Agile and Innovative Procurement Symposium · • Real Problem Statement : Real problems • Risk...

Agile and Innovative Procurement Symposium

NiluferErdebil

www.Spring2Innovation.com

Outcome

KnowhowDesignThinkingcanhelpindesignoftheprocurementprocess

Ifagileprocurementisrightforyou


Ice Breaker Activity Drawanorganizationwhereprocurementiseffective,efficientandimpactful


Why Design Thinking?

Understandendusersbetter

1

Understandtheproblembetter

2

Developsolutionsfortherealproblem

3


https://www.youtube.com/watch?v=RRy_73ivcms

Why Agile Procurement?


Why Design Thinking for Procurement?

Understandeachother&workincollaboration

1Understandallendusers

2Playactive&leadingroleindesign

3


Procurement Officer Role Shifting

Coaching,Supporting,orLeadingofDefiningtheproblem

Draftstatementofchallenge/statementofrequirements(co-drafting)


ProjectInitiation

§  TechnicalAuthority(TA)developsapprovaldocuments

§  ContractingAuthority(CA)providesinputonprocurementstrategy

Design

§  TA,withinternalandexternalexperts,designsthesolutionandpreparestheStatementofWork(SoW)andevaluationgrid(EG).

§  SoW-Describesthesolutionindetail,oftendescribeshowthesupplierwilldeliverthesolution.

§  NeithertheCAnortheprivatesectorisinvolvedinthisstage.

Procurement

§  CA–ReviewstheSoWandEG,developsthesolicitation.

§  Privatesector–Writestheproposaltodemonstratetheircapacityandexplainshowtheywilldeliverthesolution.

Traditional Procurement Process

ContractManagement

§  PrivatesectordeliversthesolutiondesignedbytheTA.

§  TAmanagesthecontract.§  CAisinvolvedifcontractamendmentsarerequiredorinthecaseofproblems(e.g.vendorperformance,pre-litigationsituations).

ProjectInitiation

§  TechnicalAuthority(TA)developsapprovaldocuments

§  CAprovidesinputonprocurementstrategy

Design

§  Cross-FunctionalTeam(CFT)arecomposedoftheTA,technicalexperts,contractingexpertspecializinginAgileprocurement,contractdrafter,riskspecialist,performancemeasurementexpert,&DesignThinkingexpert.

§  CFTcollaborativelydraftsStatementofProblem,StatementofChallenge(outcomesbased),tailoredthesolicitationprocess.

Procurement

§  Theprocurementprocessisusedtofind/refinethesolution,resultingintherapidcontractawardtothemostsuitablesolutionowner.

§  Selectionisbasedonevidence-basedevaluation(presentation,demo,proofofconcept),couldbeiterative.

§  Privatesectorpresentstheirsolutionsanddemonstrateshowtheirsolutionswillproducetheexpectedoutcomes.

Agile Procurement Process

ContractManagement

§  IncrementalDeployment:Initialstagesofthecontractincludelowdollarvalueprototypestoensurethesolutionproducestheexpectedoutcomes.

§  PrivateSectordeliversthesolutionthattheydeveloped.

§  VariousoptionsforcontractmanagementincludingtheimplementationofasteeringcommitteeandanAgilemanagementframework.

Projectinabox

Where Design Thinking could be beneficial to procurement?

Organizationalconstraints

Userbasedevaluationgrids

DesignthinkinghelpsclarifyingtheproblemtheprocurementissupposedtoresolveStatementofproblem

DesignthinkingwillhelptoincludeperspectivesoftheendusersintheSoR/SoCandclarifytheexpectedoutcomesofthesolutions.

Statementofrequirement/Statementofchallenge

Designthinkingcouldbeleveragedtobuildevolutiongridstoscoretheperspectiveoftheendusersduringthesolicitationprocess

PrototypeandPerformanceAssessment

Designthinkingcouldbeleveragetointegratetheendusersinputforthechoiceofthesolutionduringtheprototypestageandtheperformanceassessmentprocessduringtheimplementationstage

Designthinking(Journeymapping)couldhelpidentifyingconstraintsoutsidethescopeofthecontractthatmayhaveanimpactoncontractimplementation

Contracting Adding More Value Opportunitytoplayamoreactiveroleindesign


Identify the Problems and the Challenges

•  InitialProblemStatement:Initialconceptionofwhattheproblemis

•  Empathymap:(AboutPeople-foreachpersonas-endusers)

•  Journeymapping:(aboutprocessfollowedbyusers-tocharacterizeexperienceofeachenduser).Helpshapeproblemstatement&identifychallengesassociatewithproblems

ü  Betterunderstandingofobjectivesü  Whattheproblemstatementshouldbe

•  RealProblemStatement:Realproblems

•  Riskmapping:Identifyproactivelyanyproblemthatcouldbeaddressedby&duringtheprocurementprocess

•  Challenges:Descriptionofmultiplechallenges(ifneeded)Statementofchallenges

BeforedraftingStatementofWork

InitialProblemStatement

EmpathyMap

JourneyMapping

RealProblemStatement

RiskMapping

Challenges

Problem

•  Initialproblem–whyarewedoingwhatwe’redoing?Why?

