Podcasts about impact mapping

Most companies have a mission statement. But few are truly mission-driven in practice. In this episode, Jason Fraser joins Ashok to unpack what it actually means to prioritize mission over profit — and how the best organizations are able to do both. Jason reflects on the differences between performative mission language and the kind of operational decision-making that aligns tightly with purpose. He shares the concept of “mission ratios” and how teams can use them to identify where they're constrained, where they have leverage, and how to get disproportionate outcomes from limited inputs. Drawing on examples from Patagonia, World Central Kitchen, and a federal asylum processing team, Jason walks through the tools and frameworks that mission-first leaders can use to improve focus, clarity, and measurable impact. Whether you're running a nonprofit, a B Corp, or just trying to do more meaningful work, this episode gives you language and direction to guide your team's decisions. Plus, Jason shares how to spot the ratios that matter most — and what to do once you find them. Unlock the full potential of your product team with Integral's player coaches, experts in lean, human-centered design. Visit integral.io/convergence for a free Product Success Lab workshop to gain clarity and confidence in tackling any product design or engineering challenge. Inside the episode... What really defines a mission-driven organization Mission vs. permission work: how to make trade-offs without guilt Why purpose can actually boost profitability and team alignment Introducing “mission ratios”: the unit economics of social impact Frameworks for identifying your most limiting constraints How to apply the impact mapping tool to optimize outcomes Lessons from World Central Kitchen, Earthshot Prize, and a USCIS case study Tractability vs. leverage: how to prioritize what's actually solvable The hidden assumptions that reduce efficiency and how to challenge them How organizations can operationalize ethics without compromising viability Mentioned in this episode Jason and Janice's book, Farther, Faster, Way Less Drama  Jason's workshops and events: https://missionratio.com/events/ Jason's linkedin: https://www.linkedin.com/in/jasonfraser World Central Kitchen Patagonia CERO Bikes The Earthshot Prize  Climatebase Fellowship Good Strategy, Bad Strategy by Richard Rumelt Impact Mapping by Gojko Adzic Deloitte Study Target versus Costco  Value Chain  Unlock the full potential of your product team with Integral's player coaches, experts in lean, human-centered design. Visit integral.io/convergence for a free Product Success Lab workshop to gain clarity and confidence in tackling any product design or engineering challenge. Subscribe to the Convergence podcast wherever you get podcasts including video episodes to get updated on the other crucial conversations that we'll post on YouTube at youtube.com/@convergencefmpodcast Learn something? Give us a 5 star review and like the podcast on YouTube. It's how we grow.   Follow the Pod Linkedin: https://www.linkedin.com/company/convergence-podcast/ X: https://twitter.com/podconvergence Instagram: @podconvergence

Viele Teams liefern solide Features, füllen regelmäßig ihr Sprint-Backlog und schaffen es, in kurzen Zyklen Output zu produzieren. Doch was am Ende häufig fehlt, ist die entscheidende Frage: Welche Wirkung hat das eigentlich beim Nutzer? Genau darum geht es in dieser Folge. Oliver und Tim nehmen sich die drei häufig vermischten Begriffe Output, Outcome und Impact vor und ordnen sie praxisnah ein – nicht als Buzzwords, sondern als Grundlage sinnvoller Produktarbeit. Output ist schnell sichtbar. Ein Release ist gemacht, ein Feature live. Doch das allein reicht nicht. Outcome meint die Veränderung, die daraus entsteht – idealerweise beim Nutzer. Ein Verhalten, das sich ändert. Eine Aufgabe, die leichter fällt. Ein Problem, das nicht mehr existiert. Und genau darum sollte es gehen: Wirkung vor Lieferung. Es ist diese Wirkung, der wir in der Produktentwicklung hinterherlaufen sollten – nicht nur dem fertigen Feature. Was das schwierig macht: Outcome ist oft nicht sofort greifbar. Er entsteht nicht exakt in dem Moment, in dem ein Button live geht oder ein Flow angepasst wird. Es braucht Beobachtung, echtes Nutzerverständnis, Hypothesen und die Bereitschaft, Wirkung als Lernfeld zu begreifen. Viele Teams bleiben beim Output stehen, weil er einfacher zu messen ist. Doch wer wirklich wissen will, ob ein Produkt erfolgreich ist, muss sich auf Outcome fokussieren – auch wenn das bedeutet, Unsicherheit auszuhalten. Gleichzeitig braucht es gute Grundlagen, denn ohne verlässlichen, qualitativ hochwertigen Output gibt es auch keinen Outcome. Doch die reine Lieferung darf nicht zum Selbstzweck werden. Es geht darum, das Produkt so weiterzuentwickeln, dass es tatsächlich etwas verändert – beim Menschen, der es nutzt, und letztlich auch beim Unternehmen, das es anbietet.  Hier kommt der Impact ins Spiel. Denn wenn ein Feature genutzt wird, weil es einen echten Unterschied macht, dann kann daraus auch ein (positives) Geschäftsergebnis entstehen. Oliver und Tim zeigen in der Folge, wie Product Owner diese Perspektive einnehmen können – nicht als dogmatischen Rollenwechsel, sondern als bewussten Schritt. Outcome-orientiertes Arbeiten bedeutet, sich stärker mit Nutzerverhalten zu beschäftigen, Hypothesen zu formulieren, die Wirkung von Features zu hinterfragen und gemeinsam im Team zu reflektieren, was funktioniert – und was nicht. Es geht darum, sich vom Projektdenken zu lösen, Raum für Lernen zu schaffen und sich nicht nur an der Anzahl der ausgelieferten Features zu messen, sondern an der Veränderung, die sie bewirken. Outcome ist aber nicht immer eindeutig zuzuordnen. Manchmal braucht es Geduld, manchmal bleibt Wirkung aus, obwohl der Output gut war. Doch genau das ist der Kern moderner Produktentwicklung. Es geht nicht um Planbarkeit, sondern um Verantwortung für Wirkung. Und wer als Product Owner diese Wirkung gestalten will, kommt um den Outcome nicht herum. Erwähntes Video zur Erklärung der Begriffe: - The Mindset That Kills Product Thinking by Jeff Patton Frühere Folgen, auf die verwiesen wird: - Mit "Jobs to Be Done"-Interviews zum besseren Kundenverständnis - Finance Talk: Warum die Zahlen für deine Karriere wichtig sind - Agile Product Roadmaps - Nutze Story Mapping, um mit Stakeholdern über Outcome zu sprechen - Impact Mapping – was zahlt wirklich auf unser Business Ziel ein? - Outcome Goals & Product Discovery (Tim Herbig) Wie setzt du diese Begriffe ein? Wie erklärst du sie deinem Team und deinem Umfeld? Hast du weitere Tipps, um besser Outcome und Impact liefern zu können? Wir Produktwerker freuen uns, wenn du deine Tipps und Erfahrungen aus der Praxis mit den anderen Hörerinnen und Hörern teilen möchtest. Hinterlasse gerne einen Kommentar unterm Blog-Artikels oder auf unserer Produktwerker LinkedIn-Seite.

Als Product Owner ist es essenziell, sich kontinuierlich weiterzuentwickeln und die richtigen Werkzeuge für die tägliche Arbeit zu nutzen. In der neuesten Episode der Produktwerker geht es genau darum: Welche Methoden für Product Owner sind wirklich relevant? Eine der wichtigsten Grundlagen ist die Produktvision. Hier hilft das Product Vision Canvas bzw. das Product Vision Board (von Roman Pichler), um ein gemeinsames Verständnis im Team und mit Stakeholdern zu schaffen. Ob mit dem Framework von Roman Pichler oder dem Positioning Statement von Geoffrey Moore – entscheidend ist, dass die Produktvision klar und lebendig bleibt. Eng verknüpft mit der Produktvision ist das Thema Roadmapping. Klassische, feature-getriebene Roadmaps sind längst überholt. Stattdessen setzen erfahrene Product Owner auf Outcome-orientierte Roadmaps, etwa in Form der Now-Next-Later-Roadmap. Dabei geht es nicht darum, starre Zeitpläne einzuhalten, sondern den Fokus auf die gewünschten Wirkungen zu legen. Für eine sinnvolle Planung ist außerdem Story Mapping unverzichtbar. Diese Methode hilft, eine holistische Sicht auf das Produkt zu behalten, Features sinnvoll zu priorisieren und das Team in die richtige Richtung zu steuern. Jeff Patton hat mit dem User Story Mapping eine Praxis entwickelt, die das Verständnis für Wirkungsschnitte und Priorisierung stärkt. Ein weiteres wertvolles Tool im Werkzeugkasten eines Product Owners ist der Opportunity Solution Tree (OST), bekannt aus Teresa Torres' Buch Continuous Discovery Habits. Der OST ermöglicht es, Business-Ziele mit Kundenbedürfnissen zu verknüpfen und den besten Weg zur Lösung abzuleiten. Etwas älter, aber genauso wirksam ist das Impact Mapping von Gojko Adzic – ein strukturierter Ansatz, um zu visualisieren, welche Akteure ihr Verhalten ändern müssen, damit das Produkt erfolgreich wird. In der täglichen Arbeit von Product Ownern spielen Annahmen eine große Rolle. Doch oft sind diese weder hinterfragt noch belegt. Hier kommt das Assumption Mapping ins Spiel. Mit dieser Methode von David J. Bland lassen sich Annahmen systematisch priorisieren und durch gezielte Experimente validieren. Auch das Arbeiten mit User-Feedback gehört zu den essenziellen Methoden für Product Owner. Hier hilft der Interview-Snapshot aus Teresa Torres' Discovery-Ansatz, um strukturierte Erkenntnisse aus Nutzerinterviews zu ziehen. In Kombination mit dem Value Proposition Canvas von Alexander Osterwalder lassen sich die relevanten Pain Points und Gains der Nutzer noch klarer herausarbeiten. Natürlich darf auch das Thema User Stories nicht fehlen. Diese Technik ermöglicht eine nutzerzentrierte Formulierung von Anforderungen. Doch User Stories sind nur so gut wie ihre Akzeptanzkriterien und die Fähigkeit, sie sinnvoll zu schneiden. Deshalb ist es entscheidend, nicht nur das Schreiben, sondern auch das Splitting von User Stories zu beherrschen. Ein weiterer Bereich, der oft unterschätzt wird, ist das Stakeholder-Management. Ohne eine gezielte Strategie kann die Vielzahl an Stakeholdern schnell zur Herausforderung werden. Das Power-Interest-Grid hilft dabei, die richtigen Prioritäten zu setzen und Stakeholder effektiv einzubinden. Daneben sehen wir noch eine elfte Methode, quasi als "Bonus-Thema", das in den letzten Jahren immer wichtiger wird: AI-Prompting. Die Fähigkeit, mit Tools wie ChatGPT oder Perplexity effizient zu arbeiten, kann für Product Owner einen enormen Vorteil bringen – sei es für die Generierung von Ideen, die Analyse von Feedback oder die Strukturierung von Informationen. AI wird zunehmend zum Wingman für Product Owner und sollte daher als fester Bestandteil des Methodensets verstanden werden. Diese zehn Methoden für Product Owner sind nicht nur theoretische Konzepte, sondern praxisbewährte Werkzeuge, die den Alltag eines POs erleichtern und das Produktmanagement auf ein neues Level heben. Welche dieser Methoden setzt du bereits ein? Und welche fehlt deiner Meinung nach in dieser Liste?

