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Fabio Armani & Raffaello Torraco
IMPACT
MAPPING
LEGO Game
based on the work of Gojko Adzic
Fabio Armani
CEO of OpenWare
Lean Agile Coach &
Consultant
Organizational Change Agent
@fabioarmani
www.open-ware.org
About Us
Raffaello Torraco
Lean Agile Coach
Licensed NLP Coach
@raffaellotorraco
www.agile-nlp.com
About Us
• Introduction
• Setting the Initial Plan
• Comparing plans
• Brainstorm behavior
changes
• Creating an Impact Map
• Conclusions
Agenda
• Introduction
• Setting the Initial Plan
• Comparing plans
• Brainstorm behavior
changes
• Creating an Impact Map
• Conclusions
Agenda
Why should you care?
Impact mapping is a strategic planning technique.
- It helps teams to align their activities with overall
business objectives and make better roadmap
decisions.
- It helps teams to adapt plans effectively and react to
change, while still providing a good road map for
delivery teams and a big-picture view for business
sponsors.
- It provides focus for delivery by putting deliverables
in the context of impacts they are supposed to
achieve.
- It enhances collaboration by creating a shared big-
picture view for technical and business people.
• Introduction
• Setting the Initial Plan
• Comparing plans
• Brainstorm behavior
changes
• Creating an Impact Map
• Conclusions
Agenda
We're ConcertsOnline: we run a Web Site for music lovers,
earn money from selling tickets to concerts and google ads
Setting the Initial Plan
ConcertsOnline
Setting the Initial Plan
Target:
20M users all over Europe
60% users are 15-25 years
30% users are 25-35
Profit:
75% Ticket sales
15% (google) advertising
10% Merchandise
Actually the service supports only Web Browser from PC,
build your plan (4-5 iterations) in order to have an
iPhone App
Most popular pages:
50% Artist Pages
30% Location Pages
20% Forums
• Introduction
• Setting the Initial Plan
• Comparing plans
• Brainstorm behavior
changes
• Creating an Impact Map
• Conclusions
Agenda
Comparing plans and behaviors
Why are your features the best?
Write the key features on the Post-its and
put them all around your LEGO solution.
• Introduction
• Setting the Initial Plan
• Comparing plans
• Brainstorm behavior
changes
• Creating an Impact Map
• Conclusions
Agenda
Identify you Actors
Impact Card
• Introduction
• Setting the Initial Plan
• Comparing plans
• Brainstorm behavior
changes
• Creating an Impact Map
• Conclusions
Agenda
Why should you care?
WHAT IS AN IMPACT MAP?
An impact map is a visualisation of scope and underlying assumptions, created
collaboratively by senior technical and business people. It is a mind-map grown
during a discussion facilitated by answering the following four questions:
why
who
how
what
WHY
GOAL
The centre of an impact map answers the most
important question: Why are we doing this? This is the
goal we are trying to achieve.
GOAL
The centre of an impact map answers the most
important question: Why are we doing this? This is the
goal we are trying to achieve.
WHO
ACTORS
The first level of an impact map provides answers to the
following questions: Whose behavior do we want to
impact? Who can produce the desired effect? Who can
obstruct it? Who are the consumers or users of our
product? Who will be impacted by it? These are the
actors who can influence the outcome.
HOW
IMPACTS
The second level of an impact map sets the actors in
the perspective of our business goal. It answers the
following questions: How should our actors' behavior
change? How can they help us to achieve the goal?
How can they obstruct or prevent us from succeeding?
These are the impacts that we're trying to create.
WHAT
DELIVERABLES
Once we have the first three questions answered, we
can talk about scope. The third level of an impact map
answers the following question: What can we do, as an
organization or a delivery team, to support the required
impacts? These are the deliverables, software features
and organizational activities.
Modify your LEGO representations
accordingly and introduce
the new solution
using the Impact Mapping
We're getting a lot of
customers from mobile phone
browsers, and they aren't staying long.
We want to offer at least basic
functionality to them to show more ads.
• Introduction
• Setting the Initial Plan
• Comparing plans
• Brainstorm behavior
changes
• Creating an Impact Map
• Conclusions
Agenda
ISSUES
Project plans and requirements documents are often shopping lists
of features, without any context why such things are important.
Without a clear mapping of deliverables to business objectives, and
a justification of that mapping through impacts that need to be
supported, it is incredibly difficult to argue why certain items should
or shouldn’t be invested in.
In larger organizations with many project stakeholders or product
sponsors, this leads to huge scope-creep as everyone’s pet features
and ideas are bundled in.
IMPACT MAP
An impact map puts all the deliverables in the context of the impacts
that they are supposed to support. This allows us to compare
deliverables and avoid over-investing in less important areas of a system.
It also helps to throw out deliverables that do not really contribute to any
impact that is critical for a particular goal.
Finally, by connecting deliverables to impacts and goals, an impact map
shows the chain of reasoning that led to a feature suggestion.
This allows us to scrutinize those decisions better and re-evaluate them
as new information becomes available through delivery.
BusinessGoal
TestandCode Capabilities
andFeatures
Strategic
Visual
Collaborative
Strategic
courtesy of: Christian Hassa
http://www.wallpaperpimper.com/wallpaper/Military/F_16_Fighting_Falcon/F-16-Fighting-Falcon-20-9XTZMAN20G-1280x1024.jpg
http://2.bp.blogspot.com/-mJ8gPBlBRjY/TcYv9xOuWlI/AAAAAAAAKvY/0JniIDxlBjY/s1600/how-to-get-your-boss-off-your-back.jpg
Who set the scope?
BusinessGoal
TestandCode
Capabilities
andFeatures
Collaborative
Visual
Strategic
BusinessGoal
TestandCode Capabilities
andFeatures
Visual
courtesy of: Christian Hassa
Collaborative
Visual
Strategic
Capabilities
andFeatures
TestandCode
BusinessGoal
Collaborative
courtesy of: Christian Hassa
Collaborative Maps
3 Roles
Strategic Planning
Strategic goals for new deliverables
Senior decision- makers and senior technical people
Define Quality
Agreements on purpose of deliverables
Agreements on metrics for changes
Roadmap
Management
Agreements to achieve a business goal
Frequent iterative releases to measure progress
Agreements on metrics for central business goal
Your Success
Our job is NOT

to develop software,

our job is to change the world.
- Jeff Patton
Agile Product Ownership
Why?
Outcome
Specification
How?
Earlier Later
Impact MappingGoals
Impacts
Deliverables
Story MappingUser Activities
Epics
Specification-by-Example
Acceptance
Criteria
Examples
Code
User Stories
courtesy of: Christian Hassa
Thanks
@raffaellotorraco
www.agile-nlp.com
r.torraco@gmail.com
@fabioarmani
www.open-ware.org
armani.fabio@gmail.com

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