
training, and coaching,
but how much are they
getting back?
Has product delivery
improved?
How much happier are
users and the business
customers?
Are employees
empowered and
enabled?
3. page
03
Successful Project ? Success =
• All requirements
delivered…
• By agreed-upon
date…
• For an agreed-
upon cost
“On track” = project
follows plan, hits
milestones
4. page
04
Traditional MeasuresActivity: reflect actions
taken e.g. No. of meetings,
No. of projects, No. people
in team, or cost per period
Output: reflect things that
were produced, No. of
releases, No. of defects
fixed, No. of features
delivered, or even velocity
Using progress as main
guide can be misleading
and misalign business and
delivery organisations
Activity Output
5. page
05
Waterfall Triangle Traditional Iron
Triangle assumes
Minimal change
“Plan — Do”
Problem: focus on
activity and output, not
outcomes and value
Measuring activity just
tells where time was
spent, not whether
value was produced
7. page
07
How is Value Measured?Success = value is
maximised
Quality and capability
are sustainable
Focus on outcomes,
not activity and output
Focus on Business
Value, improvements
and helps
accountability
Only 20% Useful 64% Rarely or Never Used
Chaos Report 2015 Standish Group
8. page
08
Agile Measures
Outcome: measures
that reflect the change
to customers or users.
Impact: Affect on the
company itself
Be value maximisers
What value did we
deliver and what was
the behaviour change
or increased outcome?
Outcome Impact
9. page
09
Evidenced Based Management
(EBM) Key Value Areas (KVAs)
Market Value
(Customer Value)
Organisational
Capability
EBM is an empirical
approach that measures
value delivered as evidence
of organisational agility
Gives organisations the
ability to measure the value
they deliver to customers
and the means by which
they deliver that value,
and to use those measures
to guide improvements in
both
Unrealised
Value
(UV)
Current
Value
(CV)
Ability to
Innovate
(A2I)
Time to
Market
(T2M)
Agility
Business Value
Source Evidenced Based Management Guide
https://www.scrum.org/resources/evidence-based-management
10. page
010
Use of a practice’s effectiveness
does mean we are delivering value
10
Organisations adopting agile product
delivery practices can easily lose
sight of their real goal of improving
the value, by focusing on improving
activities and outputs instead of
business outcomes
Agile is a means to an end, not the
end itself
The whole point of adopting agile
practices is to improve business
performance
When organisations lose sight of
this, managers ask questions that
seem sensible, but might create
unintended and undesirable
consequences
Is build automation
present?
Are code standards
being met?
Are test first practices
being used?
Is the team velocity
increasing? Are developers integrating
code frequently? How
frequently?What is the quality of
the code?
Source Evidenced Based Management Guide
https://www.scrum.org/resources/evidence-based-management
11. page
011
What we Measure is Important
What you measure
translates into what we
think is important
Typically teams are used
to metrics being used
against them
Velocity is data to help aid
team’s own forecasting
not a measure to compare
teams
Counting lines of code is
easy but doesn’t tell
anything about quality, the
functionality provided or
even the effectiveness
Simply
observing a
situation
necessarily
changes
that
situation
Human
tendency to
look for
answers
where it’s
easy to look
12. page
012
Measurement is Strategic
Without measuring
value, the success of any
agile initiative is based
on nothing more than
intuition and assumption
Helps us know if we are
moving closer to the
goals of the organisation
Understand what
actually will be valuable
that we’re not currently
delivering
13. page
013
EBM Approach to Improving Value
13
Evidence Based
Decision-Making is a
process for making
decisions about a
program, practice, or policy
based on Evidence and
informed by experiential
evidence
EBM approach suggests
four phases that enable
organisations to constantly
learn and improve the
value derived from software
investments
1. Measure KVMs
(Key Value Metrics)
2. Select KVAs
(Key Value Areas)
to Improve
3. Conduct
Experiments to
Improve Value
4. Evaluate
Outcome Results
14. page
014
If you had one wish:
What is one measure/s you would
want to improve?
page
014
16. page
016
Reveals the value that the
organisation delivers to
customers, today
Goal: to maximise the value
an organisation delivers at
the present time; it considers
only what exists right now,
not what it might do in the
future
Reveals organisation’s
actual value in the
marketplace but has no
relevance on an
organisation’s ability to
sustain value in the future
Current Value (CV)
17. page
017
How happy are our stakeholders?• How happy are
customers today? Is
their happiness
improving or declining?
