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Impact Mapping LEGO Game - Agile Business Day 2016
The document discusses impact mapping, a strategic planning technique that aligns team activities with business objectives and enhances collaboration. It outlines the importance of creating an impact map, which visualizes the relationship between goals, actors, impacts, and deliverables, thereby improving decision-making and prioritization. The need for clear mapping to avoid scope creep and ensure deliverables are relevant to business goals is emphasized.
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Impact Mapping LEGO Game - Agile Business Day 2016
- 1. Fabio Armani &Raffaello Torraco IMPACT MAPPING LEGO Game based on the work of Gojko Adzic
- 2. Fabio Armani CEO ofOpenWare Lean Agile Coach & Consultant Organizational Change Agent @fabioarmani www.open-ware.org About Us
- 3. Raffaello Torraco Lean AgileCoach Licensed NLP Coach @raffaellotorraco www.agile-nlp.com About Us
- 4. • Introduction • Settingthe Initial Plan • Comparing plans • Brainstorm behavior changes • Creating an Impact Map • Conclusions Agenda
- 5. • Introduction • Settingthe Initial Plan • Comparing plans • Brainstorm behavior changes • Creating an Impact Map • Conclusions Agenda
- 6. Why should youcare? Impact mapping is a strategic planning technique. - It helps teams to align their activities with overall business objectives and make better roadmap decisions. - It helps teams to adapt plans effectively and react to change, while still providing a good road map for delivery teams and a big-picture view for business sponsors. - It provides focus for delivery by putting deliverables in the context of impacts they are supposed to achieve. - It enhances collaboration by creating a shared big- picture view for technical and business people.
- 7. • Introduction • Settingthe Initial Plan • Comparing plans • Brainstorm behavior changes • Creating an Impact Map • Conclusions Agenda
- 8. We're ConcertsOnline: werun a Web Site for music lovers, earn money from selling tickets to concerts and google ads Setting the Initial Plan
- 9. ConcertsOnline Setting the InitialPlan Target: 20M users all over Europe 60% users are 15-25 years 30% users are 25-35 Profit: 75% Ticket sales 15% (google) advertising 10% Merchandise Actually the service supports only Web Browser from PC, build your plan (4-5 iterations) in order to have an iPhone App Most popular pages: 50% Artist Pages 30% Location Pages 20% Forums
- 10. • Introduction • Settingthe Initial Plan • Comparing plans • Brainstorm behavior changes • Creating an Impact Map • Conclusions Agenda
- 11. Comparing plans andbehaviors Why are your features the best? Write the key features on the Post-its and put them all around your LEGO solution.
- 12. • Introduction • Settingthe Initial Plan • Comparing plans • Brainstorm behavior changes • Creating an Impact Map • Conclusions Agenda
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- 15. • Introduction • Settingthe Initial Plan • Comparing plans • Brainstorm behavior changes • Creating an Impact Map • Conclusions Agenda
- 16. Why should youcare?
- 17. WHAT IS ANIMPACT MAP? An impact map is a visualisation of scope and underlying assumptions, created collaboratively by senior technical and business people. It is a mind-map grown during a discussion facilitated by answering the following four questions: why who how what
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- 21. GOAL The centre ofan impact map answers the most important question: Why are we doing this? This is the goal we are trying to achieve.
- 22. GOAL The centre ofan impact map answers the most important question: Why are we doing this? This is the goal we are trying to achieve.
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- 24. ACTORS The first levelof an impact map provides answers to the following questions: Whose behavior do we want to impact? Who can produce the desired effect? Who can obstruct it? Who are the consumers or users of our product? Who will be impacted by it? These are the actors who can influence the outcome.
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- 26. IMPACTS The second levelof an impact map sets the actors in the perspective of our business goal. It answers the following questions: How should our actors' behavior change? How can they help us to achieve the goal? How can they obstruct or prevent us from succeeding? These are the impacts that we're trying to create.
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- 28. DELIVERABLES Once we havethe first three questions answered, we can talk about scope. The third level of an impact map answers the following question: What can we do, as an organization or a delivery team, to support the required impacts? These are the deliverables, software features and organizational activities.
- 30. Modify your LEGOrepresentations accordingly and introduce the new solution using the Impact Mapping We're getting a lot of customers from mobile phone browsers, and they aren't staying long. We want to offer at least basic functionality to them to show more ads.
- 31. • Introduction • Settingthe Initial Plan • Comparing plans • Brainstorm behavior changes • Creating an Impact Map • Conclusions Agenda
- 34. ISSUES Project plans andrequirements documents are often shopping lists of features, without any context why such things are important. Without a clear mapping of deliverables to business objectives, and a justification of that mapping through impacts that need to be supported, it is incredibly difficult to argue why certain items should or shouldn’t be invested in. In larger organizations with many project stakeholders or product sponsors, this leads to huge scope-creep as everyone’s pet features and ideas are bundled in.
- 35. IMPACT MAP An impactmap puts all the deliverables in the context of the impacts that they are supposed to support. This allows us to compare deliverables and avoid over-investing in less important areas of a system. It also helps to throw out deliverables that do not really contribute to any impact that is critical for a particular goal. Finally, by connecting deliverables to impacts and goals, an impact map shows the chain of reasoning that led to a feature suggestion. This allows us to scrutinize those decisions better and re-evaluate them as new information becomes available through delivery.
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- 49. Strategic Planning Strategic goalsfor new deliverables Senior decision- makers and senior technical people
- 50. Define Quality Agreements onpurpose of deliverables Agreements on metrics for changes
- 51. Roadmap Management Agreements to achievea business goal Frequent iterative releases to measure progress Agreements on metrics for central business goal
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- 53. Our job isNOT to develop software, our job is to change the world. - Jeff Patton
- 54. Agile Product Ownership Why? Outcome Specification How? EarlierLater Impact MappingGoals Impacts Deliverables Story MappingUser Activities Epics Specification-by-Example Acceptance Criteria Examples Code User Stories courtesy of: Christian Hassa
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