Apr
17

Slides for “Agreeing on Business Value” online

Agreeing on Business Value slides

Here are the slides for the “Agreeing on Business Value” session we ran at Mini XP Days Benelux 2011 and will run again at the SPA conference in June.

The exercise uses a case study that’s not published, so you can’t peek and prepare for the session 🙂

Apr
16

Agreed on Business Value at Mini XP Day 2011

“Agreeing on Business Value”

Portia Tung and I ran the “Agreeing on Business Value” session at the Mini XP Days Benelux 2011 conference. In the workshop participants have to create a “Business Value Model” for a case we provided. The Business Value Model shows the most important goals and measures of the company and the relationships between goals. We often run this workshop to let a team come up with a common definition of “Business Value”. As a result of the workshop, everybody’s has a clear and common understanding of the value the project or product is going to deliver.

We asked the teams to add what they learned at the workshop on the posters. Here’s a gallery of the outputs of different groups. Click on the images to get a larger picture.

Team 1


In the model different types of goals have different colors: financial goals are blue, organisation goals are green and people goals are yellow. At the top are the “lagging measures” (those that can only be measure late). At the bottom are the “leading measures” (that can be measured early) that will be used to predict the achievement of the desired lagging goals. Arrows indicate that one goal has an effect on another. You’ll see that most things are interrelated. The good news is that achieving one goal can help achieve other goals in reinforcing loops. The bad news is that you may have to achieve many subgoals to achieve your desired goals.

This team identified the following learnings:

  • Makes a complex project more clear
  • Business alignment. Today business cases are made individually
  • Helps to give an overview of goals for all stakeholders
  • Make decisions at goal level, not at feature level
  • (You can use this for) portfolio management!
  • Thinking about measures

Team 2


Here we se a simpler model, but still representing the financial, organisational and people goals with their relationships. Everything leads to “Make Profit” 🙂

What they learned:

  • When we talk about business value, we need to think about how to measure leading and lagging indicators
  • Adding the relationships generated new insights
  • Plan-Do-Check-Act
  • Eliminate “business value” that doesn’t really add value

Team 3


Another very clear model with positive (+) and negative (-) effects between different goals. In the end, it all results in “Cost Cutting” 🙂

What they learned:

  • It starts with a vision
  • You involve everybody
  • To build a model, iterate over the following steps until satisfied:
    • Identify goals
    • Define Lagging and Leading measurements
    • Identify relationships (“Diagram of Effects”)

Team 4


This model has exactly one leading and one lagging indicator per area. Together, the goals result in profit.

This team created a diagram of what they learned:

  • Value is not just money
  • Value must be measurable
  • We have leading (“early”) and lagging (“late”) measures
  • We need to identify the relationships between the measures

Team 5


This team considered more lagging (yellow) and leading (pink) goals. Many of the goals have more than one possible measurement. If you have multiple ways to measure a goal you can choose the cheapest measure to collect or find some data that’s already being collected.

The important points for this team:

  • Identify
  • Categorise
  • Quantify
  • Relationships

What the presenters learned

  • Everybody got the same case, but there are differences in the models. There is no “right model”, the team has to find one that’s useful. Over the lifetime of a product or project the business value model will probably change, as different goals change in importance
  • The case is not too simple, and there’s lots of information, just like a real project. Despite that complexity teams of six “strangers” came to a clear agreement on the goals of a project within 90 minutes. How long does it take in your project to come to agreement on goals and priorities. If your projects are like mine, probably the whole duration of the project 🙂
  • Making our definition of business value clear, finding ways to measure and thinking about effects and relationships helps to come up with new insights
  • Participants don’t ask many questions. We were available the whole time to answer questions about the technique or the case, but despite having real live “customers” in the room, participants concentrated on the written materials
  • We started by describing and drawing the company vision on the whiteboard. Most teams quickly lost sight of the vision. Once they “rediscovered” the vision, they found that it answered some questions about value and priority. It would be good to remind people of the vision before every turn. Maybe we could do this in our work too? Why not start each project meeting with a reminder of the vision?

If you want to know more, head on over to the agilecoach.net site where you’ll find more about Business Value Modeling and some other useful tools.

If you applied any of these techniques, let us know how it went.

Mar
22

Thinking about Business Value

Alexander Nowak of the Microsoft Community of Practice of Cap Gemini Belgium has written a description of the tryout of the “Agreeing on Business Value with Systems Thinking” that will be re-run on April 1st at Mini XP Day Benelux.

In his post he describes the following main points:

  • Business Value is multi-dimensional and not always easy to express. The key lies in the measurability of things.
  • The “Business Value Model” is a technique to set the context of the “big” why and communicate this across the organization (small or big).
  • It is built around the concepts we are mostly familiar with (and borrowed from other techniques).
  • The “Systems Thinking” part comes into play to discover relationships between goals, capabilities, stakeholders and measurements and risks. When you turn a knob here, something will happen on the other end… and vice versa.
  • A business value model is not carved in stone. You must always evaluate if what is described (or better drawn) in the model actually reflects reality.
  • This visualization is important for communication. Doing the value exercise can be an eye-opener for the people in the project and/or organization.
  • The “Business Value Model” should be the origin for all user stories.

Yes. That’s it. Couldn’t have said it better myself 🙂

You can see the outputs of the workshop in a previous blog entry. Read more about it on the AgileCoach site.

Hope to see you at the conference!

Feb
28

Mini XP Day 2010

Portia Tung and I co-present “Agreeing on Business Value with Systems Thinking” at this year’s Mini XP Day Benelux. This is one of the twelve sessions from XP Days Benelux 2010 that have been selected to re-run.

See you on April 1st in Mechelen.

