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Tis better to be effective than efficient
'Tis better to be effective than efficient, emphasizing the need for businesses to focus on meaningful outcomes rather than just efficient processes. The document outlines strategies for building shared understanding, establishing decision-making guardrails, and measuring success based on outcomes, with specific examples of objectives related to membership engagement. It stresses that the ultimate goal should be to encourage contributor participation and effective association engagement.
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Tis better to be effective than efficient
- 1. ‘Tis Better tobe Effective Than Efficient Kent J. McDonald @beyondreqs www.kbp.media/effective-over-efficient
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- 3. IT has spent30 years teaching our business partners how to be bad customers. We need to fix this. - Jeffrey Davidson
- 4. There is nothing quiteso useless as doing with great efficiency something that should not be done at all. - Peter Drucker
- 5. How to beEffective Build Shared Understanding Provide Guardrails for Decision Making Measure based on Outcome, not Output
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- 7. Problem Statement THE PROBLEM OF AFFECTSTHE IMPACT OF WHICH IS A SUCCESSFUL SOLUTION WOULD
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- 9. Decision Filters WILL THIS ENCOURAGE PRACTITIONERSTO ENGAGE WITH ASSOCIATION?
- 10. Measure based on Outcome,not Output
- 11. Goals & Objectives AttributeDescription Example Name Unique name for objective New and renewed memberships/month Units What to measure Individual Members Method How to measure Sum of new memberships and renewed memberships within the month Target Success level you’re aiming to achieve 300 members/month Constraints Failure level you’re aiming to avoid 200 members/month Baseline Current performance level 250 members/month Attributes for Objectives Goal: Encourage practitioners to engage with association
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- 13. Parking Lot DiagramKey Epic Name User Stories Done/In Epic Planned Release Epic Status Not Started Work In Process Done At Risk Note: Epic can be done even if all stories aren’t done if outcome is satisfied
- 14. If you remembernothing else… Provide guardrails for decision making 14 Measure based on outcome, not output Build shared understanding
- 15. Photo Credits Slide Photo BuildShared Understanding https://unsplash.com/@providence Guardrails for Distributed Decision Making https://unsplash.com/@leliejens Measure based on Outcome, not Output https://unsplash.com/@camadams If you remember nothing else https://unsplash.com/@dnmgns Photo Credits https://unsplash.com/@chancema
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Editor's Notes
- #2 Better. Faster. Cheaper. Many IT organizations are constantly seeking the "best" practices that will deliver those characteristics, and the fact that they continue to search indicates they haven’t found them yet. It could be they are looking in the wrong place. Most efforts around achieving better, faster, cheaper center around becoming ultra efficient. Effectiveness may just be the better target. Join Kent McDonald to explore the difference between efficiency and effectiveness and learn three simple, yet powerful, techniques that he has found can help teams be more effective. You’ll learn how to: Build a shared understanding of the problem you are trying to solve Establish clear guard rails for distributed decision making Measure progress based on outcome, not output Along the way he’ll share stories about how he has used these techniques and help you figure out when these techniques may work in your situation. You may be able to get faster and cheaper with efficiency, but in order to get better outcomes, you need to be effective. Come to this session to learn how.
- #7 Photo Credit: https://unsplash.com/@providence
- #8 The problem of – Describe the problem Affects – Who are the stakeholders affected by the problem The impact of which is – What is the impact of the problem A successful solution would – Critical benefits or key capabilities that the solution however implemented must have to be successful
- #9 Photo credit: https://unsplash.com/@leliejens
- #10 What Simple questions used to guide decision making. Quick way to communicate goals to everyone involved When Ensure strategic alignment Align key product features Align key project objectives Align release goals Align Iteration goals Determine design approach
- #11 Photo Credit: https://unsplash.com/@camadams
- #12 Vision statement that these goals were pulled from: We want to create a compelling website that facilitates the growth of the global agile community by: Providing practical resources that are easy to find, understand & share Facilitating community members to meet virtually or face-to-face Encouraging practitioners to engage with the Agile Alliance & others. Context: Membership website Goal: Providing practical resources that are easy to find, understand & share Improvement in user’s ability to search Goal: Encouraging practitioners to engage with association & others New newsletter subscriptions/month New/renewed memberships/month
- #13 References: http://leadinganswers.typepad.com/leading_answers/2007/02/summarizing_pro.html http://leadinganswers.typepad.com/leading_answers/2009/12/parking-lot-diagrams-revisited-using-area-to-show-effort.html Can use the story map to also demonstrate how progress could be tracked using it. Typically want to use when you have several Epics in different parts of the solution that you want to track when they are ready. Provides context around which items are finished and puts things in perspective with a closer relationship to outcome (not entirely) If you color code epics based on subjective judgment of whether it is ready does get you closer to outcome.
- #14 Coloring of Epic can also be done as a relation to when the Epic was to be done (ie Release Date) The progress bar can be based on # of stories, Story Points or % complete, although percent complete drives some bad behavior. If this is what you are using, I use 0% not Started 50% in progress 100% complete.
- #15 Photo Credit: https://unsplash.com/@dnmgns