Roadmapping - Tales from the trenches: Using roadmapping for collaboration, conflict mitigation and visualisation of strategic directions

Roadmapping
!
Tales from the trenches: Using roadmapping for
collaboration, conflict mitigation and
visualisation of strategic directions
Bent Bilstrup
btb@lakeside.dk

In Spite of All the Danger
Increase the Absorptive capacity
Make roadmapping more accessible
(and affordable)
Increase decision support
Democratise the roadmapping process

Ticket to Ride
Focus on 3
“genres” of
roadmapping
With focus on
Design & Visual
thinking
Overview and
relations
Agile practices
Strategy & innovation
Strategic planning
Product roadmapping
Nordic Welfare Model
HEALTH
DEMOGRAPHIC
TRENDS & DRIVERS
Scenario #2
Ageing in place
THEMES & CAPABILITIES
Connecting families
Care from a distance
Managing everyday life
Interdisciplinary
Equality of access and
services
Collaboration between
patients and professionals
ROADMAP
SOCIAL
ECONOMICAL
TECHNOLOGICAL
FRAMEWORK
Connectivity
Human value
added
Nordic overall value
Ease of use
Cost
LMÄJPLUJ`
The framework must be sensitive to the basic va-lues
behind the Nordic welfare model and culture.
4 key perspectives are emphasized in the frame-work
to support the development or evaluation of
welfare technologies, products or services.
“Health” is the overall perspective - meta-level driver - for the introduction
and development of welfare technologies and services
Dynamics and needs because of changing demo-graphic
vectors such as age, mobility, disabilities etc.
Maintaining and strengthen the social structures in
society in access to public services and private life
*OHUNLZPU[OLMUKPUNZJOLTLZHUKHIPSP[`[VÄ-
nance service-levels and access to public services
New enablers and possibilities due to technological
development and innovation
Speech recognition - How can speech recognition
and speech training technology enable 17 year old
Sella to better manage her life? Can she continue
and take charge of her own education?
Technologies of understanding - Will Anja (age 51)
be better prepared and more comfortable with her
upcoming hip-surgery because of much improved
access to information-sources about her situation?
A web based ulcer record for collaboration -
How can Robert (35) manage is job while being
hospitalized at home and still keep in contact with
numerous specialists, home care and his GP?
Using remote control for watching television -
Sound like a trivial task. Not for Karin age 58
diagnosed with Alzheimer. Can a simpler remote
increase life quality for her and her daughter Julie?
Motion interactive games in home rehabilitation
- Jessica (age 12) is a teen girl with teen habits.
:VJHUNHTPÄJH[PVUVM[OLYLOHIPSP[H[PVUMYVTOLY
UPSH[LYHSJLYLIYHSWHSZ`THRLHKPɈLYLUJL
Internet-based activities, social media and older
people. Can social media and tele-presence make
Lilly less isolated in keeping her family close and
enable her to interact with her peers?
Telehealthcare - Tom is diagnosed with COPD. Can
Tom be supported to change lifestyle and exercise
habits through in-body activity sensors while at
home in his preferred environment?
Robot vacuum cleaning - John is living in a nursing
centre where robots has entered. How will John
and Yvonne (nurse) tackle their new “resident”?
SCENARIOS
Scenario #1
Scenario #3
Scenario #4
Scenario #5
Scenario #6
Scenario #7
Scenario #8
0UJYLHZLKWVWSH[PVUVMVSKLYWLVWSLSP]PUNI`[OLTZLS]LZHUKPUULLKVMJHYLc(OPNOLYUTILYVMÄUHUJPHSS`JHWHISLHUK^LHS[OPLY
senior citizens | Changing family relationships | An ageing workforce | A decreasing number of public servants
Fear of isolation loneliness | Maintaining social networks | Secure access to public services | The citizen in a role as active participant
in regard to care and treatment | Focus on enabling people to enjoy life and maintain quality of life
Pressure on most areas of public sector in the Nordic countries. (Budget cuts) |Centralization of hospitals and forming of larger entities |
Alternative funding schemes from private pension funds and private enterprises
Broadband communication enabling video and multimedia communication | Embedded communication capabilities in home artefacts |
Integration of devices services | Easy authentication | Rise of robotics self-moving devices in care
Stay longer in own environment
Keep and strengthen family relations
Getting access to care and expertise from afar
Inclusion through managing everyday tasks
Enabling multiple disciplines to cooperate
Even and democratized access to services
Enabling an equal and balanced relationship be-tween
health service providers and users
Capability to produce an interactive and
meaningful connection between the user
HUKJHYLWLYZVUULSVYV[OLYZPNUPÄJHU[
people.
3L]LSVMZHIPSP[`[VKPɈLYLU[LUKZLYZ
adaptability and ease of support and
replacement.
(IPSP[`[VPUJYLHZLWYVÄ[HIPSP[`V]LY[PTL
and to reduce cost per user and/or service
event.
Ability to increase user’s life satisfaction
HUKPUÅLUJLVMYLSH[PVUZOPWZHUKV[OLY
aspects of more physical well-being.
Relations between scenarios
and capabilities
High Medium Low Very low

