Let's Do Kano Analysis of Agile Cymru
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This document provides an overview of using Kano analysis to plan features for the Agile Cymru 2017 conference. It introduces the Kano model, which classifies product features as basic, performance, or excitement-based on customer satisfaction. The document guides attendees in an activity to identify conference features, write questions to survey satisfaction, and map features on the Kano matrix. The results could help conference organizers prioritize features to meet customer needs and expectations over time.
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Let's Do Kano Analysis of Agile Cymru
- 1. Dave Grant – July 6, 2016 LET’S DO KANO ANALYSIS OF AGILE CYMRU
- 2. I 💓 FEEDBACK Please tweet me at @seize_the_dave; use #AGCYM16
- 3. ABOUT ME • Software Development > 16 Years • Agile > 7 Years • Software Developer → Scrum Master → Product Owner • Work in Cardiff for Sorenson Media • Organiser at South Wales Agile Group
- 4. AGILE PRODUCT DEVELOPMENT Building the Right Product BuildingtheProductRight Right Wrong Right Business Failure Success Maintenance Nightmare 💩
- 5. ACTIVITY: 3 MINS • With your table: • What’s your name? • How did you get here? • What have you enjoyed most about Agile Cymru 2016? TABLE ICE BREAKER
- 6. INTRODUCTION TO KANO MODEL • Professor Noriaki Kano • 1980s • Product Development • Customer Satisfaction
- 10. BASIC FEATURES
- 12. Wheels
- 13. KANO MODEL: BASIC FEATURES Satisfaction Presence Basic
- 17. KANO MODEL: PERFORMANCE FEATURES Satisfaction Presence Basic Performance
- 18. EXCITER FEATURES
- 21. KANO MODEL: EXCITER FEATURES Satisfaction Presence Basic Performance Exciters
- 24. KANO MODEL: INDIFFERENT FEATURES Satisfaction Presence Basic Performance Exciters Indifferent
- 25. ACTIVITY: 10-15 MINS • Think about your time at Agile Cymru • Think about other conferences too • Write down each feature on a large post-it • Group features on wall • Elect one team member to help prioritise PLANNING AGILE CYMRU 2017
- 27. DEFINING FEATURES • Use Clear Language • Scalable • Use <adjective> <noun>, e.g. Fast WiFi, Strong Coffee • Present • Use <noun>, e.g. Map in Program Guide
- 28. KANO SURVEY
- 29. KANO SURVEY Functional form: • How do you feel if you have this feature? • e.g. How do you feel if you have strong coffee? Dysfunctional form: • How do you feel if you do not have this feature? • Not necessarily complete absence • e.g. How do you feel if you have normal strength QUESTIONS
- 30. KANO SURVEY • I like it • I expect it • I am neutral • I can tolerate it • I dislike it ANSWERS
- 31. ACTIVITY: 10 MINS • In groups • Work through top 10 features on the board • Take it in turns to come up with questions • Individually record your answers on the sheet provided WRITE QUESTIONS
- 34. ACTIVITY: 5 MINS • Classify each of your answers • Write down classification on sheet provided CLASSIFY ANSWERS
- 35. ANSWER MATRIX Like It Expect It Neutral Tolerate It Dislike It Like It Q E E E P Expect It R I I I B Neutral R I I I B Tolerate It R I I I B Dislike It R R R R Q Functional Dysfunctional
- 36. ACTIVITY: 10-15 MINS • For each feature, move yourself to the right place • Count and record numbers on the board • Were the results what you expected? COMPARE RESULTS
- 37. DECAY OVER TIME
- 38. KANO MODEL: DECAY OF FEATURES Satisfaction Presence Basic Performance Exciters Indifferent Decay
- 41. TIPS • Limit yourself to about 20 questions to avoid fatigue • Understand the segment you’re surveying • Make your questions are clear; about single features • Refer to the benefit a feature delivers • Consider a demo instead of questions
- 42. QUESTIONS? @seize_the_dave dgrant@sorensonmedia.com / david@grant.org.uk Slides: http://j.mp/kano-agilecym
Editor's Notes
- Welcome everyone. Thanks for coming to this workshop on Kano analysis. Today I'm going to be doing a brief introduction to Kano, and they we'll see how we can apply it to Agile Cymru, and agile conferences in general.