BONUS: Gojko Adzic on Optimizing Products for Long-Tail Users (Agile Online Summit 2024 Replay) In this BONUS episode, we revisit Gojko Adzic's insightful interview at the Agile Online Summit 2024. Gojko, an award-winning author and software expert, unpacks the principles behind his latest book, Lizard Optimization, offering a fresh perspective on improving product usability by addressing the needs of long-tail users. From learning from unexpected user behaviors to refining products with a systematic approach, this episode is filled with practical tips for product teams and Agile practitioners. What is Lizard Optimization? Drawing from his experiences as a product developer, Gojko introduces the idea of Lizard Optimization. He discusses how observing unexpected user behaviors led him to refine his SaaS tools like Narakeet and MindMup. By focusing on usability challenges and unusual patterns, he has turned serendipity into actionable insights. “Users aren't stupid—they're just finding creative ways to get value from your product. Listen to them.” Gojko explains the inspiration behind the metaphor of the “Lizardman constant,” a concept from a Scott Alexander blog post. He describes how this principle applies to product optimization: understanding and addressing the 4% of surprising, unexplainable behaviors can uncover opportunities for innovation. “The job isn't to judge users—it's to explore why they're doing what they're doing and how we can help them succeed.” The High-Level Process of Lizard Optimization Gojko outlines the systematic process described in his book to leverage unexpected user behavior: Observe Misuse: Identify how users deviate from expected patterns. Extract Insights: Focus on one unexpected behavior as a signal. Remove Obstacles: Help users achieve their goals more easily. Monitor Impacts: Detect and adjust for unintended consequences. “Start monitoring for the predictable but unexpected—those hidden gems can unlock your next big feature.” Practical Advice for Product Teams For teams ready to apply these concepts, Gojko emphasizes the importance of expanding observability tools to include product metrics and not just technical ones. He shares how tracking unpredictable user actions can inspire impactful changes. “About a third of what we do delivers value—focus on finding where unexpected value lies.” Recommended Resources To dive deeper into these ideas, Gojko recommends: Trustworthy Online Controlled Experiments by Ron Kohavi Evidence Guided by Tim Herbig LizardOptimization.org “Experimentation and evidence-based decision-making are the keys to building better products.” Closing Thoughts: “Look for the Unexpected” Gojko's parting advice for Agile practitioners is simple yet powerful: Look for the unexpected. By embracing surprises in user behavior, teams can transform minor inconveniences into major opportunities for growth. “The unexpected is where innovation begins.” About Gojko Adzic Gojko Adzic is an award-winning author, speaker, and product creator. His books, including Lizard Optimization, Impact Mapping, and Specification by Example, have become essential reads for Agile practitioners and product teams worldwide. Gojko is a 2019 AWS Serverless Hero, the winner of the 2016 European Software Testing Outstanding Achievement Award, and the 2011 Most Influential Agile Testing Professional Award. He has also co-founded several successful SaaS tools, including Narakeet, MindMup, and Votito. You can link with Gojko Adzic on LinkedIn.

In this episode, listeners will learn how one young social entrepreneur transformed an idea into an implementable action plan, scaled it up to reach a broader audience and have a wider impact, and is now developing her leadership identity and vision for the future. In this episode, Aynsley Szczesniak and Dr. Mira Brancu will walk through the steps of taking an idea and turning it into reality. They will discuss tips for crafting a vision of the future, effective strategies for setting achievable and time-bound goals, and ways to get back on track when a challenge forces you off your envisioned path. This will also be a coaching episode where Aynsley will explore her own leadership strengths and next steps with Dr. Brancu. Ultimately, Aynsley's journey as a budding social entrepreneur and youth activist will inspire people of an age to know they can make a difference. Aynsley Szczesniak is the Founder and Executive Director of Speak Out Sisterhood, a global network empowering youth to eradicate barriers to equality for women in STEM. As a first year Honors Carolina scholar at the University of North Carolina at Chapel Hill, Aynsley is also the Founder and State Lead of the North Carolina chapter of Million Women Mentors, the Student STEM Programs Chair of the Association for Women in Science - North Carolina, and a research assistant for the UNC School of Medicine PREPARE project. Aynsley is known for hosting engaging speaker panels, workshops, and webinars, as well as for her skillful networking abilities. As a budding social entrepreneur, she's eager to learn how to further her passion for empowering young people to develop leadership strengths, professional skills, and confidence through comprehensive and collaborative programming.SOS website: www.speakoutsisterhood.orgSOS Instagram: @speak_out_sisterhoodAynsley Instagram: @aynsleyszczesniakSOS LinkedIn: https://www.linkedin.com/company/speak-out-sisterhood/Aynsley LinkedIn: https://www.linkedin.com/in/aynsley-szczesniak/ #steminism, #womeninstem, #speakoutsisterhood #youthleader #leadershipcoaching #leadershipconsultingTune in for this empowering conversation at TalkRadio.nyc

Robert Briese: Beyond Requirements, Rethinking Agile Product Ownership Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. The Great Product Owner: Impact Mapping And Other Tools Great POs Use To Focus On Outcomes In this episode, Robert discusses the attributes of a great Product Owner based on an energy company's experience. The exemplary PO managed a budget, aimed to introduce new products, and emphasized impactful market presence. The PO's coachability and commitment to improvement are highlighted, along with insights from Marty Cagan's "Inspired." A great PO, as outlined, prioritizes impact over outputs, maintains clarity on product goals and business vision, and employs tools like Impact Mapping for outcome-focused development. The Bad Product Owner: Beyond Requirements, Rethinking Agile Product Ownership In this episode, Robert identifies Product Owner (PO) anti-patterns, emphasizing that many POs don't truly own a product. A common pitfall is when POs isolate themselves, detailing requirements independently and presenting them to the team for feedback. This approach creates a significant gap between development teams and POs, limiting the focus to "delivering requirements." The episode recommends a shift in approach, encouraging POs to step away from detailed isolation and instead bring direct customer/end-user information to development teams.   [IMAGE HERE] Are you having trouble helping the team work well with their Product Owner? We've put together a course to help you work on the collaboration team-product owner. You can find it at bit.ly/coachyourpo. 18 modules, 8+ hours of modules with tools and techniques that you can use to help teams and PO's collaborate.   About Robert Briese Robert Briese, is an Agile Coach who's seen it all. From startup stumbles to orchestrating massive Large-Scale Scrum feats, like BMW's level 3 autonomous driving milestone. He's on a mission to simplify the complex and help teams build adaptable, sustainable organizations. Buckle up for a wild, Agile ride with Robert! You can link with Robert Briese on LinkedIn and connect with Robert Briese on Twitter. 

Eine Folge zum Impact Mapping war dringend überfällig! Über diese sehr starke Praktik im Produktmanagement spricht Tim Klein daher mit Büşra Coşkuner aus Zürich. Sie ist Product Management Coach und eine der absoluten Expertinnen zum Impact Mapping im deutschsprachigen Raum. Tim liebt ja bekanntlich eh quasi alle Mapping Techniken, weil sie durch die Visualisierung für so viel mehr Klarheit sorgen und Entscheidungen sowie Zusammenhänge explizit machen. Daher setzt er diese Methode auch schon viele Jahre selber ein. Büşra hat den Ansatz aber nochmal weiterentwickelt (Adjusted Impact Map) und ist sehr erfahren in ihrer Anwendung mit Produktteams. Die Praktik wurde insbesondere durch Gojko Adzic und sein (sehr dünnes) Buch "Impact Mapping: Making a big impact with software products and projects" bekannt. Viele weitere Erklärungen und Ressourcen findet ihr auf impactmapping.org. Impact Mapping klärt insbesondere die Frage, was wir versuchen bzw. umsetzen könnten, damit bestimmte Akteure ihr Verhalten in einer Art und Weise verändern, die eine (positive) Wirkung auf ein von uns verfolgtes Businessziel haben könnte. Gemeinsam sucht man also Zusammenhänge von "Why" - "Who" - "How" und "What" und visualisiert sie in einer Art Mindmap. Während die ursprüngliche Idee in dieser Reihenfolge erfolgt, schlägt Büşra Coşkuner vor, auch mal eine "Reverse Impact Map" auszuprobieren. Das Vorgehen erklärt sie in ihrem entsprechenden Blog-Artikel (busra.co/post/the-reverse-impact-map-and-mindset-shift-voodoo). Ein weiterer guter passender Artikel von ihr beleuchtet den Outcome-Fokus sowie den Zusammenhang zu OKR (Outcome-focus with Impact Mapping: busra.co/post/mini-series-outcome-focus-with-impact-mapping/). Es lohnt sich übrigens sehr, ihrem Blog zu folgen! Wie im Gespräch von Büşra bereits angeboten, hat sie uns dankenswerter Weise auch ihre zwei Templates aus den Übungen ihres Trainings zur Verfügung gestellt: Template 1: Wenn man z.B. schon weiß, dass man etwa bestimmtes umsetzen möchte, wäre ein Aufbau für einen Mini-Pitch: In order to achieve [IMPACT], we want to help/make [ACTOR] to/with [OUTCOME] with/by [OUTPUT]. Our riskiest assumptions are [ASSUMPTION 1], [ASSUMPTION 2], [ASSUMPTION 3]. …und falls dieser Detail-Level erwünscht ist: We'll test our assumption with these experiments: [EXPERIMENT 1], [EXPERIMENT 2], …[EXPERIMENT n] Template 2: Wenn wir es noch nicht wissen, weil da ganz fette Annahmen dahinterstecken und wir mehr Daten brauchen: We believe that by [doing this output] --> Solution for [these people] --> Actor we'll achieve [This Outcome] --> Impact which we believe will lead to [this business result] --> Goal We'll know if we are right, when we achieve [quant. or qual. indicators or results]. We'll test our assumption with these experiments: [EXPERIMENT 1], [EXPERIMENT 2], … [EXPERIMENT n] Weitere Podcast-Folgen und Quellen, auf die Tim und Büşra im Laufe des Gesprächs hinweisen: - Data-Fluent Product Manager (mit Büşra) - Outcome Goals & Product Discovery (mit Tim Herbig) - Evidence Based Management - eine empirische Suche nach Wert (mit Boris Steiner und Glenn Lamming) - Opportunity Solution Trees von Teresa Torres (producttalk.org/opportunity-solution-tree/) Falls Du mit Büşra Kontakt aufnehmen oder ihr folgen möchtest, kannst Du Dich über ihr LinkedIn Profil (linkedin.com/in/busra-coskuner/) mit ihr verbinden. Kanntest du Impact Mapping bereits vorher? Hast du eventuell selbst schon mal an einer solchen Mapping Session in Präsenz oder Remote teilgenommen? Wir freuen uns, wenn du deine Erfahrungen aus der Praxis mit uns in einem Kommentar des Blog-Artikels teilst oder auf unserer Produktwerker LinkedIn-Seite. **Folgt uns Produktwerker auf** - LinkedIn -> https://bit.ly/3gWanpT - Twitter -> https://bit.ly/3NitkPy - Youtube -> https://bit.ly/3DIIvhF - Infoletter (u.a. mit Hinweisen auf Konferenzen, Empfehlungen, Terminen für unsere kostenfreien Events usw.) -> https://bit.ly/3Why63K

