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Roadmapping Tales from the trenches: Using roadmapping for collaboration, conflict mitigation and visualisation of strategic directions Bent Bilstrup [email protected]
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Roadmapping !Tales from the trenches: Using roadmapping for collaboration, conflict mitigation and visualisation of strategic directions
Bent Bilstrup [email protected]
Tales From the Trenches
In Spite of All the Danger
Increase the Absorptive capacity
Make roadmapping more accessible (and affordable)
Increase decision support
Democratise the roadmapping process
Ticket to Ride
Focus on 3 “genres” of
roadmappingWith focus on
Design & Visual thinking
Overview and relations
Agile practices
Strategy & innovation
Strategic planning
Product roadmapping
DEMOGRAPHIC
TREN
DS &
DRI
VERS
Ageing in place
THEM
ES &
CAP
ABIL
ITIE
S
Managing everyday life
Equality of access and servicesCollaboration between patients and professionals
Care from a distance
Interdisciplinary
Connecting families
ROAD
MAP
SOCIAL
ECONOMICAL
TECHNOLOGICAL
HEALTH
FRAM
EWOR
K Connectivity
Human value added
Nordic overall value
Ease of use
Cost LMÄJPLUJ`
Dynamics and needs because of changing demo-graphic vectors such as age, mobility, disabilities etc.
Maintaining and strengthen the social structures in society in access to public services and private life
*OHUNLZ�PU�[OL�M\UKPUN�ZJOLTLZ�HUK�HIPSP[`�[V�Ä-nance service-levels and access to public services
New enablers and possibilities due to technological development and innovation
Robot vacuum cleaning - John is living in a nursing centre where robots has entered. How will John and Yvonne (nurse) tackle their new “resident”?
Telehealthcare - Tom is diagnosed with COPD. Can Tom be supported to change lifestyle and exercise habits through in-body activity sensors while at home in his preferred environment?
Internet-based activities, social media and older people. Can social media and tele-presence make Lilly less isolated in keeping her family close and enable her to interact with her peers?
Motion interactive games in home rehabilitation - Jessica (age 12) is a teen girl with teen habits. :V�JHU�NHTPÄJH[PVU�VM�[OL�YLOHIPSP[H[PVU�MYVT�OLY�\UPSH[LYHS�JLYLIYHS�WHSZ`�THRL�H�KPɈLYLUJL&
Using remote control for watching television - Sound like a trivial task. Not for Karin age 58 diagnosed with Alzheimer. Can a simpler remote increase life quality for her and her daughter Julie?
A web based ulcer record for collaboration - How can Robert (35) manage is job while being hospitalized at home and still keep in contact with numerous specialists, home care and his GP?
Technologies of understanding - Will Anja (age 51) be better prepared and more comfortable with her upcoming hip-surgery because of much improved access to information-sources about her situation?
Speech recognition - How can speech recognition and speech training technology enable 17 year old Sella to better manage her life? Can she continue and take charge of her own education?
SCEN
ARIO
S
Scenario #1
Scenario #3
Scenario #2
Scenario #4
Scenario #5
Scenario #6
Scenario #7
Scenario #8
Nordic Welfare Model
0UJYLHZLK�WVW\SH[PVU�VM�VSKLY�WLVWSL�SP]PUN�I`�[OLTZLS]LZ�HUK�PU�ULLK�VM�JHYL�c�(�OPNOLY�U\TILY�VM�ÄUHUJPHSS`�JHWHISL�HUK�^LHS[OPLY�senior citizens | Changing family relationships | An ageing workforce | A decreasing number of public servants
Fear of isolation & loneliness | Maintaining social networks | Secure access to public services | The citizen in a role as active participant in regard to care and treatment | Focus on enabling people to enjoy life and maintain quality of life
Pressure on most areas of public sector in the Nordic countries. (Budget cuts) |Centralization of hospitals and forming of larger entities | Alternative funding schemes from private pension funds and private enterprises
Broadband communication enabling video and multimedia communication | Embedded communication capabilities in home artefacts | Integration of devices & services | Easy authentication | Rise of robotics & self-moving devices in care
Stay longer in own environment
Keep and strengthen family relations
Getting access to care and expertise from afar
Inclusion through managing everyday tasks
Enabling multiple disciplines to cooperate
Even and democratized access to services
Enabling an equal and balanced relationship be-tween health service providers and users
“Health” is the overall perspective - meta-level driver - for the introduction and development of welfare technologies and services
The framework must be sensitive to the basic va-lues behind the Nordic welfare model and culture. 4 key perspectives are emphasized in the frame-work to support the development or evaluation of welfare technologies, products or services.
Capability to produce an interactive and meaningful connection between the user HUK�JHYL�WLYZVUULS�VY�V[OLY�ZPNUPÄJHU[�people.
3L]LS�VM�\ZHIPSP[`�[V�KPɈLYLU[�LUK�\ZLYZ��adaptability and ease of support and
replacement.
