LEAN PROBLEM SOLVING: TAKING IT FURTHER WITH TECHNOLOGY Kelly Kimmich Business Strategist
AGENDA • Where to begin when you see a problem or opportunity that technology can help • How to tackle it in a way that reduces risk & waste • Scrum & Agile
WHAT WE’RE NOT TALKING ABOUT • Specific software that will help with problem solving processes • How to solve a people/process problem with technology • Artificial Intelligence, Internet of Things*
WELL ACTUALLY… • About Artificial Intelligence and Internet of Things – It’s really about the data • Is it accessible? • Is it clean? – Remember to consider opportunity costs – Everything I talk about from this point forward applies to AI and IoT opportunities
LET’S SPEAK THE SAME LANGUAGE
FAR REACH Custom Software Development & Consulting
AGILE Lean Agile Scrum
SCRUM
PROBLEMS & OPPORTUNITIES
DEFINITION: PROBLEM Current State DO DOES N NOT EQUAL AL Expected/Desired State
PROBLEM… OR OPPORTUNITY • You have a problem • You have done all of the lean things to improve • It’s working well • BUT… you’ve determined that you are now capped by your people/processes and you need to take it to the next level. You know it could be even better. • You have an OPPORTUNITY.
GIVE ME SOME REAL-LIFE EXAMPLES
PINMARX
POWERS MANUFACTURING
THINK OF YOUR ORGANIZATION • A legacy system that is causing issues • A new idea you’ve dreamed up • Integrating existing systems
THINK OF YOUR ORGANIZATION 1. Describe your idea. A few ideas: A system that allows you go easily give kudos to a co-worker. A mobile app that alerts you once a vehicle has left it’s destination and is on the way to your location. Your team manually documents updates in a spreadsheet, but you see a way that it can be automated. An application that allows your customer to visualize the custom product they are ordering.
GUIDING PRINCIPLES • Three to five statements that cover elements of the project like: – Why the project exists – What success looks like – Constraints to work within
GUIDING PRINCIPLES: EXAMPLE • Developing a custom software system to take their proven customer service process and build a web-based customer portal. – Decrease end-to-end service time for customer tickets – Deliver two months prior to our busy season – Build the system around the existing proven customer service process – Provide the same, or higher, level of service that currently exists
GUIDING PRINCIPLES 2. What are your guiding principles?
GUIDING PRINCIPLES: EXAMPLE • Developing a custom software system to take their proven customer service process and build a web-based customer portal. – Decrease end-to-end service time for customer tickets – Deliver two months prior to our busy season – Build the system around the existing proven customer service process – Provide the same, or higher, level of service that currently exists
3 QUESTIONS
UX VENN DIAGRAM Is it viable? Is it feasible? Business Technology Users Do users want it?
UX VENN DIAGRAM Is it viable? Is it feasible? Business Technology Sweet Spot Users Do users want it?
UX VENN DIAGRAM Not Desirable Business Technology Not Feasible Not Profitable Users
CONSIDER THE BIG PICTURE
CONSIDER THE BIG PICTURE • What is the Return on Investment (ROI)? • What is the Return on Pain Eliminated (ROPE)?
CONSIDER THE BIG PICTURE • What if my idea doesn’t align? • You failed fast! Great job! • Now pick a new idea.
METRICS If you don’t know your goals, you can’t track them. What do you expect to happen? What will you measure so that you can gauge if it’s successful or not?
ROI 3. What are the expected benefits and what does it mean for the organization? 4. What you are going to measure to gauge success?
THE USERS Who will be your users? How can you categorize them? • Role / Job Description • Location • System Access Consider your clients & your team
THE USERS: AN EXAMPLE Rep Rep Ba Back ck O Office ce
THE USERS Do the users that will be affected want a different solution? Do you understand the impact of your proposed idea to their day-to-day activities? Do you really understand the factors surrounding why something hasn’t already been done?
THE VALUE PROPOSITION CANVAS
JOBS/PAINS/GAINS EXAMPLE: Coach Gains Ga Jobs bs Pa Pains • When they can Check on They really just • • buy new fundraiser like to coach a equipment progress sport – not • They love to fundraise Collect money • “win” after the When kids lose • fundraiser is their order form closed
THE USERS Page 2: Document your user groups, their jobs, pains, gains
TECH: HIGH-LEVEL OPTIONS Buy Buy + Extend Build • Software-as-a- • Get part of the • Custom Service (SaaS) / way there and • Great for: Off-the-shelf then add on • Differentiation options what you don’t • Unique get out of the • Don’t be afraid to processes box ask for • You are in control enhancements • Integrating • The possibilities systems • “Build Your Own are truly endless Apps” apps • Do appropriate tech analysis
DOCUMENT Page 3: Which category do you think fits your needs? Document your next steps.
REDUCING RISK
CONE OF UNCERTAINTY Analysis Development Investment Range Risk Knowledge / Progress Through Project
RISKIEST ASSUMPTIONS High-Risk Start here! Certain Uncertain Low-Risk
TEST EARLY & OFTEN
FOCUS ON THE MVP (OR THE MLP) • Minimum um Vi Viab able P Prod oduct – the version that allows for validated learning from your customers with the least effort • Mini nimum L Loveab eable P e Prod oduct – the version that allows for LOVE from your customers with the least effort
DETERMINE YOUR REQUIREMENTS Must Haves vs Nice to Haves
WHAT’S NEXT • Review your sheet. • What is the next thing you will do after you leave here today?
BUT, YOU’RE NOT DONE YET!
ADOPTION PLAN Top 3 op 3 Ti Tips: s: • Think through the onboarding process • Give yourself more time than you think • Create a backlog for rollout activities and the “next” things that will be worked on
SOFTWARE LIFECYCLE • Annual Performance Reviews • Growth Plan • Business Continuity Plan • Retirement Plan
RESOURCES
RESOURCES This presentation, helpful links to things mentioned and a download of the worksheet can be found at: www.FarReachInc.com/ILC2018
QUESTIONS? Kelly Kimmich kelly@farreachinc.com
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