Measuring Project SuccessBeyond Scope, Schedule, Budget, Quality

Peter MoonManaging PartnerNavicet

World Class IT?

94%

48%

89%

56%

89%

70%

On Budget On Time To Spec

We think:

Our users say:

The 2007 Hackett/Microsoft

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Design for Business Value

Start Work Sooner

Fitting Iterations

Changing Sensibilities

Eight Questions, Four Hours

1. How much are we spending on project?

2. Where are we getting the money: i.e. who cares?

3. Why is this a better investment than a morale event to Hawaii?

4. How are we going to measure that? How are we going to report results? What is business difference?

Cost

Revenue

ProfitRisk

Corp/Regulatory Compliance

Strategic Agility

C/P Sat

C/P Loyalty

C/P Advocacy

Reputation/Brand Value

Product Value

Service Level

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Measuring Business Value

Eight Questions, Four Hours

5. What are the business capabilities that we will have to improve to move those dials. – How is it performing today from 0 not doing, to

10 world class?– Where does it need to be on balance?– Bright spots?

CapabilityCurrent

Target

Bright Spot

Define Offer 3 5 7Manage Opportunity 2 7 5Partner communications 5 5 6Support Service Offering 4 5 4Generate Contract 7 7 7Monitor Services 0 5 0Manage Alerts 6 8 6Develop Customer Insights 2 9 6

Business Capability Assessments

Eight Questions, Four Hours

6. Who is the canary in the coal mine? Name and develop the persona.

Ingols employee for 3 years (same role)Partners have changed during her time in this roleMarried with 2 young childrenFrequently works from home

Allison

CLAUDETTE – ISP ACCOUNT MANAGER

ISP Account ManagerRSSG, France

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PAIN POINTS:

Not clear on when I get credit for sales that ERL partners drive with LCA accounts

Seeing peers go to President’s Banguet because of the impact I have

My compensation incentives contradict the direction I get from my manager

GOALS:

Wants to become a sales manager

Wants to show strong growth in her accounts & lead the efforts to the Widget program

Wants great work/life balance to spend more time with her kids

I don’t feel I have direct control over my

commission calculations

I enjoy building relationships with my customers and bringing value to them

I want to manage my work and information in a single, coherent place

Eight Questions, Four Hours

7. Describe their future experience going. Measure the business value through the UX in our system: customer, employee, ops…

CLAUDETTE – ISP ACCOUNT MANAGER

SCENARIO:

Claudette is responsible for managing a set of ISP accounts located in Lyon. Some of her partners do all of their work in Lyon, others are a branch of a national partner. Two of Claudette’s partners are thinking about becoming joining the widget program.

Claudette has been feeling some pressure from one of her OEMs to help them grow their ISP account revenue. She’s been conflicted because she knows her manager is paid on SIG revenue growth. As she plans her week, she looks into RSSGs strategic objectives and sees how her commission directly aligns to both what’s right for her OEMs, and how it is impacted through her performance goals set by her and her manager.

Claudette is pleased how she can easily manage her sales opportunities, see all needed program details and model her incentives all in one place. She is also happy when she sees how she will be compensated for both OEM growth and the impact she has on national OEMs as well.

Related scenarios:• Regional vs national vs international adjustments• Short term vs long term revenue acquisition• OEM conflict• Co-distributor business development

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Ingols employee for 3 years (same role)Partners have changed during her time in this roleMarried with 2 young childrenFrequently works from home

AllisonISP Account ManagerRSSG, France

Eight Questions, Four Hours

8. What are the requirements/user stories? Describe the activities that users must be able to perform in order to bring this vision to life?

As a <who>, I want to be able to <what activity>, <where>, <when or in what time frame> using <which information> so that I can <result or purpose to achieve>.

Use Experience Outcomes To Measure Scenarios

Featu

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User Stories

Business Value Causal Loop Diagram

Narratives

Project/Business KPIs

Business Capabilities Capability Hierarchy

Baseline, Target Performance

Scores

Key Personas Personas Experience Outcomes

Future State Experiences User Scenarios Experience Outcomes

Product Backlog User Stories Acceptance Criteria

Metrics/MeasuresArtifacts

Business Architecture

Story Boards/Solution Concepts CollaborativeDesign

Tasks

Engin

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Design for Business Value

Instead of this…

Teams work like this

Contact• www.linkedin.com/in/peterwmoon• pmoon@navicet.com

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The Value of Design