Afsnit 40: Den Agile Fredagsbar - Begreber og det agile taksonomipoliti Kender du det, at du kommer til at sige ”Task” og du straks bliver irettesat af en mand i uniform (jeans og snickers) der prompte rømmer sig og siger: ”Du mener vidst User Story”. Eller har du også kollegaer der flimrer lidt i øjnene når du siger ord som ”Velocity, Story Map og Impact Mapping?” Ugens emne i fredagsbaren er dedikeret til anti-taksonomipolitiet. Så lyt med, når Stefan og Morten tager hul på en øl der umuligt kan udtales korrekt og et emne de fleste kan relatere sig til. Velkommen til Den Agile Fredagsbar… Og skål

Wilson‘s framework to define and measure success for his own role as a Scrum Master is defined in detail in this article. In this episode, he describes the key aspects of his framework, and how he applies it to his work using the Impact Mapping technique.  Featured Retrospective Format for the Week: The Modified Mad/Sad/Glad retrospective format Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Wilson structures his retrospectives around the 5 steps described in Agile Retrospectives by Larsen and Derby, but he uses the Mad/Sad/Glad, or Stop/Start/Continue formats as a basis with some modifications that he explains in this episode. He also puts some focus on the icebreaker exercises to get the team started and energized. For that he uses Kudo cards, and asks the team to describe the Sprint in one picture or one word.  Do you wish you had decades of experience? Learn from the Best Scrum Masters In The World, Today! The Tips from the Trenches - Scrum Master edition audiobook includes hours of audio interviews with SM's that have decades of experience: from Mike Cohn to Linda Rising, Christopher Avery, and many more. Super-experienced Scrum Masters share their hard-earned lessons with you. Learn those today, make your teams awesome!   About Wilson Govindji Wilson is a pragmatic Scrum Master, he has over 15 years in Software development and has worked in different roles, from Support Analyst, Developer to tech lead. Wilson is from Portugal, with Indian origins and currently living and working in the UK with his wife and two daughters. You can link with Wilson Govindji on LinkedIn and follow Wilson Govindji's blog on Medium. 

Freunde der Qualität, wir begrüßen Euch zu unserer 30. Podcast-Ausgabe! Diesmal erklärt Christian in 15 Minuten, wie Impact Mapping funktioniert und warum diese einfache Methode agilen Teams auf vielfältige Weise („Do the right thing!“) helfen kann. Viel Spaß dabei! Sprecher: Christian Brandes: https://www.xing.com/profile/Christian_Brandes11 https://www.linkedin.com/in/dr-christian-brandes-423440144/ Ressourcen: https://www.impactmapping.org https://t2informatik.de/wissen-kompakt/impact-mapping/ https://openpracticelibrary.com/practice/impact-mapping/ Buch: „Impact Mapping“ von Gojko Adzic https://www.impactmapping.org/book.html Über QualityMinds: https://qualityminds.com/de/ https://twitter.com/QualityMindsDE Feedback, Fragen und Themenwünsche an: podcast@qualityminds.de

Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Julie was part of a team supporting a large program of 10 scrum teams. The team that Julie was working with, started to skip the retrospectives because they were trying to catch-up. However, after they had been able to catch-up, the team did not come back to start holding their retrospectives again. When should the Scrum Master stand-up and push the team to hold their retrospectives again? In this episode, we talk about the critical role Scrum Masters play in keeping the teams accountable to themselves when it comes to process, and how sometimes, it is important to stop, even if that affects delivery, because retrospectives are the “power station” for the rest of the work the team does.  Featured Book of the Week: Impact Mapping, by Gojko Adzic In Impact Mapping: Making a Big Impact with Software Products and Projects by Gojko Adzic, Julie found a way to crystalize the concept of business impact. Impact Mapping, is a short book with lot of visuals. You can also learn about Impact Mapping in Gojko Adzic's presentation on Impact Mapping.  How can Angela (the Agile Coach) quickly build healthy relationships with the teams she's supposed to help? What were the steps she followed to help the Breeze App team fight off the competition? Find out how Angela helped Naomi and the team go from “behind” to being ahead of Intuition Bank, by focusing on the people! Download the first 4 chapters of the BOOK for FREE while it is in Beta! About Julie Wyman Julie Wyman has been working with Agile teams for over a decade and is continuously learning with and from them. She's based just outside Washington, D.C., but has had the pleasure of supporting teams distributed across the globe and even experienced her own Agile takeaways all the way in Antarctica. You can link with Julie Wyman on LinkedIn.

Our series of interactive events in live streaming with our experts, an informal 30-minute chat on their area of expertise where you'll have a chance to interact with them, ask questions and learn straight from the source.The first Small Talk of the year will see the comeback of Gojko Adzic, book author and one of our trainers. Let's understand a bit more about Specification By Example, a book he published in 2011 (which is also the title of his upcoming workshop).In a nutshell, Specification By Example is a collaborative approach to defining requirements and tests based on capturing realistic examples instead of abstract statements.Small Talk is a chance to go behind the scenes of our experts' work and get a sneak peek of what their workshop will be about and, as usual, you'll be able to join the conversation by asking questions from home.Always wanted to ask a trainer that burning question about what they do? Now you have a chance!We'll discuss how Gojko's Specification By Example workshop was born, why it is useful, if it is still relevant after more than 10 years from its creation, what type of professionals will benefit from this the most, what type of exercises we'll be doing in the workshop and how these will enable you to learn the key concepts during the class.Did we say it already? You're encouraged to be part of the conversation and ask questions during the live streaming through the chat provided by YouTube.Who: Gojko Adzic is a partner at Neuri Consulting LLP. He is the winner of the 2016 European Software Testing Outstanding Achievement Award, and the 2011 Most Influential Agile Testing Professional Award.Author of: Specification By Example, Impact Mapping, Fifty Quick Ideas To Improve Your User Stories, Humans vs Computers.Workshop link: https://bit.ly/SpecificationByExample_Podcast#SpecificationByExample #SoftwareTesting #Testing #ProductOwner #SoftwareDevelopment #Communication #Implementation #Team #TeamWork #SoftwareDeveloper #SoftwareTester #Agile #Scrum #Kanban #UserStory #Software #Test #Example #Lean #LeanThinking #ExtremeProgramming #Requirements #ImpactMapping #Requirements

Our series of interactive events in live streaming with our experts, an informal 30-minute chat on their area of expertise where you'll have a chance to interact with them, ask questions and learn straight from the source.The first Small Talk of the year will see the comeback of Gojko Adzic, book author and one of our trainers. Let's understand a bit more about Specification By Example, a book he published in 2011 (which is also the title of his upcoming workshop).In a nutshell, Specification By Example is a collaborative approach to defining requirements and tests based on capturing realistic examples instead of abstract statements.Small Talk is a chance to go behind the scenes of our experts' work and get a sneak peek of what their workshop will be about and, as usual, you'll be able to join the conversation by asking questions from home.Always wanted to ask a trainer that burning question about what they do? Now you have a chance!We'll discuss how Gojko's Specification By Example workshop was born, why it is useful, if it is still relevant after more than 10 years from its creation, what type of professionals will benefit from this the most, what type of exercises we'll be doing in the workshop and how these will enable you to learn the key concepts during the class.Did we say it already? You're encouraged to be part of the conversation and ask questions during the live streaming through the chat provided by YouTube.Who: Gojko Adzic is a partner at Neuri Consulting LLP. He is the winner of the 2016 European Software Testing Outstanding Achievement Award, and the 2011 Most Influential Agile Testing Professional Award.Author of: Specification By Example, Impact Mapping, Fifty Quick Ideas To Improve Your User Stories, Humans vs Computers.Workshop link: https://bit.ly/SpecificationByExample_Podcast#SpecificationByExample #SoftwareTesting #Testing #ProductOwner #SoftwareDevelopment #Communication #Implementation #Team #TeamWork #SoftwareDeveloper #SoftwareTester #Agile #Scrum #Kanban #UserStory #Software #Test #Example #Lean #LeanThinking #ExtremeProgramming #Requirements #ImpactMapping #Requirements

Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. The Great Product Owner: Developing great networks with stakeholders Great Product Owners know their product backlog back and forth, and develop great networks within the organization that help solve the critical problems, and answer questions for themselves and the teams they work with. This particular PO also made a point of being available for the team when the teams needed them, and met regularly with stakeholders 1-on-1.  In this segment, we talk about User Story Mapping, and Impact Mapping.  The Bad Product Owner: The many anti-patterns that develop when people are forced to take on the PO role This Product Owner did not want to take on that role, they were forced to take it, and acted mostly like a Backlog secretary. By stepping back due to other responsibilities, this PO left the team to their own devices, and was mostly absent when the team needed them.  And this was just the start, listen in to learn about the many anti-patterns that develop when people are forced to take on the PO role.  Are you having trouble helping the team work well with their Product Owner? We've put together a course to help you work on the collaboration team-product owner. You can find it at bit.ly/coachyourpo. 18 modules, 8+ hours of modules with tools and techniques that you can use to help teams and PO's collaborate. About Samet Ulutas Samet has been working as an Agile Coach for more than 3 years and coached 35+ different teams until now. Samet has plenty of experience dealing with difficulties of an Agile Transformation, including being to witness the Agile Transformation of the largest private bank in Turkey from the beginning. Samet is also the co-owner of "Be Agile Stay Agile" YouTube channel.  You can link with Samet Ulutas on LinkedIn and connect with Samet Ulutas on Twitter.

What does it take to create a mobile app to succeed on a highly competitive e-commerce market? Do you remember a few years ago we used to hear this catchy phrase “Yep, there is an app for that!”. It was about the novelty of mobile apps. Well, today with several million mobile apps in the world, you don't hear it anymore. The days of that mantra are over. These days, a mobile app is a vehicle for an e-commerce business to reach out its customers on mobile and improve their user experience. There is just no other way around it - every app project requires a long-term marketing strategy to succeed on a highly competitive landscape. So we invited Ritam to help us to tackle this tough question - what are the essential ingredients of a modern mobile app design. Today's Topics Include: ✔️ Ritam's path - from a management consulting practice as well system integration and technology practice, working with investment and commercial banks to founding an app design and development company with 90+ team and expertise in all areas of a modern app development. ✔️ Studio graphene is UK headquartered app development company with studios in Delhi, Lisbon and Geneva ✔️ Goal Setting, Impact Mapping, Prototyping and Specification Writing - as the 4 pillars of a modern app development ✔️ New trends in app development Ritam welcomes and the ones he is not a fan of ✔️On which side of the Android & iOS duopoly Ritam is? iOS ✔️ What apps would Ritam miss the most if he leaves the smartphone home. Google Maps ✔️ What hardware / software features Ritam is waiting for? Both mobile hardware and software healthcare related innovations. Links and Resources: Ritam Ghandi Linkedin profile. Studio Graphene website. Quotes from Ritam Gandhi: "I think it's very interesting topic because what is design? Is design a visual element, is design how you think about it, the user experience.  A lot of the times you don't really understand what it is that you are building until sometimes you see it Specification and the detail behind every feature is key to make sure things won't get lost in translation." Follow the Business Of Apps podcast Linkedin | Twitter | Facebook | YouTube

Introducing Small Talk, our new series of interactive events in live streaming. Each episode will feature one of our experts and we'll have an informal chat on their area of expertise.This time we talk with Gojko Adzic, book author and one of our trainers, about Impact Mapping (which is also the title of his upcoming workshop).Small Talk is a chance to go behind the scenes of our experts' work and get a sneak peek of what their workshop will be about and, as usual, you'll be able to join the conversation by asking questions from home.Always wanted to ask a trainer that burning question about what they do? Now you have a chance!We'll discuss how his Impact Mapping workshop was born, Gojko's writing routine, why Impact Mapping is useful, what type of professionals will benefit from this the most, what type of exercises we'll be doing in the workshop and how these will enable you to learn the key concepts of the workshop.Did we say it already? You're encouraged to be part of the conversation and ask questions during the live streaming through the chat provided by YouTube.Who: Gojko Adzic is a partner at Neuri Consulting LLP. He is the winner of the 2016 European Software Testing Outstanding Achievement Award, and the 2011 Most Influential Agile Testing Professional Award.Author of: Impact Mapping, Fifty Quick Ideas To Improve Your User Stories, Humans vs Computers.Workshop link: http://bit.ly/Gojko_Adzic_PO_Key_Skills_Avanscoperta_Podcast#ImpactMapping #ProductOwner #ProjectManagement #ProjectMgmt #Agile #Scrum #Kanban #GojkoAdzic #SpecificationByExample #SoftwareTesting #Software #SoftwareDevelopment

Introducing Small Talk, our new series of interactive events in live streaming. Each episode will feature one of our experts and we'll have an informal chat on their area of expertise.This time we talk with Gojko Adzic, book author and one of our trainers, about Impact Mapping (which is also the title of his upcoming workshop).Small Talk is a chance to go behind the scenes of our experts' work and get a sneak peek of what their workshop will be about and, as usual, you'll be able to join the conversation by asking questions from home.Always wanted to ask a trainer that burning question about what they do? Now you have a chance!We'll discuss how his Impact Mapping workshop was born, Gojko's writing routine, why Impact Mapping is useful, what type of professionals will benefit from this the most, what type of exercises we'll be doing in the workshop and how these will enable you to learn the key concepts of the workshop.Did we say it already? You're encouraged to be part of the conversation and ask questions during the live streaming through the chat provided by YouTube.Who: Gojko Adzic is a partner at Neuri Consulting LLP. He is the winner of the 2016 European Software Testing Outstanding Achievement Award, and the 2011 Most Influential Agile Testing Professional Award.Author of: Impact Mapping, Fifty Quick Ideas To Improve Your User Stories, Humans vs Computers.Workshop link: http://bit.ly/Gojko_Adzic_PO_Key_Skills_Avanscoperta_Podcast#ImpactMapping #ProductOwner #ProjectManagement #ProjectMgmt #Agile #Scrum #Kanban #GojkoAdzic #SpecificationByExample #SoftwareTesting #Software #SoftwareDevelopment

Evolving your organisation from a feature factory to becoming outcome-focused is a challenge many of us have faced - but how do you actually do it? Impact Mapping is a great way to help take stakeholders and teams from focusing on the how-to the what and why.  We asked consultant, trainer and author Tim Herbig to give us the crash course on the topic, including how to get people to understand the difference between an Impact, an Output, and an Outcome. Featured Links: Follow Tim on LinkedIn and Twitter | Tim's Website | Read Tim's 'Using Impact Mapping to Navigate Product Discovery' piece | 'Idea Prioritization with ICE and the Confidence Meter' by Itamar Gilad | Gojko Adzic's book 'Impact Mapping: Making a Big Impact with Software Products and Projects'

Chris Cox is the Co-Founder of Piola Digital, a near shore product development agency helping companies build, support and enhance products. In this episode:1. Chris shares his background from being a Spanish major to helping SaaS companies build products.2. Scaling product development operations by outsourcing - opportunities to give stakeholders more time to focus on business growth & strategy.   Chris discusses the benefits of nearshoring to help scale product development.3. Managing and prioritizing your backlog -  align the development of the product with the business goals.  Chris describes the Impact Mapping exercise to help maximize the time with key stakeholders.4. Chris describes his onbaording process which starts by identifying the goals and needs of the company.  Understanding the current sprint cycles, agile processes.  This helps Chris tap into the right profiles to help put the right team together to support the company goals.5. Chris shares his lessons learned for a new startup founder which includes learning how to message your core offering.  "Say more with less" is Chris' piece of advice.You can contact Chris on Twitter. Visit Piola Digital for more information.  