(IPSP[`�[V�PUJYLHZL�WYVÄ[HIPSP[`�V]LY�[PTL�and to reduce cost per user and/or service event.
Ability to increase user’s life satisfaction HUK�PUÅ\LUJL�VM�YLSH[PVUZOPWZ�HUK�V[OLY�
aspects of more physical well-being.
High Medium Low Very low
Relations between scenarios and capabilities
Focus on 3 “genres” of
roadmappingWith focus on
Design & Visual thinking
Overview and relations
Agile practices
Strategy & innovation
Strategic planning
Product roadmapping
Roadmapping stack
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Help!
Key Objectives Learning Points
-4 key capabilities: -Organisation & skillset
-Process for development and later implementation
-Methodology -Toolset
-Bootstrapping -Get a minimum platform established
-Provide the assistance needed
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Within You Without You
Key Objectives Learning Points
-What is skill-building? -What is roadmapping? -The number of working agreements needed
-Determine Extra, inter- or intra-organisational?
-Stimulate absorptive capacity
-Structure technology intelligence
-Increase maturity level
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Key Objectives Learning Points
-What is skill-building? -What is roadmapping? -The number of working agreements needed
-Determine Extra, inter- or intra-organisational?
-Stimulate absorptive capacity
-Structure technology intelligence
-Increase maturity level
Intra-team
Inter-team
External
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
I’m Looking Through You
Key Objectives
-Assess pre-conditions
-Identify predefined assumptions
-Increase awareness of ”behavioral pattern"
-Remember: a self-assessment!
-Great fun… -…but also food for thought
Learning Pointswww.hbr.org
T
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K
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Scanning the Periphery
by George S. Day and Paul J.H. Schoemaker
•
The biggest dangers to a company are the ones you don’t see coming. Understanding these threats—and anticipating opportunities—requires strong peripheral vision.
Reprint R0511H
With compliments of...
610.717.1000www.thinkdsi.com
Scanning the Periphery
•
•
•
T
OOL
K
IT
harvard business review • november 2005 page 4
I NATURE OF YOUR STRATEGY (circle a number)
Focus of your strategyNarrow (protected niche) 1 2 3 4 5 6 7 Broad (global)
Growth orientationModest 1 2 3 4 5 6 7 Aggressive
Number of businesses to integrateFew 1 2 3 4 5 6 7 Many
Focus on reinventionMinor 1 2 3 4 5 6 7 Major (50% of revenue must come
from new products in three years)
Total (add numbers)
Assess Your Need for Peripheral Vision
II COMPLEXITY OF YOUR ENVIRONMENT
Industry structureFew, easily identifiable 1 2 3 4 5 6 7 Many competitors from
competitors unexpected sources
Channel structureSimple and direct 1 2 3 4 5 6 7 Long and complex
Market structureFixed boundaries and simple 1 2 3 4 5 6 7 Fuzzy boundaries and complex
segmentation segmentation
Enabling technologiesFew and mature (simple systems) 1 2 3 4 5 6 7 Many converging (complex systems)
Regulations (federal, state, etc.)Few or stable 1 2 3 4 5 6 7 Many or changing rapidly
Public visibility of industryLargely ignored 1 2 3 4 5 6 7 Closely watched by media or
special-interest groups
Dependence on government funding and political accessLow: operates largely High: sensitive to politics and
independent of government the funding climate
Dependence on global economyLow: affected principally by 1 2 3 4 5 6 7 High: affected by global conditions
domestic conditions
Total (add numbers)
A
A
B
C
D
B
C
D
E
F
G
H
1 2 3 4 5 6 7
Copy
right
© 2
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This article is made available to you with compliments of DSI. Further posting, copying, or distributing is copyright infringement. To order more copies go to www.hbr.org or call 800-988-0886.
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Key Objectives
-Assess pre-conditions
-Identify predefined assumptions
-Increase awareness of ”behavioral pattern"
-Remember: a self-assessment!
-Great fun… -…but also food for thought
Learning Points
JOH
JRISRJ
TSO
Average
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Don’t Let Me Down
Key Objectives Learning Points
-More team-building than actual roadmapping
-A platform for conflicts
-Align perspectives -Program definition -Team-building -Common workbench -Building up “social capital” and personal trust
KORT
SIG
TVI
SIO
NM
ELLE
M S
IGT
TRENDS & DRIVERE STRATEGISKE TEMAER RAMMER & VILKÅR
Omsætning og handelsmængderStatus, tendens og forventninger: [Her vil tal for omsætning og tendenser være rigtig gode.]
