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© 2008 Kai Gilb
Value Management (Evo)with
Scrum development
developing a large web portal www.bring.no dk/se/nl/co.uk/com/ee
at Posten Norge
1Copyright: [email protected] 7. oktober 2009
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We have a challenge ...
2onsdag 7. oktober 2009
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© 2008 Kai Gilb
deliver value to stakeholders, within agreeable resources.
3onsdag 7. oktober 2009
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© 2008 Kai Gilb
no external Value delivery?not even a thought about Stakeholders?
It is all about YOU“You, the developer, have become the center of the universe!”
<- Scott Ambler
4onsdag 7. oktober 2009
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© 2008 Kai Gilb
In astronomy, the geocentric model or the Ptolemaic worldview of the universe is the superseded theory that
the Earth is the center of the universe and other objects go around it.
Belief in this system was common in ancient Greece. It was embraced by both Aristotle (see Aristotelian physics) and Ptolemy, and most, but not all, Ancient Greek philosophers assumed that the Sun, Moon, stars, and naked eye planets circle the Earth. Similar ideas were held in ancient China.<Source- http://en.wikipedia.org/wiki/Geocentric_model
5onsdag 7. oktober 2009
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© 2008 Kai Gilb
Our highest priority is to satisfy the customerthrough early and continuous delivery
of valuable software.
Working software is the primary measure of progress.
6onsdag 7. oktober 2009
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© 2008 Kai Gilb
deliver value to stakeholders, within agreeable resources.
Our highest priority is to satisfy the customerthrough early and continuous delivery
of valuable software.
Should we not try to understand and define
what our stakeholders value?
And set out to deliver that!
8onsdag 7. oktober 2009
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© 2008 Kai Gilb
history
• Posten Norge AS bought a series of companies
• within Logistics, Package transport, CRM and Storage
• in Norway, Sweeden, Denmark, Finland, UK, Holland and Estonia.
9Copyright: [email protected] 7. oktober 2009
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© 2008 Kai Gilb
history
• Each company had their own “everything”, including websites, with their own look, feel, functionality, logo, technologies, contracts, servers etc.
• Bring.no/se/dk etc. was developed as a common webportal, replacing the many.
10Copyright: [email protected] 7. oktober 2009
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© 2008 Kai Gilb
Development Methods
• “Normal” Management methods
• Scrum development framework
11Copyright: [email protected] 7. oktober 2009
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© 2008 Kai Gilb12
12onsdag 7. oktober 2009
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© 2008 Kai Gilb13
13onsdag 7. oktober 2009
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© 2008 Kai Gilb
version 2
core functionality is in placemany nice elements
butseveral business partners
are not happy with many aspects
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© 2008 Kai Gilb
getting better
• version 1 - put the core functionality in place.
• version 2 - is about making that functionality work better for all stakeholders; Users, Business Partners etc.
15Copyright: [email protected] 7. oktober 2009
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© 2008 Kai Gilb
Some Players
16Copyright: [email protected]
Posten
Webteam - Value Management Certified
Project Owner: Anne Hognestad [email protected]
Product Owner: Terje Berget [email protected]
Lin Smitt-Amundsen & Kristin Nygård
Many Business Groups and internal stakeholders.
Kjetil Halvorsen [email protected]
Bekk & Ergo Group
Scrum Master: Fredrik Bach [email protected]
Technical Architect: Stefan M. Landrø: [email protected]
Graphics: Espen Satver
Morten Wille Johannessen, Markus Krüger, Dag Stepanenko
NetLife Research
User Experience: Gjermund Also [email protected] Kjell-Morten Bratsberg Thorsen
Kai Gilb: Management Coach: Kai
16onsdag 7. oktober 2009
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© 2008 Kai Gilb
17onsdag 7. oktober 2009
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© 2008 Kai Gilb18Copyright: [email protected]
Stakeholders
Values
Solutions
BreakupDevelop
Deliver
Measure
Learn
Value Pro Management Process
18onsdag 7. oktober 2009
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© 2008 Kai Gilb19Copyright: [email protected]
Stakeholders
Values
Solutions
BreakupDevelop
Deliver
Measure
Learn
Identify Stakeholders
Who and what cares about the outcome of our project?
