impact driven delivery

IMPACT DRIVENDELIVERY

HOW TO DELIVER DESIRABLE PRODUCTS

#impactmapping #impactmanagement #UX

@ingriddomingues @HeedTheNeed

INGRID DOMINGUES

@ingriddomingues

STOCKHOLM GÖTEBORG MALMÖ

SARA LERÉN

@HeedTheNeed

WHAT IS THIS ”IMPACT DRIVEN SCRUM”

THING

HOW CAN IT HELP YOU?AND

Impact Management is an approach that sums up techniques and practices in order to deliver expected outcome for business and users. It was originally aimed for digital design projects, but has also inspired organizational development projects.

The most prominent part is the Impact Map, that visualizes the idea of how business value is generated through use of the service or product.

We first presented the idea of Impact Mapping in 2002, in a paper called “From Business to Buttons”. The initial concept was then detailed into Impact Management and published in the book “Effektstyrning av IT” (in Swedish, Liber 2004), and then translated into English and published as Effect Managing IT (out of print, Copenhagen Business School Press, 2007). In 2005 we also started teaching Impact Mapping and Management. The first international workshop was held in 2007 at the yearly From Business to Buttons conference.

Impact Mapping caught on in the agile software community around 2010. They spread the word about the method at conferences and courses as well as informal meetups all over the world. The agile delivery aspect of Impact Mapping was described by Gojko Adzic in the 2012 book Impact Mapping, which was recently translated into both Chinese and Japanese.

#impactmanagement

makes everyone focus on desired

outcomes

GOOD DESIGN?

“If I’d asked my customers what they wanted,

they would have said, ‘A faster horse!’”

Henry Ford

Summary Day 1NEED FOR SPEED

Increased speed enables faster experimentation

Continuous experimentation is required

to make sure you are on track

Customers don’t know what they

want

Small, cross-

functional, selfdirected

teams

SCRUM?

#impactmappingis a great tool to describe desired

outcome

IMPACT MAP

WHYIMPACT ON BUSINESS

HOWIMPACT ON USE

WHATSOLUTION

AIM or SLOGAN

DOMAIN and its METRICS

USER and her

NEEDS

CAPABILITY and its

FUNCTIONS


HOWIMPACT ON USE

WHATSOLUTION

AIM or SLOGAN


USER and her

NEEDS

CAPABILITY and its

FUNCTIONS

SCOPING

MEASURING LONG-TERM SUCCESS

PRIORITIZING

TESTING DESIGN

EVALUATING SOLUTIONS andGENERATING SUGGESTIONS

GROUND FOR SPECIFICATION

A few defined rules and structures makesthe Impact Map a solid ground for design, planning and quality assurance, thus delivering desired value:

1. The WHY must consist of at least two actionable metrics with a timeframe

2. The HOW must be based on user studies, even if rudimentary

3. The HOW must be prioritized, based on impact on the WHY

4. Every point in the chain from WHY to WHAT should add a clear value

IMPACT MAP EFFEKTKARTA ®

WHY


WHY

HOW


WHY

HOW

WHAT


#impactmanagementmakes it possible to validate ideas and deliveries along the

way

GENERATE LEADS5% of visitors to pages with a ”Contact me”-button should submit the contact form

Function:Super easy to find solutions based on symptoms

1THE CURIOUS

Doctors and nurses looking for the best wound care or surgical products

Need:Want quick answers to specific questions

IMPACT MANAGEMENT EFFEKTYRNING ®

As a USER I want a FUNCTION/CAPABILITY

in order to fulfil my NEED

Explicit needs

HUR DO PEOPLE EXPRESS THEIR NEEDS?

Visible needs

Latent needs

Summary Day 1EXPERIMENT TO EVALUATE SUCCESS!

Increased speed enables faster experimentation

Continuous experimentation is required

to make sure you are on track

Customers don’t know what they

want

Small, cross-

functional, selfdirected

teams

Evaluate design patterns User Stories with UX acceptance criterias Validate that design meets user needs Validate that long-term metrics are met

EVALUATE SUCCESS – Early and continuously

QUESTIONS?


