How Bi How Big is You g is Your r Wild Wildly Im ly Import - - PowerPoint PPT Presentation

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How Bi How Big is You g is Your r Wild Wildly Im ly Import portant Goal? ant Goal?

Maddie Grejda | Head of Agile COE at CBRE

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https://pollev.com/maddiegrejda323

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The regard that something is held to deserve; the importance, worth, or usefulness of something.

Value

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ACTIVITY & OUTPUT

Traditional

Project orientation Focus

• “On track”
• Project follows a plan, hits milestones

Success measured by

• All requirements delivered
• By agreed-upon date

OUTCOMES & VALUE

Agile

Product orientation, Customer focused Focus

• Quality and capability are

sustainable Success measured by

• Value is maximized

Evidence Based Agility, Scrum.org

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PART 1 PART 2

Sustain Companies Failing Companies

Name companies that serve their customer well Name companies that have failed their customer What makes these companies this way? What had them lose?

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Part 1: Sustain Companies

Name companies that serve their customer well. What makes these companies this way?

Part 2: Failing Companies

Name companies that have failed their customer. What had them lose?

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Act on the Lead Measures Create a Cadence of Accountability Keep a Compelling Scoreboard Focus on the Wildly Important

The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

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Clarify the

GOAL

The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

Start by selecting ONE wildly important goal, or WIG, instead

• f trying to work on a dozen

goals all at once. Don’t ignore the work necessary to maintain the daily operation. Narrow your FOCUS to work

• n what you want to

SIGNIFICANTLY improve.

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Lead measures

A leading indicator looks forward at future outcomes and events.

Lag measures

A lagging indicator looks back at whether the intended results was achieved.

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CHANGES BEHAVIOR

Lead measures

Good leading measures have 2 characteristics ▪ Predictive of achieving the goal ▪ Influenced by the team members.

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• 1. Review metrics posted.
• 2. Identify which category these metrics fall

into; leading or lagging.

Image credit: Sandra Matic/Shutterstock.com

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LEADING LAGGING

Activity related Hard to identify causal relationships Easy to influence Business outcome related Easy to measure Hard to influence

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Scrum Value - Focus Everyone focuses on the work of the Sprint and the goals of the Scrum Team.

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Measures deliveries of output to the market Measures effectiveness of development activities Happy customers typically means an increase in ROI, increase in efficiency, decrease in waste, increase investment in development. Affects the lives of customers Directly impacts our ability to run our business

Credit: Mark Noonan, PST https://www.youtube.com/watch?v=ZDUOdNYAJkM#

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WIG:

Decrease escaped defects from 5 per week to 1 per week by December 2019

LEADING LAGGING Development

Mean time to repair Integration frequency # of bugs found during execution timebox (e.g. release or Sprint)

Output

Release stabilization Release frequency

Customer Outcomes

Usage index Adoption rate Escaped defects Net Promoter Score (NPS)

Business Impact

Employee satisfaction Revenue per employee Efficiency Rate Employee attrition rate

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• 1. Using the metrics that have been

shared, along with a Wildly Important Goal, create a scorecard for your team

• r organization.
• 2. Share this with your classmate.

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VALUE DELIVERED

Identify where you are now, where you want to be and by when

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than thank you! k you!