19onsdag 7. oktober 2009
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© 2008 Kai Gilb20Copyright: [email protected]
Stakeholders
Values
Solutions
BreakupDevelop
Deliver
Measure
Learn
Value CapturingFind & specify quantitatively Stakeholder Values, Product
Qualities & Resource improvements.
20onsdag 7. oktober 2009
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© 2008 Kai Gilb21Copyright: [email protected]
Stakeholders
Values
Solutions
BreakupDevelop
Deliver
Measure
Learn
Solution Prioritaization
Find, Evaluate & Prioritize Solutions to satisfy Requirements.
21onsdag 7. oktober 2009
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© 2008 Kai Gilb22Copyright: [email protected]
Stakeholders
Values
Solutions
BreakupDevelop
Deliver
Measure
Learn
Evo CyclesBreak the winning Solutions down
into smaller enteties,then package them so they delivers maximum Value.
22onsdag 7. oktober 2009
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© 2008 Kai Gilb23Copyright: [email protected]
Stakeholders
Values
Solutions
BreakupDevelop
Deliver
Measure
Learn
DevlopDevelop the packages that
deliver the Value.
23onsdag 7. oktober 2009
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© 2008 Kai Gilb24Copyright: [email protected]
Stakeholders
Values
Solutions
BreakupDevelop
Deliver
Measure
Learn
DeliverDeliver to Stakeholders
improved Value.(not always a thing or code)
24onsdag 7. oktober 2009
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© 2008 Kai Gilb25Copyright: [email protected]
Stakeholders
Values
Solutions
BreakupDevelop
Deliver
Measure
Learn
Measure ChangeMeasure how much the Values
changed.
25onsdag 7. oktober 2009
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© 2008 Kai Gilb26Copyright: [email protected]
Stakeholders
Values
Solutions
BreakupDevelop
Deliver
Measure
Learn
Learn & ChangeLearning is defined as a change in
behaviour.
26onsdag 7. oktober 2009
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© 2008 Kai Gilb27Copyright: [email protected]
Stakeholders
Values
Solutions
BreakupDevelop
Deliver
Measure
Learn
Value Pro Management Process
27onsdag 7. oktober 2009
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© 2008 Kai Gilb28Copyright: [email protected] 30Copyright: [email protected]
Stakeholders
Values
Solutions
BreakupDevelop
Deliver
Measure
Learn
Value Pro Management Process
Scrum
28onsdag 7. oktober 2009
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© 2008 Kai Gilb
Value Pro Management
30Copyright: [email protected]
Management
DevelopersDevelopers
Management
30onsdag 7. oktober 2009
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© 2008 Kai Gilb32
Stakeholder Value 1 Stakeholder Value 2Business Value 1 -10% 40%Business Value 2 50% 10%Resources 20% 10%
Product Value 1 Product Value 2Stakeholder Value 1 -10% 50 %Stakeholder Value 2 10 % 10%Resources 2 % 5 %
Solution 1 Solution 2Product Value1 -10% 40%Product Value 2 50% 80 %Resources 1 % 2 %
Prioritized List1. Solution 22. Solution 93. Solution 7
We measure improvementsLearn and Repeat
Prioritized List1. Solution 22. Solution 93. Solution 7
1Copyright: [email protected]
Value Decision Tables
Scrum Develops
32onsdag 7. oktober 2009
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© 2008 Kai Gilb34Copyright: [email protected]
Stakeholders
Values
Solutions
BreakupDevelop
Deliver
Measure
Learn
Value CapturingFind & specify quantitatively Stakeholder Values, Product
Qualities & Resource improvements.
34onsdag 7. oktober 2009
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© 2008 Kai Gilb35Copyright: [email protected]
Finn.Raskt (Find.Fast)
Scale: average time, in seconds, a User with def. [User-Experience, default=Normal] uses to find what they and we want them to find.
Past [Dec. 2008]
50 sec.
Goal [April 2009]
15 sec.
Tolerable [April 2009]
40 sec.
35onsdag 7. oktober 2009
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© 2008 Kai Gilb
Skala: Gjennomsnittlig tid, i sekunder, en Bruker med def. [Bruker-Ekspertise, standardverdi Normal] bruker for å finne det de og vi ønsker at de skal finne.