Nov
01

Business Value Model Gallery

Gallery

In the Business Value Modelling session at the XP users group 6 teams created a Business Value Model for a mobile phone company struggling to keep customers and regulators happy while reducing call center costs. In the final step, each team had to create a poster that they could use to guide their decisions and to explain the reason behind the project.

As you can see from the session feedback everybody wanted to know if they had built the ‘right’ model. Let’s take a stroll through the business value model gallery and see how the teams did. Click on the images to enlarge.

Team 1

This team spent a lot of time discussing and didn’t have much time actually making the diagram. The large yellow Post-its contain the major goals. Small green Post-its are measures of the goal. Are small blue Post-its leading indicators? It’s not very clear. Only two goals seem to be worked out. There are four more large yellow Post-its to the side. What’s their meaning?

To make it perfect:

  • Add a legend to the diagram
  • Fully work out at least one goal
  • A Business Value Model doesn’t have to be “perfect”. Make something quickly and iterate.

Team 2

This team tells a story: we have unhappy customers and we have lots of measures that make that visible (left). We have several measures (both lagging at the top and leading at the bottom) that we can use to measure and drive improvement. Then we have several things on the right that we must comply with, either constraints or non-negotiable goals. All of this should lead to happy people (customers, employees, regulators).

To make it perfect:

  • The diagram focuses heavily on the customer. Where are the company, the regulators and the project sponsor? How could you represent their views?
  • Does the ordering of complaints have any meaning? If you could do only one thing, where would you focus?

Team 3

This is a very clear and near diagram with a business-like 4 quadrant format. Each of the quadrants represents the view of one stakeholder. I like the big, clear goals on the yellow Post-its. Each stakeholder has both constraints and measurements/tests.

To make it perfect:

  • Explain the meaning of the arrows. Am I correct in interpreting it as customers and regulators have goals which drive internal goals of the Operations Manager and IT?
  • The IT measurement “daily reporting” isn’t very actionable. What’s in the report?
  • The Operations manager measurement “Send confirmation” message sounds more like an action or capability than an measure or test. How can you test that confirmations have been sent? Why will that reduce costs?

Team 4

This team used a concentric circles model: on the outer circle we have the viewpoints of the stakeholders. The pink Post-Its represent a stakeholder goal; the attached blue Post-its are the measures for the goal. I’m not clear what the yellow Post-Its in the center mean. This team added a new goal that wasn’t in the original assignment: “Increase Antenna Coverage”. Apparently lots of people call in to say they can’t call 🙂

To make it perfect:

  • Show some relationships between the different items so that it clear what belongs where. For example who wants to “Bill correctly”? The customer or the organisation? Who wants to port numbers quickly? The customer or the regulator?
  • Explain the meaning of the yellow Post-its in the center
  • Instead of the “Atern” Post-its (some leftovers from the Agile Business Conference), draw the stakeholders

Team 5

Another diagram that uses the concentric circles (or maybe a Mandala) idea. At the outside (the small yellow Post-Its) we see the stakeholders. Big bold yellow Post-its show the goals with attached measures. The Blue arrows indicate that achieving some goals helps achieve other goals. Big red Post-its indicate constraints.

To make it perfect:

  • Make the stakeholders stand out more by drawing them or having larger Post-Its. Everything we do starts with the stakeholder.
  • Add a small legend: for example what are the green lines?
  • You don’t have to reuse the Post-its. Why not just redraw the goals and measures neatly?

Team 6

The last team had a completely drawn business value model. The central metaphor of the scales can be very powerful: by working on one side we can influence the other. Here: by increasing usability of the service, we reduce the cost of the service (or “Quality is free“). On the right, we want to reduce the number of people who call in (presumably without reducing the number of customers?). This is done, on the left, by going from a situation with few computers and lots of employees to one where computers have taken over the work. Or, as the team put it succinctly: “the solution is to replace people by computers”.

To make it perfect:

  • we have one measure for cost (“# of incoming calls” on the right). How would you measure usability on the left?
  • The image on the left (“replace employees by computers”) focuses on the ‘solution’. Can you represent how stakeholders will benefit?
  • Replacing employees by computers is (for most people) not a very rousing goal. Is this the first message you want to get across when you explain your project? How do you think those employees feel? You’ll probably have to talk to them to implement the project.

At the end of the tour

What have we learned? A Business Value Model serves several purposes:

  • To make it clear why we do the project: which stakeholder goals do we want to achieve?
  • To prioritise: which goals are more important than others?
  • To have project/product acceptance criteria: how will we know we achieved the goals?
  • To show how we will steer the project: what measures/subgoals can we use to go in the right direction?
  • To understand what is out of our control: which constraints should we abide by?
  • To create a shared model of the important aspects of value and how these aspects affect each other: what is our hypothesis of how we will generate value?

What I look for in a model is:

  • It’s clear: legible writing, a legend, appropriate use of colour and size
  • It tells a story: “we focus first on <this> and then on <that>”, “if we do <this> it’ll lead to <that>”
  • It’s motivating: the goals indicate that we’re making life and work better for people, there’s more than making money
  • It’s useful: it helps me ask the right questions like “how is this feature going to help us achieve our goals?”;  helps me to make the right decisions like  “we’ll focus on area A first, because that will help us achieve our primary goal”
  • It’s temporary: this is the best model of our system for now; as soon as we learn, we’ll update our model
  • It’s shared: the whole team contributes to making and changing the model.

When is the model “done”? Ask yourself:

  • Do I want to have this displayed prominently in the team room?
  • Do I want to use this as a decision aid?
  • Do I want to use this to explain the project to my most important customer or user; to the CFO; to the CEO; to a new team member?
  • Do I know how we can test and invalidate the model?
  • Do I want to keep this up to date?

See you at the Business Value Modelling session at XP Days Benelux. I’m looking forward to seeing the models that come out of that session.