I want evrything now
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Slides of the workshop I want everything now Brief: two games celebrity prioritization - Buy the Features innovation games © Presenter: Pierre Hervouet Agile Tour Beirut 2014 @1:15-2:15 pm
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I want evrything now
- 1. I want everything right now Prioritization Challenge By Pierre Hervouet
- 2. Organizer of the Agile Tour Before Business Performance Manager Since 2009: Agilitator Currently: Agile Coach -Trainer Agile Lebanon Founder Pierre Hervouet
- 3. Agenda • Introduction • Let’s be Hero • Example of tools used in Agile • Buy the features / buy the projects • Introduction to the Gamification concepts
- 4. Agenda • Introduction • Let’s be Hero • Example of tools used in Agile • Buy the features / buy the projects • Serious game benefits
- 5. Introduction • How do you set your prioritization? • What are the challenges of the prioritization?
- 6. Challenges of prioritization • XY : engagement • Abundant Abundance • Headquarter heavies • Insufficient resources • Single experts or small team pick the winner • ROI and rational methods • Wisdoms of crowd • Politics
- 7. Agenda • Introduction • Let’s be Hero • Example of tools used in Agile • Buy the features / buy the projects • Serious game benefits
- 8. • Why do you have to prioritize everything? • You can make first filter by triage (Like in the emergency in the hospital) • Doing too much can be counterproductive • Agreed on rules farther agreed on individual
- 12. • Our brain is very well wired for comparisons • Comparisons depend on the context
- 13. Agenda • Introduction • Let’s be Hero • Example of tools used in Agile • Buy the features / buy the projects • Serious game benefits
- 14. Some methods of prioritization • MoSCow • 20/20 Vision • KANO model
- 15. Some methods of prioritization MoSCow Classify your features project according the 4 following categories Must Have Should have Could have Would have
- 16. Some methods of prioritization: 20/20 Vision • This approach helps your customers, yours teams see which priorities are best for them. • Start by writing one feature each on large index cards. Shuffle the pile and put them face down. Take the first one from the top of the pile and put it on the wall. Take the next one and ask your customers if it is more or less important than the one on the wall. If it is more important, place it higher. If it is less important, put it lower. Repeat this process with all of your feature cards and you’ll develop 20/20 vision on what your market really wants! Source: Innovation game©
- 18. Agenda • Introduction • Let’s be Hero • Example of tools used in Agile • Buy the features / buy the projects • Serious game benefits
- 19. Buy the Features • Principles • The organization • # Of features • Value of the feature • The team • Distributed value • Rules of the games
- 20. Innovation Games field • Strategy • Portfolio management • Project management • Team management
- 21. Agenda • Introduction • Let’s be Hero • Example of tools used in Agile • Buy the features / buy the projects • Serious game benefits
- 22. Serious Game Benefits • Change the me perspective in we perspectives • Players are equal in the game • Games ensure diverse viewpoint • Games enable real-time perspectives • Games are deeply satisfying • Games engage people (customers, employees) • Games overcome traditional silos • Games are fast and not expensive • Innovation game engage not only the language but all the dimension of the brain • The Ikea effect
- 23. Questions?
- 24. THANK YOU
- 25. References • http://www.innovationgames.com/ • http://en.wikipedia.org/wiki/Kano_model
Editor's Notes
- Abundant Abundance: Too many good idea for their resources ROI lies (because doesn’t count the human factor) politics, ego Over influence of the headquarter ROI can be complex
- Ust noticeable differences maintiend the Just noticiable différence d’un stimuli en constante proportion de l’intensite original du simulus) Effet weber
- Noriaki Kano Threshold (or basic) attributes are the expected attributes or “musts” of a product, and do not provide an opportunity for product differentiation Performance Attributes Performance attributes are those for which more is generally better, and will improve customer satisfaction. Conversely, an absent or weak performance attribute reduces customer satisfaction. Of the needs customers verbalise, most will fall into the category of performance attributes. These attributes will form the weighted needs against which product concepts will be evaluated. The price for which customer is willing to pay for a product is closely tied to performance attributes. For example, customers would be willing to pay more for a car that provides them with better fuel economy. Excitement Attributes Excitement attributes are unspoken and unexpected by customers but can result in high levels of customer satisfaction, however their absence does not lead to dissatisfaction.
- What are the feature that we have to start What is the most important feature What feature can be a break trough We prefer to have a diversify profile in the group rather a segmented market or an homologous group Group in the way that people are using the product in a similar way A good list could be between 14 and 30 features Pricing the features Tool that is common in agile poker game Buy the feature strategy (lower , higher the price) The foundation of the exercise is to maximize customer interaction & relation Distribution of the money: help customer to interact 1/3 & 2/3 of the total value
- Directed market research, or market research that is design to answer a specific questions with data that supports taking action against these data What feature should be included in the next product release. It is a form of quatitative market reaserch SOFA Systematic, (planned wel organized) Objectif: minimal resaercher or method biais Focused on a specific question Actionable : the results enable you to take action What is the question? (what you will do with the answer? What are the adat needed to anwer this question Acquire the data Anayse dat Take action Cutomer centric innovation You use the game to uncover previously unknow marrjket needs Generating the rich understanding of customers needs and desires Innovation gane in this case come before client requirements and laying innovation game create a ritcher environement Provide support and strenghenting the on going relationship Engage your customer and energize them in a way that drive innovation
- Participants (team members customer) are in control of the process Innovation game involve the main actors Innovation game engage not only the language but all the dimension of the brain The Ikea effect
- Participants (team members customer) are in control of the process Innovation game involve the main actors Innovation game engage not only the language but all the dimension of the brain The Ikea effect
- Participants (team members customer) are in control of the process Innovation game involve the main actors Innovation game engage not only the language but all the dimension of the brain The Ikea effect
- Participants (team members customer) are in control of the process Innovation game involve the main actors Innovation game engage not only the language but all the dimension of the brain The Ikea effect