•
• How happy are
employees? Is their
happiness improving or
declining?
• How happy are
investors and other
stakeholders? Is their
happiness improving or
declining?
Leading indicators Lagging indicators
• Employee
Satisfaction
• Customer
Satisfaction
• Usage Index
• Revenue per
Employee
• Product Cost
Ratio
18. page
018
Personas
• Who are our
customers?
• What is their story?
• What are their goals,
motivations and pain
points?
• Why do they want to
work with us?
• What outcomes do
they want from our
products?
How would we measure
that!
Understand our Customers
19. page
019
Customers ValueWhat is the
Organisations Value
Proposition?
Why do our customers
work with us?
What outcomes do they
want from our
products?
How would we measure
that!
20. page
020
Current Value and Goal Driven
Prioritisation
Use Impact Mapping to:
• Be goal driven when
coming up with and
prioritising features
• Prioritise features
based on impacts
• Show progress towards
impacts. E.g. how
many features are
finished relate to each
impact? Guides
measurements of
impacts being realised
• Validate an existing list
of features back to a
goal to see if they are
relevant
21. page
021
Visualise goal driven
prioritisation for your
customer
Think Outcome rather
than Deliverable
Helps User
Stories/PBIs to be
outcome focused
Modified Impact Map
Goal – Persona – Impact – Outcome – PBI
22. page
022
Hypothesis Driven Delivery - Express Hypotheses
Adapted from Gothelf and Seiden: Lean UX
We believe [doing this] for [these people] will
achieve [this outcome] We will know that this
is true when we see [this measurement]
changed
Feature
Persona
Outcome
Measure
23. page
023
Current Value – Key Value Measures
KVM Measuring:
Revenue per Employee The ratio (gross revenue / # of employees) is a key competitive indicatorwithin anindustry.
Thisvaries significantlybyindustry.
Product Cost Ratio Total expenses and costs for the product(s)/system(s) being measured, including operational
costs compared to revenue.
Employee Satisfaction Some form of sentiment analysis to help gauge employee engagement, energy, and
enthusiasm.
Customer Satisfaction Some form of sentiment analysis to help gauge customer engagement and happiness with the
product.
Usage Index
Measurement of usage, by feature, to help infer the degree to which customers find the product
useful and whether actual usage meets expectations on how long users should be taking with a
feature.
25. page
025
The potential future value
that could be realised if
the organization was able
to perfectly meet the
needs of all potential
customers.
Goal: to maximise the
value that the organization
realises from a product
over time
Unrealised Value (UV)
26. page
026
What potential is to be gained?Can any additional money
be made in this market?
Is it worth the effort and
risk to pursue further
returns in this market?
Should further investments
be made to capture
additional Unrealised
Value?
Leading indicators Lagging indicators
• Competitor
strength/weakness
• Customer
acquisition or
defection
• Market share trends
• Overall market
growth/decline
relative to market
share trends
27. page
027
Balance of Current and Future
Benefits
Decision to invest in
one product means not
investing in others
Considering both CV
and UV provides a way
to balance present and
possible future benefits
Current Value
UnrealisedValue
Early version used to test
the market, but there is
great market potential so
investment warranted
High
HighLow
Low
Current “Cash
Cow” with limited
competitors may
not warrant new
investment unless
reinventing
28. page
028
When you test a hypothesis, what is success?
How long would it take for you to know whether
you’ve actually achieved..
• the outcome you wanted to achieve, and
• the impact you wanted to create?
29. page
029
Unrealised Value – Key Value Measures
KVM Measuring:
Market Share The relative percentage of the market controlled by the product.
Customer or user satisfaction gap The difference between a customer or user’s desired experience and their current experience.
31. page
031
Time to Market Organisation’s ability to
quickly deliver new
capabilities, services, or
products
Goal: to minimise the
amount of time it takes for
the organisation to deliver
value
Without actively
managing T2M, the ability
to sustain delivering value
in the future remains
uncertain
• How fast can the organisation learn from
new experiments?
• How fast can we learn from new
information and adapt?
• How fast can we deliver new value to
customers?
32. page
032
What does it take to go from idea
to value and improvement
opportunities?
How can you improve your
time to market and reduce
the time it takes you to get
feedback?
What are the steps needed
from forming an idea to
delivering value to
customers?
33. page
033
Visualise the delivery process
Create a value stream
map that represents your
delivery process
Start with the idea and
end with when the
customer or user realises
value
• What is the current time to
market?