Focus on 3
“genres” of
roadmapping
With focus on
Design Visual
thinking
Overview and
relations
Agile practices
Strategy innovation
Strategic planning
Product roadmapping

Roadmapping stack
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance

Organisation
Process
Method
Tools
Help!
Key Objectives Learning Points
-4 key capabilities:
-Organisation
skillset
-Process for
development and
later implementation
-Methodology
-Toolset
-Bootstrapping
-Get a minimum
platform
established
-Provide the
assistance needed

Within You Without You
Organisation
Process
Method
Tools
-What is skill-building?
-What is roadmapping?
-The number of working
agreements needed
-Determine Extra,
inter- or intra-organisational?
-Stimulate
absorptive capacity
-Structure
technology
intelligence
-Increase maturity
level

-Determine Extra,
inter- or intra-organisational?
-Stimulate
absorptive capacity
-Structure
technology
intelligence
-Increase maturity
level
Organisation
Process
Method
Tools
-What is skill-building?
-What is roadmapping?
-The number of working
agreements needed
External
Intra-team
Inter-team

I’m Looking Through You
Organisation
Process
Method
Tools
Key Objectives
-Assess pre-conditions
-Identify predefined
assumptions
-Increase awareness
of ”behavioral
pattern
Learning Points
-Remember: a self-assessment!
-Great fun…
-…but also food for
thought
www.hbr.org
T
OOL
IT
Scanning the Periphery
K
by George S. Day and Paul J.H. Schoemaker
•
The biggest dangers to a
company are the ones you
don’t see coming.
Understanding these
threats—and anticipating
opportunities—requires
strong peripheral vision.
Assess Your Need for Peripheral Vision
I NATURE OF YOUR STRATEGY (circle a number)
Focus of your strategy
Narrow (protected niche) 1 2 3 4 5 6 7 Broad (global)
Modest 1 2 3 4 5 6 7 Aggressive
Few 1 2 3 4 5 6 7 Many
Minor 1 2 3 4 5 6 7 Major (50% of revenue must come
II COMPLEXITY OF YOUR ENVIRONMENT
Few, easily identifiable 1 2 3 4 5 6 7 Many competitors from
competitors unexpected sources
Simple and direct 1 2 3 4 5 6 7 Long and complex
Fixed boundaries and simple 1 2 3 4 5 6 7 Fuzzy boundaries and complex
segmentation segmentation
Enabling technologies
Few and mature (simple systems) 1 2 3 4 5 6 7 Many converging (complex systems)
Reprint R0511H
Growth orientation
Number of businesses to integrate
Focus on reinvention
Total (add numbers)
Industry structure
A
B
C
D
A
With compliments of...
Channel structure
Market structure
B
C
www.thinkdsi.D
com
610.717.1000
Scanning the Periphery
•
•
•
T
OOL
K
IT
from new products in three years)
Regulations (federal, state, etc.)
Few or stable 1 2 3 4 5 6 7 Many or changing rapidly
Public visibility of industry
Largely ignored 1 2 3 4 5 6 7 Closely watched by media or
special-interest groups
Dependence on government funding and political access
Low: operates largely High: sensitive to politics and
1 2 3 4 5 6 7
independent of government the funding climate
Dependence on global economy
Low: affected principally by 1 2 3 4 5 6 7 High: affected by global conditions
domestic conditions
Total (add numbers)
E
F
G
H
Copyright © 2005 Harvard Business School Publishing Corporation. All rights reserved.
harvard business review • november 2005 page 4
This article is made available to you with compliments of DSI. Further posting, copying, or distributing is copyright infringement.
To order more copies go to www.hbr.org or call 800-988-0886.

Organisation
Process
Method
Tools
Learning Points
Key Objectives
-Assess pre-conditions
-Identify predefined
assumptions
-Increase awareness
of ”behavioral
pattern
-Remember: a self-assessment!
-Great fun…
-…but also food for
thought
JOH
JRI
SRJ
TSO
Average