Episode Summary: In this episode, Raymond and I explore: If it's possible for organisations to be 100% agile, Why a human-centred approach to product design is key How one can get started with their agile journey... and much more.   Guest Bio: Raymond Chike has over 15 years diversified experience in the Financial, Retail, Utilities, Energy, Consulting and Charity sectors. Proven record as a problem solver and aggressive commitment to continuous learning. Bringing together Human, Digital and Physical Interactions while enjoy working with businesses create innovative solutions, products and services. By recognising customer needs, validating new product and service concepts, assisting teams in developing mvp, and assisting organisations in transitioning to adopting new ways of working in a holistic human-centric way.   Raymond's Social Media: LinkedIn: https://www.linkedin.com/in/chykeray/   Design Thinking Squad Meetup https://www.meetup.com/Design-Thinking-Squad-Gloucestershire/   URLs and Resources Mentioned Books/ Articles: User Story Mapping by Jeff Patton The Startup Way by Eric Reis Lean Startup by Eric Reis Lean UX: Designing Great Products with Agile Teams by Jeff Gothelf and Josh Seiden Lean UX: Applying Lean Principles to Improve User Experience by Jeff Gothelf and Josh Seiden Impact Mapping by Gojko Adzic Raymond's LinkedIn post on relationship between Design Thinking, Lean and Agile: https://www.linkedin.com/feed/update/activity:6505691705440894976/   Interview Transcript  Ula: 00:26 Hey everyone! How are you doing today? Can you believe it? We're nearly at the end of Season 1 of the Agile Innovation Leaders podcast and this is our 9th episode. A massive thank you and shout out to all of you who have taken the time to listen, support, to write, to encourage… I am very, very grateful. It never ceases to amaze me that you guys are listening from all over the world; from places and countries like New Zealand, Australia, Singapore, India, Nigeria, Kenya, Ghana, France, South Africa, Canada, USA, Brazil, Switzerland, Norway… of course United Kingdom where we live and many other places where I've not mentioned. I do appreciate the engagement – thank you so much. Keep it coming and keep getting in touch. Now, in the course of launching the podcast, I've also had a number of you get in touch with me to say, ‘Hey, we really are interested in this ‘Agile' thing. How can we learn more about it? How do we get started?' And for some of you, you've had some sort of Agile initiatives going on in your organization and you don't know how you can make this better, make it work because it's not working as well as it should. Well, if you fall into any of these categories, today's episode is for you. I'm pleased to introduce my guest. He is nobody else other than Raymond Chike. A seasoned Agile Innovation professional with over 15 years of diversified experience in multiple sectors – Financial, Retail, Utilities, Energy, Consulting and Charity. And he is a big proponent of design thinking and basically blending agile, lean start up thinking, UX design and design thinking to provide a rounded and human-centered way of working. You just have to listen to this episode! So without further ado, my conversation with Raymond. Enjoy! Ula: 03:04 Raymond, thanks for making the time for this conversation. It's great to have you on the show. Raymond: 03:09 You're welcome. I'm excited as well Ula: 03:11 Great. Now let's kick off. We want to know who Raymond is as an individual. Can you tell us a bit about yourself, and how your life experience has led you to choosing a career as an agile professional? Raymond: 03:25 My story is one of those I'm passionate about telling people. So, I'm a native of Nigeria, back in Africa. And I think the whole journey started off as me looking at the whole world in perspective. And I thought to myself, I want to see how things get done in the Western world – United Kingdom and America and all that. That led me to journey into the UK. So, on coming here, I found my first contract was more of an IT security administrators service contract or something like that. And along the line, I started noticing that I was good at connecting the business and the technology. Little did I know that that was what business analysis was. Then, business analysis became popular, but already I'd found out I was naturally a Business Analyst. But then I thought, ‘Okay, let's go on that journey.' And while in the journey of a Business Analyst, I started realizing that things took too long to happen. So, people are building (a) project and before the project finishes, in two years, the world has moved on. And I said, what is the best way of doing things quicker. I mean, that was where agile started coming up in my mentality. Then I thought, ‘Alright, I think I've got an agile mindset as well.' So, I think I'll take a perspective from a natural point. So, professionally, that's how I found my way/ journey into the Agile world. I live in the UK, permanently now for 14 years, 15 years or so. I've got (a) family, as well. So, my primary location is around Southwest of Cheltenham, but most of my consultancy has been around London, and I travel around anyway. I think. Yeah, that's me in a nutshell, and that's my passion. And, then yeah. Ula: 05:11 That's quite an interesting story. It's funny, because we all start off one way, but the thing about us as humans is that there are things about yourself, you know, your natural inclinations or giftings, or things you're really good at, you wouldn't know until you actually get started. So, it's interesting you recognised the knack (i.e. abilities) and probably people around you also recognise the knack whilst working as an IT Security Specialist, that you also had the ability to connect business with technology. Just out of curiosity, what was your educational background? Raymond: 05:46 Yeah, I graduated with a first degree in Electrical/ Electronics Engineering. Ula: 05:50 Oh, okay. Raymond: 05:51 And… yeah, that is me really. I haven't furthered anyway in terms of educational academia. I've surrounded myself with lots of training and certifications… I've gone, I mean… I don't know if I have enough time to start to name them. But, that's my educational background anyway. Ula: 06:11 I mean, education is not necessarily having more degrees or as many degrees as a thermometer. I'm also Nigerian and I also got my first degree - funnily also in Electronic Engineering. Raymond: 06: 21 Really? Ula: 06:22 Yeah, yeah. Raymond: 06:23 What a coincidence! Ula: 06:26 From your profile, I can see that you are quite big on marrying agile thinking with lean, UX design and design thinking. I'm a big fan of that, because it's really about focusing on what value you're bringing to the customer, whether it's internal or external, and ruthlessly eliminating anything that the customer does not value and is not willing to pay for. So, what are your thoughts on marrying design thinking with lean methodologies? Raymond: 06:56 My thoughts are certain in the sense that it must be married. Looking at the world we live in now, (we're) in an adaptive world. I think the most important service to me is customer service. At the heart of every product, at the heart of everything we do, if we can't link it to customer service, then we just building what we think we like, yeah? And before you can build something for a customer, I always look at it in this perspective, you have to design that thing, you have to then build it, and you have to engage with the people to use the product. And that's the heart of Human Centered Design, or rather you can call it Customer Centric way of doing something. So, that is me thinking about how you bring together the human perspective, and link it with the digital and the physical interaction. Now, this is where you need to combine a whole lot of techniques and thinking and I always say it this way, ‘Agile is not a way of working, agile is a way of thinking than the way working.' Because your behavior modification cannot change if your mind is not transformed. So, at the center and the heart of agile, is the thinking. The same applies to design; at the center and heart of design is thinking - Design Thinking, Agile Thinking. So, call it this way: Design Thinking, Lean Thinking, and Agile Thinking. And to marry them is - Design Thinking makes you get to the heart of the customer. Like, ‘What is the problem you're about to solve? What is the pain point? Empathy. What is this? Why are we doing this thing? What is the problem? The pain point; you empathise with the customer. Now, at that point of empathy - this is where you begin to think about Lean. Where Lean thinks, ‘All right, I think I've empathised (with) this problem and I understand this thing – I feel I understand it.' Then, what's the barest minimum I can test to see it's working? This is where Lean Thinking comes in, right? So, then when you use the Lean Thinking and it works or you get good feedback (you say), ‘Okay, okay. I think we now see a way this is gonna work.'  ‘Okay, let's produce it in some sort of scale now and still get feedback and learn.' This is where you now bring in the principles on Agile, like the Scrum, and the Kanban, or the Extreme Programming, or SAFe (Scaled Agile Framework). Then you now want to say, ‘Okay, this thing is getting bigger now; we're about to blow up now', so you want to scale. You scale the product, you engage with the people, then you might… So this is the journey of a product from its inception of human-centric pain point up to the development, and this is how I marry Design Thinking, Lean Thinking and Agile Thinking. Ula: 09:41 Wow, (I've) never really heard it put this way. But it does make sense and I do agree. So, would you say that Design Thinking is the same thing as User Experience design? Raymond: 09:51 It's an interesting conversation but it's not the same. But what I usually say - Design Thinking is a big umbrella. Like, you'd say, Agile thinking. So if you… Like, what you've asked me now is like, ‘Is Agile thinking the same as Scrum Master?' It's like, ‘Oh no, Scrum Master sits under Agile.' That's the same question. Design Thinking involves a lot of skills. Ula: 10:16 Yes Raymond: 10:17 Now, it depends on the way you want to go with it. If you want to do a short design… bear in mind it's a (way of) thinking. Ula: 10:23 Yeah Raymond: 10:23 If you now want to bring it to reality, in terms of skill you might want to map it to, say, a researcher can be involved. A researcher... Now does that mean you cannot be a researcher? You can be (one) but in a professional office, maybe there's a (dedicated) researcher. Okay, UX design - alright, what makes you think you're not a UX designer? Okay, I want to develop an app. I can just sketch something on paper with a wireframe and I've got some understanding of UX concepts. Now, that's my minimum viable (product). Maybe I need a professional UX designer to a prototype for me. Okay, then you need a UX (designer) it might be - depends on the product. If my product is around…  (say,) building a bottle, I don't need a UX designer for a bottle. I might just go get a fabricator to make a bottle, you see what I mean? So regardless of the product, the principles stand. But when you talk about the product you want to do maybe a web design, then the skill set comes into play. That is why the UX design now is a skill. Yeah, that's a connection. So, it's like Agile - is Agile the same as… product owner? No, within agile umbrella, we might need a product owner, we will need a scrum master. Okay, maybe we don't need an engineer really. Okay, okay. While you're developing an agile product, what if the product is a pharmaceutical product? Do you need a developer? No, you need the scientist. So, you see the point. So, the takeaway, because when we talk about Lean agile, people just focus straight ‘Oh! (We're building a) website, app?' Ula: 11:49 Software development… Raymond: 11:50 But… it's not about websites. It's not about apps, not about it. What if it is a pharmaceutical company developing a prosthetic leg or pharmaceutical company developing a fake eyeball, what do you say then, you know? So, I try to get people away from products first, think about the human-centric way of connecting digital and physical interaction, then I think everything will fit into place. Ula: 12:15 It's interesting how you've highlighted the fact that there are general principles underpinning Agile thinking or Design thinking and the principles are separate from the products. Now the products could vary, the principles remain pretty much the same. But now depends on the context - which you can now adapt it (the principles) to the context of the product or service probably that you're providing to the end user or the customer. Am I right? Raymond: 12:44 That's right, well-articulated. Ula: 12:47 Okay, well, thanks. That's interesting. You said that there is this misconception that agile is about the things people do. Now, based on what you're saying that agile is first a mindset so and the International Consortium for Agile, or the ICAgile organization, they said on their website, it's about first being agile, before you do agile. Raymond: 13:11 That's right. Ula: 13:12 So, what would you say are the steps then, towards being agile and when would you know that you are truly agile from a ‘being' standpoint? Raymond: 13:24 Okay, I think the best way to say (it is) this way: there is nobody that's 100% agile. Ula: 13:30 Hmm! Interesting. Yeah. Raymond: 15:31 Definitely, nobody, nobody. Because why I say that is, if you are 100% agile, it's like… if you say yes, I am 100% agile, it does not marry up with the name agile itself, because agile itself means changing. So, you say you're 100% changing. So, I am 100% changing, so you're still changing. So, what agile, what I try to say about agile is (it's) about how we're learning that's Agile. So, (it) automatically tells you, you are constantly learning. So, have you learnt? No, you are constantly learning. So, the thing at the core of Agile is a mindset, your mind has to be ready. That's the height of it is your mindset knows that things must change. The principles and the values lie within and the practices follow and the tools and processes that help it. So, but you need to get at the heart of it that it… So basically, the world, is ruled by companies who learn faster. That's it. So, how are you learning faster? That's why agile comes in. So, are you… if Facebook comes tomorrow and said, ‘We are now agile; we are the best agile (practitioners)', that's wrong, because they're still going to have challenges that come up tomorrow that they'd have to think and say, ‘Guys, what's the next solution here?' Ula: 14:46 True Raymond: 14:46 This is where I feel agile is just, agile in itself is even a part of a product. As I've just explained Lean, design thinking, lean and agile… all that stuff. So, it's a complete mindset shift. But we there yet? We're not always going to be there in terms of 100%. But we are on a journey. Ula: 15:06 Yeah Raymond: 15:06 So, we're on a journey… we're not definitely going to be ‘there'. So, to answer your question, I don't think anybody's 100% agile. But I guess the thing is, to what degree of Agile are you? To what degree of learning or what degree of flexibility? What degree do you apply the principles better? I think that's the key message. And I mean, the only way to answer that is more of your outcomes, really? So, when you check into your outcomes, you know if you are really, truly agile and how responsive you are to the market and how adaptive you are. Ula: 15:41 Well put. So you said, yes, no one is 100% agile. You're constantly learning and that's probably why agile and lean - they're complimentary because lean is also about continuous improvements and focusing on improving processes to achieve certain goals. What would you say about the frameworks then? Is it possible to purely apply one framework in an organization's operating context, to the exclusion of others? Raymond: 16:13 Great question. I think you will do yourself a favor to mix them up. I always tell people this … if you study Scrum, the next thing… they (people in organisations) call me and say, ‘I'm doing Scrum', (and the person) goes on saying ‘I'm writing user stories.' And I say, ‘Okay, but I'm sorry, user story is Extreme Programming. So, you're already mixing it up, right? Then you get people who are doing Scrum. Then they go, ‘Oh, our Jira board is a Scrumban board.' So, what's that about? Ula: 16:41 It's a Kanban board… yeah… Raymond: 16:42 So, what I tell people is this: I'm not dogmatic about any (framework). If you bring any framework tomorrow and call it… ‘Jump' … whatever you want to call it. My question to you (would be), ‘Is it solving human problems? Are we inspecting and adapting faster? Is it prioritizing collaboration over ‘blah'…? Is it prioritizing responding to change over following a plan? Is it tied to the principle?' (If the answer is) ‘Yes', that's it! I don't want to know what else you call the name. I mean, I was in a conference the other day and I said to someone, ‘Look, let's be honest.' (If) she goes to Facebook now, (and) I go to Netflix (and) ask them what (agile