Kai Gilb
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We have a challenge ...onsdag 7. oktober 20092
delivervalue to stakeholders,within agreeable resources.© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20093
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!”
In astronomy, the geocentric model or the Ptolemaicworldview of the universe is the superseded theory thatthe Earth is the center of the universeand other objects go around it.Belief in this system was common in ancient Greece. It wasembraced by both Aristotle (see Aristotelian physics) andPtolemy, and most, but not all, Ancient Greek philosophersassumed that the Sun, Moon, stars, and naked eye planetscircle the Earth. Similar ideas were held in ancient China.
Our highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software.Working software is the primary measure of progress.© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20096
ScrumCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 200977
deliverShould we not try tovalue to stakeholders,understand and definewithinwhatagreeableour stakeholdersresources.value?And set out to deliver that!Our highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software.© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20098
history• Posten Norge AS bought a seriesof companies• within Logistics, Package transport, CRMand Storage• in Norway, Sweeden, Denmark, Finland,UK, Holland and Estonia.Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 200999
Development Methods• “Normal” Management methods• Scrum development frameworkCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20091111
© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20091212
© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20091313
core functionality is in placemany nice elementsbutseveral business partnersare not happy with many aspectsversion 2Copyright: © 2008 <strong>Kai</strong> <strong>Kai</strong>@<strong>Gilb</strong>.com14onsdag 7. oktober 200914
getting better• version 1 - put the core functionality inplace.• version 2 - is about making thatfunctionality work better for allstakeholders; Users, Business Partners etc.Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20091515
Some PlayersPostenWebteam - Value Management CertifiedProject Owner: Anne Hognestad anne.hognestad@posten.noProduct Owner: Terje Berget terje.berget@posten.noLin Smitt-Amundsen & Kristin NygårdMany Business Groups and internal stakeholders.Kjetil Halvorsen kjetil.halvorsen@posten.noBekk & Ergo GroupScrum Master: Fredrik Bach fredrik.bach@bekk.noTechnical Architect: Stefan M. Landrø: stefan.landro@bekk.noGraphics: Espen SatverMorten Wille Johannessen, Markus Krüger, Dag StepanenkoNetLife ResearchUser Experience: Gjermund Also gjermund@netliferesearch.com Kjell-Morten Bratsberg Thorsen<strong>Kai</strong> <strong>Gilb</strong>: Management Coach: <strong>Kai</strong>Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20091616
© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 200917
LearnStakeholdersMeasureValuesValue Pro ManagementProcessDeliverSolutionsDevelopBreakupCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20091818
LearnStakeholdersMeasureValuesIdentifyStakeholdersWho and what cares about theoutcome of our project?DeliverSolutionsDevelopBreakupCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>19onsdag 7. oktober 200919
LearnStakeholdersMeasureValuesValue CapturingFind & specify quantitativelyStakeholder Values, ProductQualities & Resourceimprovements.DeliverSolutionsDevelopBreakupCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20092020
LearnStakeholdersMeasureValuesSolutionPrioritaizationFind, Evaluate & PrioritizeSolutions to satisfy Requirements.DeliverSolutionsDevelopBreakupCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>21onsdag 7. oktober 200921
LearnStakeholdersMeasureValuesEvo CyclesBreak the winning Solutions downinto smaller enteties,then package them so theydelivers maximum Value.DeliverSolutionsDevelopBreakupCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20092222
LearnStakeholdersMeasureValuesDevlopDevelop the packages thatdeliver the Value.DeliverSolutionsDevelopBreakupCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20092323
LearnStakeholdersMeasureValuesDeliverDeliver to Stakeholdersimproved Value.(not always a thing or code)DeliverSolutionsDevelopBreakupCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20092424
LearnStakeholdersMeasureValuesMeasure ChangeMeasure how much the Valueschanged.DeliverSolutionsDevelopBreakupCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20092525
LearnStakeholdersMeasureValuesLearn & ChangeLearning is defined as a change inbehaviour.DeliverSolutionsDevelopBreakupCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20092626
LearnStakeholdersMeasureValuesValue Pro ManagementProcessDeliverSolutionsDevelopBreakupCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20092727
LearnStakeholdersMeasureValuesValue Pro ManagementProcessScrumDeliverSolutionsDevelopBreakupCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com28 30© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 200928