36Copyright: [email protected]
Finn.Raskt
Versjon: 07.01.09 15.00 Type: Produkt Verdi Eier: Lin
Interessenter: Produkteiere, Brukere, Citymail, Kunder, kunders kunder(postmottagare), Jobbsökande, Journalister, Partners, Anställda, Brukere, Citimail, Partners, Operativ-
Skala: Gjennomsnittlig tid, i sekunder, en Bruker med def. [Bruker-Ekspertise, standardverdi Normal] bruker for å finne det de og vi ønsker at de skal finne.
fra: def. [Startposisjon, standardverdi er foran ett blankt ark i webleseren].til: def. [Funnet] posisjon der informasjonen er tilstede på skjermen til Bruker, og det er registrert hos Bruker.
Før [14.12.08, Funnet=Ukjent-Produkt] 50 sek. <- Lin/Terje ”2 bruker tester”Tolererbart [31.03.09, Funnet=Ukjent-Produkt] 40 sek. <- Lin/TerjeMål [31.03.09, Funnet=Ukjent-Produkt] 15 sek. <- Lin/Terje
Ukjent-Produkt: def.som: korrekt Produkt, der brukeren vet hva de vil ha/gjøre, men ikke vet hvilket Produkt som kan gjøre jobben, eller ikke husker korrekt Produktnavn.
36onsdag 7. oktober 2009
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© 2008 Kai Gilb37
37onsdag 7. oktober 2009
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© 2008 Kai Gilb39Copyright: [email protected]
Stakeholders
Values
Solutions
BreakupDevelop
Deliver
Measure
Learn
Solution Prioritaization
Find, Evaluate & Prioritize Solutions to satisfy Requirements.
39onsdag 7. oktober 2009
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© 2008 Kai Gilb
The Developers (NetLife Research/Bekk) are challenged to find several solutions that can solve the challenge.
Wargame
Past [Dec. 2008]
50 sec.
Goal [April 2009]
15 sec.
Tolerable [April 2009]
40 sec.
40Copyright: [email protected] 7. oktober 2009
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© 2008 Kai Gilb
And present those ideas to Management in a Value Decision Table with (gu)estimations about how much better things will become.
Wargame
Past [Dec. 2008]
50 sec.
Goal [April 2009]
15 sec.
Tolerable [April 2009]
40 sec.
41Copyright: [email protected] 7. oktober 2009
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© 2008 Kai Gilb
Examples of Solution submitted
Evaluated Using Value Decision TablesWork done by NetLife Research and Bekk
42Copyright: [email protected]
Wargame
42onsdag 7. oktober 2009
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04/29/09
1
Løsningsforslag Finn.raskt og produkt.sammenlign
Utarbeidet av: DP BrukeropplevelseDato: 20.01.2009
43
43onsdag 7. oktober 2009
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Løsninger• 12 løsningsforslag
44
44onsdag 7. oktober 2009
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Produktveileder WizardProduktveileder Wizard Et dynamisk felt på forsiden spør brukerne etter deres behov på en intuitiv måte.
Resultatene en oversikt over aktuelle produkter vises. Oversikten er utformet slik at man kan sammenligne viktige produktaspekt.
(Estimatene er uten innlogging for avtalekunder)
1.
45
45onsdag 7. oktober 2009
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ForsideProduktguide (fasettert)2.
Flytte verktøykasse til venstre spalteDagens verktøykasse plasseres i midtfeltet. Det bør fortsatt være dynamiske felter brukerne kan skrive rett inn i.
9.
Behovsformulering på spesialistinnganger”Forklaringen” gjøres om til menypunkt. Spesialistnavnet skrives under.
8.
46
46onsdag 7. oktober 2009
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Proguktguide FaseDertProduktguide fasettertBaseres på søkemotorteknologi og søkemotormetaforer.
2.
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Copyright NetLife Research - www.netliferesearch.com - [email protected] Research AS,
Færre produkterPresentere det som i dag er ulike produkter som alternativer på et produktark
3.
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Copyright NetLife Research - www.netliferesearch.com - [email protected] Research AS,
Grunnere navigasjonSlik at brukerne kommer raskere til malen produktgruppe.
Legges inn mulighet til å gi kategoriseringer på produktgruppemalen.
