kano analysis and software requrements

Kano Analysis

A talk on requirements prioritisationTo ACS requirements SIG

25th June 2009

By Craig Brown

Whois: Craig Brown

Craig Brown is a project consultant, project manager and business analyst.

I have worked with several leading corporate brands in Australia as well as started two small businesses.

I am currently lecturing in project management at Melbourne Institute of Technology's Sydney campus and contracting about town.

Blog: www.betterprojects.net

Sponsor: Ingena Group Limited

Web: www.ingena.com.au

http://www.betterprojects.net/

http://www.ingena.com.au/

Using Kano Analysis to prioritise Business Requirements

Noriaki Kano, recipient of the Deming Prize, developed a model to work out what stakeholder requirements are mandatory, which ones are value for money proposition (i.e. more is better,) and which requirements will delight them.

This talk introduces the Kano model in the business/software requirements context, and presents a step by step application of the model so that you can delight your stakeholders.

Noriaki Kano

What is the role of the business analyst?

The business analyst as

product manager

The premise The premise of this of this discussion, discussion, and most of and most of what I say on what I say on the topic, is the topic, is that the BA is that the BA is responsible responsible for… for…

The delivery of a valuable product to the client

SOME PROBLEMS WITH REQUIREMENTS ELICITATION

Over-engineered solutionsBuilding in superfluous quality

The mixed bagScoring goals in one area but

still failing to hit the right points

“That’s not what I meant”Listening to what

stakeholders and customers say, rather than

understanding what they really want

Never ending requirementsDealing with budget and

schedule constraints

REQUIREMENTS MANAGEMENT IN AN ITERATIVE AGE

Multiple releasesProduct roadmapsSolution Layers

What comes first?

ALTERNATIVE MODELS

MOSCOWMandatory – OptionalBalancing the scorecardOther?

PLUGGING KANO INTO BABOK 2

Chapter 3; Requirements elicitation

3.2 Conduct elicitation activity– The elicitation event takes place

(brainstorming, focus groups, interviews, observation, prototyping, requirements workshops), or elicitation is performed (document analysis, interface analysis) or distributed (survey/questionnaire).

Chapter 4; Requirements Management and Communications

4.1 Solution scope– Obtain and maintain consensus among key

stakeholders regarding the overall solution scope and the requirements that will be implemented.

Chapter 5; Enterprise Analysis,

5.4 Solution scope– The capabilities supported by solution

components, such as business processes, organizational units, and software applications.

Chapter 6; Requirements analysis

6.1 prioritise requirements– Prioritization of requirements ensures that

analysis and implementation efforts focus on the most critical requirements.

6.2 organise requirements– The purpose of organizing requirements is to

create a set of views of the requirements for the new business solution that are comprehensive, complete, consistent, and understood from all stakeholder perspectives.

6.6 validate requirements– The purpose of requirements validation is to

ensure that all requirements support the delivery of value to the business, fulfil its goals and objectives, and meet a stakeholder need.

Chapter 7; Solution Assessment and Validation

7.2 Allocate Requirements– Allocate stakeholder and solution

requirements among solution components and releases in order to maximize the possible business value given the options and alternatives generated by the design team.

Kano analysis tells you

What is mandatory

What is delightful

What is a value for money proposition, and

What doesn’t matter

• Herzberg’s Motivation-Hygiene Theory

• In the late 1960s Frederick Herzberg wrote about worker motivation.

• He distinguished between motivation factors and hygiene factors.

motivation factorsHelp motivate workers

directly eg. achievement, recognition, work,

responsibility

hygiene factors cause dissatisfaction if

absent but do not motivate,

eg. Money, working conditions,

Achievement

Recognition

Work itself

Responsibility

Advancement

GrowthCompany policy and

administration

Supervision

Relationship with supervisor

Work Conditions

Salary

Relationship with peers

Personal life

Relationship with subordinates

Status

Security

Factors characterising 1,844 events on the job that led to extreme dissatisfaction

Factors characterising 1,753 events on the job that led to

extreme satisfaction

50% 40% 30% 20% 10% 10% 20% 30% 40% 50%

http://www.provenmodels.com/21/motivation-hygiene-theory/herzberg-mausner-snyderman

http://www.provenmodels.com/21/motivation-hygiene-theory/herzberg-mausner-snyderman

Satisfied

Dissatisfied

Fully implementedNot implemented

Performance needs

Basic needs

Delighters

Indifferent

Kano Requirement types

Delighters

• Things customers are excited about

Basic features

• Things customers need• “Must Be”

Performance Indifferent

• More is better • Not needed

SecondaryKeyPlusBasicLlosa (1997[8], 1999[9])

Low impactOne-dimensionalAttractiveBasicBrandt and Scharioth

(1998)[7]

LowKeyValue-addedFlatVenkitaraman and Jaworski (1993)[6]

Unimportant as determinantHybridValue

enhancingMinimum

requirementBrandt (1988)[5]

