Vision & Roadmap Workshop

1. Vision & Roadmap Workshop Melbourne IT Practices Community Leadership 25 Feb 2014

2. Agenda • Introductions & Purpose • Part 1. Vision Statement Generation • Characteristics of a good Vision Statement • Context Analysis (Situation) • Target Groups • Problem Definition (Complications) • Envisioning the Future (time machine) • Craft the Vision Statement • Part 2. Roadmap Creation • Empathy mapping • Create a Vision Board • Needs / Goals • Solutions / Features • Value to us (WIIFM) • Organisational Impact • Construct the Roadmap • Part 3. Delivery System

3. Attendees Andreas Shadi Dani Ed Jesse Steve C Carmel Steve H Stephan ============================ IT industry experience, 177 years!

4. Vision, Mission, Strategy & Roadmap We aim toward a vision We don’t achieve a vision, we achieve a mission We don’t achieve a strategy, we apply a strategy to aim toward a vision to achieve a mission

5. Vision Statement Generation

6. Necessary Components for Effective Change

7. Characteristics of a Good Vision Statement It must be written from a client/customer’s perspective. It must make a difference to customers, to the community, to the world It should point to the future. When we read it, it should tell us where we are going. It needs to be compelling. Emotive It has to matter… not just to management, but also to employees. Employees need to be able to enthusiastically embrace it - because the vision is worthy, and because it challenges them to grow The leader has a key role in setting the vision. It’s up to the leader to tell employees what to feel passionate about It needs to improve the lives of human beings The vision must inspire and energise us, our subordinates, our colleagues and our other stakeholders One must be able to return to the vision statement whenever we get confused about our goal, or when conflict arises about the direction our activities should take It should say something about us, our organisation, our operating environment, our dream The best vision statements are those that are short, focused, clear, and easy to understand. And memorable Is a powerful sign-posts to provide clear and succinct directions about the purpose and aspirations of the company

8. Examples of Vision Statements – Good or Bad? Our vision is to be earth's most customer centric company; to build a place where people can come to find and discover anything they might want to buy online– Amazon Organize the world’s information and make it universally accessible and useful – Google To fill the earth with the light and warmth of hospitality – Hilton Hotels To make people happy – Disney I have a dream that one day this nation will rise up and live out the true meaning of its creed: "We hold these truths to be self-evident, that all men are created equal” – MLK A just world without poverty -- Oxfam To be the most successful computer company in the world at delivering the best customer experience in markets we serve – Dell A computer on every desk and in every home – Microsoft

9. Source Ideas To be a delegated authority for IT Best Practices for as many organisations as possible in the IT Industry a crowd-sourced community leverage many experts' real life experience participating organisations to contribute back to the community rapid adoption of IT Best Practices Our Unique Selling point is to create a consolidated view across all frameworks and guidance Enabling participating organisations to improve each other To collaboratively create a WikiPedia for IT Practices Many frameworks and bodies of knowledge (BOKs) exist to make life easier for IT professionals. With so many out there, its however hard to understand how they all relate Determine best practices and recommendations for IT processes, practices and tools Validation of content by the global community maintain a large volume of content re-use the massive amount of great content that already exists in the industry Prevention of re-invention of wheels

10. Workshop Exercises Context Analysis (Situation) Target Groups (Situation) Problem Definition (Complications) Envisioning the Future (Questions & Answers) Craft the Vision Statement

11. Context Analysis – IT Practices Landscape Disconnect from Business Not innovative Complex “Shark pool” No mentoring Lots of practices/ ideas/ theories Lots of variation in application Lots of choices Globalisation/ Localisation of practices Innovative engineering practices (Even more) immature Project Management and Governance Keep reinventing the basics IT touches every part of society Lack of knowledge transfer Siloed structures Lack of training Undertraining Speed to market very condensed IT is insecure Focused on delivering Business Value (not generating it)

12. Target Groups S/w developers (BAs, etc) Students (schools & Uni) Business owners Managers Investors Financiers Educators (all levels) End users UX specialists DevOps Disability constrained Integrators NGOs Hosting platforms Offshorers Platform providers Politicians Regulators Existing framework owners Startups R&D Academics

13. Problem Definition Discovery Xxx Comparability Opinion based Commercial interests Belief based Complex Hard Culture inertia Mandating of standards, e.g. PRINCE2 Human nature Overcomplicated “Forest for the tress” Compartmentalisation of people & processes Layering Everyone is probably right Lack of passion Siloed Vast space, islands of expertise Ignorant authority

14. Envisioning the Future • Imagine we could time travel 12 months into the future. When we arrive there and converse with our future selves, we hear that the Community is a roaring success. What do you see and hear in that future time? • What changes did we implement now that resulted in such amazing results in the future? • Review all of the answers so far. Pull out common ideas. Look for patterns, common threads, and compelling ideas, then consider why these hold significance for the team

15. Back to the Future Simplicity Tooling of processes Lightweight Usable Contributions from a wide group A source of industry best practice Flexibility Responsive Open/ Inclusive/ Transparent Break down barriers between silos (across the whole spectrum) Adaption Network & comms network: from people point of view, not parochial Active space that continuously improves processes Evolving platform Measuring our impact: technical, business, IT Integration to the end user: putting this into practice

16. Draft Vision Statements We’re talking to everyone Mapping / Guiding technology A Community for IT Best Practices from Tech Geek to Business IT collaboration (for everyone) Self-sustaining, self-adapting network to find the right tool for the right job for everyone Success Value Bringing together People Differentiator is that this is for everyone Taking the complexity out and making it simple Improving IT outcomes through a collaborative community Simpler to use Improve delivery Satisfy the market Point you in the right direction Right tool, for the right job Helping you navigate towards your goal in the IT landscape

17. Roadmap Creation

18. Empathy Maps

19. Vision Board (for each Target Group)

20. Roadmap

21. Workshop Exercises • Empathy mapping • Create a Vision Board • Needs / Goals • Solutions / Features • Value to us (WIIFM) • Organisational Impact • Construct the Roadmap

22. Delivery System

23. How do we turn ideas into actions? http://www.jrothman.com/2013/08/creating-change-that-lasts/ Creation of a critical mass Virtuous circles Incentives Experiment, learn, adapt Forming good habits Rapid, single-item flow Collaboration Social capital Professional reputation Crowdsourcing Quick and frequent feedback Paths of least resistance Change as a campfire, start with some kindling and help feed the fire A system to increase the odds of success

24. Motivators • Start With Why – Simon Sinek • Why (purpose/motivation) • How (make a difference) • What (results) • Drive – Daniel Pink • Purpose • Autonomy • Mastery • Influence – Robert Cialdini • Reciprocity • Commitment • Social proof • Liking • Authority • Scarcity

25. Home Time! Pub