CFI-LivingLabToolkit-v5

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Centre for Innovation The Hague

Tips and Tools



3

Content Introduction

4

Our approach to inovation

5

Getting started Getting started

6 7 8 9

Team Roles Agile Teamwork Factors

Explore

Understand Complexity Stakeholder Analysis Data Gathering Critical Thinking

10 11 12 13 14

Analyse 15 Analyse 16 Context Map Problem Definition And Domain Analysis Issue Analysis Guiding Questions Scenario Planning Business Case Strategy Benchmarking

17 18 19 20 22 23 24 25

“We cannot solve our problems wit the same thinkinh we used when wg e created them� Albert Einstein

Implement 26 Implement 27 Design Thinking Agile Methods Agile Team Practices PRINCE2/PMBOK

28 29 30 31

Tell The Story Story Telling

32 33 34 35 36

Pitch Communication Speaking

Bibliography

37


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Introduction

Good luck!

In determining long-term strategies and policies, companies and governmental organizations are confronted with major uncertainties. They face different themes, such as changing (inter)national economic- and political relations, economic crises, environmental impacts, aging population, health care etc.

The Challenge

The Centre

The challenge lies in the development of firm and innovative solutions to problems as listed above. As member of the Living Lab Future Challenges Team you work on a specific case with a significant societal relevance - from the perspective of private as well as public stakeholers.

The Centre for Innovation The Hague is the living lab of the Leiden University - Campus The Hague. The living lab concept is based on a systematic user co-creation approach integrating research, innovation and regional development processes.

As a team you have the freedom to work independently and interdisciplinary on innovative solutions for your own specific case. In the end, each team has developed a pitch that proposes a solution, based on a cost-benefit analysis, business case or action plan.

Profeofsspeace The Hague is the world’s capital and the public ionaand ltheedjustice ucatfor ionInnovation we sector capital in The Netherlands. Centre and trWithin a in in g contribute to smart, sustainable and inclusive growth of the economy in The Hague and the surrounding area’s.


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Our approach to innovation The Philosophy The Centre for Innovation follows an agile approach to innovation. With the mindset of incremental design thinking and human-centered innovation, our focus lies on creating value for users rather than specific technologies or solutions. As such we encourage you to:

Sprint n (A+C=R)

1) Learn from others, 2) Think incremental, 3) Embrace coincidence, 4) Balance possibility and necessity, 5) Validate your learning

The Framework

Sprint 4 (A+C=R)

Our framework is based on an iterative process with a concrete “product” at the end of each phase. This is done based on three reoccurring steps: (A) Analyse, (C) Create and (R) Reflect. It is designed so that stakeholders and users can evaluate the product after each so-called sprint. This way you can develop your idea in a structured manner while constantly improving its relevance in context.

The Toolkit This booklet functions as toolkit, a growing collection of innovative tools for you and your team. You can either use it as a handbook of selected and tested “recipes” to tackle certain problems. Or you can use it as part of our framework to guide you through the entire process from creating an initial problem definition towards developing a concrete plan of action.

Sprint 2 (A+C=R)

Sprint 1 (A+C=R)

Sprint 3 (A+C=R)

Sprint 5 (A+C=R)

Product 2.0

Product 1.0

Product 0.3



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Getting started Before you can begin you and your team need to get your mind set for the challenge. The tools presented below help you to consider what for you is important when working in a team, setting it up and picking up the right practices to get started.

Tool

Purpose

Belbin Team Roles

• A team is a group of 2 or more individuals working together to achieve a common goal. Each individual has a different personality type. • The Belbin team roles help you to consider a good team balance of personalities and roles.

Agile Teamwork Factors

• The five teamwork factors help you to reflect on what is important when working in a creative problem solving team. • The team roles below explain the ‘who does what’; the five agile teamwork factors further down discuss the ‘what is done and how it is done’.


