decision making leadership practices applications step up, step back collaboration culture of trust...
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decision making
leadership
practices applications
step up, step back
collaboration
culture of trust
problem solving
managing risk
collaborative leadership
and
decision making
what do we do?
when do we do it?
when do we decide?
leaders must …
Build Trust?
deliver
the right
product
Always or Often Used:
20%
Never or Rarely Used:
64%
Standish Group Study, reported by CEO Jim Johnson, XP2002
Sometimes16%
Rarely19%
Never45%
Often13%
Always7%
and …
consistently delivers
business
value
deliver
value?what’s
that?
Business Value
Benefits
Value Calculation
Costscalculation
Business Value
Guess
Value Calculation
Estimate calculation
we need some help !
Purpose
Considerations
Costs and Benefits
where
do
we
start?
Mission Vision Values
Strategic Intent ~ Strategy ~ Purpose
Long-Range Goals
Annual Objectives
Action Plans (what, who, when)
Individual Business ObjectivesTac
tica
lS
trat
egic
SWOT / 5Q
Mission Vision Values
Strategic Intent ~ Strategy ~ Purpose
Long-Range Goals
Annual Objectives
Action Plans (what, who, when)
Individual Business ObjectivesTac
tica
lS
trat
egic
SCO / 5Q
Start Here
MarketDifferentiating
High
Low
Mission CriticalLow High
Differentiate
Parity
Partner?
Who cares?
Purpose Based Alignment Model
MarketDifferentiating
High
Low
Mission CriticalLow High
Innovate,Create
Do we take this on?
Minimize or
Eliminate
Achieve andMaintain
Parity, Mimic,Simplify
Purpose Based Alignment Model
How about an example?
financial documentation system
3,000 functions!
MarketDifferentiating
High
Low
Mission CriticalLow High
What goes
here?
Anything here?
Anything here?
Most are usually here.
Purpose Based Alignment Model
350 differentiators
simplified the rest
focused
on
differentiators
results:
better product
cut time by 50%
60% cost reduction
Sustainable Competitive advantage
strategy = sustainable
competitive advantage
MarketDifferentiating
High
Low
Mission CriticalLow High
Differentiate
Parity
Partner?
Who cares?
Strategy?
strategy
equals
decision filters
the 5 questions:
1. Whom do we serve and what do they want and need most?
2. What do we provide to help them?
3. What is the best way to provide this?
4. How do we know we are succeeding?
5. How should we organize to deliver?
the “billboard” test…
You Think My Products Are Good?
You Should See My Chart of Accounts!
We invest more in our WMS than we do in product development
“To be the low cost airline.”
- Southwest Airlines
“Will this help us be
the low cost airline?”
- Southwest Airlines
cascade decision
filters
throughout organization
decision filters:
make daily decisions
schedule projects
what
to develop
single purchase,
multiple credit cards
How about another example?
requirescustomization
MarketDifferentiating
High
Low
Mission CriticalLow High
Differentiate
Parity
OR
MarketDifferentiating
High
Low
Mission CriticalLow High
Differentiate
pass the “billboard” test?
A fist full
of credit cards
Give Me Your Tired, Your Poor, Your Maxed Out Credit Cards
treat exceptions as exceptions
caveats
Managing Risks
List Three Professional Optionscommon sense not common
practice
parity IS mission critical
Differentiating
changes over
time
Leadership Influence
innovate!
Purpose
Considerations
Costs and Benefits
Business Value Model
other
considerations ?
time
to
market
risks
Collaboration Model flexibility
Collaboration Model
dependencies
team size and experience
market uncertainty
domain knowledge
team capacity
technical uncertainty
Costs and Benefits
Purpose
Considerations
conversation
resolve differences
group chunks high – medium - low
Costs and Benefits
Purpose
Considerations
at the end
of the
“chunk”
did model inputs
change?
adjust BV model
run features thru model
now you can ask…
Do we have enough business value to go to market?
Should we continue?
If so, what goes in the next iteration?
adjust BV model
run features thru model
re- prioritize
Let’s give it a go….
Start Up
Exercise: Pick a project.Practicum
Pick an objective, a brand, or a project.
MarketDifferentiating
High
Low
Mission CriticalLow High
Differentiate
Parity
Partner?
Who cares?
What is the purpose?
your
decision
filter?
the 5 questions:
1. Whom do we serve and what do they want and need most?
2. What do we provide to help them?
3. What is the best way to provide this?
4. How do we know we are succeeding?
5. How should we organize to deliver?
What’s On Your Billboard?
Purpose
your considerations?
prioritize
costs
and
benefits
?
Purpose
Considerations
Costs and Benefits
Business Value Model
resolve differences
group chunks high – medium - low
Transaction
Costs
add what to
make better decisions ?
“build” some
chunks…
at the end
of the
“chunk”
did
the
value inputs
change?
market
window moves
out
summary
Purpose
Considerations
Costs and Benefits
Business Value Model
it’s
a
conversation
what do we do?
when do we do it?
when
do we decide?
Protect Team Boundaries
using the value modelo
bje
cti
ves
/ p
roje
cts
/ id
ea
s
Value Model
Va
lue
Mo
del
pri
ori
tize
d c
hu
nk
s
build highest value chunks
adjust VMif inputs changed
discuss value and value to
date
Enough value to go to market?
~ Yes? Deploy
~ No?
Continue?
~ No? Stop.
~ Yes?
ideas that work?