4.
ChatKundeservice svarer manuelt på hvilket produkt som passer for kunden.
12.
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Copyright NetLife Research - www.netliferesearch.com - [email protected] Research AS,
Større kjøpsknappUtformes som de andre knappene i designmanualen.
5.
Tilgrensende produkter på produktark.Tydeligere visning og navigasjon for ”nabo-produkt” (Estimering tar utgangspunkt i manuell redigering)
10.
50
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Copyright NetLife Research - www.netliferesearch.com - [email protected] Research AS,
”alle produkter” per spesialistLigtbox med alle produkter for den aktuelle spesialisten legges på spesialistforside
11.
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Vise alle produkter og tjenesterBehovsorientert produktinndeling
8.
Vise alle produkterAlle produkter vises inndelt etter kategorier som hjelper brukerne med å skille produktene fra hverandre.
6.
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Copyright NetLife Research - www.netliferesearch.com - [email protected] Research AS,
Brødsmulesti7.
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© 2008 Kai Gilb
So
3 sec.
Solution:Behovsorientert inndeling forside
(Front page sorted by needs)
Past [Dec. 2008]
50 sec.
Goal [April 2009]
15 sec.
Tolerable [April 2009]
40 sec.
54Copyright: [email protected]
Finn.Raskt (Find.Fast)
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© 2008 Kai Gilb
S
2 sec.
Solution:Kjøpsmulighet fra treffsiden i søk
(Opportunity to buy from search-results page)
Past [Dec. 2008]
50 sec.
Goal [April 2009]
15 sec.
Tolerable [April 2009]
40 sec.
55Copyright: [email protected]
Finn.Raskt (Find.Fast)
55onsdag 7. oktober 2009
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© 2008 Kai Gilb
Sol
5 sec.
Solution:Produktsammenligning i søk
(Product comparison in search)
Past [Dec. 2008]
50 sec.
Goal [April 2009]
15 sec.
Tolerable [April 2009]
40 sec.
56Copyright: [email protected]
Finn.Raskt (Find.Fast)
56onsdag 7. oktober 2009
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© 2008 Kai Gilb
Past [Dec. 2008]
50 sec.
Goal [April 2009]
15 sec.
Tolerable [April 2009]
40 sec.
Solution
20 sec.
Solution:Produktveileder(Service Guide)
57Copyright: [email protected]
Finn.Raskt (Find.Fast)
57onsdag 7. oktober 2009
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© 2008 Kai Gilb
Past [Dec. 2008]
50 sec.
Goal [April 2009]
15 sec.
Tolerable [April 2009]
40 sec.
Solution
30 sec.
Solution:Opplæring(Training)
58Copyright: [email protected]
Finn.Raskt (Find.Fast)
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© 2008 Kai Gilb
”Good websites require prioritization. When there are many needs to consider the result can quickly become a jungle that no one can navigate through.Value Management help the project to prioritize needs up against each other and to focus on that which will gives the biggest Value.Value Management helps us not to loose sight of the star we are sailing the ship towards.
Gjermund AlsosSenior usability specialistNetLife Research, Storgata 2, 6.etg., 0155 OsloMobil: (+47) 99 50 40 78 | Kontortelefonen vår: (+47) 22 42 46 42hMp://www.netliferesearch.no | hMp://www.iallenkelhet.no | hMp://www.badusability.com
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© 2008 Kai Gilb62Copyright: [email protected]
Stakeholders
Values
Solutions
BreakupDevelop
Deliver
Measure
Learn
DevlopDevelop the packages that
deliver the Value.
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© 2008 Kai Gilb
64onsdag 7. oktober 2009
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65onsdag 7. oktober 2009
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© 2008 Kai Gilb
about75
services
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© 2008 Kai Gilb
11services
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© 2008 Kai Gilb
7services
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© 2008 Kai Gilb
1service
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© 2008 Kai Gilb70Copyright: [email protected]
Stakeholders
Values
Solutions
BreakupDevelop
Deliver
Measure
Learn
Measure ChangeMeasure how much the Values
changed.
70onsdag 7. oktober 2009
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© 2008 Kai Gilb71
Past [Dec. 2008]
50 sec.
Goal [April 2009]
15 sec.
Tolerable [April 2009]
40 sec.
