WHY SOLUTION UNIQUE VALUE PROPOSITION

WHY CAN WE DO IT? WHO BENEFITS

KANO ANALYSISKEY METRICS

COST STRUCTURE REVENUE STREAMS

RISKS, ACCEPTANCE CRITERIA & CONSTRAINTS

EPIC CANVAS ID: Title: Author: Date:

1 12

3

4

5 5

6

7The benefciaries’ own word, benefi ii iies or issues ii remoies

How do ihey do ii ioday?

Effori Complexiiy

Obiious

Complicaied

Complex

Effori Esiimaie:

Dependencies:

Value Complexiiy

Obiious

Complicaied

Complex

Musi Haie

Exiier

Saiisfer

Cosi of Delay esiimaie:

Value Esiimaie:

Ideniify ihe roles and personas

Early Adapiers:

How io measureimpaci?

Main 3-5 bulleis

Users’Percepiion

3

4Our special adiania e

PROBLEM SOLUTION UNIQUE VALUE PROPOSITION

UNFAIR ADVANTAGE CUSTOMER SEGMENTSUNFAIR ADVANTAGE

CHANNELSKEY METRICS

COST STRUCTURE REVENUE STREAMS

RISKS & CONSTRAINTS

LEAN CANVAS Title: Author: Date:

1 123

4

5 5

6

7

WHY, PROBLEM OR WHY, PROBLEM OR OPPORTUNITY, VALUEOPPORTUNITY, VALUE

SOLUTION, WHAT TO DO?SOLUTION, WHAT TO DO? UNIQUE VALUE UNIQUE VALUE PROPOSITIONPROPOSITION

WHY CAN WE DO THIS?WHY CAN WE DO THIS? WHO ARE ADDRESSED?WHO ARE ADDRESSED?

WHO TO ENGAGEWHO TO ENGAGEKEY METRICSKEY METRICS

COST ANALYSISCOST ANALYSIS IDENTIFIABLE VALUE IMPACTSIDENTIFIABLE VALUE IMPACTS

RISKS & CONSTRAINTSRISKS & CONSTRAINTS

PROJECT CANVAS Title: Author: Date:

1 123

4

5 5

6

7

______ CANVAS Title: Author: Date:

1 123

4

5 5

6

7

WHY, ISSUES OR WHY, ISSUES OR OPPORTUNITIESOPPORTUNITIES

WHAT WE DOWHAT WE DO UNIQUE VALUE UNIQUE VALUE PROPOSITIONPROPOSITION

WHO WE AREWHO WE ARE WHO WE SERVEWHO WE SERVE

HOW TO USE OUR HOW TO USE OUR SERVICESSERVICES

KEY ARTIFACTSKEY ARTIFACTS

THE COSTS WE INCURTHE COSTS WE INCUR THE VALUES WE CREATETHE VALUES WE CREATE

LIMITATIONS & CONSTRAINTSLIMITATIONS & CONSTRAINTS

CIRCLE CANVAS Circle: Author: Date:

1 123

4

5 5

6

7

PROBLEM/BEHOV LØSNING VISION MÅLGRUPPESTRATEGISK FORDEL

KOM. KANALERMÅLBARE RESULTATER

NØDVENDIG OMKOSTNING & INVESTERING UDBYTTE

RISIKO & FORHINDRINGER

Project Canvas Titel: Hvem: Dato:

1 123

4

5 5

6

7

PROBLEM

SOLUTION

UNIQUE VALUE PROPOSITIONCUSTOMER SEGMENTS UNFAIR ADVANTAGE

CHANNELS

KEY METRICSCOST STRUCTURE REVENUE STREAMS

RISKS & CONSTRAINTS

+1 +2 +3 +4 +5 +6 +7 +8 +9 +10 +11 +12 +13 +14 +15 +16 SENERE

TIDSLINIE

ANDRE INITIATIVER

INITIATIV #1

INITIATIV #2

INITIATIV #3

INITIATIV #4

INITIATIV #5

▼▲ ◊ ♦Leverance ud Leverance ind Milestone Deadline

NYE TING PERIODISKE TING KLAR FÆRDIGIGANG

BLOKERET

GENNEMFØR

FORBEDRINGER

UPLANLAGT50%

90%

Daglig

Ugentlig

Månedlig

KLAR PLANLÆG CHECK FÆRDIGIgang Færdig FærdigIgang

IGANG FÆRDIG

+1 +2 +3 +4 +5 +6 +7 +8 +9 +10 +11 +12 +13 +14 +15 +16 Later

TIMELINE

OTHER INITIATIVES

INITIATIVE #1

INITIATIVE #2

INITIATIVE #3

INITIATIVE #4

INITIATIVE #5

▼▲ ◊ ♦Delivery out Delivery in Milestone Deadline

NEW REQUESTS PERIODIC DELIVERABLES TO DO DONEPROGRESS

BLOCKED

EXECUTE

IMPROVEMENTS

UNPLANNED50%

90%

Daily

Weekly

Monthly

READY PLANNING CHECK DONEDoing Done DoneDoing

PROGRESS DONE

Product Backlog

Sprint #2

Sprint #3

Later

Sprint #1

Team Skills - Experts, first priority

- Backup, can do it

− - Cannot do it

NEEDNumber of each

COMPETENCIES - Expert, I can teach it

- Practitioner, I can do it

− - What is it?