CCP - Central clearing og infrastrukturerMed afsæt i dels lovgivningsmæssig eller regulato-risk pres og dels ønske om optimering af handels-processen og risiko-håndtering står indførelsen og DQYHQGHOVHQ�DI�&&3·HU�FHQWUDOW�,V U�GHW�HXURS LVNH�ELOOHGH�DI�&&3·HU�RJ�GHUHV�anvendelse er noget fragmenteret og usikkert. De overordnede linier og den politiske vilje er dog til stede til at indføre denne infrastruktur.T2S (Target 2 Securities)T2S infrastrukturen etableres i regi af Den Europæi-ske Centralbank (ECB) og forventes at gå i luften i 2015. Det er ikke helt klart hvornår Danmark forven-tes at tilslutte sig og at de øvrige værdipapircentraler i 26 europæiske lande vil tilslutte sig løbende.
Regulering Mængden og hastigheden hvormed regulering bliver indført øges. Tendensen er også at national lovgiv-ning nærmer sig og tilpasser sig international regule-ring og især følger EU-regulering.Regulering og tilpasning til denne må derfor forven-tes både at være en driver i forhold til forretningsud-vikling men også et vilkår, der især vil lægge et be-slag på betydelig ressourcer til løbende overvågning og implementering i it-infrastrukturen. Erfaringstal fra JP Morgan (og til dels Bank of New York) angiver at helt op til 1/3 af det samlede it-budget til udvikling- og drift bliver brugt til implementering og systemun-derstøttelse af regulative krav.
Teknologi og standardiseringDen teknologiske udvikling giver muligheder for be-handling af stadig større datamængder og i tæt-på-realtids behandling. Det stiller krav til infrastrukturen men også forventninger fra kundesiden. ”Always-on” og adgang fra mange kanaler og enheder - især mobile - udfordrer ikke bare funktionalitet men også fx sikkerhed.Orientering mod mere service-baserede og service-orienterede systemer og arkitekturer trækker på evnen til at udstille sine systemer og integration. Der-for er standardisering på både sektor- og teknologi-niveau en væsentlig rammesættende faktor.
REGULERING & GOVERNANCE
Hvilke regulativer har hvilke it-mæssige konsekvenser?Hvordan er det implementeret og håndteret i dag?Hvad er kompleksitetsgraden og krav til dokumentation?
FORRETNINGS-UDVIKLING
Hvordan og i hvilken grad kan EDFNRIÀFH�SODWIRUPHQ�ELGUDJH�til og understøtte pengein-stitutternes individuelle for-retningsudvikling (relation til PLG��RJ�IURQW�RIÀFH�
EFFEKTIVISERING & OPTIMERING
Hvordan kan corporate ac-tions understøttes bedre og mere effektivt?Hvordan kan Order Manage-ment understøttes bedre og fx understøtte automatisk afsteming?Hvilke krav og muligheder er der til og for integration med andre infrastrukturer til afvik-ling af handler (fx T2S)?
DATA-ADGANG & ANVENDELSE
Hvordan er adgangen og behovet for data i dag? Fx (bedre) anvendelse af stam-data og FOA.Hvordan er anvendelsen og understøttelsen af dataware-house?+YRUGDQ�NDQ�GHU�WLOE\GHV�ÁHUH�og bedre integrationsmulig-heder så der er mulighed for andre anvendelser af data?
ADGANG FOR KUNDER
Hvordan skal den ”digitale parathed” på kundesiden i mødekommes og hvilke kon-sekvenser har det reelt for EDFNRIÀFH"��,W�VRP�µYDOXH�driver”)
Hvilket (fælles) beredskab skal der være for at overvåge og implementere krævet re-gulering og nødvendig comp-liance?
Kan system-regler og check bedre sikre at regler er over-holdt og lette rådgiverens arbejdsproces samt øge compliance-niveau?
+YRUGDQ�NDQ�EDFNRIÀFH�LQG-rettes så time-to-market kan gøres kortere?
Hvad er muligheder, krav og behov for at kunne trække kunderne tættere på og lade dem indgå i et sam-produkti-onsforhold?
Hvilke konsekvenser har et mere internationalt scope generelt? Fx internationale kunder eller stigende mængde internationale handler.
Hvordan og i hvilken grad skal whitelabeling af produkter og services kunne understøttes?
Hvordan kan rådgiverens ar-bejdsplads forbedres og effek-tiviseres?
Hvordan kan scourcing af 3 parts løsninger gøres enklere og nemmere?
Hvilke standarder på sektor- og teknologier bør følges og implementeres?
Hvordan kan understøttel-sen og anvendelsen af STP (Straight through processing) forbedres?
Hvilken ”Data-tørst” kan for-ventes? Går den i væsentlig grad ud over den nuværende datawarehouse-anvendelse og imod langt større mængder RJ�ÁHUH�DQYHQGHOVHU�DI�UHDO-tidsdata.
Hvilke standarder på sektor- og teknologier bør følges og implementeres?
Hvad er forventninger og krav til multi-kanal adgang fra kun-deside?
Hvad er muligheder, krav og behov for at kunne trække kunderne tættere på og lade dem indgå i et sam-produkti-onsforhold?
