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![Experiment Name:
Background: What do you want to learn and why?
Owner:
Mentor: Date:
Measures
What will you measure t o invalidat e your hypot hesis?
What will you measure t o indicat e t he experiment is safe t o run?
What will you measure t o indicat e you should amplif y t he experiment ?
Measures can be Qualit at ive and Quant it at ive.
Frame t he Experiment: What is your Problem Statement?
Writ e t he Problem St at ement from t he Define worksheet here. What pain or pr oblem is being experienced?
[Cust omer Segment ] needs a way t o [describe job t o be done], (because|but |surprisingly ) [describe insight ]. Experiment Backlog
St ack ranked list of act ions needed t o run t he experiment .
Hypot hesis t o Test
[Specif ic repeat able act ion] will creat e [expect ed result ].
Is t his hypot hesis falsifiable?
Experiment Details
Describe t he experiment you plan t o run and how you are going t o at t empt t o falsify your hypot hesis.
Experiment Result s and Learnings
Describe what you learned fr om t he experiment ? Did you invalidat e your hypot hesis or does it live on?
Safety: How is t he experiment safe to run and how will you recover? Next Steps: Given what you learned, what ’s next ?
Describe how t he experiment is safe t o run.
Describe how you will r ecover from running t he experiment upon complet ion or if you discover it isn’t safe t o run.
I-2](https://image.slidesharecdn.com/ryanmr4i-ewbcanadajan-2013-globaleng-130113233542-phpapp01/85/Mobilizing-Citizen-Engineers-to-Impact-Complex-Systems-RallyforImpact-103-320.jpg)
![Our Tools
Innovation Empathy Needs Lean
Portfolio Interviewee Name:
Say
Map
Capt ure specif ic quot es from t he user, as well as any unusual phr ases or words
t hat ' st ruck' you as somet hing t hat migh t cont ain a deeper meaning.
Prompt ing Quest ion:
Empat hize
Date:
Think
Capt ure phrases t hat begin wit h " I t hink... " or " I believe..." t hat were specif ically st at ed by t he user. You might also
capt ure ot her t hought s & beliefs t hat may not have been explicit ly st at ed but can be inferred from what t he user said.
Definition
Team:
User
Enumerat e descript ions of possible users and t heir emot ions.
Needs, Goals, and Wishes
Enumerat e t he needs of t hose users and
t he t hings t hey are t rying t o achieve.
Define
Insights
Date:
Enumerat e t he insight s you gained by reframing how you t hink about t he us ers and t heir needs, goals and wishes.
What is somet hing you see about your user ’s experience t hat maybe s/ he doesn’t see? (Make inferences)
Canvas
Implicit – What people t hink and feel
Explicit – What people say and do
Possible Point s of View
Pick: t he most meaningful, emot ional st at ement of user; t he most provocat ive need; and t he mo st provocat ive insight . Hang t hem t oget her and see if you have an int erest ing pr oblem st at ement . Experiment wit h at least four of t hem below.
needs a way to because | but ... | surprisingly ...
User or Persona’s name wit h emot ion User or Persona’s need/ goal/ wish (circle one) Insight
needs a way to because | but ... | surprisingly ...
User or Persona’s name wit h emot ion User or Persona’s need/ goal/ wish (circle one) Insight
needs a way to because | but ... | surprisingly ...
User or Persona’s name wit h emot ion User or Persona’s need/ goal/ wish (circle one) Insight
needs a way to because | but ... | surprisingly ...
User or Persona’s name wit h emot ion User or Persona’s need/ goal/ wish (circle one) Insight
Problem Statement
Pick t he st rongest Point of View from above and cr aft t he Pr oblem St at ement below.
Do Feel needs a way to because | but ... | surprisingly ...
Capt ure t hings you saw t he user (or group of users) doing. Capt ure feelings and emot ions t hat t he us er displayed or t alked about having. You might also
User or Persona’s name wit h emot ion User or Persona’s need/ goal/ wish (circle one) Insight
Writ ing down specif ic det ails or even drawing out diagr ams can be useful here. capt ure ot her f eelings & emot ions t hat y ou infer from act ions & behaviors t hat you observed.