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Team Roles What are the personalities within your team? The Belbin team roles help you understanding how individuals behave in your group, and how to balance the roles to create a high-performance team.

Each individu al generally has a te towards mu ndency ltiple For a good t roles. e balance is th am e key!

Plant

Teamworker

You are creative, unorthodox, generate ideas and solve difficult problems.

You are cooperative, diplomatic, good listener, help and remove friction within the team

Resource Investigator

Implementer

You are extroverted, enthusiastic, develop contacts and opportunities.

You are disciplined, reliable, deliver on time and turn ideas into action

Co-ordinator

Completer Finisher

You are mature, confident, step back to see the big picture and promote decision-making

Shaper You are driven by the need to achieve, energetic, dynamic and see obstacles as exciting challenges

You are painstaking, strong sense for accuracy, make things polished Professio and perfect nal

Specialist

education and tra ining

You are self-starting, fountain of knowledge, single-minded and passionate about your own particular field

Monitor Evaluator You are sober, strategic, critical, see all options, move slowly and analytically coming to right decisions

Suggested Reading: www.belbin.com | Henry, S. M., & Todd Stevens, K. (1999). Using Belbin’s leadership role to improve team effectiveness: an empirical investigation. Journal of Systems and Software, 44(3), 241-250.


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Agile Teamwork Factors Shared Leadership Creation and maintenance of the team’s shared knowledge and transfer of leadership according to key knowledge, skills and abilities, shared decision authority

Teamwork promotes problem solving, benefits unique qualities of individuals and helps accomplishing tasks faster. The five factors will help you understand the core components of creative teamwork.

• Everyone is involved in the decision-making process • Team vision is well defined and presented • The team is designed according to purpose

Team Orientation Promotion of team cohesion counteracts social loafing and increases individual responsibility, team goals are given priority over individual goals

• The team values alternative suggestions • Team members relate to the tasks of individuals • Individuals regularly comment on co-workers work

Redundancy Cross-functionality avoids bottlenecks when team members are unavailable and enables possibility to shift workloads and fosters knowledge creation in the team.

• It is easy to complete someone else’s task • Team members help others with problems • It is easy to substitute a person

Learning Interdisciplinary knowledge acquisition to promote self-optimization in a wider environment. Learning helps you to improve and think outside the box.

• The team keeps what works well in the process • Feedback on all aspects of each other’s work • Team improves the process when problems occur

Autonomy External influences on the activities of the team, a precondition for self-management. Although sometimes beneficial, such influences can discourage group thinking.

• Team shouldn’t loose resources to other projects • Decisions made by the team are respected outside the team

Suggested Reading: Stettina, C.J. & Heijstek, W. (2011). Five Agile Factors: Helping Self-Management to Self-Reflect (EUROSPI 2011), Roskilde, Denmark | Salas, E., Sims, D. E., & Burke, C. S. (2005). Is there a “Big Five” in teamwork?. Small group research, 36(5), 555-599.



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Understand Complexity Each domain has a different complexity and requires different actions. The Cynefin framework helps leaders to identify the operative context and to choose the right approach.

unordered

Chaotic

act sense respond

Context

Characteristics

Leader

Dangers

Response

Simple

Clear causeand-effect relationships

Ensure that proper processes are in place

Desire to make complex problems simple

Stay connected, avoid micromanagement

Complicated

Expert opinion required

Create expert panels and listen to conflicting advice

Overconfidence of experts in efficacy of past solutions

Stakeholders should challenge expert opinions

Complex

No right answers and many competing ideas

Open up, allow experiments and innovative approaches

Fall back into mechanical command-andcontrol mode

Encourage interaction so patterns can emerge

Chaotic

No clear causeand-effect relationships, high turbulence

Look for what works instead of seeking right answers

“Cult of the leader”, missing innovation

Encourage advisers to challenge your point of view once the crisis has abated

Complex probe sense respond

disorder

Complicated sense analyze respond

Simple

sense categorize respond

ordered

Suggested Reading: Snowden, D. J., & Boone, M. E. (2007). A leader’s framework for decision making. harvard business review, 85(11), 68.


