4 Hours To Excellence

1. 4 Hours To Excellence Developing a Business Value Framework

2. 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.

3. Why Design Excellence? 94% 89% 89% We think: 70% 56% 48% Our users say: On Budget On Time To Spec The 2007 Hackett/Microsoft

4. How to fix it? Goal: Establish the framework for a common vision4 hours workshop: • COMMON VISION Follow-up workshops: • COLLABORATION = COMMON VISION + INTEGRATED THINKING. • INNOVATION = DIVERSITY + SPECIALIZATION + COLLABORATION

5. Design Excellence Research/Analysis Inspiration Insight Iteration 4 Hours Prototype/Test

6. Artifacts Metrics/Measures Business Value Mission/Vision Causal Loop Diagram Key Business and Project Performance Indicators Research/Analysis Business Capabilities Inspiration Capability Hierarchy Baseline, Target and Bright Spot Performance Scores Insight Iteration Key Personas Personas Experience Outcomes SD Prototype/Test Future State Experiences User Scenarios Experience Outcomes Features Product Backlog User Stories Acceptance Criteria Engineering User Stories Co-Design Narratives Story Boards/Solution Concepts Tasks

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

8. 10 Questions • How much are we spending on project? • Where are we getting the money: i.e. who cares? • Why is this a better investment than a morale even to Hawaii? • How are we going to measure that? How are we going to report results. What is business difference? • 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 . • Where does it need to be on balance? • If there is variation…? • Who is the canary in the coal mine? Who uses this? • 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… • What are the requirements = description of activities that users must be able to perform?

9. 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?

10. Core Business Measures Risk Strategic Agility Reputation • Cost • Revenue • Customer Satisfaction • Compliance

11. Brainstorm Value

12. Connect to Capabilities

14. Core Workshop Example

15. Define Success How are you going to measure that? How are you going to report results? What is business difference?

16. 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.

17. Define the Future Scenarios -> User Stories -> Requirements

18. Next steps • Refine metrics, measure it against pre-existing work • Can you find a way of baseliningthe 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?

19. 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?

20. 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

21. Summary • Business value • Most critical transactions and improvements • Personas • Scenarios • Scenario success measures • Some requirements: the business activities the system has to support.

22. Workshop 2: Design Excellence • Develop insight • Generate possibilities • Execute and test against these possibilities • Test your software before you build it • Need = Inspiration

23. 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

24. 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.