framework/ methodology) they're following, they probably would not tell you anything. Probably tell you, ‘I don't know what's Scrum - we just inspect and adapt quickly. We just learn fast. We have a system that helps us learn fast.' That's it. No one is gonna tell you, ‘Do three weeks sprint, do four weeks sprint… do one thing or the other…' It depends on the product. Depends on the product. Some people do one-week sprint. Some companies do one-week sprint, two weeks sprint, three weeks sprint. Some pharmaceutical companies do one-week experimentation. I've seen companies do design sprint zero, then go on and do one-week sprint. The thing is, where are you learning fast? How are you learning fast? And agile is just (a means to) the end game; it's the building of the product. Remember, I said design thinking? Where is the place (for empathy in Agile)? …No agile principle talks about empathy. Nothing like that. Ula: 18:05 No Raymond: 18:06 They (some agile frameworks) just tell you, ‘Sprint planning - boom, boom, boom, go!' But, how do I know the product to build? I mean, this was what inspired me to (write) my last post where I said… I did post something on LinkedIn the other day. (That's one of) the key things that I was trying to say to the team. I read that from a book called The Startup Way by Eric Ries. This is the same guy who … Eric Ries is The Lean Startup guy. So, here is Toyota (for example). Toyota known for all the things they do around production and lean and all that stuff. But yet someone in Toyota could say he thinks there's a missing part. And that is because they are good at creating things. But they don't have a system that tells them on (how to) discover what to produce. Scrum does not help you discover what to produce, you know… Kanban does not help you discover what to produce. They just help you produce but they don't help you discover. So, this is why I say, I'm not precious about any framework, as long as that framework can help me easily inspect and adapt. That is my key (requirement)… and it's transparent. That's my own, I don't really cherish… I'm not gonna say I'm a SAFe man (or it) must be SAFe. (Nor would I say) it must be Scrum, or it must be Kanban. But then, does it mean I haven't gone on training for all of them? I have – I'm not hung up on frameworks. (I've gone on training for every one of them) because I want to know what I'm talking about. I want to learn because I'm also an aggressive learner. So, I want to know what you're talking about. But then I always ask myself the question, what is the “why” you're doing this? Why are you doing it? If it connects with (the agile) principles – yes. If it doesn't… hmmm… I'll pick and choose what I want from it and throw the rest away. As simple as that. That's my view on all frameworks, really. Ula: 19:48 Makes perfect sense, actually. Raymond: 19:51 You don't want to be hung up around frameworks really. Going into this conversation the other day, someone talked about (the) product owner (role) and I said, ‘Listen, I've done a Product Owner course for Scrum. And that is not up to 2% of what it takes to be a Product Manager.' It's not! If you think you've done a Scrum course, on product ownership, and you think you are now a product owner? I'm sorry, it's not (the case). Because the Product Management (responsibility) is a big piece - from design, to engagement, to development. So, there you have several of those sideline courses, you have to go to; to understand the market, to understand the proposition, to understand business model presentation, Lean Canvas…, then, you know what I mean? Where goes all the certifications and frameworks again? It's all about just learning. Just see it all as learning; adding that to your toolbox. You know, focus on the human-centric problem you want to solve. Ula: 20:44 I quite resonate with what you said. As in likening these frameworks, the concepts - to look at them as tools in a toolbox. You pick the one that most appropriately suits the work and the organization you are in - in my opinion. I'd like to know what you think about this. But I also think it is possible that a team, an organization you know, or even within a project, it could evolve in such a way that the tools that you're using… or the practices and the tools and processes that you're using to try to accomplish an outcome might need to change midway. So, it doesn't necessarily mean that what you start with is what you end with at the end of the project. What do you think about that? Raymond: 21:30 Yes, I mean, it is. I've worked with several big companies trying to do agile or are doing agile. I've seen it. I've got the scars on my back. I know what I'm am saying. It's very painful when you see people who want to fix it (an ill-fitting framework) into their hole. I say to them, ‘You have to be pragmatic.' Like this consultant… I don't remember his name again. But he said, ‘Agile has a way of making people drop their smart brains at home and come to work.'  If you come to work, (that) you do agile doesn't mean you're not smart - you're smart. Just know that you're smart. Look around the process, see how it's going to work well for you. If it's not working, find another way it's going to work. Remember, the principles still apply. Keep the principles at your forefront. We're talking real stuff here, yeah? So how do we make Kanban work for us? How do we make Scrum work for us? Okay, yes. Okay. How do we draw funds, investment? Because we need seed funding to do this experiment and prove to our manager it works. Okay, you want to start up something now? You're starting small? You're (i.e. Ula is, for example) not going out now opening an office and buying a podcast device of 10 grand or 20 grands? You're being lean here; trying to make sure you're experimenting here, right? Ula: 22:39 Exactly, you have to know if someone wants… Raymond: 22:41 You (Ula) are applying the same principles. You've got the mindset; you've got the mindset. That why you're doing what you're doing right now. And it's the same principle applied at a scale. Ula: 22:49 Thanks! You mentioned something that you've had scars on your back as a contractor working with teams and organizations. Is there any one you wish to share? Raymond: 22:58 I think for me, the behavior is the same. What I can say is, every company wants to be agile; that's the market drive - just get that right. Every company wants to be agile. In fact, you can almost sell anything to any company now in the name of Agile. Ula: 23:12 It's a buzzword, right? Raymond: 23:14 Yes. But then I always say this, ‘If I get in there, how can I add value to you?' So, you get in there, you stumble on arguments. Now one coach prefers SAFe (Scaled Agile Framework), another Coach tell you Scrum, another coach tells you Kanban is the way. Then I always challenge them by saying… When I come in with design thinking mentality, they look at me like, ‘where does this guy come from? Who are you? We are agile.' I say, ‘yes, but how do you draw funds from the manager to tell him you're agile?' They'll say ‘Hmm! That is a Product Manager's responsibility.' I say, ‘Oh really? I thought that's still under Agile, because a  Scrum Product Owner course teaches them (i.e. the Product Managers) how to draw money? Is it a “no”? Okay'. You see, when you find that a… That's what you see in companies. I think what we need to start to understand is…  I tell people, ‘Guide yourself with mentors', experience is key as well, you know. My experience, tells me that many companies are still on the journey, and I said agile is a journey. My gauge tells me every company now knows: there's no argument we have to be agile. So, we've crossed that stage. They know that we have to be adaptive. They know that now. The challenge many companies are facing now is, ‘How?' They now know, but it's the ‘how' now. (My) advice is, based on my experience, there is no pattern. All I can say is, as long as you have these three pillars in the mindset of what you do; the design thinking, lean thinking, agile thinking… I always wrap it up by saying (you must have) almost an entrepreneurial mindset as well. Ula: 24:46 Oh yeah. Raymond: 24:47 That will help. A bit of that will very, very help (i.e. help very much). The reason why I say entrepreneurial mindset is because then you're thinking differently. You are not there sitting down in a company waiting for your salary every month and just go home. You're inspired to say, ‘What problem are we solving? What customer problem are we solving out there? How can we be fruitful?' Now you're thinking entrepreneurial. I think that drive will start to send a different message to company structures; you start inspire people to work, in fact inspire people for new products. And because people love working agile, when you put agile in any office, (for example) Kanban, people love it. Why? Because it is liberating. Ula: 25:27 It is. The transparency... Raymond: 25:28 It has that way of making… The transparency! People love it. That's the key to (the) successful companies we see these days everywhere. We don't know how they succeed. But this is the principle they've been applying years ago when it was not branded anything. Now is becoming branded, whatever we call it now. Ula: 25:44 Yeah, I mean, it's interesting… Yeah… it helps to put a name to something but it's more about not enshrining it and kind of stifling the spirit of what that thing is meant to mean (therefore) losing the value. Raymond: 26:00 Yeah, I agree with you 100%. Ula: 26:02 Now, you mentioned the book, The Startup Way and I assume that you might have read some other books. If you were to gift or recommend, say two or three more books that have greatly shaped your thinking; your agile, lean, design thinking - which ones would you recommend? Raymond: 26:21 Wow, there are key ones, I think, if you want to be different. If you want to be ‘agile- different', like I mean, set yourself apart. You need to have a hold of this set of books, you know. I would say go for The Startup Way (by Eric Ries), Lean Startup (book by Eric Ries), Lean UX, Impact Mapping by Gojko, User Story Mapping by Jeff Patton. These would get you started. Ula: 26:47 Okay Raymond: 26:48 These are books I've seen that stood the test of time when it comes to this whole ‘game' of Agile. You, kind of… They will set you apart in your Agile thinking. Someone is going to be like, ‘You just became holy again in agile.' I'm telling you. With every page you read in this book, you'll probably read them again and again and you'll be wondering, ‘Where have I been in this world?' Ula: 27:11 Kind of reminds me, there are some books that I have read yet across different disciplines - although I tend to read more of business and self-improvement books. And there are some that are out there, which I'dd read quickly and I'll make a mental note to read them again at a slower pace. However, I also have a lot queued up. Raymond: 27:31 I have so many books but I buy physical books. Ula: 27:33 Yeah Raymond: 27:34 The kind of books I buy are around technology, innovation, entrepreneur… Ula: 27:38 So, there might be other professionals out there or people who want to make a headway into the lean, agile world as consultants or contractors. Now you said you came from Nigeria to the UK, so how did you get your first agile related role? Raymond: 28:00 Yeah, I think it's more of the experience first - in the four walls of the company, that's it I mean, there are two levels I call it like I do some private coaching and training for people who want to get into like a fundamental business analyst role. Then maybe progress to an agile role. But I would say, most of these things... As I said, the first thing is the mind. I always say this, it's difficult to teach you agile, (if) you don't understand Agile, it's difficult. So, I think what I tend to do is… there is a level of experience I hope you'd have experienced in the four walls of a company, deep problems. Then you can do some training or in most cases, enlightening yourself with some of these books. Read them, be sure you understand what they're saying. I always say understand why people use Agile. Don't understand Agile. Just understand why and relate it to your real world. Bring it home. Always bring it home because… How we bring it home? I tell people, look at the things you use from day to day. When you started using WhatsApp, it's not what it is now. WhatsApp started with just a message. There was no video, there was no record, there was no that whole thing. So, there were messages then later. This is agile. They were changing things, giving people what they want, changing it again, adding this, moving the colors. Now, connect Agile to your daily world. Then when you get to the company, it just starts to make sense. Because the companies you might get into, they are also as confused as you think you are. So, I guess the most important thing is passion. Get that passion in your mind. If you are agile, it would come out of your mind(set) and the way you talk, people will now know it's agile. But if you don't have it in your mind, as a project you (need to) change your mind(set). I always teach people this. Look at your life as well. You want to look for a house or a project you want to work on or you want to buy a new car. You thought you wanted to buy a Volvo. Suddenly, as you started going (car shopping), you find out that you don't like a Volvo. You decided to change it (the desired car) into Mercedes, why? Your requirements are changing even as a human - you haven't even gone a month and you've changed three decisions already. So, that is the adaptive behavior the world is (aiming) at. The system can manage it. What technique will manage this changing requirement every day, yet give the business (its desired) business outcomes, give customer, customer satisfaction. This is… my coaching to people is always (to) connect it with your day-to-day life first - make sense (of it). Then every other thing people are talking about can be reality now. Then, you can do the training, you can do the coaching, you can do the workshops, and they all begin to join dots together. I do workshops as well but then that's more… my training and workshops are more experiential. I bring case studies into the room and by time you go out, you understand what it means. Yeah, that's the way I look at it, really. Ula: 31:04 So, are these workshops public? Raymond: 31:06 At the moment, the organisations I consult with – I run them with them. But then I do them public, but that is once in a while. My plan this year is to have some public sessions, but I haven't put them in the calendar yet. I'm still trying to work out what customers want. I'm still going through a design thinking phase around it because I feel I don't want to just produce what I like; I want to see what people really want. And see where I can do something barest minimum that can help satisfy the need. So, say I'm at that stage where I'm a bit lean about it as well. But then I'm also willing to do anything on demand. If there's a certain group of people that come together and say, ‘I want to learn this thing. We're 10 of us, we are 20.' I do things like that sometimes. I did one in Cardiff last year (2018). A group of people came together - 12 of them - said they wanted to understand Business Analysis, how it links to agile and all that stuff. So, I did a bespoke material for them and I went and delivered it for a full one day. So, things like that I can do as well. But as I said, there is no one public (course) at the moment . Ula: 32:14 Okay, fantastic. Once you have finalized your calendar for some public training or workshop events, where would be the best place for (finding) this info? Raymond: 32:25 I think professionally, the best way to get me is LinkedIn. Ula: 32:27 Okay Raymond: 32:29 So, Raymond Chike, LinkedIn, that's the best way to get me professionally. Ula: 32:34 I'll put your LinkedIn profile URL in the shownotes. Raymond: 32:38 Yes. I have a meetup group in Gloucestershire called the Design Thinking Squad.   Ula: 32:43 Okay. Do you have a URL for that? Is it on Meetup? Raymond: 32:47 It's on meetup as well as, a group called Design Thinking Squad Gloucestershire. We did a Design Thinking Crash Course which is only about  2-3 hours. If I get a demand for it, I will arrange something. Ula: 32:59 So, anyone who's interested who probably is listening to this episode that wants to get in touch with you, the best would be your LinkedIn (profile). Okay. Wow, the time does fly when you're having fun. I've enjoyed the conversation. Raymond. Thank you so, so much for making the time. Raymond: 33:17 You are welcome. Ula: 33:18 Do you have any last word for the audience, before we wrap up? Raymond: 44:45 Yeah, I've enjoyed this conversation. Thank you as well for making this happen. I know it's been busy for me to really get the time around it but finally we made it work. We have been very adaptive and true to the nature of agile. I'd say to the listeners out there, keep your dreams alive. And… there's always a way around everything. Keep in touch. And, as I always say, the future belongs to those who learn faster. Ula: 33:54 Thanks a lot Raymond. Raymond: 33:56 Thank you so much.