NEEDNumber of each

AuiheniicEpic

Do we know?

Can we analyze?

Can weexperimeni?

Can weexperimeni?

Can we analyze?

Do we know?

Value analysissiories

Value experimenisiories

Effori analysissiories

Effori experimenisiories

MusiHaie?

Exiier?

Saiisfer?

Value esiimaiion Finalize

accepiancecriieria

Esiimaie cosi ofdelay

Ready?

Ready, Refned,Epic

+ Obiious

+ Compli-caied

- Chaos

DecomposeSufcienily

Ideniifydependen-

cies

Finalizeaccepiancecriieria

Refne

-

-

-

-

-

-

-

+

+

+

+

- Chaos

+ Obiious

+ Compli-caied

+ Com-plex

+ Com-plex

- Reierse orindiffereni

Reworkspec

Siake-holder

Cusio-mer

Express

ProduciOwner

Team

Value ori in(Kano)

EfforiComplexiiy

ValueComplexiiy

Effori esiimaiion

Epic Epic WorkflowWorkflow

Uniil saiisfed

Uniil saiisfed

HOPES AND DESIRED STATE CURRENT STATE CONCERNS AND FEARED STATE

WHAT IS PLAUSIBLE TO ACHIEVE?

4W Goal & Value Canvas Title: Author: Date:

12 3

4WHY? WH0? WHAT? WHEN?

Håb og ønsker Nuværende tilstand Bekymringer og frygt

Hvad er plausibelt, at vi kan opnå?

Goal & Value Organizer Title: Author: Date:

12 3

Hvorfor? Hvem? Hvad? Hvornår?4

MANIFEST FOR:

OUR TEAM MEMBERS & COMPETENCIES:

OUR ACTIVITIES& MEETINGS:

UNIQUE VALUE PROPOSITION:

WHY, THE VALUES WE DELIVER:

WHAT, OUR SERVICES ARE:

OUR ARTIFACTS & METRICS:

WHO, WE SERVE:

OUR CONSTRAINTS& DELIVERY CONDITIONS:

Top 10 Impedimenis:Effori

Value

Risk De

p.Block

Annoiaiions:

Sprini Burndown:Effori

Days5 10

Top 10 Musi Haies:Effori

Value

Risk

Dep.

Block Top 10 Bu s/Tech Debi:

Effori

Value

Risk

Dep.

Block

Annoiaiions: Annoiaiions: Annoiaiions:

Top 10 Saiisfers:Effori

Value

Risk

Dep.

Block Produci Burndown:

Effori

Sprinis5 10

Annoiaiions: Annoiaiions: Annoiaiions:

Siory Map/Block/Relaiionship Dia ram:Effori

Sprinis

Produci

Theme A Theme B Theme B Theme B

Epic B.2Epic B.1 Epic B.3

Siory Siory

HOPES AND DESIRED STATE

CONCERNS AND FEARED STATE

MOVING IN THE RIGHT DIRECTION

MOVING IN THE WRONG DIRECTION

1

2

3

4

Agile Lean Leadership ©20172017-03-15

敏Agile Lean Leadership OverviewAgile Lean Leadership Overview

A clear and worthwhile purpose for the organization

Always, at every level, be very clear about the purpose, values and constraints

Always remember that the final judge of the product or service is the client

Always hold and display the moral high-ground with respect for the purpose and with integrity

Always sustain an unrestricted flow of information up, down and sideways

A clear line of sight to the client Always balance the value for the client,

the organization, the employees and society at large

Always be in dialog with the client to fully understand how to benefit and serve him as situations develop

Always shorten the distance of understanding between client and the organization

Always create optimal visualization of status, progress and impediments

The organization as one system Always strive to see and understand the

facts in their fullness and connectedness Always build up and sustain commitment

to constant improvement Always strive for collegiate decisions,

pushing responsibility as far out as people can carry it

Always balance the need for structure and standards with the need for adaptability and innovation