HOWIMPACT ON USE

WHATSOLUTION

AIM or SLOGAN


USER and her

NEEDS

CAPABILITY and its

FUNCTIONS

SCOPING


PRIORITIZING

TESTING DESIGN



MEANINGFUL METRICS

• Are a direct result of use• Describe something that is

important for the business to achieve

• Must be measurable

START WITH DOMAINS

• Productivity• Effectiveness• Time spent• Customer

satisfaction• Recurrent

customers

• Conversion• Correctness• Brand

awareness• Recommendati

on• Learnability• …

CONTINUE WITH METRICS

SIMPLICITY

90% of users should consider the new reader to be as simple, or considerably simpler, than the existing reader

CORRECTNESS

90% reduction in cases where controllers catch customers who have, without realizing, paid too little

FLOW

80% of drivers should consider the new reader to cause less or equal queues compared with today

OBJECTIVEMETRICS

QUANTITATIVEMETHODS

QUALITATIVEMETHODS

SUBJECTIVEMETRICS

OBSERVED BEHAVIOUR Log analytics, user testing &field studies

• Visitor behaviour

• Success rate

ANALYSED OPINIONSUser testing, in-depth interviews, focus groups • Attitudes • Explained behaviour

MEASUREMENTSLog analytics, absolute

measurements • No. of mistakes• Conversion rate

• No. of returning customers• Task time

MEASURED OPINIONSSurveys

• Attitudes• Satisfaction

• Estimated time spent• Estimated quality

#impactmanagement

means measuring success

MEANINGFUL METRICS

• Are a direct result of use• Describe something that is

important for the business to achieve

• Must be measurable

MEANINGFUL AIMS

• Consists of one sentence• Summarises the metrics• Describes the value that the

solution brings to the business• Can be completed with a catchy

slogan


HOWIMPACT ON USE

WHATSOLUTION

AIM or SLOGAN


USER and her

NEEDS

CAPABILITY and its

FUNCTIONS

SCOPING


PRIORITIZING

TESTING DESIGN



The Eager

The Focused

Explicit needs

HUR DO PEOPLE EXPRESS THEIR NEEDS?

Visible needs

Latent needs

GembaGEMBA – WHERE IT HAPPENS

Spends time thinking about interior decoration and smart solutions for their own home, or even other peoples homes. Collecting smart and beatutiful solutions for now or the future, and likes to share their ideas with others.

NEEDS• Wants to be inspired about new design and renovations• Wants to daydream

The Dreamer”This could be very nice when...”

PRIORITISE

• Will give guidance for the project:– Release plan– Design – Cuttings

• Defined by business managers. Based on: – Number of users – Activity– Impact on others

NEEDS

• A sentence that starts with either–WANTS – close at heart–MUST – resistance

• The sentence should give guidance for validating designse.g ”wants to easily check what she has paid for”

MEANINGFUL NEEDS

• Describes why the product or service is used

• Shall make it possible to know what is needed to satisfy the user

• Avoid talking about functions, keep asking ”Why?” until you get to the real need


HOWIMPACT ON USE

WHATSOLUTION

AIM or SLOGAN


USER and her

NEEDS

CAPABILITY and its

FUNCTIONS

SCOPING


PRIORITIZING

TESTING DESIGN



THE KANO MODELWHAT KIND OF VALUE DOES THE FUNCTION GIVE THE USER?

IMPACT MANAGEMENT PROCESS

PRODUCT STRATEGY

Product Owner

UX Lead

- Buliding the right thing

- Thinking far ahead

DELIVERY

Scrum Master

Team

- Building in the right way

- Producing executable code

Some AMENDMENTS to Scrum in order to be IMPACT DRIVEN

• The Product Owner has clear priorities, based on expected user and Business impact

• UX Lead answers to all User Interface design related questions

• The Backlog is a transition of the Impact Map

Some AMENDMENTS to Scrum in order to be IMPACT DRIVEN

• UX Lead will see to it that User Stories with user interaction are defined in Backlog Refinement sessions

• User Stories (with user interaction) contain design and UX acceptance criterias

• Definition of Done contains UX validation

• Deliveries are tested with users

impact driven delivery

Business

impact map effektkarta

book impact mapping

idea of impact mapping

impact driven delivery

metrics user

user needs

impact driven scrum

business value