- So, a few things about me. I’ve been working in software development for over 16 years, and for over 7 of those I’ve been what would widely be recognised as “Agile”. I’ve worked in a few roles, starting as a developer, before working as a Scrum Master for a while. I’m currently working as a product owner in Cardiff for Sorenson Media, and am one of the organisers of the South Wales Agile Group. If you’re ever in Cardiff, look us up!
- This is primarily a talk for product owners, but anyone who has an interest in how their product is put together can find some relevance. Part of being a product owner means we concentrate more on the horizontal axis in this chart. We’re going to talk today about how to increase the chance of your product being a success, instead of a failure.
- Because this is a hands-on session and it’s the last session of the day, we need to inject some energy. Now, we’re going to have a few activities to do today, and the first one is introducing yourself to the people at your table. As well as your name and where you’ve come from, I’d like you to tell each other what you’re enjoying most about Agile Cymru so far. Did you enjoy this morning's keynote? The social event last night? Visiting Wales?
- Well done everyone. Now we’re all introduced, let’s move on and talk about the Kano model. The Kano model was created by Japanese researcher, consultant and all round quality guru Professor Nariaki Kano in the 1980s as a theoretical model of product development and customer satisfaction.
- The model, which classifies features into five categories, can be represented on two axes, where the horizontal captures the presence of a feature, i.e. the level of investment we put into that feature, and the level of resulting customer satisfaction on the vertical axis.
- The first of the five features we’ll talk about is basic features. Basic features are those which we assume are going to be present because if we don’t have them, people are going to be a touch miffed. All of the examples I'm going to give today are going to be about cars. Hopefully this will give you enough of an idea of Kano so we can apply it ourselves a little later on.
- Let's look at an example of a basic feature. Windscreen wipers are an essential piece of equipment. If you bought a car, and found out the manufacturer had neglected to add windscreen wipers, you'd be pretty cross.
- Wheels are another example. Our product, the car, simply cannot function without them. If they're left off the car, we can't use it, and we might as well not have the car in the first place.
- Going back to the our chart, we can plot basic features to reflect their impact on customer satisfaction. As you can see, a product full of basic features will not lead to a good customer experience, it’ll just prevent a bad one. This means that when we're designing a product, we need to make sure we invest sufficiently in basic features. They're not sexy and won't win us any innovation awards, but they'll at least make our product viable.
- Next up, we have what are called performance features.
- Performance features are those things that increase satisfaction the more numerous they are. For example, in my car, I have one cup holder, but often four people. We often have dog too, but he doesn’t use a cup holder. At least when we're looking. If my car had more cup holders, I would be more satisfied. Not least because I wouldn't be having to worry about little monsters in the back seat spilling their drinks for the one hundredth time.
- Another, more obvious performance features are things like power in a car. Taking a minute to get to 65 might be acceptable when you’re 17 and have just started driving your Mum's 20 year old Fiesta, but more power is usually better. Especially if you're trying to overtake that same 17 year old hogging the middle lane of the M60.
- As you might expect, performance features often have a linear effect on satisfaction. Anyone here still own a 56k modem? 28k? You’d be down on the bottom left. Your American friends with Google Fiber are on the top right, with a connection 18,000 – 36,000 times better than yours was. Unlike basic features, performance features actually cross the line into positive customer satisfaction. When we're designing our product, we must therefore remember of invest sufficiently in performance features. My phone is a Nexus 4. It has about 8GB of storage space - a performance feature - which is pretty miserable by modern standards, and means I have to spend time managing that storage. For example, I couldn't install the Eventbrite app for my Agile Manchester ticket without clearing some space. This particular feature leads me to be dissatisfied. Although I'm generally satisfied enough not to buy a new phone, it does means I wouldn't recommend it to a friend.
- Next up, we have exciter features. Exciter features are pretty much the opposite of basic features. If a product has an exciter, it fills people with warm and fuzzy feelings, and users of the product are likely to show their friends how cool the product is. However, if an exciter feature isn’t present, people don’t actually miss it.
- Some examples then. Hands up those people who enjoy driving. Now hands up those who don’t enjoy driving. I’m in the latter camp. I’d rather do something else when travelling from A to B, so self-driving is something I’d happily pay a premium for.
- Our next exciter is a turbo boost. Certainly one of the exiting features of the Knight Rider series, just behind the Hoff’s beautiful hair. Unfortunately, or perhaps fortunately, this isn’t available in any production car that I know of, but if it was, I would imagine that people would get pretty excited about it.
