The large-scale adoption of Agile development frameworks has forced a rethinking of traditional Enterprise Analysis practices. In today’s world of digital disruption, innovation and speed to market are paramount. No longer can companies afford to take 6-12 months analysing and designing their product or next set of features. Yet, despite the rapid advancement in development practices enabling software to be developed faster and better than ever before, those responsible for leading projects are still often using traditional practices to determine project and product objectives. Lengthy periods of time spent doing upfront analysis are eroding organisations’ abilities to get a jump on their competitors. Impact Mapping is a simple, but powerful visualisation technique that engages senior business and technical experts at the start of projects to create a shared understanding of scope – not from a technical perspective, but from a business one. As simple as Impact Mapping is as a technique, effective use of Impact Mapping requires the analyst to apply their artistic and scientific talents as one cannot draw a map sequentially. Impact Mapping requires divergent and convergent thinking, and an appreciation of how project deliverables influence changes in human behaviour which in turn affect the likelihood of achieving business goals. As presented by Luke Johnstone to BA Development Day NZ 2015

1. How to Plan a Project in Half a Day…Not Months
An Introduction to Impact Mapping
Luke Johnstone
Assurity Consulting
@lukejohnstonenz
#BADevDay

2. Digital Disruption
s
s
e
n
i
s
u
B

3. 1. Business Agility
2. Other stuff
3. More stuff
4. Even more stuff
5. Less important stuff
6. Even Less important stuff
7. Unimportant stuff
8. Really unimportant stuff
9. Stuff of no value whatsoever
10.Stuff that is anti-value
11.Is anybody still reading this stuff
12.Stuff we end up delivering
13.Stuff that is approved
14.Stuff that nobody wants
Digital disruption has put ‘business agility’ at
the top of the agenda

4. Survival for traditional organisations
and continued growth for the
disrupters depends on how and how
quickly they respond.
How is business analysis affected?
Need to adopt new methods that
speed up analysis and promote
collaboration

5. Impact Mapping
Collaboration
Discover value
Uncover Assumptions
Link Goals to Deliverables
Strategic Planning

6. Acknowledgments
Ingrid Domingues
SLIDE | 6
Gojko Adzic
Johan Berndtsson
www.impactmapping.org

7. SLIDE | 7
What
Why
How
Who
Who
How
How
How
...
What
...
...
...

8. Impact Map
SLIDE | 8
Target
Measures - What and How
BenchmarkBreakeven Point
Why

9. • Primary Actors
• Secondary Actors
• Off Stage Actors
Alistair Cockburn
Impact Map
SLIDE | 9
Solution
Delivery
Affected Organisational Unit
Organisation or Enterprise
Affected External Stakeholders
TIP Slice actors into types and
sub types and sub sub types
(3NF) !

10. It’s not a ‘how’ how, it’s a Measureable
Change in human behaviour
Impact Map
SLIDE | 10
How
TIPS The zone of influence
Stop here for large scale changes

11. Impact Map
SLIDE | 11
What
TIPS The zone of control
It’s OK to start at this end
The things you can do that will
(hopefully) cause impacts

12. Example
SLIDE | 12

13. SLIDE | 13
Win the 2015
RWC
WHY WHO HOW WHAT
Assumption
Assumption
Use better tactics
Be fitter than the opposition
Best game plan
Encourage players
Prepare well
Execute game plan
Adjudicate fairly
Understand opposition
Players
Coaches
Supporters
Competitors
Referees
Personalised training programmes
Study their tactics
Incentives
Provide tools
for analysis
Engage via social media
Identify
scenarios
Player sent off
Losing
Foul play
Mental skills training
Create competition
Provide feedback on fitness levels
Research their
interpretations

14. So, Then What?
SLIDE | 14
Win the 2015
RWC
Player Be fitter than the opposition
Personalised training
programmes
As a I want
So that I can
Create Backlog
Prioritise
Earn or Learn!

15. • Organise into groups
• Review Events of the World Scenario
• Build an Impact Map
Exercise
SLIDE | 15

16. Who’s Involved in Impact Mapping?
SLIDE | 16
BA
Decision Makers
Technical Leaders
Project Leadership

17. Impact Mapping Can Help Your Relationship!
SLIDE | 17

18. Reduce time from average of 39 to
19 days
Who?
CSR
Design
Operations
End User
RSP
Existing
contractor
Why?
How?
Do less work
Have clarity of
process
‘Own’ less
(accountability of
others)
Do more by
themselves
Respond to new
work orders
What?
Defined future process &
business rules
GM Service
Management
Future process &
business rules endorsed
Training
Validation on work order
request form
Automated consent process
Visibility of and
managed staff levels
Access to right information,
at the right time
Meet RFS date
Segment teams
Start providing services
Employ more people
Improve processes
Incur penalties
Lower expectations
Share painpoints, goals
On-board new contractors
Facilitate lessons learned,
retrospective
New contractor
Start updating
tracking sheet
Mandate
Speed up design process
Employ more people
Meet SLA more consistently
Share knowledge more
Start focusing on business connections
Be better team players
Implement SLA
Streamlined / automated
design request process
Dedicated, co-located business
connections team
Understand what level of
design is needed, when

21. http://assurity.co.nz/education/courses/141
http://assurity.co.nz/education/courses/71
Promotional Code: BADD15
Gojko is Coming Back!

22. Increase use of
Impact Mapping
Target
Breakeven
Benchmark
What
How
All in room start using
1 person starts using
?
Tell me!
Social media
BADD committee
BADD attendee IM
novice
BADD attendee IM
Veteran
Other BADD Speakers
Allow me to talk Submit proposal
Provide resources Design presentation
Start using IM
Inspire via awesome
presentation
Demo how to use IM
Provide useful tips
and gotchas
Keep using IM
Present cooler ideas
Wrap up