This week Dave (https://twitter.com/davidegts) and Gunnar (http://atechnologyjobisnoexcuse.com/about) talk about pregnancy tests, eating tests, and teamwork tests BLUF: Impact Mapping (https://openpracticelibrary.com/practice/impact-mapping/) an SBAR 1Password (https://1password.com/) && TOTP Keep Pregnancy Tests Dumb (https://gizmodo.com/keep-pregnancy-tests-dumb-1844955356) Something to Chew On (https://www.hackster.io/news/something-to-chew-on-6968f094027d): NeckSense is a sensor-laden necklace that will passively keep an eye on your dietary habits. Don’t Let Teamwork Get in the Way of Agility (https://hbr.org/2020/05/dont-let-teamwork-get-in-the-way-of-agility) Cutting Room Floor * Choose Your Retro Haircut! Hair Style Selections from the 1950s-1980s (https://flashbak.com/choose-your-retro-haircut-hair-style-selections-from-the-1950s-1980s-404373/) * Where Did That Horrifying Malfunctioning Dental School Robot Come From? (https://www.vice.com/en/article/xg8nez/creepy-malfunctioning-dental-school-robot-twitter-video) We Give Thanks * The D&G Show Slack Clubhouse for the discussion topics!

В этом эпизоде рассказываю про мои топ-книги по бизнес-анализу. Слушайте, оставляйте нам оценку и комментарии на платформах, где вы нас слушаете. Пишите мне отзывы и рекомендации в Instagram: @kima_yel Книги, которые я рекомендую в эпизоде: Для начинающих бизнес-аналитиков: A Guide to the Business Analysis Body of Knowledge® (IIBA) AGILE Extension to the BABOK Guide  (IIBA) The Software Requirements Memory Jogger (Ellen Gottesdiener) Разработка требований к программному обеспечению (Карл Вигерс) The Business Analyst's Handbook (Howard Podeswa) Для продолжающих бизнес-аналитиков: Agile and Business Analysis  (Debra Paul , Lynda Girvan) User Stories Applied  (Mike Cohn)/Пользовательские истории  (Майк Кон) Agile Estimating and Planning  (Mike Cohn)/ Agile: оценка и планирование проектов (Майк Кон) Блог Майк Кона User Story Mapping (Jeff Patton)/Пользовательские истории (Джефф Паттон) Impact Mapping   (Gojko Adzic)/Impact Mapping ( Гойко Аджич) Hooked: How to Build Habit-Forming Products (Nir Eyal)/На крючке (Нир Эяль) Inspired: How to Create Tech Products Customers Love (Marty Cagan)/Вдохновленные (Марти Каган) The Lean Product Playbook (Dan Olsen ) Для развития софт-скиллов: The 7 Habits of Highly Effective People  ( Stephen R. Covey)/7 навыков высокоэффективных людей (Стивен Кови) Deep Work (Cal Newport)/В работу с головой (Кэл Ньюпорт) Zero to One (Peter Thiel)/От нуля к единице

Ogni obiettivo di sprint dovrebbe essere un passo avanti verso un obiettivo di prodotto. Ogni obiettivo di prodotto dovrebbe aiutarci a raggiungere obiettivi di business e obiettivi utente, obiettivi che a loro volta dovrebbero aiutarci a realizzare la nostra visione. I diversi obiettivi sono quindi collegati tra loro e formano una catena che copre tutti gli aspetti della pianificazione del prodotto, da quelli strategici a quelli tattici. Impact Mapping e User Story Mapping sono due strumenti collaborativi che permettono di creare una "comprensione condivisa" tra team di sviluppo, product owner, stakeholder, designer... e questa è la vera chiave di volta per creare prodotti di successo.

Ogni obiettivo di sprint dovrebbe essere un passo avanti verso un obiettivo di prodotto. Ogni obiettivo di prodotto dovrebbe aiutarci a raggiungere obiettivi di business e obiettivi utente, obiettivi che a loro volta dovrebbero aiutarci a realizzare la nostra visione. I diversi obiettivi sono quindi collegati tra loro e formano una catena che copre tutti gli aspetti della pianificazione del prodotto, da quelli strategici a quelli tattici. Impact Mapping e User Story Mapping sono due strumenti collaborativi che permettono di creare una "comprensione condivisa" tra team di sviluppo, product owner, stakeholder, designer... e questa è la vera chiave di volta per creare prodotti di successo.