Don’t Let Me Down
POLITIK ØKONOMI SOCIAL TEKNOLOGI JURA
Nationale instan-ser
Organisation
Process
Method
Tools
-More team-building
than actual
roadmapping
-A platform for
conflicts
-Align perspectives
-Program definition
-Team-building
-Common workbench
-Building up “social
capital” and personal
trust
Øgede krav til solvens
EMIR II (2010 Foreslået) Vedtaget august 2012 Medio 2013, Forventet ikrafttræden
Tobin tax (Financial Transaction Tax – FTT) Forslag december, 2012 Primo 2014, Forventet ikrafttræden
| .XQGHYLONnU)RQGVSURÀOHURJGHSRWJHEUSURÀOHU_(IIHNWLYKnQGWHULQJDINXQGHDIWDOHU
Afviklingsinfrastruktur: Integration med (T2S) Target 2 Securities | Mere åben afvik-lingsinfrastruktur
BO order management: Krav om ”strøm” til processen | Automatisk afstemning i BO
FOA: FOA 4 | Bedre styr på og anvendelse af stamdata
Corporate Actions: Understøttelse af Corporate Actions
Data og data kommunikation: Bedre Datawarehouse | Større åbenhed og integrations-muligheder
”Shopping-kultur” på kundeside:
søger convienience - tilrettelæg-gelse,
Drivere og enablere
0DUNHWV%DFNRIÀFH
Platforme til sam-pro-duktion
mellem bank
og kunde
Digital procesun-derstøttelse
Internationale infra-strukturer
Automatisering og
adgang til data i
(nær)-realtid (Busi-
QHVV,QWHOOLJHQFHµQH[W
generation”)
VISION MELLEM SIGT KORT SIGT
TRENDS DRIVERE STRATEGISKE TEMAER RAMMER VILKÅR
Omsætning og handelsmængder
Status, tendens og forventninger: [Her vil tal for
omsætning og tendenser være rigtig gode.]
CCP - Central clearing og infrastrukturer
Med afsæt i dels lovgivningsmæssig eller regulato-risk
pres og dels ønske om optimering af handels-processen
og risiko-håndtering står indførelsen og
DQYHQGHOVHQDI3·HUFHQWUDOW
,V UGHWHXURS LVNHELOOHGHDI3·HURJGHUHV
anvendelse er noget fragmenteret og usikkert. De
overordnede linier og den politiske vilje er dog til
stede til at indføre denne infrastruktur.
T2S (Target 2 Securities)
T2S infrastrukturen etableres i regi af Den Europæi-ske
Centralbank (ECB) og forventes at gå i luften i
2015. Det er ikke helt klart hvornår Danmark forven-tes
at tilslutte sig og at de øvrige værdipapircentraler
i 26 europæiske lande vil tilslutte sig løbende.
Regulering
Mængden og hastigheden hvormed regulering bliver
indført øges. Tendensen er også at national lovgiv-ning
nærmer sig og tilpasser sig international regule-ring
og især følger EU-regulering.
Regulering og tilpasning til denne må derfor forven-tes
både at være en driver i forhold til forretningsud-vikling
men også et vilkår, der især vil lægge et be-slag
på betydelig ressourcer til løbende overvågning
og implementering i it-infrastrukturen. Erfaringstal fra
JP Morgan (og til dels Bank of New York) angiver at
helt op til 1/3 af det samlede it-budget til udvikling-og
drift bliver brugt til implementering og systemun-derstøttelse
af regulative krav.
Teknologi og standardisering
Den teknologiske udvikling giver muligheder for be-handling
af stadig større datamængder og i tæt-på-realtids
behandling. Det stiller krav til infrastrukturen
men også forventninger fra kundesiden. ”Always-on”
og adgang fra mange kanaler og enheder - især
mobile - udfordrer ikke bare funktionalitet men også
fx sikkerhed.
Orientering mod mere service-baserede og service-orienterede
systemer og arkitekturer trækker på
evnen til at udstille sine systemer og integration. Der-for
er standardisering på både sektor- og teknologi-niveau
en væsentlig rammesættende faktor.
REGULERING
GOVERNANCE
Hvilke regulativer har hvilke
it-mæssige konsekvenser?
Hvordan er det implementeret
og håndteret i dag?
Hvad er kompleksitetsgraden
og krav til dokumentation?
FORRETNINGS-UDVIKLING
Hvordan og i hvilken grad kan
EDFNRIÀFHSODWIRUPHQELGUDJH
til og understøtte pengein-stitutternes
individuelle for-retningsudvikling
(relation til
PLGRJIURQWRIÀFH