2013 - 14På den korte bane er det især fokuset på at øge pro-
duktivitet og effektivitet der er styrende: handelsomkost-ningerne skal holdes nede ligesom en stigning i mæng-den af internationale handler lægger et pres.En stigende mængde regulative tiltag rammer sektoren. Denne ”regulative tsunami” vidner både om at hastighe-den hvormed tiltag besluttes og forventes implementeret er steget og at reguleringen sker med en højere detalje-ringsgrad, end man hidtil har set det.Kundesiden har med rygvind i en øget beskyttelse af investor/forbrugere en forventning og krav om øget tran-parens, gennemskuelighed og sammenlignlighed af pro-dukter og services.Kunderne møder bankerne med forventning om øget ”Value-for-money” - dvs. værdiskabelsen skal være umid-delbar og synlig - og der er især en stigende forventning RP�µDOZD\V�RQ��DOZD\V�DFFHVV���µ�YLD�ÁHUH�NDQDOHU��ZHE��mobil, system-integration)
2014 - 16Der vil være et fortsat pres for at afdække og synliggøre risici - forbruger og investor-beskyttelsen står højt på dagsordenen.Bedre understøttelse af sam-produktion mellem bank og kunde vil blive afsøgt samtidig med at aftageren efterspørger convienience (individuel tilrettelæggelse og tilpasning) og udviser i stigende grad en shopping-adfærd, hvor man bruger den øgede gennemskuelighed og transparens i markedet til at vælge mellem udbydere af services.Der er forventninger om en øget sourcing af andre bank-produkter ind i sin egen portefølje.Internationalisering forventes at fylde stadig mere. Både i form af at andelen af handel med udenlandske papirer og handler, færre nationale barrierer (fx lukkedage etc.) samt mere international orienteret regulering og regelstyringen på området.
2016 -
Mere central infrastrukturHøj grad af automatisering og STPLangt mere internationalt scope
1716
20142013 2016
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Roadmappet til højre er det kon-soliderede baseline-roadmap IRU�0DUNHWV�%DFNRIÀFH��5RDG-mappets enkelte lag er illustre-ret og behandlet yderligere i det HIWHUI¡OJHQGH�I denne oversigt er kun de elementer fra hvert lag, der af arbejdsgruppen er blevet vurde-ret til at have størst indvirkning WDJHW�PHG��6nOHGHV�HU�NXQ�GHQ�mest akutte og kraftigst indvir-kende regulering vist ligesom de mest presserende forret-ningsmæssige behov er angivet KHU��
Flere regulatoriske tiltag, hurtigere implementering | Regulering sker med øget detaljeringsgrad og fokus | Mindst 90 internationale regulative tiltag, ca. 60 med virkning for Europa
Øget fokus på beskyttelse af investor / forbruger | Øget transparens og gennemskuelighed
Øgede krav til effektivitet og produktivitet | Krav til automatisering
Digital parathed på kundeside | ”Shopper” og vil have synlig Value for money
[Nøgletal: omsætning og handler] [Nøgletal: omsætning og handler]
Øgede krav til solvens
Internationale infrastrukturer (Fx CSD)
6WDQGDUGHU�RJ�VWDQGDUGLVHULQJ��%HVNUHGHU��VQLWÁDGHU��UDSSRUWHULQJ�
Target2 Securities (T2S)
Data og data kommunikation: Bedre Datawarehouse | Større åbenhed og integrations-muligheder
Corporate Actions: Understøttelse af Corporate Actions
FOA: FOA 4 | Bedre styr på og anvendelse af stamdata
BO order management: Krav om ”strøm” til processen | Automatisk afstemning i BO
Afviklingsinfrastruktur: Integration med (T2S) Target 2 Securities | Mere åben afvik-lingsinfrastruktur | .XQGHYLONnU��)RQGVSURÀOHU�RJ�GHSRWJHE\USURÀOHU�_�(IIHNWLY�KnQGWHULQJ�DI�NXQGHDIWDOHU
Rådgiverens arbejdsplads: Enklere og hurtigere betjening | Flere informationer til rådighedRådgivning og regulering: Sikre at lovkrav og regulering bliver overholdt | Lette rådgiverens arbejdeSourcing: Håndtere mindre Bankers BO aktiviteter | White labelling | Kortere time-to-market
(QJURV�NXQGHU��%HGUH�NXQGHUnGJLYQLQJ�_�2SWLPHULQJ�DI�ÁRZ6HOYEHWMHQLQJ���JH�PXOLJKHGHU�IRU�VHOYEHWMHQLQJ�_�$GJDQJ�WLO�KDQGHO�YLD�ÁHUH�PHGLHU�NDQDOHU
Internationale kunder: Forbedret systemunderstøttelse af internationale kunder
Primo 2014, Forventet ikrafttrædenTobin tax (Financial Transaction Tax – FTT) Forslag december, 2012
EMIR II (2010 Foreslået) Vedtaget august 2012 Medio 2013, Forventet ikrafttræden
Basel II.5 (Stressed VaR og IRC) Primo 2012, Ikrafttræden
MIFID MIFID II /MIFIR Forventes vedtaget primo 2013 Primo 2014, Forventet ikrafttræden Primo 2015, MiFID II
[AS-IS eller status billede på system- / komponent-portefølje - her udeladt] [Program- og projektsatte aktiviteter og initiativer - udfyldes igennem funderingsfase]