Based on work from ht t p:/ / dschool.st anford.edu/ groups/ k12/ Based on work from ht t p:/ / dschool.st anford.edu/ groups/ k12/
Problem Experiment Experiment
Validation Design Background: What do you want to learn and why?
Experiment Name:
Owner:
Mentor: Date:
Tracking
Measures
What will you measure t o invalidat e your hypot hesis?
What will you measure t o indicat e t he experiment is safe t o run?
What will you measure t o indicat e you should amplif y t he experiment ?
Measures can be Qualit at ive and Quant it at ive.
Frame t he Experiment: What is your Problem Statement?
Writ e t he Problem St at ement from t he Define worksheet here. What pain or pr oblem is being experienced?
[Cust omer Segment ] needs a way t o [describe job t o be done], (because|but |surprisingly ) [describe insight ]. Experiment Backlog
St ack ranked list of act ions needed t o run t he experiment .
Hypot hesis t o Test
[Specif ic repeat able act ion] will creat e [expect ed result ].
Is t his hypot hesis falsifiable?
Experiment Details
Describe t he experiment you plan t o run and how you are going t o at t empt t o falsify your hypot hesis.
Experiment Result s and Learnings
Describe what you learned fr om t he experiment ? Did you invalidat e your hypot hesis or does it live on?
Safety: How is t he experiment safe to run and how will you recover? Next Steps: Given what you learned, what ’s next ?
Describe how t he experiment is safe t o run.
Describe how you will r ecover from running t he experiment upon complet ion or if you discover it isn’t safe t o run.
I-2](https://image.slidesharecdn.com/ryanmr4i-ewbcanadajan-2013-globaleng-130113233542-phpapp01/85/Mobilizing-Citizen-Engineers-to-Impact-Complex-Systems-RallyforImpact-110-320.jpg)
Uploaded byRyan Martens
Mobilizing Citizen Engineers to Impact Complex Systems - RallyforImpact
The document discusses using an agile innovation approach that involves framing problems through empathy, learning through experiments, and sharing results. It emphasizes activities like interviewing users to understand their needs, crafting problem statements, designing experiments to test hypotheses, and iterating based on learnings. The approach aims to build the right solution for customers through a process of disciplined exploration and execution.
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Similar to Mobilizing Citizen Engineers to Impact Complex Systems - RallyforImpact
Mobilizing Citizen Engineers to Impact Complex Systems - RallyforImpact
- 1. Mobilizing Citizen Engineers to Impact Complex Systems 2013 Conference Calgary Ryan Martens – Rally Software
- 2.
- 3. Finding: My GoodWork 1985 2002 2009 2011 2012
- 4.
- 8. Technology and Entrepreneurshipfor the Developing World – EN4830 Learning Objectives: 1. Understand importance, feasibility and complexity of facilitating wealth generation for the developing world 2. Learn how engineering and entrepreneurship influence development and appropriate technologies 3. Enhance your team work skills by presenting 3 times during the Seth Murray – ME semester on your business model Instructor at the University of Colorado and plan
- 10. Need Citizen Engineersto deliver impact in complex world
- 11. 13/01/2013 11
- 13. 2007 2005 National Snow and Ice Data Center – University of Colorado, Boulder http://nsidc.org/news/press/2007_seaiceminimum/20070810_index.html
- 16. Act like anAgilist Frame & Empathize Learn & Build & Ship Share Test & Measure
- 17. 13/01/2013 17
- 18. 1.0 2.0 3.0 Take – Make - Waste Sustainable Restorative Resource Waste Open Loop, Closed Loop Generative, World of Constraints World of Plenty
- 19. 1.0 2.0 3.0 Externalities & Aid Social Enterprise Natural Capitalism Resource Waste Open Loop, Closed Loop Generative, World of Constraints World of Plenty
- 21.
- 22. 1. Understand the context 2. Learn in fast cycles 3. Do it to yourselves?
- 23.