EFFEKTIVISERING
OPTIMERING
Hvordan kan corporate ac-tions
understøttes bedre og
mere effektivt?
Hvordan kan Order Manage-ment
understøttes bedre og
fx understøtte automatisk
afsteming?
Hvilke krav og muligheder er
der til og for integration med
andre infrastrukturer til afvik-ling
af handler (fx T2S)?
DATA-ADGANG
ANVENDELSE
Hvordan er adgangen og
behovet for data i dag? Fx
(bedre) anvendelse af stam-data
og FOA.
Hvordan er anvendelsen og
understøttelsen af dataware-house?
+YRUGDQNDQGHUWLOEGHVÁHUH
og bedre integrationsmulig-heder
så der er mulighed for
andre anvendelser af data?
ADGANG FOR KUNDER
Hvordan skal den ”digitale
parathed” på kundesiden i
mødekommes og hvilke kon-sekvenser
har det reelt for
EDFNRIÀFH,WVRPµYDOXH
driver”)
Hvilket (fælles) beredskab
skal der være for at overvåge
og implementere krævet re-gulering
og nødvendig comp-liance?
Kan system-regler og check
bedre sikre at regler er over-holdt
og lette rådgiverens
arbejdsproces samt øge
compliance-niveau?
+YRUGDQNDQEDFNRIÀFHLQG-
rettes så time-to-market kan
gøres kortere?
Hvad er muligheder, krav og
behov for at kunne trække
kunderne tættere på og lade
dem indgå i et sam-produkti-onsforhold?
Hvilke konsekvenser har et
mere internationalt scope
generelt? Fx internationale
kunder eller stigende mængde
internationale handler.
Hvordan og i hvilken grad skal
whitelabeling af produkter og
services kunne understøttes?
Hvordan kan rådgiverens ar-bejdsplads
forbedres og effek-tiviseres?
Hvordan kan scourcing af 3
parts løsninger gøres enklere
og nemmere?
Hvilke standarder på sektor-og
teknologier bør følges og
implementeres?
Hvordan kan understøttel-sen
og anvendelsen af STP
(Straight through processing)
forbedres?
Hvilken ”Data-tørst” kan for-ventes?
Går den i væsentlig
grad ud over den nuværende
datawarehouse-anvendelse
og imod langt større mængder
RJÁHUHDQYHQGHOVHUDIUHDO-
tidsdata.
Hvilke standarder på sektor-og
teknologier bør følges og
implementeres?
Hvad er forventninger og krav
til multi-kanal adgang fra kun-deside?
Hvad er muligheder, krav og
behov for at kunne trække
kunderne tættere på og lade
dem indgå i et sam-produkti-onsforhold?
2013 - 14
På den korte bane er det især fokuset på at øge pro-duktivitet
og effektivitet der er styrende: handelsomkost-ningerne
skal holdes nede ligesom en stigning i mæng-den
af internationale handler lægger et pres.
En stigende mængde regulative tiltag rammer sektoren.
Denne ”regulative tsunami” vidner både om at hastighe-den
hvormed tiltag besluttes og forventes implementeret
er steget og at reguleringen sker med en højere detalje-ringsgrad,
end man hidtil har set det.
Kundesiden har med rygvind i en øget beskyttelse af
investor/forbrugere en forventning og krav om øget tran-parens,
gennemskuelighed og sammenlignlighed af pro-dukter
og services.
Kunderne møder bankerne med forventning om øget
”Value-for-money” - dvs. værdiskabelsen skal være umid-delbar
og synlig - og der er især en stigende forventning
RPµDOZDVRQDOZDVDFFHVVµYLDÁHUHNDQDOHUZHE
mobil, system-integration)
2014 - 16
Der vil være et fortsat pres for at afdække og synliggøre
risici - forbruger og investor-beskyttelsen står højt på
dagsordenen.
Bedre understøttelse af sam-produktion mellem bank
og kunde vil blive afsøgt samtidig med at aftageren
efterspørger convienience (individuel tilrettelæggelse
og tilpasning) og udviser i stigende grad en shopping-adfærd,
hvor man bruger den øgede gennemskuelighed
og transparens i markedet til at vælge mellem udbydere
af services.
Der er forventninger om en øget sourcing af andre bank-produkter
ind i sin egen portefølje.
Internationalisering forventes at fylde stadig mere. Både i
form af at andelen af handel med udenlandske papirer og
handler, færre nationale barrierer (fx lukkedage etc.) samt
mere international orienteret regulering og regelstyringen
på området.
2016 -
Mere central infrastruktur
Høj grad af automatisering og STP
Langt mere internationalt scope
17
16
2013 2014 2016
KORT SIGT MELLEM SIGT VISION
TRENDS DRIVERE
MARKETS BACKOFFICE
KOMPONENTER FORRETNINGSBEHOV REGULERING
RAMMER VILKÅR
NU
Roadmappet til højre er det kon-soliderede
baseline-roadmap
IRU0DUNHWV%DFNRIÀFH5RDG-
mappets enkelte lag er illustre-ret
og behandlet yderligere i det
HIWHUI¡OJHQGH
I denne oversigt er kun de
elementer fra hvert lag, der af
arbejdsgruppen er blevet vurde-ret
til at have størst indvirkning
WDJHWPHG6nOHGHVHUNXQGHQ
mest akutte og kraftigst indvir-kende
regulering vist ligesom
de mest presserende forret-ningsmæssige
behov er angivet
KHU
Flere regulatoriske tiltag, hurtigere implementering | Regulering sker med øget detaljeringsgrad og fokus | Mindst 90 internationale regulative tiltag, ca. 60 med virkning for Europa
Øget fokus på beskyttelse af investor / forbruger | Øget transparens og gennemskuelighed
Øgede krav til effektivitet og produktivitet | Krav til automatisering
Digital parathed på kundeside | ”Shopper” og vil have synlig Value for money
[Nøgletal: omsætning og handler] [Nøgletal: omsætning og handler]
Internationale infrastrukturer (Fx CSD)
6WDQGDUGHURJVWDQGDUGLVHULQJ%HVNUHGHUVQLWÁDGHUUDSSRUWHULQJ