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Stakeholder Analysis A stakeholder analysis is essential for a shared problem understanding. What are relevant stakeholders, what are their personal objectives and conflicts of interest within an organization?

Stakeholder Sun

Analysis Template

The stakeholder sun will help you to brainstorm and identify all stakeholders relevant for your assignment.

After you have identified the most important stakeholders it is time to think about their goals and fears. The template below will help you to keep an eye on your clients and their needs.

Who...

Stakeholder

INSIDE Objectives

Concerns

Stakeholder

OUTSIDE Objectives

Concerns

...expects what? Stakeholders

Participants Expectations


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Data gathering In the explorative phase, gain in-depth insights and investigate opinions and knowledge through interviews. They are designed to gather information around a set of questions.

Introduction Explain the purpose Explain how information will be used Refer to note-taking Objective Articulate goals for conversation Topics Discuss specific areas of data necessary to meet objectives

During

Before

In the preliminary phase, ask yourself, as a team, explorative questions about your business case – decide what it is that you want, what information you need, what you want to get out of the interview.

Apply the findings in the interviews with relevant persons. Use techniques described in the table: get as much information out of the interview as possible. After the interview, the real job begins. Work out your notes, group the results and use the data.

Record data and results Use the funnel technique (from general to detail)

After

Interviews can be divided into three phases: preliminary, interview and concluding. Each phase has specific characteristics:

Gather documentation, collect additional information Set the stage for potential future contact

Ask open-ended questions to encourage comprehensive explanation or discussion, and closed questions to elicit specific information

Write up notes as soon as possible

Probe for details and Listen actively and carefully

Analyse information

Suggested Reading: S. Bunting, The Interviewer’s Handbook: Succesful Interviewing Techniques for the Workplace (London 2007)

Group results into like issues/problems


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Critical thinking A good way of critical thinking can be found in ‘out of the box’ thinking and brainstorm sessions. Both are more than just shouting out ideas

Brainstorm Brainstorming is more than a group of people calling ideas. There are some tools for a successful brainstorm session:

Preperation

Out of the Box Innovative ideas are rare. Instead of old ideas applied to new contexts, or variations on existing ideas, new ideas emerge when we leave our comfort zone or break the rules. Think creative, differently, unconventionally and from a new perspective. Do not think of the obvious solution, think beyond However, besides doing something completely new, innovation means combining existing ideas and inventions into something new. ‘Outside the box’ is where the known and unknown overlap.

New

Generation

Evaluation

• During the first phase, the problem and process are introduced • The second phase is about generating ideas. Use the tools described above. Handy materials can be whiteboards, post-its or flipovers. This phase consists of bringing up ideas, and clustering ideas. • The third phase is a systematic evaluation: which clusters of ideas are best to start with?

Step-by-step: Chaos

Order

Old

Suggested Reading: M. Krogerus and R. Tschäppeler, The Decision Book. Fifty models for strategic thinking (London 2008)

1. 2. 3. 4. 5.

Define your problem Set a time limit (e.g. 5 Min) Participants write down ideas on a white board Cluster ideas and select best five Judge ideas according to criteria (e.g. cost effectiveness)

Rules: • • •

Do not judge, unlimited quantity, no boundaries 1+1=3: combine idea, no copyrights Nobody leaves and phones should be off



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Analyse The tools presented below can help you to find solutions to your business problems in a structured manner. The first step in analysis is to identify the key issues, creating potential solutions and selecting the best answer. Where are you and where do you want to be? While defining the problem, depending on its complexity, (e.g. Is it rather simple or chaotic), you might want to begin with issue analysis, scenario planning or benchmarking.