- 24. What we are taught
- 25. Problem Space Defined Water Problem Solution Space Option Feasible Effective 1 2 3
- 27.
- 28.
- 29. Gaussian distributions http://arxiv.org/abs/cond-mat/0412004
- 30. Gaussian distributions http://arxiv.org/abs/cond-mat/0412004 http://www.flickr.com/photos/danielmorrison/428130095
- 31.
- 32.
- 33.
- 34. Power laws andPareto distributions http://arxiv.org/abs/cond-mat/0412004
- 35.
- 36. Low probability events havehigher impact
- 37.
- 38.
- 39. 8’1’’ 2’5’’ 3.3 x http://www.telegraph.co.uk/news/picturegalleries/howaboutthat/6988398/The-worlds-tallest-man-Sultan-Kosen-and-the-shortest-man-in-the-world-He-Pingping-meet.html
- 40.
- 41. Bill Gates The Entire 650 x Room
- 42.
- 43. Citizen Engineering involves many Pareto distributions
- 44. How do wemake sense of this?
- 45. Plausible Probable Unordered Ordered
- 46. Plausible Probable Unordered Ordered
- 47. Plausible Probable Unordered Ordered
- 48. Plausible Probable E l eE c e x o x u p r e t Unordered Ordered
- 49. Plausible Probable Natural/S Mechanical ocial Systems Systems Unordered Ordered
- 50. A little moreto this at scale
- 51. Plausible Probable Unordered Ordered
- 52. Plausible Probable Chaotic Complex Complicated Simple Unordered Ordered
- 53. Plausible Probable Complex Complicated Chaotic Simple Unordered Ordered
- 54. Plausible Probable Complex Complicated Chaotic Simple Unordered Ordered
- 55. The Cynefin Framework Complex Complicated Cause & Effect is only Cause & Effect is not apparent in retrospect, obvious, understood and not repeatable through analysis and is repeatable Disorder Cause & Effect is Cause & Effect is not obvious to all and is perceivable repeatable Chaotic Simple Unordered Ordered
- 56. How about an example?
- 57. Music Industry in2000 - Napster Complex Complicated Independent musicians Managing a large tour self publishing online Disorder Managing a NIN tour Major label online distribution CD distribution Chaotic Simple Unordered Ordered
- 58.
- 59. Existing Solution &Community Complex Complicated Disorder Chaotic Simple
- 60. New Solution orCommunity Complex Complicated Disorder Chaotic Simple
- 61. Uncertainty makes it difficultto “Heads-Down” Engineer
- 62. How do weact? See Cynefin online at Cognitive Edge - http://cognitive-edge.com/
- 63. How do wedeal with this?
- 64.
- 65. Problem Space Un-Defined Sustainability Capacity Solution Health/Water Space
- 66. Act like anAgilist (aka - Disciplined Explorer and Executer)
- 67. Our Approach Assemble theseingredients: Agile Customer Design Execution Development Thinking Complexity Lean Innovation Thinking Management
- 68.
- 69.
- 70.
- 71. Agile Method Releases 1-4 Months Iterations 1-4 Weeks Daily Meetings Incremental Delivery of Customer Value Product Release Product Backlog Backlog Increment 71
- 72. Optimization Manufacture Product Payoff Develop Payoff Gain Gain Loss Target Loss Target © 2009 Product Development Flow –Don Reinertsen – fig 4-10
- 73. Utilization Conform toPlan Variability Phases & Gates
- 74. TRADITIONAL AGILE DEVELOPMENT DEVELOPMENT Plan Driven Value Driven Fixed Scope Variable Scope Variable Resources Fixed Resources Variable Time Fixed Time
- 75. Fixed Scope Resources Time Value Driven Plan Driven Resources Time Scope Variable
- 76. Fixed Quality Value Value Driven Plan Driven Constraints Variable
- 77. Cycle Time LifecycleProfit Innovation Speed
- 78. Results • 3X better throughput from a • went from 40% on-time to 92% on time • projects delivered under budget Fortune • multiple first-to-market initiatives 100 • reduced bug backlog by almost 90% • removed 180,000 hours of productive waste in one quarter
- 79. Agile = Buildit Right Agile = Mindset Change
- 80. Customer Development (FROM LEAN STARTUP)
- 81. Oh Alpha Beta Ship Crap!