Target2 Securities (T2S)
Rådgiverens arbejdsplads: Enklere og hurtigere betjening | Flere informationer til rådighed
Rådgivning og regulering: Sikre at lovkrav og regulering bliver overholdt | Lette rådgiverens arbejde
Sourcing: Håndtere mindre Bankers BO aktiviteter | White labelling | Kortere time-to-market
(QJURVNXQGHU%HGUHNXQGHUnGJLYQLQJ_2SWLPHULQJDIÁRZ
6HOYEHWMHQLQJ‘JHPXOLJKHGHUIRUVHOYEHWMHQLQJ_$GJDQJWLOKDQGHOYLDÁHUHPHGLHUNDQDOHU
Internationale kunder: Forbedret systemunderstøttelse af internationale kunder
Basel II.5 (Stressed VaR og IRC) Primo 2012, Ikrafttræden
MIFID MIFID II /MIFIR Forventes vedtaget primo 2013 Primo 2014, Forventet ikrafttræden Primo 2015, MiFID II
[AS-IS eller status billede på system- / komponent-portefølje - her udeladt] [Program- og projektsatte aktiviteter og initiativer - udfyldes igennem funderingsfase]
9
Mest presserende Mindst presserende
= Enabler (en enabler er en
forudsætning for eller gør noget
muligt)
= Driver (en driver er en faktor,
der vil stille krav om forandring)
Størrelse angiver indvirkning - jo
større jo større indvirkning
Øget fokus på
forbrugerbeskyt-telse
Øget gennem-skuelighed
og
transparens
Øget fokus på
og anvendelse
af CCP (Centrale
Clearing Points)
Hurtigere im-plementering
af regulatoriske
indgreb og tiltag
T2S -
Target2-
Securities
Fælles EU-kapital
market
med US som
forbillede
Øget liberali-sering
Ønske om at
nedbringe risiko
på derivater
mister ind-
ÁGHOVHI[WYLYO
RP93·VIUHPWL-
dige status
Øgede krav til
effektivitet
Pres på enheds-omkostninger
Øgede krav til
produktivitet
Sourcing af
andre bank-produkter
Øget segmente-ring
af marked /
fokusering
Konsolidering
- især færre
depot-banker Prisbevidsthed:
gennemskuelig-hed
og sammen-lignlighed
Krav om ”va-lue-
for-money”
Internationalisering
Nedbrydning af natio-nale
barrierer
tilpasning og individuali-sering
Den kritiske forbruger
(har fået en stemme
RJSROLWLVNLQGÁGHOVH

Flere private inve-storer
/ slutbruger-handler
”Digital pa-rathed”
på
kundeside
Sam-produk-tion
(kunden
som medska-ber
og produ-cent)
Always-on (krav om
mobilitet og tilgæn-gelighed)
- Multikanal
adgang
(bl.a. Clea-ring
systemer)
og
ZRUNÁRZV
Krav om højere
grad af gen-brug
(systemer,
data, etc.) Kortere og kortere le-vetid
af løsninger / høj
afskrivningshastighed
Sourcing af 3.
partsprodukter og
3. parts platforme
Web- / internet-teknologier
domi-nerende
Standardi-sering
(bl.a.
Beskeder,
VQLWÁDGHUUDS-
portering)
Regulering generelt -
også fælles regler for
rådgivning og fælles
organisering (MIFID)
Krav om øget
tranparens
Øget investor
og forbruger-beskyttelse
Krav om doku-mentation
af
best execution
og compliance
National
lovgivning
nærmer sig
og tilpasser
sig EU-regu-lering
Standardise-ring
(sektor-niveau,
nationalt,
internationalt)
Krav til solvens

-Align perspectives
-Program definition
-Team-building
-Common workbench
-Building up “social
capital” and personal
trust
Organisation
Process
Method
Tools
-More team-building
than actual
roadmapping
-A platform for
conflicts

Hold Me Tight
Organisation
Process
Method
Tools
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GHUKDUIRUO¡EHWRYHUMDQXDURJIHEUXDUPnQHG

(QDUEHMGVJUXSSH
EHVWnHQGHDIUHSU VHQWDQWHUIRU%DQN'DWDRJSHQJHLQVWLWXWWHUQHKDULJHQ
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3URFHVVHQKDULJHQQHPLWHUDWLRQHUDUEHMGHWPHGVDPPHQK QJHQGH
WHPDHU
-Focus on
roles rather than
organizational
position
-Iterative process:
kick-off, sprint,
retrospective…
-Keep progress
-Direct focus
-Single and double
learning loops
-Support
implementation
0HWRGH
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GHUHUODQFHUHWRJPRGQHWSnDPEULGJH8QLYHUVLWHWRJVRPHUEOHYHW
WLOSDVVHWGHQQH%DQN'DWDDQYHQGHOVH
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-Keep progress
-Direct focus
-Single and double
learning loops
-Support
implementation
Organisation
Process
Method
Tools
-Focus on
roles rather than
organizational
position
-Iterative process:
kick-off, sprint,
retrospective…
Strategy
Portfolio
Roadmap
Release
Sprint
Executive
Product manager
Developer
Daily
Multiple years
!!
Years
!!
Many months
!!
2-9 months
!!
2 weeks