Build up people and relations Always allow people pride of

workmanship, build them up to their maximum potential

Always be willing to serve colleagues, subordinates, clients and suppliers

Always keep the long perspective Always suppress fear as a leadership

instrument, as it leads to distortion of data or systems

The Agile Lean Leadership PrinciplesThe Agile Lean Leadership Principles Balanced benefit for clients,

employees, shareholders and society at large

Be of service Sustainability in all things

Remove waste Resilience in all things

Expect change and unpredictability

Respect for people Allow growth and pride of

contribution

The Agile Lean Leadership ValuesThe Agile Lean Leadership Values

Transparency Showing goals and progress, working

agreements and impediments. Product Backlog, Story Maps, Kanban

Establishing routine and recognizability Exemplified by the activities in Scrum

The use of self-organizing Teams What is a team, how to establish,

develop and sustain The extension of the Team concept to Circles

Primary, secondary circles Circle The dual leadership concept

As the Product Owner and ScrumMaster in Scrum

Sustaining learning and constant improvement

Making it “safe”. Disciplined Retrospectives, stand-ups

Organizational Mapping Relations between circles, circle

manifests, decision making Interrupts, impediments, opportunities and

crisis Working agreements to protect Teams

and performance, training crews, re-teaming in crisis

The Agile Lean Leadership Instruments and PracticesThe Agile Lean Leadership Instruments and Practices

ID

Hvornår Afhænger af

Acceptans/Success kriterier

Løsning Titel: Skrevet af: Dato:

TemaTitel

Hvem

Estimat omkostning Estimat værdi Interessent vurderingNødvendig ☐Jo mere jo bedre ☐Spændende, tiltrækkende ☐Ligegyldig ☐Negativ ☐

Kompleksitets vurdering

Beskrivelse, story

Begrundelse

Detaljer/Begrundelse

Risici

COMPLEXCOMPLEX

We can come up We can come up with an experiment,with an experiment,

that will revealthat will revealthe solutionthe solution

There is a part,There is a part,we can find out, andwe can find out, and

a part we have to a part we have to experiment withexperiment with

COMPLICATEDCOMPLICATED

We can analyzeWe can analyze and find a and find a

solution solution –– or or find expert helpfind expert help

There is a part, we There is a part, we can experiment with,can experiment with,and a part we can’t and a part we can’t

see a solution tosee a solution to

DISORDERDISORDER

We can’t identify,We can’t identify,where this challengewhere this challenge

fits!fits!

There is a part,There is a part,we know, and a part,we know, and a part,

we can find awe can find asolution tosolution to

CHAOSCHAOS

We know, we can’t We know, we can’t see a solution, wesee a solution, we

are lost and cluelessare lost and clueless

Everybody knowsEverybody knowshow to solve thishow to solve this

challengechallenge

OBVIOUSOBVIOUS

We know how to We know how to solve this challengesolve this challenge

–– We know We know best practicebest practice

We can figure an experiment out

We know of anexperiment

We can figure a solution out or find help

There must be a sensible

experiment

We know, we don't know

We know how to figure a solution out

We know, how to – the solution

Everybody knows how to

We areWe are lost andlost andcluelessclueless

Cynefin Estimation

We can figure an experiment out

We know of anexperiment

We can figure a solution out or find help

There must be a sensible

experiment

We know, we don't know

We know how to figure a solution out

We know, how to – the solution

Everybody knows how to

We areWe are lost andlost andcluelessclueless

Cynefin Estimation

16. 15. 14.

13.

12.

11.

10.

9.8.7.

6.

5.

4.

3.

2.

1.

1.1.

2.

3.

4.

5.

COMPLEXCOMPLEX

We can come up We can come up with an experiment,with an experiment,

that will revealthat will revealthe solutionthe solution

There is a part,There is a part,we can find out, andwe can find out, and

a part we have to a part we have to experiment withexperiment with

COMPLICATEDCOMPLICATED

We can analyzeWe can analyze and find a and find a

solution solution –– or or find expert helpfind expert help

There is a part, we There is a part, we can experiment with,can experiment with,and a part we can’t and a part we can’t

see a solution tosee a solution to

DISORDERDISORDER

We can’t identify,We can’t identify,where this challengewhere this challenge

fits!fits!

There is a part,There is a part,we know, and a part,we know, and a part,

we can find awe can find asolution tosolution to

CHAOSCHAOS

We know, we can’t We know, we can’t see a solution, wesee a solution, we

are lost and cluelessare lost and clueless

Everybody knowsEverybody knowshow to solve thishow to solve this

challengechallenge

OBVIOUSOBVIOUS

We know how to We know how to solve this challengesolve this challenge

–– We know We know best practicebest practice

Cynefin EstimationSimplified

KOMPLEKSKOMPLEKS

We can come upWe can come upwith an experiment,with an experiment,

that will revealthat will revealthe solutionthe solution

There is a part,There is a part,we can find out, andwe can find out, and

a part we have toa part we have toexperiment withexperiment with

COMPLICATEDCOMPLICATED

We can analyzeWe can analyze and find a and find a

solution solution –– or orfind expert helpfind expert help

There is a part, weThere is a part, wecan experiment with,can experiment with,

and a part we can’tand a part we can’tsee a solution forsee a solution for

DISORDERDISORDER

We can’t identify,We can’t identify,where this challengewhere this challenge

fits!fits!