- 82. Customer Development = Build theRight Thing
- 83. Innovation Management Approach Vision & Empathy Culture Business Model Frame Frame Frame Frame Build & Ship Build & Ship Build & Ship Build & Ship Learn Learn Learn Learn Test & Measure Test & Measure Test & Measure Test & Measure
- 84. Artful Making Lee Devinand Rob Austin
- 86. Explore Execute http://www.slideshare.net/sblank/the-startup-owners-manual-sxsw-11954724
- 87.
- 88.
- 89.
- 91.
- 92. Design Thinking = Frame the Right Problem
- 94.
- 97. Exploring with Discipline
- 98. Turn Guesses Frame Build & Ship Learn Test & Measure Into Knowledge
- 99. “The only validmodel of a complex system is the system itself. Murray Gell-Mann
- 100. First big Guess: Weunderstand the problem a customer wants solved
- 101. “Customers don’t care about your solution. They care about their problems. Dave McClure
- 102. Next guess: Our productsolves the customer’s problem
- 103. Experiment Name: Background: Whatdo you want to learn and why? Owner: Mentor: Date: Measures What will you measure t o invalidat e your hypot hesis? What will you measure t o indicat e t he experiment is safe t o run? What will you measure t o indicat e you should amplif y t he experiment ? Measures can be Qualit at ive and Quant it at ive. Frame t he Experiment: What is your Problem Statement? Writ e t he Problem St at ement from t he Define worksheet here. What pain or pr oblem is being experienced? [Cust omer Segment ] needs a way t o [describe job t o be done], (because|but |surprisingly ) [describe insight ]. Experiment Backlog St ack ranked list of act ions needed t o run t he experiment . Hypot hesis t o Test [Specif ic repeat able act ion] will creat e [expect ed result ]. Is t his hypot hesis falsifiable? Experiment Details Describe t he experiment you plan t o run and how you are going t o at t empt t o falsify your hypot hesis. Experiment Result s and Learnings Describe what you learned fr om t he experiment ? Did you invalidat e your hypot hesis or does it live on? Safety: How is t he experiment safe to run and how will you recover? Next Steps: Given what you learned, what ’s next ? Describe how t he experiment is safe t o run. Describe how you will r ecover from running t he experiment upon complet ion or if you discover it isn’t safe t o run. I-2
- 104. Testing your low fidelity MVP
- 106. How about an example?
- 108. PIVOT or PERSEVERE http://www.slideshare.net/sblank/the-startup-owners-manual-sxsw-11954724
- 109. Act like anAgilist Frame & Empathize Learn & Build & Ship Share Test & Measure
- 110. Our Tools Innovation Empathy Needs Lean Portfolio Interviewee Name: Say Map Capt ure specif ic quot es from t he user, as well as any unusual phr ases or words t hat ' st ruck' you as somet hing t hat migh t cont ain a deeper meaning. Prompt ing Quest ion: Empat hize Date: Think Capt ure phrases t hat begin wit h " I t hink... " or " I believe..." t hat were specif ically st at ed by t he user. You might also capt ure ot her t hought s & beliefs t hat may not have been explicit ly st at ed but can be inferred from what t he user said. Definition Team: User Enumerat e descript ions of possible users and t heir emot ions. Needs, Goals, and Wishes Enumerat e t he needs of t hose users and t he t hings t hey are t rying t o achieve. Define Insights Date: Enumerat e t he insight s you gained by reframing how you t hink about t he us ers and t heir needs, goals and wishes. What is somet hing you see about your user ’s experience t hat maybe s/ he doesn’t see? (Make inferences) Canvas Implicit – What people t hink and feel Explicit – What people say and do Possible Point s of View Pick: t he most meaningful, emot ional st at ement of user; t he most provocat ive need; and t he mo st provocat ive insight . Hang t hem t oget her and see if you have an int erest ing pr oblem st at ement . Experiment wit h at least four of t hem below. needs a way to because | but ... | surprisingly ... User or Persona’s name wit h emot ion