9
Mest presserende
Mindst presserende
POLI
TIK
ØK
ONOM
I
SOCIAL
TEKNOLOGI
JURA
= Enabler (en enabler er en forudsætning for eller gør noget muligt)
= Driver (en driver er en faktor, der vil stille krav om forandring)
Størrelse angiver indvirkning - jo større jo større indvirkning
Drivere og enablere0DUNHWV�%DFNRIÀFH
Øget fokus på forbrugerbeskyt-telse
Øget gennem-skuelighed og transparens
Øget fokus på og anvendelse af CCP (Centrale Clearing Points)
Hurtigere im-plementering af regulatoriske indgreb og tiltag
T2S - Target2-Securities
Fælles EU-kapital market med US som forbilledeØget liberali-sering
Ønske om at nedbringe risiko på derivater
Nationale instan-ser mister ind-Á\GHOVH���I[�WYLYO�RP�93·V�IUHPWL-dige status
Øgede krav til effektivitetPres på enheds-omkostninger
Øgede krav til produktivitet
Sourcing af andre bank-produkter
Øget segmente-ring af marked / fokusering
Konsolidering - især færre depot-banker Prisbevidsthed:
gennemskuelig-hed og sammen-lignlighed
Krav om ”va-lue-for-money”
InternationaliseringNedbrydning af natio-nale barrierer
”Shopping-kultur” på kundeside: søger convienience - tilrettelæg-gelse, tilpasning og individuali-sering
Den kritiske forbruger (har fået en stemme RJ�SROLWLVN�LQGÁ\GHOVH�
Flere private inve-storer / slutbruger-handler
”Digital pa-rathed” på kundeside
Sam-produk-tion (kunden som medska-ber og produ-cent)
Always-on (krav om mobilitet og tilgæn-
gelighed) - Multikanal adgang
Automatisering og adgang til data i
(nær)-realtid (Busi-QHVV�,QWHOOLJHQFH�µQH[W�
generation”)
Internationale infra-strukturer (bl.a. Clea-
ring systemer)
Platforme til sam-pro-duktion mellem bank
og kunde
Digital procesun-derstøttelse og
ZRUNÁRZV�
Krav om højere grad af gen-
brug (systemer, data, etc.) Kortere og kortere le-
vetid af løsninger / høj afskrivningshastighedSourcing af 3. partsprodukter og 3. parts platforme
Web- / internet-teknologier domi-
nerende
Standardi-sering (bl.a.
Beskeder, VQLWÁDGHU��UDS-
portering)
Regulering generelt - også fælles regler for rådgivning og fælles organisering (MIFID)
Krav om øget tranparens
Øget investor og forbruger-
beskyttelse
Krav om doku-mentation af
best execution og compliance
National lovgivning
nærmer sig og tilpasser
sig EU-regu-lering
Standardise-ring (sektor-
niveau, nationalt,
internationalt)
Krav til solvens
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Key Objectives Learning Points
-More team-building than actual roadmapping
-A platform for conflicts
-Align perspectives -Program definition -Team-building -Common workbench -Building up “social capital” and personal trust
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Hold Me Tight
Key Objectives Learning Points
-Focus on roles rather than organizational position
-Iterative process: kick-off, sprint, retrospective…
-Keep progress -Direct focus -Single and double learning loops
-Support implementation
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Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Key Objectives Learning Points
-Focus on roles rather than organizational position
-Iterative process: kick-off, sprint, retrospective…
-Keep progress -Direct focus -Single and double learning loops
-Support implementation
Strategy
Portfolio
Roadmap
Release
Sprint
Executive Product m
anager D
eveloper
Daily
Multiple years !!
Years !!
Many months !!
2-9 months !!
2 weeks
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Everybody’s Got Something to Hide Except Me and My Monkey
Key Objectives Learning Points
-Canvassing is an effective method
-High visibility, high level of interaction
-Have attention on designs that exclude or highlight certain information
-Increase speed -Support workshop work-style
-Lower barriers for creation
-Speed up data collection, balancing and validation
-"Fail fast” agile principle
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Key Objectives Learning Points
-Canvassing is an effective method
-High visibility, high level of interaction
-Have attention on designs that exclude or highlight certain information
-Increase speed -Support workshop work-style
-Lower barriers for creation
-Speed up data collection, balancing and validation
-"Fail fast” agile principle
Visuel indvirkning"Hvor attraktiv er visualiseringen
eller roadmappet?"
Klarhed"Kræver det en lille
arbejdsindsats at forstå roadmappet?"
