4 Hours To Excellence

Developing a Business Value Framework

What is the Pain with IT?

• IT is really expensive. • We are not agile. Bad at responding to

my business. • You don’t know my business at all.• IT is great at measuring things under its

control but not at what business cares about: on time, budget, scope (with quality), instead of business value.

• IT is really expensive.

Why Design Excellence?

94%

48%

89%

56%

89%

70%

On Budget On Time To Spec

We think:

Our users say:

The 2007 Hackett/Microsoft

How to fix it?

Goal: Establish the framework for a common vision4 hours workshop:• COMMON VISIONFollow-up workshops:• COLLABORATION = COMMON VISION

+ INTEGRATED THINKING.• INNOVATION = DIVERSITY +

SPECIALIZATION + COLLABORATION

Design Excellence

4 Hours

Featu

res

User Stories

Business Value Mission/VisionCausal Loop

Diagram

Narratives

Key Business and Project Performance

Indicators

Business Capabilities Capability Hierarchy

Baseline, Target and Bright Spot

Performance Scores

Key Personas Personas Experience Outcomes

Future State ExperiencesUser Scenarios Experience Outcomes

Product Backlog User Stories Acceptance Criteria

Metrics/MeasuresArtifacts

SD

Story Boards/Solution Concepts Co-Design

Tasks

Engin

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ng

Insi

ght

Redefine “Project”

“This project” < > plan of record, but rather “what can we get for this investment amount?”

10 Questions1. How much are we spending on project?2. Where are we getting the money: i.e. who cares? 3. Why is this a better investment than a morale even to Hawaii?4. How are we going to measure that? How are we going to report

results. What is business difference?5. What are the capabilities (metrics) we have here that we can

improve to move those dials. How is it performing today from 0 not doing, to 10 world class .

6. Where does it need to be on balance?7. If there is variation…?8. Who is the canary in the coal mine? Who uses this?9. What is their experience going to be once we are done with this

project. Measure the business value through the UX in our system: customer, employee, ops…

10. What are the requirements = description of activities that users must be able to perform?

Define Business Value

How much money are we spending on this project?Where are we getting the money: i.e. who cares? Why is this a better investment than a morale even to Hawaii?

Core Business Measures

• Cost• Revenue• Customer Satisfaction• Compliance

• Risk• Strategic Agility• Reputation

Brainstorm Value

Connect to Capabilities

Core Workshop Example  Current Target Bright spot

Manage schedules 3 9 Christie Aston 9

Manage Project 3 8 John Caddensteen 7John Crowe

Manage project portfolio 5 8 ?

Measure business performance

1 6 Slippage report: 5

Replace equip 3 5 3

Acquire new brands 1 5 1

Train new partners 2 9 2

Open new stores 6 8 8

Rennovate stores 6 8 7

Implement store initiatives

4 6 4

Manage inventory 6 7 6

Define Success

How are you going to measure that? How are you going to report results?What is business difference?

Define Users

Whom are we building this for? Business value is only created when you change or preserve someone’s experience. Ideally by improving or enhancing it.

Define the Future

Scenarios -> User Stories -> Requirements

Next steps

• Refine metrics, measure it against pre-existing work

• Can you find a way of baselining the metrics?

• Shore scenario, measurements, capabilities, personas, requirements up at the weak points

• Next big milestone: from a technical point of view, what is possible with this framework?

Use the Metrics!

• Measure the business value through the UX in our system: customer, employee, ops…

• Use Experience Outcomes• Update your matrix with your improved

metrics• Communicate the metrics status to

stakeholders: how are you succeeding on implementing the key experiences for your persona?

Keep in Mind• Principles- Start work as soon as possible- Decide as late as possible- Work together instead of handing off• Key Milestones to Track- First successful co-design session complete- Sprint 1 backlog populated

- Business approved priority- Engineering generated story points- Assessed architecturally sound

- PBL: Well-articulated need, feasible solution concepts defined- BL: Product backlog defined and story pointed, delivery teams

calibrated

Summary

• Business value• Most critical transactions and

improvements• Personas• Scenarios• Scenario success measures• Some requirements: the business

activities the system has to support.

Workshop 2: Design Excellence

• Develop insight• Generate possibilities• Execute and test against these

possibilities • Test your software before you build it • Need = Inspiration

Aligning with SBUX core principles

“Grow with discipline. Balance intuition with rigor. Innovate around the core. Don't embrace the status quo. Find new ways to see. Never expect a silver bullet. Get your hands dirty. Listen with empathy and overcommunicate with transparency. Tell your story, refusing to let others define you. Use authentic experiences to inspire. Stick to your values, they are your foundation. Hold people accountable, but give them the tools to succeed. Make the tough choices; it's how you execute that counts. Be decisive in times of crisis. Be nimble. Find truth in trials and lessons in mistakes. Be responsible for what you see, hear, and do. Believe.”

― Howard Schultz, Onward: How Starbucks Fought for Its Life without Losing Its Soul

• User stories represent processes• These lead to higher level• User stories are atomic decomposed

process elements in service of a higher order goal.

• Story mapping tie together story to build process.

• What is relationship between stories.