User or Persona’s need/ goal/ wish (circle one) Insight needs a way to because | but ... | surprisingly ... User or Persona’s name wit h emot ion User or Persona’s need/ goal/ wish (circle one) Insight needs a way to because | but ... | surprisingly ... User or Persona’s name wit h emot ion User or Persona’s need/ goal/ wish (circle one) Insight needs a way to because | but ... | surprisingly ... User or Persona’s name wit h emot ion User or Persona’s need/ goal/ wish (circle one) Insight Problem Statement Pick t he st rongest Point of View from above and cr aft t he Pr oblem St at ement below. Do Feel needs a way to because | but ... | surprisingly ... Capt ure t hings you saw t he user (or group of users) doing. Capt ure feelings and emot ions t hat t he us er displayed or t alked about having. You might also User or Persona’s name wit h emot ion User or Persona’s need/ goal/ wish (circle one) Insight Writ ing down specif ic det ails or even drawing out diagr ams can be useful here. capt ure ot her f eelings & emot ions t hat y ou infer from act ions & behaviors t hat you observed. Based on work from ht t p:/ / dschool.st anford.edu/ groups/ k12/ Based on work from ht t p:/ / dschool.st anford.edu/ groups/ k12/ Problem Experiment Experiment Validation Design Background: What do you want to learn and why? Experiment Name: Owner: Mentor: Date: Tracking Measures What will you measure t o invalidat e your hypot hesis? What will you measure t o indicat e t he experiment is safe t o run? What will you measure t o indicat e you should amplif y t he experiment ? Measures can be Qualit at ive and Quant it at ive. Frame t he Experiment: What is your Problem Statement? Writ e t he Problem St at ement from t he Define worksheet here. What pain or pr oblem is being experienced? [Cust omer Segment ] needs a way t o [describe job t o be done], (because|but |surprisingly ) [describe insight ]. Experiment Backlog St ack ranked list of act ions needed t o run t he experiment . Hypot hesis t o Test [Specif ic repeat able act ion] will creat e [expect ed result ]. Is t his hypot hesis falsifiable? Experiment Details Describe t he experiment you plan t o run and how you are going t o at t empt t o falsify your hypot hesis. Experiment Result s and Learnings Describe what you learned fr om t he experiment ? Did you invalidat e your hypot hesis or does it live on? Safety: How is t he experiment safe to run and how will you recover? Next Steps: Given what you learned, what ’s next ? Describe how t he experiment is safe t o run. Describe how you will r ecover from running t he experiment upon complet ion or if you discover it isn’t safe t o run. I-2
- 111. Create Citizen Engineers
- 112. Responsible Engineering • Technically • Environmentally • Socially
- 113. How about an example?
- 114. Trisha Compass Day 1Response
- 115. Mouhsine Serrar PraktiDesign
- 116. Feasible Sustain Effectiv -able e Desirable
- 117. The Pill toCreate Citizen Engineers
- 118. Supplements to createCitizen Engineers Social Engineers Entrepreneurs Need ability to Need to be a apply disciplined & appropriate ethical explorer technologies http://www.flickr.com/photos/stevendepolo/7315274972/sizes/m/in/photostream/
- 119. Plausible Probable Natural/S Mechanical ocial Systems Systems Unordered Ordered
- 120. Probe Sense Respond Complex Complicated Disorder Chaotic Simple
- 121. An Agile EWBProcess? PIVOT ? Solution • Guess • Delivery • Guess • Validated Knowledge • MVP Problem Execution
- 122. An Agile EWBProject? Problem & Solution Validation On- Site I-1 I-2 I-3 Solution Prototype, Installation & Tailoring On- On- Site Site I-1 I-2
- 123. Discover Problem Space Sustainability Capacity/Education Water/Health
- 124. What Solution Space? CreateCitizen Engineers in Country “Design With” as a Citizen Engineer Successful Projects in Country
- 125. 1. Find Empathy 2.Run Fast Cycles 3. Probe to turn Guesses into Knowledge 4. Capture Micro- Narratives & reflect
- 126. Visit: Rally forImpact
- 127.