Opfattet færdighedsgrad"Fremstår visualiseringen færdig eller er det åben for
forandring og videre bearbejdning?"
Dirigeret fokus"Styrer visualiseringen /
roadmappet fokus hen på særlige områder eller elementer?"
Giver ny indsigt"Bidrager roadmappet
med ny indsigt / ny viden / nye
sammenhænge?"
Modificérbarhed"Kan visualiseringen /
roadmappet umiddelbart modificeres til at tage
imod input?"
Understøtter gruppe-interaktion"Kan visualiseringen /roadmappet
bidrage til at strukturere interaktionen og diskussionen i en
gruppe?"
1: ingen,
2: meget begrænset
3: nogen grad
4: omfattende
5: meget omfattende
1: Generisk / lav kvalitet
2: basale virkemidler
3: middel
4: karakteristisk
5: ligner et kunstnerisk værk
1: forvirrende
2: svær umiddelbart at forstå,
3: helt klart
4: meget klart
5: klar på et øjeblik
1: opfattes som ”er i gang” 2: opfattes som
overfladisk 3: opfattes som foranderlig 4: opfattes
som færdigt 5: opfattes som poleret
1: ingen
2: på mange elementer (spredt fokus)
3: på flere punkter
4: på få punkter
5: på den ene, vigtigste punkt
1: ingen
2: nogle få ”indsigter”
3: flere ”indsigter”
4: mange indlysende ”indsigter”
5: ”Gennem-brudsindsigt”
1: Er ikke muligt2: vanskeligt
3: det er muligt
4: let5: nemt og hurtigt
!!"
Tilvirket)e*er:)Sabrina)Bresciani,)Alan)Blackwell)og)Mar9n)Eppler:)”Choosing)visualisa9ons)for)collabora9ve)work)and)mee9ngs:)A)guide)to)usability)dimensions”,)februar)2008
Kanvas)9l)vurdering)af)dimensioner)af)visualiseringDato:__________________________Opgave:________________________
Technology Intelligence "The analysis" Technology Roadmapping "The communication"
Roadmapping kanvas for________________________________Emne:_________________________________________________Dato:__________________________________________________
Kanvas version 0.1
Needs / Demands Criterias
Collection
Hypothesis Time horizon Target audiences
Abstractions / Layers
Sources / Data Output / Products
Business demandsDrivers"What do we need to answer /enlighten / illustrate?"
Selection and prioritizing of data and infomation:
• Value• Kontekst• Availability
"What do we assess there are a need for?""What do we assess that can be done / feasible?"
Demands for timing• Intervals• Rhythm• Foresight horizon
Collection of necessary knowledge and data."Trawl / Scan / Mine / Target"
• Infrastructure(s)• Process (es)• Method(s)
PersonsData-sources (Databases, articles, libraries, etc.)Searches
Form and content• Roadmaps / sub-roadmaps• Visualizations• Presentations• Reports• Analyses
"Who are they?""What questions will they have?"
• Internal / external• Information need• Expected form
"How extensive should the roadmap be?"
• Trends• Society• Concepts• Products• Technologies
hypothesis
Visuel indvirkning"Hvor attraktiv er visualiseringen
eller roadmappet?"
Klarhed"Kræver det en lille
arbejdsindsats at forstå roadmappet?"
Opfattet færdighedsgrad"Fremstår visualiseringen færdig eller er det åben for
forandring og videre bearbejdning?"
Dirigeret fokus"Styrer visualiseringen /
roadmappet fokus hen på særlige områder eller elementer?"
Giver ny indsigt"Bidrager roadmappet
med ny indsigt / ny viden / nye
sammenhænge?"
Modificérbarhed"Kan visualiseringen /
roadmappet umiddelbart modificeres til at tage
imod input?"
Understøtter gruppe-interaktion"Kan visualiseringen /roadmappet
bidrage til at strukturere interaktionen og diskussionen i en
gruppe?"
1: ingen,
2: meget begrænset
3: nogen grad
4: omfattende
5: meget omfattende
1: Generisk / lav kvalitet
2: basale virkemidler
3: middel
4: karakteristisk
5: ligner et kunstnerisk værk
1: forvirrende
2: svær umiddelbart at forstå,
3: helt klart
4: meget klart
5: klar på et øjeblik
1: opfattes som ”er i gang” 2: opfattes som
overfladisk 3: opfattes som foranderlig 4: opfattes
som færdigt 5: opfattes som poleret
1: ingen
2: på mange elementer (spredt fokus)
3: på flere punkter
4: på få punkter
5: på den ene, vigtigste punkt
1: ingen
2: nogle få ”indsigter”
3: flere ”indsigter”
4: mange indlysende ”indsigter”
5: ”Gennem-brudsindsigt”
1: Er ikke muligt2: vanskeligt
3: det er muligt
4: let5: nemt og hurtigt
!!"
