Weitere ähnliche Inhalte Ähnlich wie Estimate Value to Deliver Value: Effectively Estimate the Value of Requirements with the Experience Canvas (20) Mehr von Dave Sharrock (19) Kürzlich hochgeladen (20) Estimate Value to Deliver Value: Effectively Estimate the Value of Requirements with the Experience Canvas1. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
Estimating Value to Deliver Value
EFFECTIVELY ESTIMATE THE VALUE OF REQUIREMENTS
WITH AN EXPERIENCE CANVAS
2. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2014
The Sky is Falling! The Sky is Falling!
Applying the Scientific Method to
Software Development
Incorporating Learning into Product
Development
A Last Note on Shorter Feedback
Loops
3. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
“No matter how good the team or how
efficient the methodology, if we’re not
solving the right problem, the project fails.”
Woody Williams
4. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
http://www.archives.gov.on.ca/english/on-line-exhibits/d-day/big/big_03_airline_assembly.aspx
Archives of Ontario, Reference Code: C 190-5-0-0-21
Assembly Line Manufacturing
has a high cost of change
5. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
• In software development,
(presumed) high cost of
change leads to long delivery
cycles
• Any and every idea has to be
captured in the first version of a
requirements specification
• This creates waste - bloated
documents, unwanted features
and entitlement thinking
Inclusive thinking
Feature usage in
enterprise software
Never
Rarely
Sometimes
Often
Always
Standish Group - CHAOS Report, 1995, 2002
6. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
Cost of
Change
Detail of
Requirements
Hypothesized
Requirements
Capture all
possible needs
7. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
Software Development has
commoditized cost of change
Continuous
Delivery
Ruby on Rails
Coffeescript
jquery
Object-oriented
languages
DevOps
Automated
Tests
8. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
Cost of
Change
Detail of
Requirements
Evolving
Requirements
Hypothesized
Requirements
Emerging needs
as development
progresses
Capture all
possible needs
9. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
Usability Testing - c.2000
10. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
Usability Testing - today
http://welovelean.wordpress.com/2012/01/29/15-essential-tools-every-lean-startup-cant-li/
11. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
• If change is cheap,
requirements can change
continuously
• We can evolve our thinking as
we learn more about the product
we are building
• Maximizing Return-on-
Investment requires validating
new features early, before the
total investment cost has been
spent
Changing paradigms
12. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
Cost of
Change
Detail of
Requirements
Validated
Requirements
Evolving
Requirements
Hypothesized
Requirements
Lean Startup
experiments
Emerging needs
as development
progresses
Capture all
possible needs
13. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2014
The Sky is Falling! The Sky is Falling!
Applying the Scientific Method to
Software Development
Incorporating Learning into Product
Development
A Last Note on Shorter Feedback
Loops
14. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
Designed by KISSmetrics
15. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
Theory
Prediction
Experiment
Observe
Use the theory
to make a
prediction
Design an
experiment to
test the
predictionRun the
experiment
Modify or change
your theory
The Scientific Method
16. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
The Theory of General Relativity
Einstein’s Theory of
General Relativity
Light bends in a
gravitational field
Solar Eclipse of 1919
Observations validated
General Relativity
Einstein’s
prediction
(1907)
Wait for 1919 solar
eclipse to observe
whether or not light
bends around the sun
Arthur Eddington
observed that Light did
bend around the sun
Gradual acceptance of
General Relativity over
Newtonian Mechanics
http://thethoughtstash.wordpress.com/2011/01/03/how-eddington-demonstrated-that-einstein-was-right/
17. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
User Model
Prediction
Experiment
Validate
Use the model
to make a
prediction
Design an
experiment to
test the
predictionRun the
experiment
Modify or change
your user model
Applied to an Online Experience
18. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2014
The Sky is Falling! The Sky is Falling!
Applying the Scientific Method to
Software Development
Incorporating Learning into Product
Development
A Last Note on Shorter Feedback
Loops
19. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
Vision Planning
Roadmap Planning
Release Planning
Release PlanningItera3on
Planning
Daily
Planning
Five Levels of Planning
Annually Define a vision
Bi-annually
Rank features in order of
delivery
Quarterly
Plan stories to be delivered
during next release cycle
Bi-weekly
Sprint planning, focussing on
delivery of sprint goal
Daily
Focus on daily planning of
team activities
Vision Planning
Roadmap Planning
5 Levels of Agile Planning: From Enterprise Product Vision to Team Stand-up, Hubert Smits (2006)
20. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
Vision Planning
Roadmap Planning
Release Planning
Release PlanningItera3on
Planning
Daily
Planning
Five Levels of Planning
Long-term
Define & refine behavioural
models we are testing?