- 129. “Do what youlove in service to those who love what you do” – Steve Farber – Extreme Management
- 131. Primary books thatinformed this talk
- 132. People who informedthis talk David Lee Kembel Don Snowden Devin Brothers Reinertsen Eric Ries Dave Bernard Steve Douglas Amadei Blank
- 133.
Editor's Notes
- #2 Thrilled to be here and share with you what I have been doing for the last ten years, but also to hear so much from you about how this strikes you
- #3 I am a civil engineer, a software entrepreneur, a non-profit founder, an organic gardener, chicken farmer and father; Who has basically put down roots in Boulder Colorado since 1983. Please feel free to share and comment on this talk via twitter
- #4 So I met this guy in 1985 – he was just my rock geology professor, but he is thread that runs through my life in helping me find my good work.In 2002, I helped Bernard with his first conference on engineering in developing countries – introduced me to his good work and I was sold – just like all of you This is the year I founded Rally and we learned that we would soon have a son
- #5 We are doing it
- #6 2002 – Started by donating 1% of Rally to the community to later become EFCO
- #7 In 2009, Bernard and I crossed paths again at EWB USA conference and with Dave Douglas the Chief Sustainability Officer at Sun – I became fascinated with the Citizen Engineer Concept and presupposition as well as got invited to join this 10 year effort to build an Academy for Systemic Change
- #8 In 2011, Bernard and I advised the Unreasonable EIR in 2011 and mentor in 2012
- #9 In 2012, I got closer to students with another one of Bernard’s students in providing feedback and lecture support for this
- #10 October of 2012, we released RallyforImpact as a social enterprise inside of Rally Software Inc to help mobilize citizen engineers around the world. We know Why we are doing this and we are following a lean startup approach to figure out WHAT is the best thing for us to do. This trip is part of gaining that awareness.
- #11 I have come here believing Now is new golden age in engineering called Citizen Engineering These engineers can apply existing and appropriate technologies to complex, global society to become more sustainable, equitable and prosperous
- #21 Dan Epstien at Boulder Theater in 2011
- #27 Because of our focus on delivering valuable software, we move from a model where we batch our activities to one where all of these activities are done in parallel.This results in providing faster feedback loops, more agility in our delivery process, and it also opens up options for our deployment because we have the potential to release or change our mind at the end of any iteration.
- #37 How about a couple in the last 5 years that really surprise the engineered world?Fukashima disaster / tsunami Gulf Oil Spill – Deep Water HorizonsStorm Sandy When our solutions fail is plausible situations – we really “screw” with people, animals, life supporting systems - You may think you can just be a heads down engineer – but I don’t think so!
- #42 Assume 1000 people with average net worth of 1m and bill gates at $65 Billion
- #46 Complexity Science
- #60 Here is a map of a project that exists in a context that is ready for typical systems engineering and active risk management
- #61 In contrast, this a project is not ready for typical systems engineering approach.How many folks have worked on a project that looks like this?How many failure reports came from Project that looked like this?
- #62 Heads down Engineer – Not time for the Load Factor Resistance Book
- #66 Even in projects that look Ordered, if you are trying to drive true impact at the level of capacity building or true sustainability, I would argue that all your work is more lies in the unordered domain You are actually trying to a local system that can learn and pull itself up by its own bootstraps You are trying to change culture from dependency.
- #70 Big BatchBig QueueWeak FeedbackAssumes known problem and solutionTesting at end – test quality in
- #71 On the left the typical civil engineer approach and on the left the agile approach.The agile approach is like design/build approaches, you build a thread, a span, a function at the time or a PROBE. Given a working thread, you can sense if it will work and create the desired outcomes in technical or social behavior.I know what you are thinking, how do you iterate on a bridge or a water system? Yes it is harder than in something like software where I come from, but I am here to tell you that it is being done and it just takes a little practice.