Tilvirket)e*er:)Sabrina)Bresciani,)Alan)Blackwell)og)Mar9n)Eppler:)”Choosing)visualisa9ons)for)collabora9ve)work)and)mee9ngs:)A)guide)to)usability)dimensions”,)februar)2008
Kanvas)9l)vurdering)af)dimensioner)af)visualiseringDato:__________________________Opgave:________________________
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
I Don’t Want to Spoil the Party
Key Objectives Learning Points
-Digital tools needs facilitation - and lots of it!
-Carefully assess each tool - and have a plan B ready
-The Post-it or The Pixel - should I?
-Analog to digital - when?
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Key Objectives Learning Points
-Digital tools needs facilitation - and lots of it!
-Carefully assess each tool - and have a plan B ready
-The Post-it or The Pixel - should I?
-Analog to digital - when?
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Octopus’s Garden
Key Objectives Learning Points
-Make some clear working agreements up front
-Have ground rules -Conflicts are not to be avoided - but choose which are needed
-Facilitation skills are of key importance to successful roadmapping
-Both ”hard” and ”soft” facilitation
Regardless of what we discover, we must understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.
”Retrospective Prime Directive”, Norman Kerth
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Key Objectives Learning Points
-Make some clear working agreements up front
-Have ground rules -Conflicts are not to be avoided - but choose which are needed
-Facilitation skills are of key importance to successful roadmapping
-Both ”hard” and ”soft” facilitation
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
A Hard Day’s Night
Key Objectives Learning Points
-Align expectations to outcome
-Make working agreements - and repeat them
-Trust building - no matter what happens
-Expensive but hard to replace
-Workshop as collaboration backbone
-High gain - and high risk
-Facilitation as core competence
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Key Objectives Learning Points
-Align expectations to outcome
-Make working agreements - and repeat them
-Trust building - no matter what happens
-Expensive but hard to replace
-Workshop as collaboration backbone
-High gain - and high risk
-Facilitation as core competence
10.00$ 14.00$12.00$11.00$ 13.00$
Skabe$data$
Saml$indsigt$og$overblik$
Velkomst$• Udgangspunkt$• Vidensniveau$
Workshop(spor)• Vurdering$af$temaer$og$temapunkter$
Produkt:)Evt.$post>it’s$@l$
kanvas$
Produkt:)Udfyldte$kanvas$
Gameplan:$SBSYS$2GO$
Opsamling)på)workshop(spor)• Validering$• Prioritering$• Vægtning$
Produkt:)Ini@al$prioritering$og$tema>oversigt$
Oplæg$• Trends$og$muligheder$
inden$for$mobile$applika@oner$og$løsninger$(Lakeside)$
Temaer)• Udfoldelse$af$de$6$temaer$• Præsenta@on$ved$Lakeside$• Diskussion$
Opsamling$• Afrunding$• What’s$next…$
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Lucy in the Sky with Diamonds
Key Objectives Learning Points
-Adoption of tools low
-Concerns about privacy (cloud-based)
-The (lack of) internal learning capability
-Screencasts worked!
-A common, omnibus tool
-Work visually -Reach into the dynamics of realtime collaboration
-Easy sharing and distribution
-Ease the maintainability
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Lucy in the Sky with Diamonds
Key Objectives Learning Points
-Adoption of tools low
-Concerns about privacy (cloud-based)
-The (lack of) internal learning capability
-Screencasts worked!
-A common, omnibus tool
-Work visually -Reach into the dynamics of realtime collaboration
-Easy sharing and distribution
-Ease the maintainability
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Helter Skelter
Key Objectives Learning Points
-Affordable -Highly effective -Increases identification of own context
-Aligning strategic perspectives
-Reuse existing materiale and intelligence
-Protoype (early iterations on roadmap design)
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Got to Get You into My Life
Key Objectives Learning Points
-Identify ‘mother-process’ (if possible)
-Facilitate the absorptive capacity
-Define rythm, ressources, toolset
-Support transition from execution to implementation (and maintenance)
-Internal learning -Secure ownership
SCRUM AS A WALK IN THE PARK
KNOWLEDGE AND EXPERIENCES?
EXPECTATIONS
How will this change our way of work: internal working agreements?How will this change our relations and working agreements with other Nordea departments or external stakeholders?Will we be able?
LEARNING, INSPECTION AND ADAPTION
How are we doing?Are we getting somewhere?Do we have the right focus?Do we deliver better value and better quality?Do we progress in a sustainable manner?
EXPERIENCES, INVOLVEMENT ETC.
