Overview
- Have you ever felt lost while discovering what your customers really need or want?
- Do you know how to go from Strategy to Value creation and delivery in a coherent way?
- Are you struggling with lean and/or agile ways of working and thinking?
Then this course is for you: in just 3 days of immersive learning through play and simulated practice you will learn how to be much more effective when pursuing value to your organization and your customers!
Who is this course for?
- Value Stream Owners.
- Strategic Initiatives Owners.
- Product Owners and Managers.
- Service Owners and Managers.
- UX/UI and Product Designers.
- Business Analysts.
- Senior Technical People.
What do you need to know beforehand?
- You need to have attended our Agility Foundations course.
- You need to have at least 6 months of product/service development practice in a Lean and/or Agile environment.
How much will you invest?
- Time: a total of 3 days, 1 day for core concepts, plus 2 days for an immersive workshop.
- Value: our standard value is 1.500 EUR per person + VAT for public courses held in Portugal.
- Special values are available for all our Coaching & Consulting Clients.
What will you learn?
Day #1
- Intro
- Learning Board.
- What is and not is a Value Owner?
- What does and does not a Value Owner?
- Value Management Core Concepts:
- Value vs Price.
- Value vs Work.
- Organizational Value vs Customer Value.
- Value Streams.
- Value Chains.
- Products vs Services.
- Initiatives vs Projects.
- Strategy.
- Portfolio.
- Investment Horizons.
- Budget and Bets.
- Strategic Initiatives.
- Different types of Value Owners.
- Different types of Stakeholders.
- Budgeting vs Funding.
- Hypotheses vs Requirements.
- Options vs Deliverables.
- Upstream vs Downstream flows.
Days #2 and #3:
- From Strategy to Value, a Serious Learning Workshop:
- Intro.
- Sense-making Strategy (set the direction):
- Why?
- Where are we today?
- What recent events drove us here?
- What do we envision as “nirvana”?
- What do we envision as “hell”?
- How did we get to “nirvana”?
- How did we get to “hell”?
- Storytelling.
- Assessing Opportunities, Risks, and potential Pathways.
- Crafting a Strategic Initiative.
- Impact Roadmap (create options):
- Why?
- Why are we going to do this? What are the goals and/or the key metrics and respective targets?
- Who will be impacted? Who can help/prevent us to achieve the goals?
- How will their behaviors change? How can they help/prevent us to achieve the goals?
- How can we measure the potential behaviors’ changes? What signs/targets are we looking for?
- What can we do support the good behaviors and avoid/mitigate the bad ones?
- Crafting Impact Hypotheses.
- Estimating Hypotheses’ Potential Value.
- Estimating Hypotheses’ Potential Effort.
- Assessing Uncertainty.
- Selecting the best Impact Hypotheses for the next stage.
- Set-based Design (grow knowledge about options):
- Why?
- Parallel discovering of customer jobs to be done (understanding your customer):
- What jobs is the customer trying to accomplish?
- What are the pains the customer is facing before, during, and after getting those jobs done?
- What are the gains the customer is expecting before, during, and after getting those jobs done?
- Parallel discovering of minimum feasibility constraints (understanding your capability):
- People.
- Funding.
- Time to market.
- Interfaces.
- Partners.
- Agreeing and mapping the design space:
- Business goals (from the Impact Roadmap).
- Customer jobs to be done.
- Minimum feasibility constraints.
- Designing multiple alternatives to explore trade-offs (several rounds, several techniques):
- Which potential features and/or capabilities will we offer to help the customer get those jobs done?
- How will our features and/or capabilities alleviate customer pains?
- How will our features and/or capabilities create customer gains?
- Evaluating design alternatives against each other:
- Communicate sets of possibilities.
- Select the best design alternatives for customer validation.
- Validating design alternatives with the customer (get out of the building):
- Validate the problem (jobs to be done, including their perceived current value and cost).
- Validate the solution (selected design alternatives, how potentially the customer jobs will improve).
- Ask, listen and collect customer feedback.
- Incorporating customer feedback (new rounds):
- Improve and/or discard design alternatives.
- Impose new feasibility constraints.
- Look for intersections of feasible sets.
- Narrow feasible sets gradually while increasing detail.
- Seek conceptual robustness.
- Validate improved design alternatives again (repeat the cycle).
- Value Proposition (getting ready to create value from validated options):
- Why?
- Assessing current customer jobs’ value and cost.
- Forecasting future customer jobs’ value and cost.
- Prioritizing validated potential features and/or capabilities.
- Selecting the most promising potential features and/or capabilities.
- Defining your unique product/service vision and value proposition.
- Crafting potential features and/or capabilities with acceptance business criteria.
- Story Mapping (planning the value to create and deliver to customers):
- Why?
- Building the product/service backbone, using the customer jobs to be done as their main activities to perform.
- Building walking skeleton customer journeys (narrative flows), detailing each customer job into concrete actions/steps.
- Breaking the potential features and/or capabilities into smaller pieces (value stories).
- Assigning for each customer journey, the needed value stories to each customer action/step.
- Ordering the value stories by customer necessity.
- Crafting a release strategy by slicing each customer journey into holistic valuable (outcome-based) deliveries.
- Crafting value stories for the first release (the MVP) with acceptance user/system criteria.