- #73 Optimizing on output of the project - feasibility – plant capacity – cost/performance trade offOptimizing on outcome/impact
- #74 Typical heads-down engineering approach follows these orthodoxies. Read you a quote from the book jacket of Don Reinertsen’s book “The Principles of Product Development Flow”Today’s product development orthodoxy is broken, What’s wrong? Companies are pursuing the wrong goals! They maximize capacity utilization, and wonder why cycle times are so long.They strive to conform to plan and wonder why new obstacles constantly emerge.They try to eliminate variability, and wonder why innovation disappears.They carefully break processes into phases and gates, and wonder why things slow down instead of speeding up?
- #75 What do your projects look more like?
- #76 Traditional vs. Agile – oftensummed up by these triangles; Agile – cost/schedule one or both fixedStandish defines project success as: on time, on budget, within scope (as initially agreed to) – adhering to the plan.Consider: Would the customer be satisfied if great new feature idea was rejected for a mediocre one because the mediocre one was in the plan? (Mike Cohn)
- #77 Not done until we achieve the outcome we are looking for. Maybe we should plan on doing a few iterations on our efforts to see if we are achieving the outcomes we want? Multi-year engagements are one way to do this. Changing your project approach might be another?Recently JimHighsmith in Agile Project Management (2ed, 2009), talked about a new project management triangle that better represents the Agile way of thinking about what defines project success – not just resources (cost), time/schedule, scope. (per Standish)“If we want adaptability we must reward it.”Value goal: Build a releasable product; measured by value to the customerQuality goal: Build a reliable, adaptable product; measured by delivery of continuous value to the customerConstraint goal: Achieve value and quality goals within acceptable constraints (scope, schedule, cost)“Constraints are still important project parameters, but they are not the project's goal. Value is the goal and constraints may need to be adjusted as the project moves forward to increase customer value. Schedule might still be a fixed constraint, but then scope could be adjusted to deliver the highest value within the schedule constraint.”Later, we’ll talk about estimating duration given fixed scope or fixed schedule.
- #78 Don R – Product Development Flow
- #79 These kinds of numbers put a smile on the face of one Fortune 100…
- #85 Beautiful Duet – Artful Environment and Practices
- #86 Get rid of the big documents – get to something less precious that you can change and iteration onIn the case of business, you are iterating on a business model canvas to see if you can create a financially sustainable businessIn the case of social venture you are iterating on the same canvas, but typically with multiple triangles like this (one of more for impact and one or more for income)
- #108 Results from Winner of Lean Startup Machine in San Francisco – December 2012 – part of Lean Startup Conference
- #110 Star Moment – Rally for Impact – a path towards being a better Citizen Engineer Teaching this to Social Entrepreneurs and Citizen Engineers Left a course in Boulder at the Hub with a very diverse group of social entrepreneurs with my team – It feels really good
- #113 Profile on RallyforImpact - http://rallyforimpact.rallydev.com/community/rallyforimpact/content/becoming-citizen-engineer
- #115 EWB Engineer at Cal State San Louis Obispo – Hatti before the earthquake and after the earthquake Empathy, Frame, Prototyped, Tested and Learned – 10 designs later she has a bag that can provide drinkable water for two days for a family of four using Pur tablets from Proctor and Gamble Profile on Rally for Impact - http://rallyforimpact.rallydev.com/community/rallyforimpact/content/startup-plunge
- #116 Engineer set off to solve the cook stove problem. Instead of going into a lab and trying to build the perfect design, Moushine went to the field and GOT OUT OF THE BUILDING. He spent time living with customers and iterating his design to not just address the feasibility, but the desirability Lesson of gathering woodLesson of drying meat Profile on RallyforImpact - http://rallyforimpact.rallydev.com/community/rallyforimpact/content/empowering-world-through-cooking
- #120 Complexity informed approaches
- #121 Build Probes to understand the system and evolve the system from complex to complicated
- #126 Start Less – Learn More
- #127 http://rallyforimpact.rallydev.com/
- #131 Beta.agilezen.com