1. decision making applications problem solving leadership practices step up, step back culture of trust collaboration considering risk

2. decision making

3. what do we do? when do we do it? when do we decide?

4. leaders must …

5.  Build Trust? deliver the right product

6. Always or Often Used: 20% Never or Rarely Used: 64% Standish Group Study, reported by CEO Jim Johnson, XP2002 Sometimes 16% Rarely 19% Never 45% Often 13% Always 7%

7. and …

8. consistently deliver business value

9. deliver value? what’s that?

10. Business Value Benefits Value Calculation Costs calculation Defining Value

11. Business Value Guess Value Calculation Estimate calculation Valuing the Inputs

12. we need some help !

13. Purpose Considerations Costs and Benefits Business Value Model

14. where do we start?

15. MissionVisionValues Strategic Intent ~ Strategy ~ Purpose Long-Range Goals Annual Objectives Action Plans (what, who, when) Individual Business Objectives Tactical Strategic SWOT / 5Q Start Here

16. Market Differentiating High Low Mission Critical Low High Differentiate Parity Partner? Who cares? Purpose Based Alignment Model

17. Market Differentiating High Low Mission Critical Low High Innovate, Create Do we take this on? Minimize or Eliminate Achieve and Maintain Parity, Mimic, Simplify Purpose Based Alignment Model

18. How about an example? financial documentation system

19. 3,000 functions!

20. Market Differentiating High Low Mission Critical Low High What goes here? Anything here? Most are usually here. Purpose Based Alignment Model

21. 350 differentiators

22. simplified the rest focused on differentiators

23. results: better product cut time by 50% 60% cost reduction

24. Market Differentiating High Low Mission Critical Low High Differentiate Parity Partner? Who cares? Strategy?

25.  Sustainable  Competitive advantage strategy = sustainable competitive advantage

26. the 5 questions: 1. Whom do we serve and what do they want and need most? 2. What do we provide to help them? 3. What is the best way to provide this? 4. How do we know we are succeeding? 5. How should we organize to deliver?

27. the “billboard” test…

28. You Think My Products Are Good? You Should See My Chart of Accounts!

29. We invest more in our WMS than we do in product development

30. “To be the low cost airline.” - Southwest Airlines

31. “Will this help us be the low cost airline?” - Southwest Airlines

32. strategy creates decision filters

33. decision filters: make daily decisions schedule projects what to develop

34. cascade decision filters throughout organization

35. single purchase, multiple credit cards How about another example?

36. requires customization

37. Market Differentiating High Low Mission Critical Low High Differentiate Parity OR

38. Market Differentiating High Low Mission Critical Low High Differentiate

39. pass the “billboard” test?

40. A fist full of credit cards

41. Give Me Your Tired, Your Poor, Your Maxed Out Credit Cards

42. treat exceptions as exceptions

43. caveats

44. Managing Risks List Three Professional Options common sense not common practice

45. parity is mission critical

46. purpose is not priority

47. Differentiating changes over time

48.  Leadership Influence innovate!

49. Start Up Exercise: Pick a project. Practicum Pick an objective, a brand, or a project.

50. Market Differentiating High Low Mission Critical Low High Differentiate Parity Partner? Who cares? What is the purpose?

51. What’s On Your Billboard?

52. your decision filter?

53. do you have any exceptions?

54. Purpose Business Value Model

55. other considerations ?

56. time to market

57. risks

58. Collaboration Model flexibility

59. Collaboration Model dependencies

60. team size and experience market uncertainty domain knowledge team capacity technical uncertainty

61. your considerations?

62. prioritize

63. Purpose Considerations Business Value Model

64. costs and benefits ?

65. Purpose Considerations Costs and Benefits Business Value Model

66. resolve differences

67. group chunks high – medium - low

68. What are your largest value chunks?

69. what can you defer ?

70. What do you need to add to make a better decision?

71. “build” a chunk …

72. at the end of the “chunk”

73. adjust BV model run features thru model

74. now you can ask…

75. Do we have enough business value to go to market?

76. Should we continue?

77. If so, what goes in the next iteration?

78. What goes in the next iteration?

79. did the value inputs change?

80. adjust BV model run features thru model re- prioritize

81. value Model objectives / projects / ideas Value Model prioritized chunks build highest value chunks Do we have enough value to deploy? deferred Will we ever have enough value to deploy? STOP Yes No Adjust value model if inputs have changed

82. Purpose Considerations Costs and Benefits Business Value Model

83. applications problem solving considering risk leadership practices step up, step back culture of trust collaboration decision making

84. considering risks

85. uncertainty complexity

86. team size mission criticality team location team capacity domain knowledge gaps dependencies

87. uncertainty market uncertainty technical uncertainty project duration dependents

88. Complexity Uncertainty Low High

89. Complexity Uncertainty  Simple, young projects  Need agility  Tight Teams Sheep  Complex, mature market  Need defined interfaces Cows Bulls  Agility to handle uncertainty  Process definition to cope with complexity  Laissez faire Colts Low High  Well behaved

90. AttributeScore Market Technical Dependencies / Scope Flexibility Duration Uncertainty Assessment

91. 0 1 2 3 4 5 6 7 8 9 10 Market Uncertainty Technical Uncertainty Project Duration Uncertainty Dependents/ Scope Flexibility

92. Complexity Assessment AttributeScore Team Size Mission Critical Geographical Dispersion Team Maturity Domain Knowledge Dependencies

93. 0 1 2 3 4 5 6 7 8 9 10 Dependencies Geographical Dispersion Team Maturity Domain Knowledge Team Size Mission Critical

94. for your project …

95. Complexity Uncertainty Low High What type of project?

96. AttributeScore Uncertainty Assessment

97. 0 1 2 3 4 5 6 7 8 9 10

98. Complexity Assessment AttributeScore

99. 0 1 2 3 4 5 6 7 8 9 10

100. Project Management How Do We Deliver? What can you do to reduce the risks?

101. Purpose Considerations Costs and Benefits Do these risks considerations change your value model?

102. Sheep Project Cow Project Colt Project Bull Program Remember: Loose Coupling and Strong Cohesion

103. Complexity Uncertainty  Trader Workstation Sheep  Matcher Cows Bulls  Swiss Electronic Stock Exchange  “Lights Out” Colts Low High

104. Complexity Uncertainty portfolio management

105. summary

106. Purpose Considerations Costs and Benefits Business Value Model

107. it’s a conversation

108. what do we do?

109. when do we do it ?

110. when do we decide ? Protect Team Boundaries

111. using the value model objectives / projects / ideas Value Model prioritized chunks build highest value chunks adjust VM if inputs changed discuss value and value to date Enough value to go to market? ~ Yes? Deploy ~ No? Continue? ~ No? Stop. ~ Yes?