CHRISTIAN HASSA (@CHRISHASSA, CH@TECHTALK.AT)

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(ch@techtalk.at, @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