Everybody’s Got Something to
Hide Except Me and My Monkey
Organisation
Process
Method
Tools
-Canvassing is an
effective method
-High visibility,
high level of
interaction
-Have attention
on designs that
exclude or
highlight certain
information
-Increase speed
-Support workshop
work-style
-Lower barriers for
creation
-Speed up data
collection,
balancing and
validation
-Fail fast” agile
principle

-Increase speed
-Support workshop
work-style
-Lower barriers for
creation
-Speed up data
collection,
balancing and
validation
-Fail fast” agile
principle
Organisation
Process
Method
Tools
-Canvassing is an
effective method
-High visibility,
high level of
interaction
-Have attention
on designs that
exclude or
highlight certain
information
Visuel indvirkning
Hvor attraktiv er visualiseringen
eller roadmappet?
Klarhed
Kræver det en lille
arbejdsindsats at forstå
roadmappet?
som færdigt 5: opfattes
som poleret
Opfattet færdighedsgrad
Fremstår visualiseringen
færdig eller er det åben for
forandring og videre
bearbejdning?
3: helt klart
5: klar på et øjeblik
4: meget klart
1: opfattes som
”er i gang” 2: opfattes som
overfladisk 3: opfattes som
foranderlig 4: opfattes
5: på den ene,
vigtigste punkt
Dirigeret fokus
4: på få
punkter
Styrer visualiseringen /
2: svær
umiddelbart at
forstå,
3: på flere
punkter
roadmappet fokus hen på særlige
områder eller elementer?
2: meget begrænset
3: nogen grad
5: meget omfattende
4: omfattende
2: vanskeligt muligt
5: ”Gennem-brudsindsigt”
3: det er
muligt
Giver ny indsigt
Bidrager roadmappet
med ny indsigt / ny
viden / nye
sammenhænge?
Kanvas)9l)vurdering)af)dimensioner)af)visualisering
Dato:__________________________
Opgave:________________________
Understøtter gruppe-interaktion
Kan visualiseringen /roadmappet
bidrage til at strukturere
interaktionen og diskussionen i en
gruppe?
Modificérbarhed
Kan visualiseringen /
roadmappet umiddelbart
modificeres til at tage
imod input?
1: ingen,
5: ligner et
kunstnerisk
værk
4: karakteristisk
3: middel
2: basale
virkemidler
1: Generisk /
lav kvalitet
1: forvirrende
1: ingen
2: på mange
elementer (spredt
fokus)
1: ingen
1: Er ikke
2: nogle få
”indsigter”
3: flere
”indsigter”
4: mange
indlysende
”indsigter”
4: let
5: nemt og
hurtigt
!!
Tilvirket)e*er:)Sabrina)Bresciani,)Alan)Blackwell)og)Mar9n)Eppler:)”Choosing)visualisa9ons)for)collabora9ve)work)and)mee9ngs:)A)guide)to)usability)dimensions”,)februar)2008

Technology Intelligence The analysis Technology Roadmapping The communication
Roadmapping kanvas for________________________________
Emne:_________________________________________________
Dato:__________________________________________________
Kanvas version 0.1
Needs / Demands Criterias
Selection and prioritizing of data and
infomation:
• Value
• Kontekst
• Availability
Collection
Hypothesis Time horizon Target audiences
Abstractions / Layers
Business demands
Drivers
What do we need to answer /
enlighten / illustrate?
What do we assess there are a need
for?
What do we assess that can be done /
feasible?
Sources / Data Output / Products
Demands for timing
• Intervals
• Rhythm
• Foresight horizon
Collection of necessary knowledge and
data.
Trawl / Scan / Mine / Target
• Infrastructure(s)
• Process (es)
• Method(s)
Persons
Data-sources (Databases, articles,
libraries, etc.)
Searches
Form and content
• Roadmaps / sub-roadmaps
• Visualizations
• Presentations
• Reports
• Analyses
Who are they?
What questions will they have?
• Internal / external
• Information need
• Expected form
How extensive should the roadmap
be?
• Trends
• Society
• Concepts
• Products
• Technologies
hypothesis

