Using the Kano Model to Prioritize the Development Backlog November 11, 2015

Current State of Your Project? Stakeholders: Project Team: http://blog.adoptandshop.org/microchip-monday-re-microchipping/ http://www.addspacetoyourlife.com/organizing-sticky-notes-organizing-kitchen-gadgets/

Kano Model Analysis Can Help! “The Japanese professor Noriaki Kano developed a theory of product development and customer satisfaction in the 1980s. This model is known as the Kano model.” –ToolsHero “Kano analysis assists in identifying features that will have the greatest impact on customer satisfaction, either because they are exceptionally important or because their absence will create intense dissatisfaction.” – Agile Extension (BABOK Guide) “Good ‘first cut’ technique to evaluate relative importance of customer requirements. Use it to define or measure to understand scope and of project goals for initial project or redesign.” -Lean Six Sigma Pocket Toolbook http://memegenerator.net/instance/64555929

If you don’t already have it, get that VOC (Voice of the Customer) Collect VOC through as many different means as you can to identify potential needs. Don’t be scared—Kano can help to make sense of it all! Reference: The Lean Six Sigma Pocket Toolbook http://www.funcatpictures.com/2015/01/07/you-just-dont-ignore-this-cat/

If you don’t already have it, get that VOC (Voice of the Customer) Reference: The Lean Six Sigma Pocket Toolbook (Kindle book location 1204) http://www.funcatpictures.com/2015/01/07/you-just-dont-ignore-this-cat/

Kano Helps to Categorize Potential Needs (Features/Characteristics) as: Threshold Characteristics (Dissatisfiers): Expected features or characteristics…minimum acceptance criteria…customers may not think of these unless explicitly asked. You must do these. Performance Characteristics (Satisfiers): Produce a fairly linear increase in satisfaction. Customers expect to see these in the product. Requirements for these readily come to mind. Get in as many of these as you can after dealing with dissatisfiers. Excitement Characteristics (Delighters): Significantly exceed customer expectations…customer may not recognize these are possible…may not be met by anything currently on the market. Only get to these after you’ve dealt with dissatisfiers and satisfiers. Reference: Agile Extension (BABOK Guide) & The Lean Six Sigma Pocket Toolbook Threshold: May be things already in the product that require time/maintenance & customers cannot live without.

Categorizing the Backlog: Step 1 Ask your stakeholders about each feature: Two Questions Functional Form: How do you feel if this feature or characteristic is present in the Product? Dysfunctional Form: How do you feel if this feature or characteristic is absent in the Possible answers for each question: I like it that way I expect it to be that way I am neutral I can live with it that way I dislike it that way Survey your customers (in-person, via phone, online) Reference: Agile Extension (BABOK Guide) Example: How do you feel if your desk comes with a coffee machine? How do you feel if your desk doesn’t come with a coffee machine?

Categorizing the Backlog: Step 2 Map Responses into the Analysis Questions Grid: Answers to dysfunctional questions Like Expect Neutral Live With Dislike Q E P R I T Answers to functional question Then, map the responses to this grid Reference: Agile Extension (BABOK Guide) E = Exciter I = Indifferent (doesn’t fit into one of the three categories P = Performance Q or R = Questionable or Reversed (the answer doesn’t T = Threshold make sense)

A CATS Team Variant Story/Task Description What if you do it? How Much will it help? What if you don’t do it? How Much will it hurt? Effort/ Complexity/ Risk (High, Med, Low) Priority = help x hurt Who is benefited/harmed? Item A 5 40 Med 200 Researchers & Staff Item B 2 High 80 Staff How to rate help: Helps many users, eliminates a lot of work/confusion Rate 1, 2, 3, 5, 8, 13, 20, 40 (0 = least help, 40 = most help) Reference: Kiran Thakkar (Agile/SCRUM Training) Note: Different user groups might respond differently How to rate hurt: Violates regulation or accreditation standard, affects many users, causes much work/confusion Rate 1, 2, 3, 5, 8, 13, 20, 40 (0 = least hurt, 40 = most hurt)

Better Predict the State of Your Project “The underlying purpose of the Kano model is to adjust and improve products using customer requirements.” –Tools Hero Do you need a minimally viable product (market entry point)? -The Lean Six Sigma Pocket Toolbook Do you need a more satisfying performance (remain in the market? -The Lean Six Sigma Pocket Toolbook Do you need to be a world class product? -The Lean Six Sigma Pocket Toolbook http://www.toolshero.com/marketing/kano-model/

Reminder: Things Change https://www.pinterest.com/cdargenio/amuse-me/ “The categorization of a particular characteristic tends to change over time, as customers grow to expect features or characteristics to be present in a product. Exciters eventually become a standard expectation and threshold characteristic (think novelty of ATMs when they were first introduced; now customers assume their bank will have ATMs).” Reference: Agile Extension (BABOK Guide) Talk to Stakeholders Often

Improved State of Your Project Stakeholders: Project Team: https://www.pinterest.com/catsofpinterest/dancing-cats/ http://activerain.com/blogsview/3716848/create-a-successful-team-to-create-a-successful-company

References International Institute of Business Analysis, Agile Extension to the BABOK® Guide, Version 1.0, (Ontario, Canada, 2013). Michael L. George, David Rowlands, Mark Price, and John Maxey, The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to Nearly 100 Tools for Improving Process Quality, Speed, and Complexity, (New York: McGraw Hill, 2005). Vincent van Vliet, “Kano Model,” ToosHero, http://www.toolshero.com/marketing/kano-model/.