Solution
20 sec. ??? ?
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© 2008 Kai Gilb
Measurements:Establishing Past Levels
Past [March. 2008]
?? sec.
Scale: Average time, in seconds, a User with def. [User-Experience, default=Normal] uses to find what they and we want them to find.
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© 2008 Kai Gilb
“Our challenge is to measure in practice”
Anne HognestadProject Owner:[email protected]
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© 2008 Kai Gilb
Testoppgaver:
1. Du skal sende en kontrakt til et annet firma i Oslo. Den må være framme innen to timer.
Fasit: (Express – Budservice)
2. Du skal sende fem bøker til et kontor i Trondheim. Det er ikke så farlig hvor fort det går.
Fasit: (Logistics – Bedriftspakke Dør-til-Dør)
3. Du selger sofaer. Du har et lager på Kolbotn og sender til forskjellige kunder over hele landet. Kan du finne et produktet/tjeneste for å levere sofaer fra lageret og hjem til kunden?
Fasit: (Logistics – Hjemlevering, Nasjonalt gods)
4. Du har en container med sykler som skal sendes til Sør-Afrika. Finn et produkt/tjeneste som gjør deg i stand til dette.
Fasit: (Logistics – FCL, Full Containerlast)
5. Du venter et parti frosne grønnsaker, som du skal lagre i 2–3 måneder.
Fasit: (Frigoscandia – Fryselagring, Lagertjenester)
6. Du skal sende reklame til barnefamilier i Tvedestrand og ønsker adresser du ikke allerede har i kunderegisteret ditt.
Fasit: (Dialogue – Målgrupper og adresser)
7. Du skal finne den mest lønnsomme måten å sende post på, for din bedrift. Dere sender vanligvis 500–600 brev i måneden.
Fasit: (Mail – Fleksipost)
8. Du har sendt tilbud til en rekke potensielle kunder, og ønsker nå å sende ut en oppfølging til de som ikke har svart.
Fasit: (CityMail – Effekt och oppföljning)
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© 2008 Kai Gilb
Penalty Time:
Wrong Service: The service the user chose would NOT do the task.+300 seconds.
Suboptimal Service: The service the user chose could do the task, but it is not the optimal service.+30-120 seconds
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© 2008 Kai Gilb
Measurements:Establishing Past Levels
Past [March 2008]
Scale: Average time, in seconds, a User with def. [User-Experience, default=Normal] uses to find what they and we want them to find.
78Copyright: [email protected]
197 seconds
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© 2008 Kai Gilb
Measurements:Establishing Status Levels
Scale: Average time, in seconds, a User with def. [User-Experience, default=Normal] uses to find what they and we want them to find.
79Copyright: [email protected]
Status[May. 2009]
??? sec.197 seconds
Past [March 2008]
-?? sec.
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© 2008 Kai Gilb
Measurements:Establishing Status Levels
Scale: Average time, in seconds, a User with def. [User-Experience, default=Normal] uses to find what they and we want them to find.
80Copyright: [email protected]
Status[May. 2009]
148 sec.197 seconds
Past [March 2008]
-49 sec.
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© 2008 Kai Gilb81Copyright: [email protected]
Stakeholders
Values
Solutions
BreakupDevelop
Deliver
Measure
Learn
Learn & ChangeLearning is defined as a change in
behaviour.
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© 2008 Kai Gilb
Noen interessante observasjoner:
· Det tar ca 54 sekunder å finne fram Xl en budtjeneste. Spennet ligger fra 9 Xl 111 sekunder.
· Siden med "Standard, prioritert, skreddersøm" osv. gjorde at flere brukere stoppet opp, måMe prøve seg fram og starte på nyM. DeMe mister vi mye Xd på.
· De brukerne som innledningsvis valgte feil spesialist, brukte lang Xd før de fant fram.
· Som ventet ble mestparten av Xden brukt på navigasjonssider, men i noen Xlfeller brukte testpersonene mer Xd på å lese produktarkene for å forstå dem, enn å finne produktarkene.
· Det tok generelt lengre Xd å finne produkter under logisXkk.
· Under halvparten fant det produktet vi hadde definert som fasit, men ved nærmere eMersyn ville opp mot 90% av produktene brukerne fant helt eller delvis kunnet oppfylle brukerens behov.