Pivots happen here.
Medium-term
Validate understanding with
Lean (or Customer
Experience) Canvas
Regularly
Minimum Viable Product.
Validate ideas before fully
committing investment
Bi-weekly
Sprint planning, focussing on
delivery of sprint goal
Daily
Focus on daily planning of
team activities
Vision Planning
Roadmap Planning
5 Levels of Agile Planning: From Enterprise Product Vision to Team Stand-up, Hubert Smits (2006)
Learning
21. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
Recognize there are gaps in your
vision/business model, and look to
fill those gaps in as quickly as
possible
Known Unknowns
Map of Africa, 1824
http://culturalstudieslectures.blogspot.com/2012/01/
lecture-one-on-question-what-is.html
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“In a nutshell, the job of the product
organization is to make that vision a
reality.
So we don't work for a few weeks or even a
few months and then just declare it's not
happening and we should do a pivot.
We will typically work hard for many
months on a product vision and not even
entertain the possibility of giving up.”
Marty Cagan
http://www.infoq.com/news/2013/07/pivoting-product-development
23. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
Vision Planning
Roadmap Planning
Release Planning
Release PlanningItera3on
Planning
Daily
Planning
Five Levels of Planning
Long-term
Define & refine behavioural
models we are testing?
Pivots happen here.
Medium-term
Validate understanding with
User Story Mapping and
Lean Canvases
Regularly
Minimum Viable Product.
Validate ideas before fully
committing investment
Bi-weekly
Product Owners, Delivery
Team
Daily
Product Owners, Delivery
Team
Vision Planning
Roadmap Planning
5 Levels of Agile Planning: From Enterprise Product Vision to Team Stand-up, Hubert Smits (2006)
Learning
24. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
User Story Mapping is a
powerful tool for understanding
your product from the
perspective of the user
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Photo: Rory Mizen
Highest
Paid
Person’s
Opinion
26. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
Validated Learning
• Understand the problem a
feature will solve
• Decide how to ask if your
customer cares
• Validate before investing
complete cost
27. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2016.
1.
Problem
top 3 problems
Exis3ng
alterna3ves
4.
Solu3on
top 3 features
8. Key
metrics
e.g. AARRR
3. Unique
value
proposi3on
Clear compelling
message. Why
makes you
different?
2.
Customer
segments
Target customers
Early adopters?
9. Unfair
advantage
Not easily copied
or bought
5.
Channels
Path to customers
7. Cost Structure
Customer acquisi3on, distribu3on, people,
etc.
6. Revenue streams
Revenue model, life 3me value, revenue,
gross margin
Lean Canvas: Ash Maurya
Lean Canvas, from Ash Maurya: Running Lean. Licensed under Crea3ve Commons-Aribu3on-Share Alike 3.0
Product Market
28. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
Customer Experience Canvas™ has been created by agile42 as an extension to the Business Model Canvas of Alex Osterwald and is licensed using Creative Common 3.0 with attribution (by), non
commercial usage (nc) and share alike (sa) options. You can reuse and modify the template with the logo as often as you wish.
Customer Experience Name (title)
1. Opportunity 2. Customer Segments
What is the problem to be solved? What type of customers & users will
benefit from this solution?
How is the customer solving the
problem right now?
5. Business Readiness
What steps are required from the
business side to be able to use this
capability?
4. Benefits
What are the benefits for the
customers?
What are the benefits for internal
stakeholders?
6. Measuring Success
What metrics will be best measure the
success of the feature?
3. Possible Solution
What are the key points of a possible
solution to the presented problem?
7. Cost of Delay
Which profile better represent the cost
of delay (CoD)?
8. Costs Structure
How does the cost structure look like for such a feature? One time, ongoing
costs, contractors expenses, development costs?
9. Value to Customer and Business
What are the expected incremental revenue for selling this feature, and what are
the strategic and tactical benefit? What are the intangible values (usability,
performance, customer knowledge obtained...)
Customer Experience Canvas
29. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2016.
time
linear
delaycost
time
must do now
delaycost
time
logarithmic
delaycost
time
intangible
delaycost
Cost of Delay is the cost we incur by delaying delivery of a product, due to lost
revenue or unrealized cost savings.
Cost of Delay profiles
time
fixed date
delaycost
Kenny Rubin: Essential Scrum
30. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2016.