•  Expectation•  Outcome–EndResult–Whatdowewanttoaccomplish(andnothow)


More Efficient Definition of Problems

TOUNDERSTANDTHEPROBLEM

TOKNOWENDUSERANDTOKNOWTHEIRPROBLEMS


Problem Statement

•  Identifyusersbeforeproblemstatement–whatarethechallengesforeachenduser


From problem to Statement of requirements

PROBLEM PROBLEMSTATEMENT SOC/SOR


Achieving Outcome

Output

Outcome


Sample Initial Problem

•  RequireanautomatedtestingtooltoregressiontesttheP2PPortalforthepurposesofstreamliningandstandardizingtheexecutionofP2Pregressiontesting


Measures of Success for SOLUTION

ProcessDuration Adaptability Capacityto

ProcessData

Capacitytocollect&reportonscriptresults

Capacitytofreethedevicewhilerunningascript

EasytoNavigate Intuitive EasytoCustomize


Measures of Success for SOLUTION

ProcessDuration Adaptability Capacityto

ProcessData

Capacitytocollect&reportonscriptresults

Capacitytofreethedevicewhilerunningascript

EasytoNavigate Intuitive EasytoCustomize

Outcome


Persona & Empathy Maps


Journey Mapping


Redefining of Problem Statement after Empathizing

RequireanautomatedtestingtooltoregressiontesttheP2PPortalthatwillreducetimeduringcreation,executionandrecordingresultsoftesting


Findings after the Session

• Clarityonmeasuresofsuccess&priorities

• Additionalpersonaadded• Clearerdefinitionoftheoutcometheteamwants


25www.Spring2Innovation.com

De-Risk Through Design Thinking

26

•  Solutionbasedthinking•  Understanding&deliveringonneedsofusersbybuildingempathy,

understandingrootcausesanddeliveringonwhatispossible

Empathize

Define

Ideate

Prototype

Test


Priming Your Brain Enlargethinkingbeforepostingthechallenge


28


29

WhathasmadereframetoUber

successful?


Understanding End Users

Understandingtheenduserwillhighlightwhatsupplierisgoingtoberesponsiblefor

Ie.NextGenerationTravel


Empathize Personas

Empathy Maps Journey Maps


Empathy, Sympathy, Compassion

Empathy

Sympathy

Compassionwww.Spring2Innovation.com

Brene Brown Video

• https://www.youtube.com/watch?v=1Evwgu369Jw


Personas


Persona

35www.spring2innovation.com

Guylaine Trail development

Demographics

•  48year-old•  Female•  $15,000/peryear•  Val-desMonts•  Engineer•  Marriedwith8children

•  Specialistinthedevelopmentofnaturaltrails

•  Seniorkeydecisionmaker

Goalsandchallenges•  Improvethequalityoftrailsin

asustainableway•  Workinthenature•  Workincollaborationwiththe

community

Valuesandfears•  Integrity,honesty,efficiency•  Lowtoleranceforsloppy•  Destructionandnon-respectofnature•  Lackofinvestment

Stakeholders VS Personas

￮  Personas are your end users

￮  Stakeholders can include end users but also include those who are funding, championing the initiative as well as influencers


Empathy Maps


Empathy Maps


UnarticulatedNeeds

Activity: Personas

•  IdentifyandBuildoutpersonasfortheproblem

•  McDonald’s•  UseCases


Activity – Build Empathy Maps for Personas


Journey Maps


End Client Journey Maps

•  Includestheexperience,whatisworkingwell&what’snotworkingwell

•  Workonkeepingthethingsthatareworkingwell


Journey Map Experience

WalkintoStore

SelectaOrder

SelectaSize

-Cleanstore-Niceatmosphere

-NotsurehowsmallVentisizeis

-OutofBagels

GapsUnmetNeeds

Whatworks


Define


Test Moretocome……..


Contact Information NiluferErdebil

Spring2Innovation

613-850-0854

[email protected]

@DigitalNil

@Spring2Inno



Date post:	28-Jul-2020
Category:	Documents
Upload:	others
View:	1 times
Download:	0 times

Agile and Innovative Procurement Symposium · • Real Problem Statement : Real problems • Risk...

Documents