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© 2008 Kai Gilb84Copyright: [email protected]
Stakeholder Value 1 Stakeholder Value 2Business Value 1 -10% 40%Business Value 2 50% 10%Resources 20% 10%
Product Value 1 Find.FastStakeholder Value 1 -10% 50 %Stakeholder Value 2 10 % 10%Resources 2 % 5 %
Solution 1 Service GuideFind.Fast -10% 40%Product Value 2 50% 80 %Resources 1 % 2 %
Scrum DevelopWe measure improvementsLearn and Repeat
Prioritized List1. Service Guide2. Solution 93. Solution 7
Value Decision Tables
84onsdag 7. oktober 2009
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© 2008 Kai Gilb
Product to SolutionsValue Decision Table
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© 2008 Kai Gilb86Copyright: [email protected]
Stakeholder Value 1 Stakeholder Value 2Business Value 1 -10% 40%Business Value 2 50% 10%Resources 20% 10%
Product Value 1 Find.FastStakeholder Value 1 -10% 50 %Stakeholder Value 2 10 % 10%Resources 2 % 5 %
Solution 1 Service GuideFind.Fast -10% 35 %Product Value 2 50% 80 %Resources 1 % 2 %
Scrum DevelopWe measure improvementsLearn and Repeat
Prioritized List1. Service Guide2. Solution 93. Solution 7
Value Decision Tables
86onsdag 7. oktober 2009
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© 2008 Kai Gilb
Stakeholder Value Examples
KFS.Charging Scale: number of customers per month that charge their “frankeringsmaskin” on www.Bring.no/Mail
Customerservice.Contact Scale: % of customers that get the correct answer on their question, the first time they contact Customerservice.
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© 2008 Kai Gilb
Stakeholder Value ExamplesSales:Order.Number Scale: number of completed sales per month, from Self.Help.Solutions.
Sales.Leadsgeneration Scale: number of Electronic-Leads per month generated on bring.xx to the Specialists.
SMB.Selfservice Scale: % SMB customers tht use self service solutions rather than other channels.
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© 2008 Kai Gilb91Copyright: [email protected]
Stakeholder Value 1 Stakeholder Value 2Business Value 1 -10% 40%Business Value 2 50% 10%Resources 20% 10%
Product Value 1 Find.FastStakeholder Value 1 -10% 50 %Stakeholder Value 2 10 % 10%Resources 2 % 5 %
Solution 1 Service GuideFind.Fast -10% 35 %Product Value 2 50% 80 %Resources 1 % 2 %
Scrum DevelopWe measure improvementsLearn and Repeat
Prioritized List1. Service Guide2. Solution 93. Solution 7
Value Decision Tables
91onsdag 7. oktober 2009
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© 2008 Kai Gilb
Business to Stakeholder Value Decision Table
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Stakeholder Value 1 Stakeholder Value 2Business Value 1 -10% 40%Business Value 2 50% 10%Resources 20% 10%
Product Value 1 Find.FastStakeholder Value 1 -10% 50 %Stakeholder Value 2 10 % 10%Resources 2 % 5 %
Solution 1 Service GuideFind.Fast -10% 35 %Product Value 2 50% 80 %Resources 1 % 2 %
Scrum DevelopWe measure improvementsLearn and Repeat
Prioritized List1. Service Guide2. Solution 93. Solution 7
Value Decision Tables
93onsdag 7. oktober 2009
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© 2008 Kai Gilb
Project Management
Business Owners
Developers
Steering Committee
Push Technical Solutions Wants to make decisions about Technical Solutions
Thinks and understands Technical Solutions
94onsdag 7. oktober 2009
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© 2008 Kai Gilb
Project Management
Business Owners
Developers
Steering Committee
What are your real needs?
Sign off on Value Improvements
What technical solution will give maximumProduct Value improvements?
95onsdag 7. oktober 2009
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© 2008 Kai Gilb
“Our challenge is to, in practice, make payments based on value delivery.”
Anne HognestadProject Owner:[email protected]
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the road ahead ...