Look at business state of art

Tool Context Map Problem definition worksheet Domain Modeling

Purpose • Establish understanding of problem situation in context

Structure your ideas

• Captures important information about the work effort •C ompleted at the outset of an engagement of during pre-proposal planning • Abstract representation of a system or organizations •C aptures objects, information contained by objects and business rules that relate to them

Issue tree

Define your problem and scope

•P rovides structure for decomposition of key questions into its sub-issues

Create a plan

Ideate

Formulate your advise

Analyze

•U sed to structure analysis, organize work efforts, and communicate key issues to client

Scenario Planning

•H elps you with strategy development through creation of multiple scenarios about the future

Show where business should be


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Context Map In order to establish a good understanding of a problem situation it is necessary to view its dynamics context. To help you defining a response the Context Map provides a systematic approach to identify the external factors and pressures. You may begin discussing the category you feel most comfortable with (e.g. trends).

Context Your organization

Trends

Context

Trends

Technology

End-User needs

Uncertainties

Trends SEPTED: Socio-cultural, Economic, Political, Technological, Ecological and Demographical

Technology Automation, communication, Infrastructure.

End-User Needs What does the individual need to fulfil his/her needs? (e.g. product, service, infrastructure)

Uncertainties Risks, external influences, unforeseen consequences of trends Suggested reading: Gray, D., Brown, S., & Macanufo, J. (2010). Gamestorming: A playbook for innovators, rulebreakers, and changemakers. O’Reilly Media, Incorporated.


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Problem Definition and Domain Analysis Before you can start analyzing your problem you have to understand the problem and its surroundings. The tools on this page can help you..

Define Problem Environment ENVIRONMENT Key Facts: Relevant information about client Change Driver: Why the client needs to change

CLIENTS Contracting body: Relevant information about client

Domain Modeling Visual models can capture objects, information contained by objects and business rules that relate to those. Use them to create abstract representation of systems or organizations. You can use those to create a common understanding of the problem within discussions in your team and client.

Book Review

Book Rating Line Item

Key Stakeholders: Why the client needs to change

Book SCOPE Desired Outcomes: What the client would like to have Hard facts: Delivery dates, main concerns, products

Price

Editorial Review Book Catalogue

Master Book Catalogue


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Issue Analysis Problem solving can be either issue or solution driven. Issue analysis helps to decompose a larger problem into smaller ones that can be analysed and solved.

Ishikawa Cause-and-effect diagram Equipment

Cause

Cause

Materials

Process

People Problem

Environment

Management

Solution tree diagram Action Reason Action Solution

Reason Reason

Solution driven analysis

Issue driven analysis


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Guiding questions These two pages present key questions which will help guiding you when you work on your start-up idea and your business plan. Answer each question to the best of your ability and work on them. Investors will be looking for these answers.

1. Overview / Executive Summary • • • • • • • •

What is your business idea? What is your unique selling proposition (USP)? Who are your target customers? What is the customer benefit? How big is your target market? Who are your competitors? What are the most important numbers from your finance part? What are your next steps and what are your long-term goals?

2. Product / Service • Who will be benefitting from your product/service? • Who is the customer? Who is the end user? (Remember: customers need not necessarily be users!) What are their needs and requirements? • What is your product? What are the core functions or features of your product/service? • What are the benefits the customer gets from your product? How does your service solve your customer’s problems?

3. Market & Competition • How big is the target market? – Top down vs. bottom up • How is it going to develop? – Influencing factors and trends • Can you segment the market in groups of target customers? Market Volume and Market Potential of the Segments? • What induces the customer to order your product? – Unique Selling Proposition (USP) • Which competitive technologies, products or services exist? Who are the main competitors? • What are you doing better than them? – How do you differ? • Which barriers to market exist?


21 R e me m

member

b e r Re m

Keep these questions in mind when you work on idea. You sh your ou able to answ ld be er them at any time pitching your when project! e emb r Re

4. Marketing & Sales

6. Finance

• What is your marketing concept? Product, place, price, promotion (4 Ps)? How do you carry out sales? • Do you need marketing partners?