NeutralCriticalSatisfierDissatisfierCadotte and Turgeon (1988)[4]

IndifferentOne-dimensionalAttractiveMust-beKano (1984)[3]

MotivatorHygieneHerzberg et al. (1959)[2]

Driver type 4Driver type 3Driver type 2Driver type 1Author(s)

http://en.wikipedia.org/wiki/Kano_model#cite_note-7








Satisfied

Dissatisfied


Performance needs

Basic needs

Delighters

Indifferent

Satisfied

Dissatisfied

Delighted

Disgusted


What customers articulate when talking about requirements

Delighted

Disgusted


What you put in the product

Delighted

Dissatisfied

Fully implementedNot implemented Fully implemented

Satisfied

Performance needs

Satisfied

Disgusted

Fully implementedNot implementedNot implemented

Dissatisfied

Performance needs

Satisfied

Dissatisfied


1 hour battery

Performance needs

Satisfied

Dissatisfied


1 hour battery

24 hour

battery

Performance needs

Satisfied

Dissatisfied


Performance needs

1 hour battery

24 hour

battery

72 hour

battery

Satisfied

Dissatisfied


Performance needs

Basic needs

Satisfied

Dissatisfied


Performance needs

These features don’t Satisfy customers

Basic needs

Satisfied

Dissatisfied


Performance needs

These features don’t Satisfy customers

But if they are not present the

customer will be dissatisfied Basic needs

Satisfied

Dissatisfied


Performance needs

Basic needs

No internet service

Satisfied

Dissatisfied


Performance needs

Basic needs

No internet service

Limited speed

internet

Satisfied

Dissatisfied


Performance needs

Basic needs

No internet service

Limited speed

internet

Full broad- band

Satisfied

Dissatisfied


Performance needs

Basic needs

Delighters

Satisfied

Dissatisfied


Performance needs

Basic needs

Not having these features doesn’t

disappoint customers

Delighters

Satisfied

Dissatisfied


Performance needs

Basic needs

Not having these features doesn’t

disappoint customers

But any reasonable implementation delights them

Delighters

Satisfied

Dissatisfied


Performance needs

Basic needs

Delighters

Touch screen

Drag and snap

Satisfied

Dissatisfied


Performance needs

Basic needs

Delighters

Surprise and delight. Capabilities that differentiate a product from its competition (e.g. the iPhone touch screen).

More is better. Dimensions along a continuum with a clear direction of increasing utility (e.g. battery life, number of aps).

Must be. Functional barriers to entry—without these capabilities, customers will not use the product (e.g. ability to sms, access internet).

Better not be. Represents things that dissatisfy customers (e.g. no camera).

- Concept from Scott Sehlhorst

http://tynerblain.com/blog/2006/06/05/prioritizing-with-kano-article/

Satisfied

Dissatisfied


Performance needs

Basic needs

DelightersOver time delightful innovation becomes another basic need

2001

2009

Satisfied

Dissatisfied


Basic needs

Broad band

internet

Broad band

internet

Rate your satisfaction if the product

does have this attribute?

A) SatisfiedB) It must be that wayC) NeutralD) Can live with itE) Dissatisfied

Rate your satisfaction if the product

did not have this attribute?

A) SatisfiedB) It must be that wayC) NeutralD) Can live with itE) Dissatisfied

?

R

!

Questionable

Delighted

Indifferent

Reverse

Mandatory/Basic

Delighted and Excited!

?

R

!

Questionable

Delighted

Indifferent

Reverse

Mandatory/Basic

Indifferent

?

R

!

Questionable

Delighted

Indifferent

Reverse

Mandatory/Basic

Questionable(logically inconsistent)

?

R

!

Questionable

Delighted

Indifferent

Reverse

Mandatory/Basic

Mandatory/Basic

?

R

!

Questionable

Delighted

Indifferent

Reverse

Mandatory/Basic

If I h

ad

this

…

Dissatisfied

If I didn’t have this…

Satisfied

Dissatisfied

Neutral

Don’t care

Sat

isfie

d

Dis

satis

fied

Neu

tral

Don

’t ca

re

?

R

R

R

Dis

satis

fied

R R R R

$

!

!

!

?

Example requirementsExample requirements

A) Satisfied - B) It must be that way - C) Neutral - D) Can live with it - E) Dissatisfied

Rate your satisfaction if the product has this attribute?

Rate your satisfaction if the product did not have this attribute?

A A

A A

A A

A A

A A

A A

A A

B

B

B

B

B

B

B

C

C

C

C

C

C

C

D

D

D

D

D

D

D

E

E

E

E

E

E

E

B

B

B

B

B

B

B

C

C

C

C

C

C

C

D

D

D

D

D

D

D

E

E

E

E

E

E

E

Single sign on

Ability to model sales & get quotes prior to committing

View current order status online

Get email as status changes

Ability to view jobs in progress

Ability to view historical jobs

Ability for manager to take and re-allocate jobs




A A

A A

A A

A A

A A

A A

A A

B

B

B

B

B

B

B

C

C

C

C

C

C

C

D

D

D

D

D

D

D

E

E

E

E

E

E

E

B

B

B

B

B

B

B

C

C

C

C

C

C

C

D

D

D

D

D

D

D

E

E

E

E

E

E

E

Single sign on







How do you avoid

this?