Value ManagementCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20092929
Value Pro ManagementDevelopersDevelopersManagementCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20093030
Value ManagementCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20093131
Value Decision TablesStakeholder 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 7Scrum DevelopsWe measureimprovementsLearn and RepeatCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 200932 132
examplesCopyright: © 2008 <strong>Kai</strong> <strong>Kai</strong>@<strong>Gilb</strong>.comonsdag 7. oktober 20093333
LearnStakeholdersMeasureValuesValue CapturingFind & specify quantitativelyStakeholder Values, ProductQualities & Resourceimprovements.DeliverSolutionsDevelopBreakupCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20093434
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.Tolerable[April 2009]40 sec.Goal[April 2009]15 sec.Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20093535
© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20093737
WargameCopyright: © 2008 <strong>Kai</strong> <strong>Kai</strong>@<strong>Gilb</strong>.comonsdag 7. oktober 20093838
LearnStakeholdersMeasureValuesSolutionPrioritaizationFind, Evaluate & PrioritizeSolutions to satisfy Requirements.DeliverSolutionsDevelopBreakupCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>39onsdag 7. oktober 200939
Løsninger• 12 løsningsforslag44onsdag 7. oktober 200944
Produktveileder Wizard1.Produktveileder WizardEt dynamisk felt på forsidenspør brukerne etter deresbehov på en intuitiv måte.Resultatene en oversikt overaktuelle produkter vises.Oversikten er utformet slikat man kan sammenligneviktige produktaspekt.(Estimatene er uten innlogging foravtalekunder)45onsdag 7. oktober 200945
Forside2.Produktguide (fasettert)9.Flytte verktøykasse tilvenstre spalteDagens verktøykasseplasseres i midtfeltet. Detbør fortsatt være dynamiskefelter brukerne kan skriverett inn i.8.Behovsformulering påspesialistinnganger”Forklaringen” gjøres om tilmenypunkt.Spesialistnavnet skrivesunder.46onsdag 7. oktober 200946
Proguktguide FaseDert2.Produktguide fasettertBaseres påsøkemotorteknologi ogsøkemotormetaforer.47onsdag 7. oktober 200947
3.Færre produkterPresentere det som i dag erulike produkter somalternativer på etproduktark48Copyright NetLife Research - www.netliferesearch.com - kontakt@netliferesearch.comNetLife Research AS,onsdag 7. oktober 200948
4.Grunnere navigasjonSlik at brukerne kommerraskere til malenproduktgruppe.Legges inn mulighet til å gikategoriseringer påproduktgruppemalen.12.ChatKundeservice svarermanuelt på hvilket produktsom passer for kunden.49Copyright NetLife Research - www.netliferesearch.com - kontakt@netliferesearch.comNetLife Research AS,onsdag 7. oktober 200949
5.Større kjøpsknappUtformes som de andreknappene i designmanualen.10.Tilgrensende produkterpå produktark.Tydeligere visning ognavigasjon for ”naboprodukt”(Estimering tar utgangspunkt i manuellredigering)50Copyright NetLife Research - www.netliferesearch.com - kontakt@netliferesearch.comNetLife Research AS,onsdag 7. oktober 200950
11.”alle produkter” perspesialistLigtbox med alle produkterfor den aktuelle spesialistenlegges på spesialistforside51Copyright NetLife Research - www.netliferesearch.com - kontakt@netliferesearch.comNetLife Research AS,onsdag 7. oktober 200951
Vise alle produkter og tjenester8.Behovsorientertproduktinndeling6.Vise alle produkterAlle produkter vises inndeltetter kategorier som hjelperbrukerne med å skilleproduktene fra hverandre.52onsdag 7. oktober 200952
7.Brødsmulesti53Copyright NetLife Research - www.netliferesearch.com - kontakt@netliferesearch.comNetLife Research AS,onsdag 7. oktober 200953
Solution:Behovsorientert inndeling forside(Front page sorted by needs)3 sec.SoFinn.Raskt(Find.Fast)Past[Dec. 2008]50 sec.Tolerable[April 2009]40 sec.Goal[April 2009]15 sec.Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>54onsdag 7. oktober 200954
Solution:Kjøpsmulighet fra treffsiden i søk(Opportunity to buy from search-results page)2 sec.SFinn.Raskt(Find.Fast)Past[Dec. 2008]50 sec.Tolerable[April 2009]40 sec.Goal[April 2009]15 sec.Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>55onsdag 7. oktober 200955
Solution:Produktsammenligning i søk(Product comparison in search)5 sec.SolFinn.Raskt(Find.Fast)Past[Dec. 2008]50 sec.Tolerable[April 2009]40 sec.Goal[April 2009]15 sec.Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>56onsdag 7. oktober 200956
Solution:Produktveileder(Service Guide)20 sec.SolutionFinn.Raskt(Find.Fast)Past[Dec. 2008]50 sec.Tolerable[April 2009]40 sec.Goal[April 2009]15 sec.Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>57onsdag 7. oktober 200957
Solution:Opplæring(Training)30 sec.SolutionFinn.Raskt(Find.Fast)Past[Dec. 2008]50 sec.Tolerable[April 2009]40 sec.Goal[April 2009]15 sec.Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>58onsdag 7. oktober 200958
WargameValue Decision TableCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20095959