• What are your assumptions? What are the most important drivers? • What are the most important operating figures in your industry? • Turnover, expenses and earnings (balance sheet and earnings report for three years) Sensitivities (realistic vs. worst case) • Need for capital and source of finance • Break-even analysis • Offer for investors: Share, valuation, return, exit

5. Business Model • What is the business model for your product? (How do you earn money?) • Which activities are done by your organization (“make” or “buy”)? • What are your main partners for the whole process? Whose support do you need?

Suggested Reading: Kawasaki, G. (2004). The art of the start: The time-tested, battle-hardened guide for anyone starting anything. Portfolio

7. Societal Impact

Professio nal educ ation and tra ining

• Does the impact of the business idea affect a lot of people? And in what way? • Can you transfer/modify the business idea to have global impact? • What direct and indirect effects on society do you expect from your business idea? Can you somehow measure these effects?


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Scenario Planning

1

Scenario-building is the act of developing multiple scenarios about the future for strategy development & organizational change. Scenarios are systematically produced imaginative narratives of possible futures. They are produced to gain a better understanding of the impact of trends, critical events and key actors on an organization. Scenarios serve as a foresight tool to set goals, inspire change & deal with complexity. Initial scenarios are developed during a scenario-building workshop. Upon completion of a workshop, the scenarios are further expanded by a multidisciplinary team of scenario specialists.

2 3

The scenario-building process consists of following sequential phases: 1. Orientation: determining the focus of the scenarios through interviews, research & workshop activities. 2. Timeline: setting a timeframe. During the workshop participants determine how far to peer in the future. 3. Actors: investigating stakeholders & their characteristics in the organization’s environment. 4. Driving forces: Mapping important trends, critical uncertainties and recent developments 5. Axes: Selecting two driving forces on the basis of uncertainty and impact. Using extremities enables one to create thought provoking scenarios 6. Write: develop the scenarios, write out the storylines 7. Share: present the scenarios with key stakeholders, e.g. employees, executives and third parties, for feedback and further development.

4 5

7


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Business case The final step in the analysis is the development of the business case. Should you invest in the product or service or is it inefficient? An extensive business case presents an insight in the product, efficiency, criteria, value, risks; in short, all you need to know about the product or service before you get involved. A business case can be divided into three categories: the occasion, the cost-benefit analysis and the investment advice

Occasion

Occasion

Explain why you write the business case (in this case, this is the Challenge). How does the idea relate to the current strategy and goals? Describe your critiria on which you decide whether or not it is a good business idea.

Cost-Benefit Analysis Cost-Benefit Analysis Story

Bring the previous tools together, use the Business Model and strategy. What is the value analysis, the investment and the budget? Include the net income in different possible scenario’s and name the risks.

Investment Advice What is the efficiency, according to what method (payback, efficiency on investment, value, etc.). How is the product or service financed (internal or external capital, retained earnings, grants, donations). And finally, what is the value for the company, is it worth investing in, what is the final conclusion?

Investment Advice


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Strategy

Use of the Business Model

The strategy is the road to a profitable product or service. The map or tool, to guide you on the road, is the business model. Once the business model is structured, or the Business Model Canvas is painted, one can easily see how profits are made. In the Canvas, four practical questions are answered:

1. What? What is the product? What is the value proposition? Why is that unique compared to the competitors?

2. How? How is the product delivered? What are the core competencies? Who are the suppliers? How does the Value Chain look like?

3. Who? Who are the customers? What are the target groups? What distribution channels are used?

4. Costs? How much is the profit? How are incomes generated and costs kept low? I.e. what is the earnings and what the cost structure? These questions are more intensively answered in the business case.