Visuel indvirkning
Hvor attraktiv er visualiseringen
eller roadmappet?
Klarhed
Kræver det en lille
arbejdsindsats at forstå
roadmappet?
Opfattet færdighedsgrad
Fremstår visualiseringen
færdig eller er det åben for
forandring og videre
bearbejdning?
5: klar på et øjeblik
Dirigeret fokus
Styrer visualiseringen /
roadmappet fokus hen på særlige
områder eller elementer?
2: meget begrænset
5: meget omfattende
Giver ny indsigt
Bidrager roadmappet
med ny indsigt / ny
viden / nye
sammenhænge?
Understøtter gruppe-interaktion
Kan visualiseringen /roadmappet
bidrage til at strukturere
interaktionen og diskussionen i en
Modificérbarhed
Kan visualiseringen /
roadmappet umiddelbart
modificeres til at tage
imod input?
gruppe?
1: ingen,
3: nogen grad
4: omfattende
5: ligner et
kunstnerisk
værk
4: karakteristisk
3: middel
2: basale
virkemidler
1: Generisk /
lav kvalitet
1: forvirrende
2: svær
umiddelbart at
forstå,
3: helt klart
4: meget klart
1: opfattes som
”er i gang” 2: opfattes som
overfladisk 3: opfattes som
foranderlig 4: opfattes
som færdigt 5: opfattes
som poleret
1: ingen
2: på mange
elementer (spredt
fokus)
3: på flere
punkter
4: på få
punkter
5: på den ene,
vigtigste punkt
1: ingen
2: nogle få
”indsigter”
3: flere
”indsigter”
4: mange
indlysende
”indsigter”
5: ”Gennem-brudsindsigt”
1: Er ikke
2: vanskeligt muligt
3: det er
muligt
4: let
5: nemt og
hurtigt
!!
Tilvirket)e*er:)Sabrina)Bresciani,)Alan)Blackwell)og)Mar9n)Eppler:)”Choosing)visualisa9ons)for)collabora9ve)work)and)mee9ngs:)A)guide)to)usability)dimensions”,)februar)2008
Kanvas)9l)vurdering)af)dimensioner)af)visualisering
Dato:__________________________
Opgave:________________________

I Don’t Want to Spoil the Party
Organisation
Process
Method
Tools
-Digital tools
needs facilitation
- and lots of it!
-Carefully assess
each tool - and
have a plan B
ready
-The Post-it or The
Pixel - should I?
-Analog to digital -
when?

-The Post-it or The
Pixel - should I?
-Analog to digital -
when?
Organisation
Process
Method
Tools
-Digital tools
needs facilitation
- and lots of it!
-Carefully assess
each tool - and
have a plan B
ready

Octopus’s Garden
Regardless of what we discover, we
must understand and truly believe
that everyone did the best job they
could, given what they knew at the
time, their skills and abilities, the
resources available, and the situation
at hand.
Organisation
Process
Method
Tools
-Make some clear
working
agreements up
front
-Have ground rules
-Conflicts are not
to be avoided -
but choose which
are needed
-Facilitation skills are
of key importance
to successful
roadmapping
-Both ”hard” and
”soft” facilitation
”Retrospective Prime Directive”, Norman Kerth

-Facilitation skills are
of key importance
to successful
roadmapping
-Both ”hard” and
”soft” facilitation
Organisation
Process
Method
Tools
-Make some clear
working
agreements up
front
-Have ground rules
-Conflicts are not
to be avoided -
but choose which
are needed

A Hard Day’s Night
Organisation
Process
Method
Tools
-Align
expectations to
outcome
-Make working
agreements -
and repeat them
-Trust building -
no matter what
happens
-Expensive but
hard to replace
-Workshop as
collaboration
backbone
-High gain - and
high risk
-Facilitation as core
competence

-Workshop as
collaboration
backbone
-High gain - and
high risk
-Facilitation as core
competence
Organisation
Process
Method
Tools
-Align
expectations to
outcome
-Make working
agreements -
and repeat them
-Trust building -
no matter what
happens
-Expensive but
hard to replace
Gameplan:$SBSYS$2GO$
10.00$ 11.00$ 12.00$ 13.00$ 14.00$
Skabe$data$
Produkt:)
Udfyldte$kanvas$
Opsamling)på)workshop(spor)
• Validering$
• Prioritering$
• Vægtning$
Produkt:)
Ini@al$
prioritering$og$
temaoversigt$
Saml$indsigt$og$overblik$
Velkomst$
• Udgangspunkt$
• Vidensniveau$
Produkt:)
Evt.$postit’s$@l$
kanvas$
Workshop(spor)
Temaer)
• Udfoldelse$af$de$6$temaer$
• Præsenta@on$ved$Lakeside$
• Diskussion$
• Vurdering$af$temaer$og$temapunkter$
Oplæg$
• Trends$og$muligheder$
inden$for$mobile$
applika@oner$og$løsninger$
(Lakeside)$
Opsamling$
• Afrunding$
• What’s$next…$

Lucy in the Sky with Diamonds
Organisation
Process
Method
Tools
-Adoption of
tools low
-Concerns about
privacy (cloud-based)
-The (lack of)
internal learning
capability
-Screencasts
worked!
-A common, omnibus
tool
-Work visually
-Reach into the
dynamics of realtime
collaboration
-Easy sharing and
distribution
-Ease the
maintainability

Organisation
Process
Method
Tools

Helter Skelter
Organisation
Process
Method
Tools
-Affordable
-Highly effective
-Increases
identification of
own context
-Aligning strategic
perspectives
-Reuse existing
materiale and
intelligence
-Protoype (early
iterations on
roadmap design)