What are the key learning points?Where can we improve?(YL�V\Y�NVHSZ�M\SÄSSLK�VY�KV�^L�ULLK�UL^�VY�HKQ\Z[LK�NVHSZ&
ROAD TO BE TRAVELLED... FOLLOW-UP, DOCUMENTATION AND TEAM-RELATIONS
INFORMATION / COMMUNICATION / TRAIN-ING AND EDUCATION
Tell the stories, build new skills
MOUTH-TO-EAR
Build ambassadorsProvide services to other teams - e.g. through The Agile Network
BEFORE WALK IN THE PARK THE WALK IN THE PARK AFTER WALK IN THE PARK
Identify pilotsBuild up the “social capital” - relations, trust and comfort with changeMake stakeholder-analysis and negotiations
RECRUITMENT & HUMAN FACTORS
Info
rmat
ion
unde
r ow
nco
ntro
l and
gov
erna
nce
Info
rmat
ion
outs
ide
own
cont
rol
Internal Nordea forums (e.g. The Agile Network)Internal and external coachesSkill-building$JLOH�SURMHFW�VDIDUL��´0HHW�WKH�1H7/·HUVµ�
INFORMATION / COMMUNICATION / TRAINING AND EDUCATION
Other related initiatives (LEAN etc.)Nordea Leadership Values - Nordea teamRumours and hear-sayPast experiences in- or outside Nordea
MOUTH-TO-EAR / PAST EXPERIENCES
The elephant rider:Represents “The planning” and strategic thinking. The rider loves processes and methods and do investments to harvest later
How do we meet the base line requirements for an agile setup?
�� Work on expectations: Fail safe, set-backs, fail and learn
�� Work on identity, roles and the team
�� Inspect and adapt
BASE LEVEL
How do you and your team keep on track and continue to improve?
�� Strive for transparency and visibility
�� 0UJYLHZL�ÅL_PIPSP[`
OPERATIONAL EXCELLENCE
What is – truly – delivering busi-ness value?
�� Work on your “technical debt”
�� Work on your “time-to-market” / lead-time
�� Reduce the “cost”
BUSINESS VALUE
What are the goals for your team the next week/month/year?
�� Build skills�� Adopt and adapt your agile
practices�� Plan for sustainability
FUTURE ORIENTATION
How do we build the right features that deliver the most value?
�� Focus on delivering in-creased value-to-market
�� Increase your quality-to-market
CUSTOMER ORIENTATION
The road or path:Represents the infrastructure, the framing and necessary environment for change (training, skills, tools, methods etc.)
The elephant:Represents motivation and desire but also fear. The elephant is the “doing” and moves things
Do we have a plan?Are our key stakeholders informed or is it a stealth operation?
Do we believe in it and are we comfortable with it?Do we all want this to happen?
Do we have the skills?The tools, method, roles?
What are our critical path or steps? Are the team in place? Are they taking responsibility?
The team as a critical resource: Is the team-work working?! Do we share the ambition to continually improve through “inspect and adapt”? Can we show/see our progress through e.g. Burndown charts?
Is our test-suite up and running? Do we have the necessary practices (e.g. Stand-up, retrospective) and tools (e.g. Sonar, Scrum-/Kanban-boards)Do we understand the business
domain properly?Is a productowner – or the like – in place and accessible?
Can we build trust and relationships with the business domain?Are we investing here?
Can we measure and show business satisfaction and our productivity? (Velocity, leadtime, test defects…)
Is our involvement and com-munication optimal?How do we record and prior-itize costumer demands and needs? (Productowner)
Get close to the business domain – build trust and relations.Build a “safe” environment for feature description, etc.
Get storypoints or other metrics etablished for planning and estimation
Build a skills roadmap. +LÄUL�YVSLZ�HUK�KPZ[YPI\[PVU�of roles (PO, SM etc.). Work out product-roadmaps with the business domain
Keep up air speed! Don’t loose momentum but keep the motivation to continuous improvement. Remember to show how far you have come already.
Sharpen skills and build up new ones. Let teams build external networks
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Key Objectives Learning Points
-Identify ‘mother-process’ (if possible)
-Facilitate the absorptive capacity
-Define rythm, ressources, toolset
-Support transition from execution to implementation (and maintenance)
-Internal learning -Secure ownership
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Getting Better
Key Objectives Learning Points
-Better and more lean feature planning
-Theming of features
-Agile approach called for new process/method for discussion with product owner.
-From development mgnt to feature mgnt
-From mgnt to feedback channel for innovation
-Increase maturity of product or system mgnt
Organisation
Process
Method
Tools
Bootstrapping Initialisation Execution Implementation Maintenance
Key Objectives Learning Points
-Better and more lean feature planning
-Theming of features
-Agile approach called for new process/method for discussion with product owner.
-From development mgnt to feature mgnt
-From mgnt to feedback channel for innovation
-Increase maturity of product or system mgnt
Strategy
Portfolio
Roadmap
Release
Sprint
Executive Product m
anager D
eveloper
Daily
Multiple years !!
Years !!
Many months !!
2-9 months !!
2 weeks
Do You Want to Know a Secret?
-A broad disbelieve in rigorously planning -More interest in agile and lean processes -Design thinking is hot. Perhaps a nice fit with roadmapping
-Product roadmapping and feature-theming seems to have some momentum right now
-Roadmapping as an ”integrator platform” inter- and extra-organizational are robust and mature