Business Model Canvas

Suggested Reading: A. Osterwalder and Y. Pigneur, Business Model Generation. A Handbook for Visionaries, Game Changers, and Challengers (New Jersey 2010)

All four questions (what, how, who, costs) are reflected in the canvas by visualizing: key activities (KA), key partners (KP), key resources (KR), cost structure (C$), consumer relationships (CR), consumer segments (CS), value propositions (VP), infrastructural) channels (CH), and revenue streams (R$).


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Benchmarking While looking for solutions a search for potentially interesting reference cases can be a good starting point. The Bulls-eye method provides a structured search for less-obvious but potentially interesting examples.

Theoretical literature(s)

Situation with a comparable analytical value (e.g. retail stores in different sectors)

Similar and here Similar and elsewhere Activities with good reputation in a related field (e.g. best practices in retailing)

Theories, Literature Theoretical underpinnings of the problem at hand (e.g. shopping behaviour)

Simi lar and here

but else

wher e

Not same, but similar activities within your community or location (e.g. online retailers in The Hague)

nd el Similar a sewhere

Same

Same but elsewhere

1 2 3 4

Suggested reading: De Spiegeleire, S. (2006) Towards a Benchmarking Methodology for Defence. TNO- DV 2006 C345. December, 2006



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Implement Tool Design Thinking

Agile Methods

Agile Team Practices

PRINCE2/PMBOK

After you secured your project and funding it is finally to turn your idea into reality and implement. The following pages will help you choosing the project management method appropriate.

Purpose

Extreme Plan-Driven Methods

Pure Agile

• I s a iterative design process placing user feedback and prototype development in the center • Boost your ideas with user feedback

Strengths

Strengths

Higher levels of control and predictability over costs and schedules

Faster development times with higher levels of productivity

Agile project management are adaptive methods which by nature embrace change and support development of new products and services by promoting feedback loops.

Less dependent on highly skilled resources

Flexibility to adapt to uncertain and changing requirements

Consistent with many typical company environments

Faster learning curves to incorporate process improvements

Weaknesses

Weaknesses

Overly bureaucratic control and documentation of requirements

Implementation might require retraining of staff

Unnecessary overhead

Requires change management

Raises costs and development times Lower ability to react to emergent and changing requirements Inadequate emphasis on learning and continuous improvement

Less appropriate for large projects

After identifying the actors and defining the “what”, agile practices will help you in answering how to structure work in a team. PRINCE2 and PMBOK are process driven project management frameworks especially helpful for large projects in highly regulated environments.

Use agile team practices from page 9 with Scrum for your internal d development cycle, an s PRINCE2 template . ing rt for repo

Insufficient level of risk management and control Lower predictability of development costs and schedule


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Design Thinking Human-centered innovation is based upon creating value with a focus on users rather than specific technologies or solutions. Design thinking as such is a mindset to improve the innovation process by boosting ideas with outside feedback.

Iterative Design Process The process is based upon iterative feedback cycles based upon close cooperation of the project team with users and extensive use of prototypes to stimulate feedback.

(Re)Define

Idea Prototyping

• Decide what your issue and audience is • Are you asking the right questions?

Ideate • Brainstorm the needs and motivations • “Go wide”, generate as many ideas as possible

Prototype

Prototype

• Present a selection of ideas to the client • Create prototypes with easily accessible materials

Test • Put your prototype into the hands of your client • Don’t tell, watch how prototypes are used

Learn • Collect feedback and discuss what to improve • Measure success and document

Tangible Idea/Demonstrator

User Testing


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Agile Methods Agile project management are adaptive methods which by nature embrace change and support development of new products and services by promoting feedback loops. Together with agile team practices these methods will help you to create content in a structured manner.