Got to Get You into My Life
BEFORE WALK IN THE PARK THE WALK IN THE PARK AFTER WALK IN THE PARK
RECRUITMENT HUMAN FACTORS
INFORMATION / COMMUNICATION /
TRAINING AND EDUCATION
MOUTH-TO-EAR / PAST EXPERIENCES
Organisation
Process
Method
Tools
-Identify ‘mother-process’
(if
possible)
-Facilitate the
absorptive capacity
-Define rythm,
ressources, toolset
-Support transition
from execution to
implementation
(and maintenance)
-Internal learning
-Secure ownership
ROAD TO BE TRAVELLED... FOLLOW-UP, DOCUMENTATION AND
TEAM-RELATIONS
INFORMATION / COMMUNICATION / TRAIN-ING
AND EDUCATION
Tell the stories, build new skills
MOUTH-TO-EAR
Build ambassadors
Provide services to other teams - e.g. through The Agile
Network
BASE LEVEL
OPERATIONAL
EXCELLENCE
BUSINESS VALUE
FUTURE ORIENTATION
CUSTOMER
ORIENTATION
SCRUM AS A WALK IN THE PARK
KNOWLEDGE AND EXPERIENCES?
EXPECTATIONS
How will this change our way of work: internal working
agreements?
How will this change our relations and working agreements
with other Nordea departments or external stakeholders?
Will we be able?
LEARNING, INSPECTION AND ADAPTION
How are we doing?
Are we getting somewhere?
Do we have the right focus?
Do we deliver better value and better quality?
Do we progress in a sustainable manner?
EXPERIENCES, INVOLVEMENT ETC.
What are the key learning points?
Where can we improve?
(YLVYNVHSZMSÄSSLKVYKV^LULLKUL^VYHKQZ[LKNVHSZ
Identify pilots
Build up the “social capital” - relations, trust and
comfort with change
Make stakeholder-analysis and negotiations
Information under own
control and governance
Information outside
own control
Internal Nordea forums (e.g. The Agile Network)
Internal and external coaches
Skill-building
$JLOHSURMHFWVDIDUL´0HHWWKH1H7/·HUVµ

Other related initiatives (LEAN etc.)
Nordea Leadership Values - Nordea team
Rumours and hear-say
Past experiences in- or outside Nordea
The elephant rider:
Represents “The planning” and strategic thinking. The
rider loves processes and methods and do investments
to harvest later
How do we meet the base line
requirements for an agile setup?
‹ Work on expectations: Fail
safe, set-backs, fail and
learn
‹ Work on identity, roles and
the team
‹ Inspect and adapt
How do you and your team
keep on track and continue to
improve?
‹ Strive for transparency and
visibility
‹ 0UJYLHZLÅL_PIPSP[`
What is – truly – delivering busi-ness
value?
‹ Work on your “technical
debt”
‹ Work on your “time-to-market”
/ lead-time
‹ Reduce the “cost”
What are the goals for your team
the next week/month/year?
‹ Build skills
‹ Adopt and adapt your agile
practices
‹ Plan for sustainability
How do we build the right
features that deliver the most
value?
‹ Focus on delivering in-creased
value-to-market
‹ Increase your
quality-to-market
The road or path:
Represents the infrastructure, the framing and necessary
environment for change (training, skills, tools, methods etc.)
The elephant:
Represents motivation and desire but also fear. The
elephant is the “doing” and moves things
Do we have a plan?
Are our key stakeholders informed
or is it a stealth operation?
Do we believe in it and are we
comfortable with it?
Do we all want this to happen?
Do we have the skills?
The tools, method, roles?
What are our critical path
or steps? Are the team
in place? Are they taking
responsibility?
The team as a critical
resource: Is the team-work
working?! Do we share
the ambition to continually
improve through “inspect
and adapt”? Can we show/
see our progress through
e.g. Burndown charts?
Is our test-suite up and
running? Do we have the
necessary practices (e.g.
Stand-up, retrospective) and
tools (e.g. Sonar, Scrum-/
Do we understand the business Kanban-boards)
domain properly?
Is a productowner – or the like –
in place and accessible?
Can we build trust and
relationships with the business
domain?
Are we investing here?
Can we measure and show
business satisfaction and our
productivity? (Velocity, leadtime,
test defects…)
Is our involvement and com-munication
optimal?
How do we record and prior-itize
costumer demands and
needs? (Productowner)
Get close to the business
domain – build trust and
relations.
Build a “safe” environment for
feature description, etc.
Get storypoints or other
metrics etablished for planning
and estimation
Build a skills roadmap.
+LÄULYVSLZHUKKPZ[YPI[PVU
of roles (PO, SM etc.). Work
out product-roadmaps with
the business domain
Keep up air speed! Don’t
loose momentum but keep
the motivation to continuous
improvement. Remember
to show how far you have
come already.
Sharpen skills and build up
new ones. Let teams build
external networks

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