There is a part,There is a part,we know, and a part,we know, and a part,

we can find awe can find asolution forsolution for

CHAOSCHAOS

We know, we can’tWe know, we can’tsee a solution, wesee a solution, we

are lost and cluelessare lost and clueless

Everybody knowsEverybody knowshow to solve thishow to solve this

challengechallenge

OBVIOUSOBVIOUS

We know how toWe know how tosolve this challengesolve this challenge

–– We knowWe knowbest practicebest practice

Cynefin EstimatSimplificeret

Kano/BizValue Estimate

Aggregated ValueAggregated Value

External ValueExternal Value

Internal ValueInternal Value

Too Small for ValueToo Small for Value

ExiterExiter

SatisfierSatisfier

Must HaveMust Have

IndifferentIndifferent

ReverseReverse

Value 50%Value 50% Value 90%Value 90%

Effort 50%Effort 50% Effort 90%Effort 90% Cost 50%Cost 50% Cost 90%Cost 90%

Complexity assessmentComplexity assessment

Ask the Team to place backlog items on the board Is the Backlog Item chaotic, complex, complicated or simple

The more certain of their judgment, the higher on the board

If they really don’t know, place the BI in the lower gray band

Used to assess level of domain knowledge and appropriate action

Estimation BoardEstimation Board

100

40

20

1

2

3

5

813

0 ?

Cynefin Assessment – How to solve Cynefin Assessment – How to solve a challenge?a challenge?

We need to come up with

some experiments to learn how

it works

We already know best

practice

We need to use an analytical method or find the right expert, to find a good solution

We don't know

Cynefin Assessment – How Cynefin Assessment – How valuable is feature?valuable is feature?

We need to come up with

some experiments to learn how valuable it is

We can assess the

value

We need to use an analytical method or find the right expert, to assess the value

We don't know

Agile Lean Leadership ©20172017-03-15

敏

Cynefin DomainsCynefin Domainsbig picturebig picture

Seize the day

innovate!

Activate planned response

Managed innovation

Authorita-tive pull back & rethink

Activate planned response

Activate planned response

Crisis manage-ment &

innovation

Last chance saloon

Death & rebirth

Ride the flow and

pray

Duffers, better dead

Unim

agina

ble

Pla

usibl

e th

at it

may

ha

ppen

Delib

e-ra

teint

ent

Known

Unknown

Unknow-able

Awareness of entry

Abilit

y to

cons

train

Projects &initiatives

Ready forexploitation

Safe tofail

experiment

Coaching and

mediation

Group Think

Heretics &mavericks

Sandpits &skunk works

Challenge the

evidence

Break it up fast, zero tolerance

Synchrony

OrthodoxyCognoscenti

Gut f

eel,

intuit

ion

Induc

tive,

supp

orte

d by

case

sB

eyon

d re

ason

able

do

ubt

Nature of

evidence

Degr

ee o

f ac

cept

ance

Forming

Moving to

operations

Full

Exploitation

Buil

ding

agre

emen

tCo

nsen

t ne

eded

Only

key

pl

ayer

s

Breadth of

engagement

Str

ateg

ic fo

cus

Compla-cency

induced failure

Ques

t- ion

ing

Pra

gmat

icInd

iffer

ent

Zombie

like

Self-

evident

Trade

off

E

nfor

ceme

nt a

ttitu

de

Response

Compla-cency

induced failure

The Cliff

Seize the day

innovate!

Activate planned response

Managed innovation

Authorita-tive pull back & rethink

Activate planned response

Activate planned response

Crisis manage-ment &

innovation

Last chance saloon

Death & rebirth

Ride the flow and

pray

Duffers, better dead

Unim

agina

ble

Pla

usibl

e th

at it

may

ha

ppen

Delib

e-ra

teint

ent

Known

Unknown

Unknow-able

Projects &initiatives

Ready forexploitation

Safe tofail

experiment

Coaching and

mediation

Group Think

Heretics &mavericks

Sandpits &skunk works

Challenge the

evidence

Break it up fast, zero tolerance

Synchrony

OrthodoxyCognoscenti

Gut f

eel,

intuit

ion

Induc

tive,

supp

orte

d by

case

sB

eyon

d re

ason

able

do

ubt

Compla-cency

induced failure

Compla-cency

induced failure

The Cliff