1) Impact mapping is a technique for delivering what matters most by specifying goals, needed behavior changes, and potential solutions. It helps align teams and steer projects toward intended impacts. 2) Goals should be quantified and measurable. Potential solutions are evaluated based on their ability to influence needed behavior changes within the sphere of control. 3) Challenges with impact mapping include reverse engineering assumptions, defining success criteria, and incorporating safe-to-fail experiments to get fast feedback. Visualizing impacts and finding variations helps overcome these challenges.

1. CHRISTIAN HASSA (@CHRISHASSA, CH@TECHTALK.AT)
WeAreDevelopers Vienna, May 12th 2017
Impact Mapping
- delivering what really matters

2. 2
Imagine success after launch … what happened?
• In time/in budget
• Vision/goals ...
… but how does it relate?
• No clue ….
• …but XYZ might know
• I’m just trying to survive

3. 3
Specified means: Delivering a Function
What will change in the “real” World?
something will be performed differently: faster, more/less …
Potential to fail
Invisible Goals
Image: http://jaymantri.com/post/107544957053/download

4. 4
Quantify and Measure
Image: https://www.pexels.com/photo/motorcycle-speedometer-at-0-217334/

5. 6
Quantify and Measure Impact
Reduce Time for Handling Cases
1 2 3 4 cm
Scale: how to quantify? Meter: how to measure?
Average # of days to complete
(last 100 completed cases)
Case database:
opened date to closed date
Tom Gilb: Competitive Engineering, PLANGUAGE
Benchmark: current situation
150 days
Target: “Landing Zone”
50 days 10 days

6. 7
Steering with Impacts
Image: https://unsplash.com/photos/eUMEWE-7Ewg

7. 8

8. 9

9. 10

10. 11

11. 12
Business Goals
(KPIs)
Actors and Impacts
(Behaviour Changes)
Deliverables
(Investment Options)

12. 14
Reverse Engineer Assumptions
Goal
Actors
Impacts
Deliverables
Reduce time for settling
Health Insurance Disputes
Steering Meeting
Members
Settle Cases more
quickly in Meeting
Case Management
System
Meeting Agenda
and Protocol

13. 15
Sphere of influence
Zone of control
Evaluate Options
Goal
Actors
Impacts
Deliverables
Reduce time for settling
Health Insurance Disputes
Meeting Agenda
and Protocol
Steering Meeting
Members Patients
Settle Cases more
quickly in Meeting
Start settling Cases
without Meeting
Raise less
Cases
Information Campaign
for Doctors
Online
Settlement
Case Management
System

14. 17
Always Build-Measure-Learn?
Image from: 50 Quick ideas to improve your user stories: https://leanpub.com/50quickideas

15. 18
Agile „Requirements“
Image from: 50 Quick ideas to improve your user stories: https://leanpub.com/50quickideas
Why?
Impact
How?
Specifications Zone of control
Projects, New Features,
Product Releases,
Organisational
Directives,
Offers, …
Sphere of influence
Customers,
Employees,
Partners,
Regulatoren,
Competitors, …

16. Challenges
(Excuses)

17. 21
1. Reverse Engineer underlying Hypothesis:
Causality-Chain to Return-On-Invest
(“Collect Underpants  Profit”)
2. Visualize and Align
3. Slice and map existing Backlog
It is already too late …

18. 22
• Design measurability into solution
• Find variations/relations
• Automate
• Visualize relevant metrics
• Remove irrelevant metrics
“Test Driven Development for Business”
We cannot measure this …

19. 23
• Clearly defined Criteria for Success/Failure
• Safe-to-fail (and fast Feedback)
• Multiple Options (in Competition with each other)
• Goals for Steering – not for Bonus Gratifications
Adhere to Stop Conditions

20. 24
Every Endeavour is based on Success Hypothesis
• Visualize
• Quantify and Measure
• Analyse Hierarchy: Organization – Behavior Changes
Impact Mapping to guide agile Teams
• Split User Stories for faster Feedback
• Discover more Options
• Stop earlier on Failure *and* Success
Summary

21. Christian Hassa
(ch@techtalk.at, @chrishassa)
Our Job is NOT to Collect Underpants –
Product Owner Key Skills Training
with Gojko Adzic in Vienna
http://bit.ly/pokeyskills
our Job is to Change the World!
Join us!
http://bit.ly/jointechtalk
next Open Day June 2 2017