- On our chart, exciters deliver exponential growth in customer satisfaction, and importantly, we start increasing satisfaction with a minimal investment. The more we invest in our exciters, the more our customers will feel satisfied. However, it's worth remembering that exciter features might require a significant initial investment, particularly in R & D.
- The fourth type of feature are indifferent features. These are those features that no-one really cares much about. If you take them out, no-one will get annoyed. If you add one in, people probably won’t pay extra.
- The sunroof is our first meh feature. In a country where windscreen wipers are a basic requirement, a sunroof is no longer a common feature.
- First, let’s plot indifference on our chart. As you can see, customer satisfaction does not grow, regardless of investment. This makes indifferent features a poor investment choice: any money you spend on indifferent features will almost certainly be better spent on other features.
- OK, so let’s put some of that theory into practice. As a table, I want you to imagine that you are the organising committee for next year’s Agile Manchester conference. You want this to the best conference ever. Something that will go down in history. People will talk about it for years. You get the picture. First, let’s take a survey. Everyone put your hands up. Put your hands down if this is your first conference. 5. 10. 20. More than 20? How many? If you’ve been to a lot, you might find this easier, but you might also find yourself with a strong bias too. As a group, write down on post-its all the things you think would make a great conference. Don’t leave anything to chance. To start you off, we need a good venue that needs to be easy for lots of people to reach. You’ll also need refreshments, but make sure it’s easy for people to state a preference, so instead of coffee, we state good coffee. Since we’re testing our audience, we might also ask them if they’d like average coffee too. When you’ve written your plan, pop it up on the wall, grouping if necessary. When you’ve done, pick one person from your table to help silently prioritise a couple of dozen features.
- Now we have our list of features, we need to know how to ask about them. A Kano survey is made up of pairs of questions: firstly we ask how someone feels if they have a feature, and secondly we ask how they feel if they don’t have a feature. How this is framed is important. We need to ask about absence, not the opposite. Example: reachable in 3 hours from anywhere in UK
- Each question can be answered in one of the following five ways
- Now we’re going to work through these questions on our task board here. We’ll try to go through as many as possible, so as soon as your table has framed both questions and each person has recorded their answer on their sheet, one person on each table stick your hand up. If you have a question, yell and gesticulate wildly.
- OK, well done everyone. When I introduced the Kano model I mentioned that there are 5 types of features. Well, I lied I’m now going to introduce you to the fifth and sixth features. They’re a bit different to the others. Our fifth feature is a reverse feature: one you might actually want removed from a product.
- For example, if your car is fitted with a speed limiter, you may well find it extremely annoying, and it may lead to negative satisfaction. Some segments, such as those people who care a great deal about fuel economy, or parents of new drivers with huge insurance premiums might not fall into this segment. We’ll look more at reverse features and questionable features in the next section.
- Our next activity is going to be taking your answers to each of the question, and classifying them into one of the Kano categories using the following grid.
- To use this grid, first look up the answer to the functional question on the vertical. This will give you a row. Then, read along the row to the column corresponding to your answer to the dysfunctional question. For example, if I answered “Like It” to the functional question, I’d be on the first row. If I answered “Tolerate It” to the dysfunctional question, I’d read across four columns, putting myself in “E”, or Exciter. You can see from this grid that questionable features are in the corners, where someone says they like it when a feature is present, but they also like it when a feature is absent. This usually means the question pair is ambiguous. Reverse features occupy the entire bottom-left corner, indicating that people are happier that a feature is missing. You can usually get more insight by reversing the questions. For example, how do you feel if there is no speed limiter becomes the functional form.
- The observant amongst you will have noticed six posters around the room corresponding to the different categories of features. As we read through the features, please move yourself to the category that matches your paper. Once you’re all assembled, we’ll do a count and I’ll add them to the poster and we’ll talk through them.
- We’re almost done now, but there’s one additional thing to remember: a kano survey is a simply snapshot of your customer’s attitudes, and those attitudes will almost certainly change over time.
- In general attitudes change so that the same features deliver less satisfaction over time.
- When airbags were first introduced in the UK in the 1980s, they were a premium feature. Now airbags are a standard feature in all cars, and most consumers would find the absence of airbags a concern.
- Likewise, key fobs used to be an exciter feature, but are now present for almost all cars.
- We’re at the end now, so I’ll finish up with some tips.
- IF TIME: accept questions These are my contact details, so if you have any questions or feedbacke, please feel free to tweet or email me. Thank you very much for your time. I hope you’ve enjoyed yourselves.