42 Investment Group: building a luxury resort hotel
Goals:
• Luxury
amenities &
activities
• Destination
hotel
• Repeat
customers
• Profitable in
1st year
https://www.flickr.com/photos/28685147@N04/
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Portfolio of Projects / Features
• 18 hole golf course
• Jacuzzi tubs in guest rooms
• Valet Parking
• Free internet access
• On-site tailor shop
• Child care centre
• Pet spa
• Mini golf
• Bungee jumping tower
• Full service spa
• Healing mud baths
• Swim with dolphins
• Concierge service
• Live music nightly
• Amusement park & roller
coaster
• Themed guest rooms
32. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2016.
Customer Experience Canvas™ has been created by agile42 as an extension to the Business Model Canvas of Alex Osterwald and is licensed using Creative Common 3.0 with attribution (by), non
commercial usage (nc) and share alike (sa) options. You can reuse and modify the template with the logo as often as you wish.
Customer Experience Name (title)
1. Opportunity 2. Customer Segments
What is the problem to be solved? What type of customers & users will
benefit from this solution?
How is the customer solving the
problem right now?
5. Business Readiness
What steps are required from the
business side to be able to use this
capability?
4. Benefits
What are the benefits for the
customers?
What are the benefits for internal
stakeholders?
6. Measuring Success
What metrics will be best measure the
success of the feature?
3. Possible Solution
What are the key points of a possible
solution to the presented problem?
7. Cost of Delay
Which profile better represent the cost
of delay (CoD)?
8. Costs Structure
How does the cost structure look like for such a feature? One time, ongoing
costs, contractors expenses, development costs?
9. Value to Customer and Business
What are the expected incremental revenue for selling this feature, and what are
the strategic and tactical benefit? What are the intangible values (usability,
performance, customer knowledge obtained...)
Activity 1: Build a Customer Experience Canvas
• Choose a project or two from this list at each table
• In groups of 3-4, write an Experience Canvas,
• Problem/opportunity & existing alternatives
• Customer segments
• Possible solution
• Business value
• Cost of Delay profile
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Estimate the relative value of projects in a portfolio
100 200 500 800 1200 2000 3000
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Activity 2: Business Value Game
•Play the Business Value Game with 1-2 of the groups around you
•Arrange blue cards from smallest to largest value
•Arrange canvases as shown in the sample here
•Write the business value number on each Canvas
100 200 800 1200 2000 3000
1200
1200 2000200
200
35. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2016.
ROI Calculation & Project Sequencing
Project Relative Value
Relative Effort
(cost)
Relative R.O.I. Sequence?
A 1200 3 400
B 800 3 267
C 2000 8 250
D 3000 40 75
36. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2016.
Activity 3: Determine How to Sequence Projects
• Write the Cost number on each canvas
• Calculate Relative ROI for each canvas. Write it on
each canvas
• ROI = Value / Cost
• Sequence projects based on ROI (high to low)
• Consider Cost of Delay profile: does this change
the sequence?
37. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2016.
ROI calculation & project sequencing
Project
Relative
Value
Relative
Effort (cost)
Relative
R.O.I.
CoD Sequence?
A 1200 3 400
B 800 3 267
C 2000 8 250
D 3000 40 75
38. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
Vision Planning
Roadmap Planning
Release Planning
Release PlanningItera3on
Planning
Daily
Planning
Five Levels of Planning
Long-term
Define & refine behavioural
models we are testing?
Pivots happen here.
Medium-term
Validate understanding with
User Story Mapping and
Lean Canvases
Regularly
Minimum Viable Product.
Validate ideas before fully
committing investment
Bi-weekly
Product Owners, Delivery
Team
Daily
Product Owners, Delivery
Team
Vision Planning
Roadmap Planning
5 Levels of Agile Planning: From Enterprise Product Vision to Team Stand-up, Hubert Smits (2006)
Learning
39. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
Zappos famously launched
without stock, selling shoes from
their local specialist show store
40. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
Minimum Viable Product
A Minimum Viable Product may be an entire product or a sub-set of product (such
as a feature):
• Product - The canonical MVP strategy for a web application is to create a mock
website for the product and purchase online advertising to direct traffic to the
site. The mock website may consist of a marketing landing page with a link for
more information or purchase. The link is not connected to a purchasing system,
instead clicks are recorded and measure customer interest.
• Feature - A link to a new feature in a web application might be shown in a
prominent location on the website. The feature is not implemented, rather an
apology, mock-up, or marketing page is provided. Clicks of the link are recorded
and provide an indication as to the demand for the feature in the customer base.
It is ALWAYS smaller than you think!
41. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
• In 2009, Google ran
approximately 12,000
experiments, of which about
10% led to business changes
• Linus Pauling famously said,
"The best way to have a good
idea is to have a lot of ideas."