WargameValue Decision TableCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20096060
”Good websites require prioritization. When thereare many needs to consider the result can quicklybecome a jungle that no one can navigate through.Value Management help the project toprioritize needs up against each other andto focus on that which will gives thebiggest Value.Value Management helps us not to loose sight of thestar 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.comCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>61onsdag 7. oktober 200961
LearnStakeholdersMeasureValuesDevlopDevelop the packages thatdeliver the Value.DeliverSolutionsDevelopBreakupCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20096262
© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20096363
© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 200964
© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 200965
about75services© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 200966
11services© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 200967
7services© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 200968
1service© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 200969
LearnStakeholdersMeasureValuesMeasure ChangeMeasure how much the Valueschanged.DeliverSolutionsDevelopBreakupCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20097070
20 sec. ???Solution?Past[Dec. 2008]50 sec.Tolerable[April 2009]40 sec.Goal[April 2009]15 sec.© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20097171
?Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20097272
Measurements:Establishing Past LevelsPast[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.Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20097373
“Our challenge is to measure in practice”Anne HognestadProject Owner:anne.hognestad@posten.noCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20097474
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 helelandet. 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/tjenestesom 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 alleredehar i kunderegisteret ditt.Fasit: (Dialogue – Målgrupper og adresser)7. Du skal finne den mest lønnsomme måten å sende post på, for din bedrift. Dere sendervanligvis 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 oppfølgingtil de som ikke har svart.Fasit: (CityMail – Effekt och oppföljning)Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20097575
Penalty Time:Wrong Service: The service the user chose would NOT do thetask.+300 seconds.Suboptimal Service: The service the user chose could do thetask, but it is not the optimal service.+30-120 secondsCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20097676
Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 200977197 seconds77
Measurements:Establishing Past LevelsPast[March 2008]197 secondsScale: Average time, in seconds, a User with def. [User-Experience,default=Normal] uses to find what they and we want them to find.Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20097878
Measurements:Establishing Status Levels-?? sec.Past[March 2008]197 secondsStatus[May. 2009]??? 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.Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20097979
Measurements:Establishing Status Levels-49 sec.Past[March 2008]197 secondsStatus[May. 2009]148 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.Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20098080
LearnStakeholdersMeasureValuesLearn & ChangeLearning is defined as a change inbehaviour.DeliverSolutionsDevelopBreakupCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20098181
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.Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20098282
Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20098383
Value Decision TablesStakeholder 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 %Prioritized List1. Service Guide2. Solution 93. Solution 7Scrum DevelopWe measure improvementsLearn and RepeatCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20098484
Product to SolutionsValue Decision TableCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20098585
Value Decision TablesStakeholder 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 %Prioritized List1. Service Guide2. Solution 93. Solution 7Scrum DevelopWe measure improvementsLearn and RepeatCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20098686
Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20098787
Stakeholder Value ExamplesKFS.Charging Scale: number of customers per month thatcharge their “frankeringsmaskin” on www.Bring.no/MailCustomerservice.Contact Scale: % of customers that getthe correct answer on their question, the first time they contactCustomerservice.Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>88onsdag 7. oktober 200988
Stakeholder Value ExamplesSales:Order.Number Scale: number of completed sales permonth, from Self.Help.Solutions.Sales.Leadsgeneration Scale: number of Electronic-Leadsper month generated on bring.xx to the Specialists.SMB.Selfservice Scale: % SMB customers tht use self servicesolutions rather than other channels.Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>89onsdag 7. oktober 200989
Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20099090
Value Decision TablesStakeholder 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 %Prioritized List1. Service Guide2. Solution 93. Solution 7Scrum DevelopWe measure improvementsLearn and RepeatCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20099191
Business to StakeholderValue Decision TableCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20099292
Value Decision TablesStakeholder 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 %Prioritized List1. Service Guide2. Solution 93. Solution 7Scrum DevelopWe measure improvementsLearn and RepeatCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 20099393
Business OwnersSteering CommitteePush Technical SolutionsWants to make decisions aboutTechnical SolutionsProject ManagementThinks and understands Technical SolutionsDevelopers© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 200994
Business OwnersSteering CommitteeWhat are yourreal needs?Sign off on ValueImprovementsProject ManagementWhat technical solution will give maximumProduct Value improvements?Developers© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 200995
the road ahead ...“Our challenge is to, in practice,make payments based on value delivery.”Anne HognestadProject Owner:anne.hognestad@posten.noCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>96onsdag 7. oktober 200996
Description of requirement/work task Past StatusUsability.Productivity: Time for the system to generate a survey 7200 sec 15 secUsability.Productivity: Time to set up a typical specified Market Researchreport(MR)Usability.Productivity: Time to grant a set of End-users access to a Reportset and distribute report login info.Usability.Intuitiveness: The time in minutes it takes a medium experiencedprogrammer to define a complete and correct data transfer definition withConfirmit Web Services without any user documentation or any other aidPerformance.Runtime.Concurrency: Maximum number of simultaneousrespondents executing a survey with a click rate of 20 sec and an responsetime
take home pointsCopyright: © 2008 <strong>Kai</strong> <strong>Kai</strong>@<strong>Gilb</strong>.comonsdag 7. oktober 20099898
delivervalue to stakeholders,within agreeable resources.© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 200999
Clear QuantifiedStakeholder ValuesProduct ValuesFinn.Raskt(Find.Fast)Past[Dec. 2008]50 sec.Tolerable[April 2009]40 sec.Goal[April 2009]15 sec.Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 2009100100
Value Decision TablesStakeholder Value 1 Stakeholder Value 2Business Value 1 -10% 40%Business Value 2 50% 10%ResourcesConnect20%all10%levelsProduct 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 %Prioritized List1. Service Guide2. Solution 93. Solution 7Scrum DevelopWe measure improvementsLearn and RepeatCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 2009101101
Value Decision TablesStakeholder Value 1 Stakeholder Value 2Business Value 1 -10% 40%Business Value 2 50% 10%ResourcesThe20%secret10%Product Value 1 Find.FastStakeholderofValue 1a powerfull-10% 50 %Stakeholder Value 2 10 % 10%Resources 2 % 5 %product backlogSolution 1 Service GuideFind.Fast -10% 35 %Product Value 2 50% 80 %Resourcesis...1 % 2 %Prioritized List1. Service Guide2. Solution 93. Solution 7Scrum DevelopWe measure improvementsLearn and RepeatCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 2009102102
Value Decision TablesStakeholder Value 1 Stakeholder Value 2Business Value 1 -10% 40%Business Value 2 50% 10%continuosResources 20%prioritization10%Product Value 1 Find.FastStakeholder Value 1based-10%on50 %Stakeholder Value 2 10 % 10%Resources 2 % 5 %Value DeliveredSolution 1 Service GuideFind.Fast -10% 35 %Product Value 2 50% 80 %Resourcesover costs1 % 2 %Prioritized List1. Service Guide2. Solution 93. Solution 7Scrum DevelopWe measure improvementsLearn and RepeatCopyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>onsdag 7. oktober 2009103103
We have a challenge ...onsdag 7. oktober 2009104
PostenThe TeamWebteam - Value Management CertifiedProject Owner: Anne Hognestad anne.hognestad@posten.noProduct Owner: Terje Berget terje.berget@posten.noLin Smitt-Amundsen & Kristin NygårdMany Business Groups and internal stakeholders.Kjetil Halvorsen kjetil.halvorsen@posten.noBekk & Ergo GroupScrum Master: Fredrik Bach fredrik.bach@bekk.noTechnical Architect: Stefan M. Landrø: stefan.landro@bekk.noGraphics: Espen SatverMorten Wille Johannessen, Markus Krüger, Dag StepanenkoNetLife ResearchUser Experience: Gjermund Also gjermund@netliferesearch.comKjell-Morten Bratsberg Thorsen<strong>Kai</strong> <strong>Gilb</strong>: Management Coach: <strong>Kai</strong>Copyright: <strong>Kai</strong>@<strong>Gilb</strong>.com© 2008 <strong>Kai</strong> <strong>Gilb</strong>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@kaigilb105onsdag 7. oktober 2009105
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