• What bottlenecks are there?
• Identify areas to improve
delivery pipeline
automation, improve
maintainability or remove
technical debt to reduce
waste
34. page
034
T2M MeasuresHow long would it take
for to know whether
we’ve actually
achieved the outcome
we wanted to achieve
and the impact we
wanted to achieve?
Leading indicators Lagging indicators
• Frequency of Build
Success
• Build pass/fail
trends
• Release
Stabilisation trends
• MTTR – mean time
to Repair
• Cycle Time
• Release
Frequency
• Lead Time
• Time to Learn
35. page
035
T2M – Key Value Measures
KVM Measuring:
Build and integration frequency The number of integrated and tested builds per time period. For a team that is releasing
frequently or continuously, this measure is superseded by actual release measures.
Release Frequency
The number of releases per time period, e.g. continuously, daily, weekly, monthly, quarterly,
etc. This helps reflect the time needed to satisfy the customer with new and competitive
products.
Release Stabilization Period
The time spent correcting product problems between the point the developers say it is ready to
release and the point where it is actually released to customers. This helps represent the
impact of poor development practices and underlying design and code base.
Mean Time to Repair
The average amount of time it takes from when an error is detected and when it is fixed. This
helps reveal the efficiency of an organization to fix an error.
Cycle Time
The amount of time from when work starts on a release until the point where it is actually
released. This measure helps reflect an organization’s ability to reach its customer.
Lead Time
The amount of time from when an idea is proposed or a hypothesis is formed until a
customer can benefit from that idea. This measure may vary based on customer and
product. It is a contributing factor for
customer satisfaction.
Time-to-Learn The total time needed to sketch an idea or improvement, build it, deliver it to users, and learn
from their usage.
37. page
037
Ability to Innovate (A2I)Ability of a organisation
to deliver new
capabilities that might
better meet customer
needs
Goal: to maximise ability
to deliver new products
and innovative solutions
Ability to Innovate helps
avoid software that is
overloaded by low value
features
Continually Re-evaluate A2I by asking:
• What prevents the organisation from
delivering new value?
• What prevents customers or users from
benefiting from that innovation?
38. page
038
Impediments to delivering value
Reduces A2I
As low-value features
accumulate, more of the
budget and time is
consumed maintaining the
product, not increasing
capacity to innovate
Anything that prevents
users from benefitting from
innovation, such as hard to
install software or lack of
capabilities, will also
reduce A2I
•Maintaining
multiple code
branches or
product
versions
•Complex or
monolithic
application
architecture
•Insufficient
product-like
environments
to test on
•Lack of
operational
excellence
•Lack of
decentralised
decision-
making
•Spending too
much time
fixing defects
or reducing
technical debt
•Inability to hire
and inspire
talented,
passionate
team-members
39. page
039
A2I MeasuresHow long would it take
for to know whether
we’ve actually
achieved the outcome
we wanted to achieve
and the impact we
wanted to achieve?
Leading indicators Lagging indicators
• Technical Debt trends
• Architectural Coupling
• Defect trends
• Production incident
trends
• Downtime trends
• Number of active
branches, time spent
merging
• Time spent context
switching
• Velocity trends
• Innovation Rate
• Installed Version
Index
• Usage Index
40. page
040
Defect Reduction 12 months into Agile
Transition – Large scale
32 delivery areas and 45
teams across the
Organisation
• 18Q2, defects significantly
down from 17Q2, a release
of comparable scope and
volume
• Previously 6 teams would be
taken offline to fix defects for
3 months pre and 1 month
post deployment
• Robust Function testing
meant defects discovered
earlier by agile teams
• Integration of components
became part of DoD
17Q2
18Q2
41. page
041
Innovation RateWhat percentage of
your product budget is
spent on:
• Innovation and
building new
functionality
vs.
• Incremental
business change to
expand capacity?
vs.
• Maintaining
business
operations?
Source: Forrester, October 2010, 2011 IT Budget Planning Guide For CIOs Source: 2016-2017 Global CIO Survey N=1081
29%
Incremental business change
Business innovation
18%
58%
2010 2016-17
42. page
042
Innovation rate – Which is Better?