• Focus on minimizing the
incremental cost of testing ideas
with your customers/users
How Much Effort on Validation
Feature usage in
enterprise software
Never
Rarely
Sometimes
Often
Always
Standish Group - CHAOS Report, 1995, 2002
42. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2014
One test is worth a
thousand expert
opinions.
Wernher Von Braun
43. Interaction Model Backlog Validation
Doing Doing Deployed
For <target group>
Who <has a specific need>
The <product name>
Is A <product category>
That <key benefit>
Unlike <primary competitors>
Our Product <additional
advantages>
Pathway
#1
Pathway
#2
•Visualize your User Interaction Model
and adjust it as you learn
•Come up with ideas for each pathway
•Prioritize experimental testing
•Spend time on measurement
infrastructure (a test without ability to
measure = an unvalidated feature)
Level of Detail / Close to done
•Always revisit validation tests for size •The execution board is equivalent to
the team’s task board, but at the Idea
Card level
Idea
#1.1
Execution
Validated?
Idea
#1.2
Idea
#1.3
Idea
#2.1
Idea
#2.2
To Do Observation
Idea
#2.3
Idea
#2.4
Idea
#1.4
Idea
#1.6
Idea
#1.5
http://www.agile42.com/en/blog/2013/06/17/product-owner-board/
44. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2014
The Sky is Falling! The Sky is Falling!
Applying the Scientific Method to
Software Development
Incorporating Learning into Product
Development
A Last Note on Shorter Feedback
Loops
45. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
Economists
In November 2007,
economists in the
Survey of Professional
Forecasters —
examining some 45,000
economic-data series —
foresaw less than a 1-
in-500 chance of an
economic meltdown as
severe as the one that
would begin one month
later.
46. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
In 1940, the chance of
an American being
killed by lightning was
about 1 in 400,000.
Today, it’s 1 in 11
million.
vs Weatherman
http://www.nytimes.com/2012/09/09/
magazine/the-weatherman-is-not-a-
moron.html
47. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2013
Shifting Paradigms
“I know that half of
my advertising
budget is wasted,
but I’m not sure
which half”
Lord Leverhulme
B.G.|A.G.
http://www.marketingprofs.com/charts/2009/3161/more-smbs-use-online-media-than-traditional
http://marketing.blogs.ie.edu/archives/2011/01/trends-in-online-advertising-in-2011-in-the-united-states.php
48. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2016.
Estimating Value to Deliver Value
Effectively Estimate the Value of Requirements
with a Customer Experience Canvas
Thank you
@davesharrock
dave.sharrock@agile42.com
49. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright ©2007-2014
compliance international B2B MBA English IPO
agile husbandstart-up technology
newly-minted Canadian
executive leanstartup outsourcing father
enterprise transitions
B2C data analysis kanban seismology PhD
scrum
organizational excellence
dave.sharrock@agile42.com
twitter: @davesharrock
Certified Scrum Coach (CSC)
Certified Scrum Trainer™ (CST)
Dave Sharrock
50. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2016.
agile42
The Agile Coaching Company.
agile42 is a market leader in providing agile transformation services to companies
looking to adopt a more efficient and adaptive way of working.
By continually refining our approach, agile42 has developed a unique and proven
framework for supporting organizations in realizing the benefits of a agile & lean
practices. We provide assessment, strategic consulting, training, and coaching to
get you results. Our customers regularly confirm that they achieve:
• Accelerated revenue generation
• Faster Return-on-Investment
• Improved technical quality
• Rapid delivery to market
• Increased team motivation
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Reference Section: The process steps for
sequencing projects
52. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2016.
Process for Sequencing Projects
1. Stakeholders and Product Owners prepare canvases.
Optional: limit number per stakeholder
2. Review & validate canvases for completeness &
understanding - ahead of time
3. Select appropriate group of voting stakeholders and a
neutral facilitator
4. Brief “sales pitch” for each project, based on the canvas
53. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2016.
Process for Sequencing Projects (2)
6. Choose a baseline project/canvas, assign it a mid-range
point value. Can shift up/down later if necessary.
7. Business Value GameTM,1; assign the relative value of
each project, without considering cost/effort
1agile42 2Innovation Games®
Alternative to Biz Value Game: Buy a Feature / Prune the Product Tree 2
54. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2016.
Process for Sequencing Projects (3)
8. Delivery teams estimate cost/effort.
9. Calculate relative ROI: value / cost
10.Sequence projects, and/or allocate investments:
1. ROI
2. cost of delay
3. people and/or resource constraints