impact mapping - delivering what really matters!
TRANSCRIPT
CHRISTIAN HASSA (@CHRISHASSA, [email protected])
WeAreDevelopers Vienna, May 12th 2017
Impact Mapping- delivering what really matters
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Imagine success after launch … what happened?
• In time/in budget
• Vision/goals ...
… but how does it relate?
• No clue ….
• …but XYZ might know
• I’m just trying to survive
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Specified means: Delivering a Function
What will change in the “real” World?something will be performed differently: faster, more/less …
Potential to fail
Invisible Goals
Image: http://jaymantri.com/post/107544957053/download
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Quantify and Measure
Image: https://www.pexels.com/photo/motorcycle-speedometer-at-0-217334/
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Quantify and Measure Impact
Reduce Time for Handling Cases
1 2 3 4 cm
Scale: how to quantify? Meter: how to measure?
Average # of days to complete
(last 100 completed cases)
Case database:
opened date to closed date
Tom Gilb: Competitive Engineering, PLANGUAGE
Benchmark: current situation
150 days
Target: “Landing Zone”
50 days 10 days
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Steering with Impacts
Image: https://unsplash.com/photos/eUMEWE-7Ewg
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Business Goals
(KPIs)
Actors and Impacts
(Behaviour Changes)
Deliverables
(Investment Options)
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Reverse Engineer Assumptions
Goal
Actors
Impacts
Deliverables
Reduce time for settling
Health Insurance Disputes
Steering Meeting
Members
Settle Cases more
quickly in Meeting
Case Management
System
Meeting Agenda
and Protocol
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Sphere of influence
Zone of control
Evaluate Options
Goal
Actors
Impacts
Deliverables
Reduce time for settling
Health Insurance Disputes
Meeting Agenda
and Protocol
Steering Meeting
Members Patients
Settle Cases more
quickly in MeetingStart settling Cases
without MeetingRaise less
Cases
Information Campaign
for Doctors
Online
Settlement
Case Management
System
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Always Build-Measure-Learn?
Image from: 50 Quick ideas to improve your user stories: https://leanpub.com/50quickideas
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Agile „Requirements“
Image from: 50 Quick ideas to improve your user stories: https://leanpub.com/50quickideas
Why?
Impact
How?
Specifications Zone of control
Projects, New Features,
Product Releases,
Organisational
Directives,
Offers, …
Sphere of influenceCustomers,
Employees,
Partners,
Regulatoren,
Competitors, …
Challenges
(Excuses)
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1. Reverse Engineer underlying Hypothesis:Causality-Chain to Return-On-Invest(“Collect Underpants Profit”)
2. Visualize and Align
3. Slice and map existing Backlog
It is already too late …
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• Design measurability into solution
• Find variations/relations
• Automate
• Visualize relevant metrics
• Remove irrelevant metrics
“Test Driven Development for Business”
We cannot measure this …
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• Clearly defined Criteria for Success/Failure
• Safe-to-fail (and fast Feedback)
• Multiple Options (in Competition with each other)
• Goals for Steering – not for Bonus Gratifications
Adhere to Stop Conditions
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Every Endeavour is based on Success Hypothesis
• Visualize
• Quantify and Measure
• Analyse Hierarchy: Organization – Behavior Changes
Impact Mapping to guide agile Teams
• Split User Stories for faster Feedback
• Discover more Options
• Stop earlier on Failure *and* Success
Summary
Christian Hassa([email protected], @chrishassa)
Our Job is NOT to Collect Underpants –
Product Owner Key Skills Trainingwith Gojko Adzic in Viennahttp://bit.ly/pokeyskills
our Job is to Change the World!
Join us!http://bit.ly/jointechtalk
next Open Day June 2 2017