52%
Business innovation
10%
Incremental business change
38%
Business Operations
29%
Business innovation
53%
Incremental business change
18%
Business Operations
What is good depends
on:
• What stage of
Product Development
Life Cycle
• What type of Industry
• Pace of change and
competition for users
• Risk appetite vs
Opportunity
Enablement value
29% is the cross-industry average
across products and systems, roughly
the same for SMB and Enterprise
43. page
043
What can we do to Improve? Support your Scrum Team
in creating great products,
with no defects, that
people actually use
The lower the cost of
supporting your products,
the more resources there
will be for satisfying your
customer’s needs
Building software is largely
a one time cost, support
and maintenance goes on
forever
44. page
044
A2I – Key Value Measures
KVM Measuring:
Usage Index Measurement of features in the product that are frequently used. This helps capture features
that are rarely or never used.
Innovation Rate The percentage of effort or cost spent on new product capabilities, divided by total product
effort or cost. This provides insight into the capacity of the organization to deliver new product
capabilities.
Defect trends Measurement of change in defects since last measurement. A defect is anything that reduces
the value of the product to a customer, user, or to the organization itself. Defects are
generally things that don’t work as intended.
On-Product Index The percentage of the total user base that is using the current version of the product.
Installed Version Index The number of versions of a product that are currently being supported. This reflects the effort
the organization spends supporting and maintaining older versions of software.
Technical Debt A concept in programming that reflects the extra development and testing work that arises
when “quick and dirty” solutions result in later remediation.
Production Incident Trends The number of times the Development Team was interrupted to fix a problem in an installed
product. The number and frequency of Production Incidents can help indicate the stability of
the product.
Active code branches, time spent
merging code between branches
These measures are similar to the Installed Version Index, since different deployed versions
usually have separate code branches.
Time spent context- switching Number of meetings per day per person, and the number of times a day team members are
interrupted to help people outside the team can give simple insight into the magnitude of the
problem.
47. page
047
EBM Key Value Measures
Current
Value
Revenue per Employee
Product Cost Ratio
Employee Satisfaction
Customer Satisfaction
Usage Index
Time to Market
T2M
Build and integration
frequency
Release Frequency
Release Stabilization Period
Mean Time to Repair
Cycle Time
Lead Time
Time-to-Learn
Ability to Innovate
A2I
Usage Index
Innovation Rate
Defect trends
On-Product Index
Installed Version Index
Technical Debt
Production Incident Trends
Active code branches, time
spent merging code
between branches
Time spent context- switching
Unrealised
Value
Market Share
Customer or user
satisfaction gap
48. page
048
Inspect and AdaptMeasurement helps us
inspect so that we can
adapt and improve our
products and also the way
we work
The spirit of improvement
helps creates innovation
Understanding the changes
of the KVMs prepares the
organization for its next
learning loop and track
changes across time learn
from patterns that emerge Incremental changes performed in small learning loops are
the most effective method for increasing an organisation’s
overall agility
49. page
049
Experiment and Constantly Learn to
Improve Value Derived
Visualise relative
strengths and
weaknesses
Observe the impact of
these practices to
overall organisational
value
Assess the results and
impact of an
experiment to monitor
the trend of value over
time
50. page
050
EBM provides a wholistic view of
Value to enhance Business Agility
Measure success in terms
of value and outcomes, not
output and activity
Celebrate success and
learn what helped create it
Focus on improving results
Run experiments to
understand what is valued,
to build innovative products
users will love
Maximise learning to build
knowledge and capability
Source Evidenced Based Management Guide
https://www.scrum.org/resources/evidence-based-management
51. page
051
51
“If you can't measure it, you can't improve it.” - Peter Drucker
• Current Value is most important - a product that offers no value to its users won’t last long
• Customer/user experience is only part of the picture; sustaining and improving value to
customers requires engaged employees and happy investors
• Improving value requires frequent delivery of new value, i.e improving the Time-to-Market
• Understanding and removing impediments to faster delivery is essential
• Faster Time-to-Market is not the whole story - Fast release cycles delivering only very
small improvements do little to rapidly improve the value delivered by a product
• Ability to innovate is determined by ability to deliver significant innovation in each release
• Measuring this ability gives organisations insights needed to remove barriers
• Improving organisational performance is a cyclic, iterative process
• Measure current conditions, set performance goals, form small improvement
experiments, and measure again to gauge the effect, then repeating, continuously
52. page
052
Fin!
Mia Horrigan@zenexmachina.com
Blog – www.zenexmachina.wordpress.com
Twitter - @miahorri
www.zenexmachina.com
Source and Thanks to Patricia Kong- Co Author of Evidenced Based Management https://www.scrum.org/resources/evidence-
based-management