96onsdag 7. oktober 2009
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Description of requirement/work task Past Status
Usability.Productivity: Time for the system to generate a survey 7200 sec 15 sec
Usability.Productivity: Time to set up a typical specified Market Research-report (MR)
65 min 20 min
Usability.Productivity: Time to grant a set of End-users access to a Report set and distribute report login info.
80 min 5 min
Usability.Intuitiveness: The time in minutes it takes a medium experienced programmer to define a complete and correct data transfer definition with Confirmit Web Services without any user documentation or any other aid
15 min 5 min
Performance.Runtime.Concurrency: Maximum number of simultaneous respondents executing a survey with a click rate of 20 sec and an response time<500 ms, given a defined [Survey-Complexity] and a defined [Server Configuration, Typical]
250 users 6000
97onsdag 7. oktober 2009
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© 2008 Kai Gilb
deliver value to stakeholders, within agreeable resources.
99onsdag 7. oktober 2009
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© 2008 Kai Gilb
Past [Dec. 2008]
50 sec.
Goal [April 2009]
15 sec.
Tolerable [April 2009]
40 sec.
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Finn.Raskt (Find.Fast)
Clear Quantified Stakeholder Values
Product Values
100onsdag 7. oktober 2009
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© 2008 Kai Gilb101Copyright: [email protected]
Stakeholder Value 1 Stakeholder Value 2Business Value 1 -10% 40%Business Value 2 50% 10%Resources 20% 10%
Product Value 1 Find.FastStakeholder Value 1 -10% 50 %Stakeholder Value 2 10 % 10%Resources 2 % 5 %
Solution 1 Service GuideFind.Fast -10% 35 %Product Value 2 50% 80 %Resources 1 % 2 %
Scrum DevelopWe measure improvementsLearn and Repeat
Prioritized List1. Service Guide2. Solution 93. Solution 7
Value Decision Tables
Connect all levels
101onsdag 7. oktober 2009
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© 2008 Kai Gilb102Copyright: [email protected]
Stakeholder Value 1 Stakeholder Value 2Business Value 1 -10% 40%Business Value 2 50% 10%Resources 20% 10%
Product Value 1 Find.FastStakeholder Value 1 -10% 50 %Stakeholder Value 2 10 % 10%Resources 2 % 5 %
Solution 1 Service GuideFind.Fast -10% 35 %Product Value 2 50% 80 %Resources 1 % 2 %
Scrum DevelopWe measure improvementsLearn and Repeat
Prioritized List1. Service Guide2. Solution 93. Solution 7
Value Decision Tables
The secret of a powerfull
product backlog is...
102onsdag 7. oktober 2009
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© 2008 Kai Gilb103Copyright: [email protected]
Stakeholder Value 1 Stakeholder Value 2Business Value 1 -10% 40%Business Value 2 50% 10%Resources 20% 10%
Product Value 1 Find.FastStakeholder Value 1 -10% 50 %Stakeholder Value 2 10 % 10%Resources 2 % 5 %
Solution 1 Service GuideFind.Fast -10% 35 %Product Value 2 50% 80 %Resources 1 % 2 %
Scrum DevelopWe measure improvementsLearn and Repeat
Prioritized List1. Service Guide2. Solution 93. Solution 7
Value Decision Tables
continuos prioritization based on
Value Deliveredover costs
103onsdag 7. oktober 2009
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We have a challenge ...
104onsdag 7. oktober 2009
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© 2008 Kai Gilb
Posten
Webteam - Value Management Certified
Project Owner: Anne Hognestad [email protected]
Product Owner: Terje Berget [email protected]
Lin Smitt-Amundsen & Kristin Nygård
Many Business Groups and internal stakeholders.
Kjetil Halvorsen [email protected]
Bekk & Ergo Group
Scrum Master: Fredrik Bach [email protected]
Technical Architect: Stefan M. Landrø: [email protected]
Graphics: Espen Satver
Morten Wille Johannessen, Markus Krüger, Dag Stepanenko
NetLife Research
User Experience: Gjermund Also [email protected] Kjell-Morten Bratsberg Thorsen
Kai Gilb: Management Coach: Kai
The Team
105Copyright: [email protected] @kaigilb
You can download this presentationYou will find it here: http://www.gilb.com/FileGalleriesDirekt link: http://www.gilb.com/tiki-download_file.php?fileId=279
105onsdag 7. oktober 2009