In this episode of SoundNotes Will Evans is back to discuss why behavior trumps empathy and the secret to building the right thing. During the interview, we explore the difference between traditional Personas and Behavioral Impact Personas. We also talk through how Impact Mapping can be used to move beyond Empathy Maps to deepen our understanding of what motivates people, what their needs are, what things to build, how well they have to perform to be considered valuable, and how to make sure we are solving the right problems for the right people at the right time. In this podcast, you will learn how Impact Mapping can draw a clear connection between the things we are going to build, the problems we need to overcome, and how to create a change in behavior by specific people that allows us to move toward an outcome that achieves our desired goal. Will has created a few graphics that we refer to in the interview and you’ll want to download them in order to get the most out of this podcast. You can find links to them below. Files You Need For This Podcast Behavioral Impact Persona PDF Behavioral Impact Persona PNG Zone of Influence - Zone of Control PNG Behavioral Change PNG Impact Mapping Podcast If you'd like to check out Will's previous interview on Impact Mapping you can find it here: http://bit.ly/384nVpw Contacting Will Web: https://www.leadingagile.com/guides/will-evans/ Email: will.evans@leadingagile.com Twitter: https://twitter.com/semanticwill Contacting Dave Email: dave.prior@leadingagile.com LeadingAgile: http://www.leadingagile.com/guides/dave-prior/ LinkedIn: https://www.linkedin.com/in/mrsungo/ Twitter: http://twitter.com/mrsungo Personal blog: http://drunkenpm.net We Need Reviews If you like this podcast, we'd be very grateful for reviews or feedback in iTunes. It will help us create more visibility for this podcast so that we can reach more people. Click here to leave us a review or post feedback. Feedback/Questions If you have comments on the podcast or have questions for the LeadingAgile coaches that you’d like to have addressed in a future episode of LeadingAgile’s SoundNotes, you can reach Dave at dave.prior@leadingagile.com LeadingAgile CSM and CSPO Classes For information on LeadingAgile’s upcoming public CSM and CSPO classes, please go to: http://www.leadingagile.com/our-gear/training/ Use the discount code: LA_Podcast to receive a 15% discount on the class.

https://www.linkedin.com/in/clebercunha/ Sobre Large experience in Lean Operations, Agile Organizations, Change Management and Digital Transformation Strategies. I had a strong knowledge of Enterprise Innovation Life-cycle and Enterprise Digital Collaboration. Experience with the following Methods, Practices, and Techniques: For Strategy: Design Thinking, Industry, and Market Analysis to spot trends and opportunities, Scenarios Generation and Transformation Roadmap using Sequential Backcasting, Impact Mapping, Strategic Planning using Streams and OKR, Business Model and Value Proposition Canvas. Lean-Agile Transformations: Scrum, SAFe, Lean Kanban, Portfolio Management, Standard Work, Voice of Customer, Leadership Engagement, Organizational Meetings Framework, Value Stream Mapping, Pain Points and Root Cause Analysis (5W), Capacity Management, Risk Management, Skills Management, Enterprise Innovation, Budget, KPI’s and Metrics, Knowledge Management, Continuous improvement with Kaizen and A3 thinking. Key Achievements: Helped BBVA Client Solutions area Ideate, develop and implement their own Agile Organization Framework. Implemented and sustained a successful Agile Tribe Structure at a Large Bank in Perú for a CRM Initiative. Collaborated in building a Corporate Knowledge Management Process at Capgemini Brasil, including developing one Knowledge Base and a Digital Collaborative Space on SharepointParticipate in Change Management Initiative for a large IT Transformation program of a Large Bank in Brazil, with an emphasis in Communication and Training Plan; Unit Product Owner of the e-collaborative (a PPM-ALM and Solution for Capgemini group), deployed in Brazil, conducting the data migration, deployment and lead the backlog grooming sessions with the development and product team. Deployed and Supported User adoption of Lean Transformation Tools --- Send in a voice message: https://anchor.fm/pipocaagil/message

Leggi il Magazine AgileItalia su https://agileitalia.agileforitaly.com

It can be easy to get swept up in discussions centered around making sure that the work being done by development teams is in sync with what the stakeholders identified as the highest priority. While this is definitely an important factor to consider, it is also critical to make sure that we have identified and prioritized the issues and problems we need to solve to achieve the organization’s strategic goals. Impact Mapping is a tool that can be used to create a conversation between stakeholders and teams to understanding which problems need to be addressed first to ensure we are having the greatest possible impact on delivering different outcomes for our customers and for the business. In this episode of SoundNotes, LeadingAgile Managing Consultant, Will Evans spends time with Dave Prior discussing Impact Mapping. During the podcast you will learn: What Impact Mapping Is Why it works How it can help your organization make informed decisions about which problems to solve first in order to reach your strategic goals How you can get started using Impact Mapping within your organization Resources to Get You Started The Art of Impact Mapping Video https://youtu.be/y4Rj05YVg_E Nudge by Thaler and Sunstein https://amzn.to/2tiwZby Contacting Will Web: https://www.leadingagile.com/guides/will-evans/ Email: will.evans@leadingagile.com Twitter: https://twitter.com/semanticwill Contacting Dave Email: dave.prior@leadingagile.com LeadingAgile: http://www.leadingagile.com/guides/dave-prior/ LinkedIn: https://www.linkedin.com/in/mrsungo/ Twitter: http://twitter.com/mrsungo Personal blog: http://drunkenpm.net We Need Reviews If you like this podcast, we'd be very grateful for reviews or feedback in iTunes. It will help us create more visibility for this podcast so that we can reach more people. Click here to leave us a review or post feedback. Feedback/Questions If you have comments on the podcast or have questions for the LeadingAgile coaches that you’d like to have addressed in a future episode of LeadingAgile’s SoundNotes, you can reach Dave at dave.prior@leadingagile.com LeadingAgile CSM and CSPO Classes For information on LeadingAgile’s upcoming public CSM and CSPO classes, please go to: http://www.leadingagile.com/our-gear/training/ Use the discount code: LA_Podcast to receive a 15% discount on the class.

In this next virtual DDD meetup, João Rosa and Krisztina Hirth will discuss with us how impact mapping helps to find the possible solutions to achieve a measurable goal before you even know what to visualize. Also, how can you then combine it with other visualisation tools like EventStorming to guide your strategic design? In our industry, we have been assisting in digital transformations; the digital transformations have different labels, DevOps, Agile, Cloud, amongst others. However, most of these transformations just following a script, applying the same recipe everywhere. This approach has its merits, but also its pitfalls. To balance the change, visualisation techniques can be applied, aiding people, teams and organisations to manage the change and guide strategic design. See more info at https://www.impactmapping.org Notes from the speakers: Good metrics are very important. What contains a metric: What to measure ('time to deliver') How to measure('nr.of days') What is the current situation ('benchmark') Minimum acceptable value for the investment ('constraint') Desired value ('target') Do not try to define everything but build - measure - learn Use the metrics to decide about the next iteration the bottom line would be: read the book and start with yourself: ask yourself if you deliver a business goal or just some lines of code which could help or not.

In today's episode, I will answer one questions I have been asked several times over the past weeks: How to create great goals? And more specifically, how to create great goals using the OKRs approach. OKRs stands for Objectives and Key Results. In the episode, I used a simple example and the Impact Mapping approach, to walk you through the process of creating great OKRs. I am eager to hear your feedback, so drop me a note at alexis@monville.com, on Twitter or LinkedIn. You can also use those channels to propose the next question you want Le Podcast to answer. We can even record the answer together!

  Product Owners think a lot about delivering value and how best to do that. One way that can help focus those efforts is a technique from Gojko Adzic called Impact Mapping.  On this episode, Gojko joins us to talk about the basic concepts, some tricks to asking better questions while putting one together, and ways to help facilitate better collaboration. It’s a very interesting area and skill for PO’s to learn and after listening, you should be able to start creating one yourself.           Feedback: twitter - @deliveritcast email - deliveritcast@gmail.com   Links: PO Coaching and Consulting - seek taiju Gojko Adzic @gojkoadzic https://gojko.net/ Gojko Adzic - Impact Mapping with Innovation Games Gojko Adzic - Product Owner Key Skills – Impact Mapping, Story Mapping and Valuable User Stories Mark Schwartz - The Art of Business Value Ronny Kohavi - Online Experimentation at Microsoft Chris Williams - Why We Can't Stop Overcomplicating Agile  

It's easier to get a raise if you can quantify your impact.

Christian Hassa on how Impact Mapping solves customer problems bbetter

Moving from your business strategy to product design using impact mapping to connect development roadmap to business goals. Some of the things we mention in the episode are: MindMup (https://www.mindmup.com/) - brilliant online mind mapping tool that works especially well for running impact mapping sessions Impact Mapping by Gojko Adzic (https://www.amazon.co.uk/Impact-Mapping-Software-Products-Projects/dp/0955683645/ref=sr_1_1) - short, approachable, pragmatic volume on how to get started with the technique

Guest: Gojko Adzic @gojkoadzic Full show notes are at https://developeronfire.com/podcast/episode-019-gojko-adzic-software-as-magic-and-impact-mapping-to-avoid-the-underpants-gnomes

In this episode, Gojko Adzic speaks with us about how to deliver solutions that the business truly needs to achieve their goals and avoid creating shelfware.  He’ll also introduce us to a tool that he uses called Impact Mapping.   After listening to this episode, you will understand: How to focus on creating an impact for your […] The post MBA025: Don’t Just Make Software, Make an Impact – Interview with Gojko Adzic appeared first on Mastering Business Analysis.

Gojko Adzic “does computers” which means he helps people deliver software and he caught up with Craig on a recent YOW! DepthFirst tour of Australia. Gojko is the author of numerous books including “Bridging The Communication Gap“, “Specification by Example“, “Impact Mapping” and “50 Quick Ideas to Improve Your User Stories“. XP – started with “Extreme Programming … Continue reading →

At Agile Australia 2014 in Melbourne; Craig, Renee and Tony catch up with Em Campbell-Pretty to talk about the Scaled Agile Framework (SAFe) as well as Impact Mapping and a variety of other topics: Em’s Agile journey and how she came to Agile from the business side and discovered SAFe before it was SAFe Australia’s first … Continue reading →