A A

A A

A A

A A

A A

A A

A A

B

B

B

B

B

B

B

C

C

C

C

C

C

C

D

D

D

D

D

D

D

E

E

E

E

E

E

E

B

B

B

B

B

B

B

C

C

C

C

C

C

C

D

D

D

D

D

D

D

E

E

E

E

E

E

E

Single sign on







Apply constraints

(e.g. costs, time, story points, etc)




A ASingle sign on

A A

A A

A A

A A

A A

A A







B

B

B

B

B

B

B

C

C

C

C

C

C

C

D

D

D

D

D

D

D

E

E

E

E

E

E

E

B

B

B

B

B

B

B

C

C

C

C

C

C

C

D

D

D

D

D

D

D

E

E

E

E

E

E

E

If I h

ad

this

…

Don’t care

If I didn’t have this…

Satisfied

Dissatisfied

Neutral

Don’t care

Sat

isfie

d

Dis

satis

fied

Neu

tral

Don

’t ca

re

?

R

R

R

Don

’t ca

re

R R R R

$

!

!

!

?

?

R

!

Questionable

Delighted

Indifferent

Reverse

Mandatory/Basic

Delighters are Unexpected things that a client would like to have.

Satisfaction is based on perception and expectations

Parasuraman and Berry (1991)

Perceived performance

Expected performance

Perceived performance

Expected performance

“So what does this mean for IT?

“Making sure that you cover ALL basic requirements in a release, making sure you have some satisfiers and ONE delighter thrown in would always keep your business users happy. And no more than ONE delighter. Save some for future releases. “

Narri Kannan

http://it.toolbox.com/blogs/narikannan/kano-analysis-in-it-1023

Planning releases

Delighters

• Prove some in each release

Basic features

• Release 1…

Performance Indifferent

• Later stage features • Not needed

Context

Caution

Satisfied

Dissatisfied


Performance needs

Basic needs

Delighters

The business analyst as

product manager

Stakeholders don’t always see the big picture

You have the integrated viewUse your judgement

Questions?

www.BetterProjects.net

ReferencesUllman, David G., The Mechanical Design Process, McGraw-

Hill, Inc., U.S.A., 1997 pp. 105-108 ISBN 0-07-065756-4Jacobs, Randy, Evaluating Satisfaction with Media Products

and Services: An Attribute Based Approach, European Media Management Review, Winter 1999. http://www.tukkk.fi/mediagroup/emmr/Previous%20Issues/Satisfaction.htm

Sehlhosrst, Scott, Prioritising Software Requirements with Kano Analysis, Pragmatic Marketing, Volume 4, Issue 3 http://www.pragmaticmarketing.com/publications/magazine/4/3/0605ss

Kanna, Nari Kano Analysis in IT , IT Toolbox, http://it.toolbox.com/blogs/narikannan/kano-analysis-in-it-1023

Dave Verdyun, C2C-Solutons www.c2c-solutions.com/kano_tutorial.htm (Video tutorial) http://www.servqual.com/html/kano.tml

Lawrence Phillips, (2009) “Kano, How to delight your customers” Slideshare http://www.slideshare.net/LawrencePhillips/kano-model-rev-1

http://www.tukkk.fi/mediagroup/emmr/Previous%20Issues/Satisfaction.htm

http://www.tukkk.fi/mediagroup/emmr/Previous%20Issues/Satisfaction.htm

http://www.pragmaticmarketing.com/publications/magazine/4/3/0605ss

http://www.pragmaticmarketing.com/publications/magazine/4/3/0605ss

More information can be foundOne of the best resources I found when researching this presentation was from Dave Verduyn at C2C Solutions Inc.

See his further information here; An 8 Step Systematic Innovation Process (Kano’s Excitement Quality):(1 of 2) www.c2c-solutions.com/Videos/SI_1of2/SI_1of2.html(2 of 2) www.c2c-solutions.com/Videos/SI_2of2/SI_2of2.html

Integrating Kano’s Model into a Product Development Processwww.c2c-solutions.com/pdfs/C2CRoadmapNE.pdf

Kano, VOC, and QFD:www.c2c-solutions.com/tutorials/voc-qfd/player.html

3 more videos on Systematic Innovation:Video (1 of 3) www.c2c-solutions.com/sys-inn01.html Video (2 of 3) www.c2c-solutions.com/sys-inn02.html Video (3 of 3) www.c2c-solutions.com/sys-inn03.html Article on integrating Systematic Innovation into Product Development:http://www.c2c-solutions.com/pdfs/Integrating Innovation into DFSS_DMV1.pdf

8 minute tutorial on Customer Wants and Needs:http://www.kanomodel.com