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. Legacy System Name: Phone: Address: Replacement System Name: Address: Phone: what’s the value of this required change?

8. and …

9. consistently deliver business value

10. deliver value? what’s that?

11. Business Value Benefits Value Calculation Costs calculation Defining Value

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

13. we need some help !

14. Purpose Considerations Costs and Benefits Business Value Model

15. where do we start?

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

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

18. 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

19. How about an example? financial documentation system

20. 3,000 functions!

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

22. 350 differentiators

23. simplified the rest focused on differentiators

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

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

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

27. 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?

28. the “billboard” test…

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

30. Order new pages by 2pm and get them tomorrow!

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

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

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

34. strategy creates decision filters

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

36. cascade decision filters throughout organization

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

38. Market Differentiating High Low Mission Critical Low High Customer Service

39. requires customization

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

41. Market Differentiating High Low Mission Critical Low High Differentiate

42. pass the “billboard” test?

43. A fist full of credit cards

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

45. treat exceptions as exceptions

46. caveats

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

48. parity is mission critical

49. purpose is not priority

50. Differentiating changes over time

51.  Leadership Influence innovate!

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

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

54. What’s On Your Billboard?

55. your decision filter?

56. do you have any exceptions?

57. Purpose Business Value Model

58. other considerations ?

59. Collaboration Model flexibility

60. Collaboration Model dependencies

61. time to market

62. risks

63. complexity team size mission criticality team location team capacity domain knowledge gaps dependencies technical complexity

64. uncertainty market uncertainty technical uncertainty project duration dependents

65. 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

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

67. 0 1 2 3 4 5 6 7 8 9 10 Dependencies Geographical Dispersion Team Maturity Domain Knowledge Team Size Mission Critical Complexity Assessment

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

69. 0 1 2 3 4 5 6 7 8 9 10 Market Uncertainty Technical Uncertainty Project Duration Uncertainty Dependents/ Scope Flexibility Uncertainty Assessment

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

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

72. Complexity Uncertainty portfolio management

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

74. your considerations?

75. prioritize

76. Purpose Considerations Business Value Model

77. costs and benefits ?

78. Purpose Considerations Costs and Benefits Business Value Model

79. it’s a conversation

80. resolve differences

81. group chunks high – medium - low

82. What are your largest value chunks?

83. what can you defer ?

84. what do you need to add to make a better decision?

85. “build” a chunk …

86. at the end of the “chunk”

87. did the value inputs change?

88. adjust BV model run the chunk features thru model

89. now you can ask…

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

91. Should we continue?

92. What goes in the next cycle or chunk?

93. run candidate features thru model re- prioritize

94. 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

95. summary

96. Purpose Considerations Costs and Benefits Business Value Model

97. it’s a collaboration

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