Scrum

Kanban

• New Product Development: environments that are difficult to predict • User-involvement enhances customer satisfaction • Short cycles throughout the entire project • Self-managing teams (5-9 team members) • Daily stand-up meetings, iterations and frequent customer demonstrations

• Lean: productive and cost efficient in more controllable environments • Useful in environments where tasks remain more predictable, however the amount of work is not • Originated in production, well suited to schedule different types of work activities in a process chain • Based upon Work-In-Progress limits and pull mechanisms: each workflow has a queue and a limit to visualize, measure and optimize lead time of work activities

Improv eme

User Stories

nt s

Planning Daily standup

Retrospective

Deliver Software

Create Software

Demo

Suggested Reading: Schwaber, K., Agile Project Management with Scrum, Microsoft Press, 2004

Workflow State

Backlog S

WIP Limit

U V

W

X Flow

Selected 5

N O P Q R

Coding Queue 5

J K L M

Testing

Ongoing 3

H I

Queue 2

F G

Ongoing 3

E

Production Story Card

B C

D

A


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Agile Team Practices Agile project management team practices and routines can help you in problem solving and coordinating work with your team and client. These simple practices help you tackle the creative process of developing solutions in a structured manner.

Standup Meetings Standups are frequent and short team meetings to provide a status update and promote knowledge exchange among the team members. During the timeboxed (5-15min) meetings each team member answers the following three questions: • ”What have you done since the last meeting?”, • ”What are you planning on doing until the next meeting”, and • ”What issues and impediments are you facing that prevent you from accomplishing these things?”

Iterative Development Product development cycles should be timeboxed (e.g. 1-4 weeks) with a prototype/mockup demonstrated to the customer at the end of each iteration. When developing a new product or service, such iteration reviews are applied to stimulate feedback and gives the customer a structured way to steer the development. If you create a complex product over a longer period iterations help to take the uncertainty out of the process and increase customer satisfaction.

User Story Card Are short sentences capturing what a user does or needs in her/his everyday language. User stories help defining requirements in a manner understandable to the client, making it easy to provide feedback. Answer “Who”, “What” and “Why” of a requirement. A typical template is: “As a <role>, I want <goal/desire> so that <benefit>”

Status Indicator

Story

Customer Initials

Date

Estimate

Back of card is used for test and/or sketch design

Prioritized Backlog Is an ordered list of tasks/deliverables prioritized with a team or customer according to business value, risk, date needed. A backlog is commonly visible to all team members, making the process transparent and allowing team members to comment on tasks and items to be delivered.

Suggested Reading: Stettina, C.J., Heijstek, W. & Fægri, T.E. (2012) Documentation Work in Agile Teams: The Role of Documentation Formalism in Achieving a Sustainable Practice, in Proceedings of AGILE Conference (AGILE 2012), Dallas, Texas | Schwaber, K., Agile Project Management with Scrum, Microsoft Press, 2004


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PRINCE2/PMBOK

PRINCE2 (UK Office of Government Commerce) and PMBOK guidelines are process-driven project management frameworks especially helpful for large projects in highly regulated environments.

PRINCE2 process Corporate/Programme management

Directing a Project

Starting Up a Project

Initiating a Project

Controlling a Stage

Managing Stage Boundaries

Managing Product Delivery

Planning

Suggested Reading: Managing Successful Projects with PRINCE2 (2009 ed.). TSO (The Stationery Office). ISBN 978-0-11-331059-3. | A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- Fourth Edition, PMI (2008).

Closing a Project



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Story telling Stories are everywhere. Parents tell them to their kids, colleagues share organizational gossip and friends tell personal stories. In the role of business-people, one should not avoid stories. Instead, it can function as a powerful tool in your pitch to make the business case more tangible. Storytelling helps you communicate what it is all about. It is the ideal tool to prepare for an in-depth discussion of you business case and its underlying logic, because it engages listeners. The goal of telling a story is to introduce the business case in an engaging, tangible way. To do so, keep the story simple and use only one protagonist (company employee, manager or consumer). Decide from what protagonist view you want to tell it. If there is a strong idea about the evolvement of the competitive landscape, use the story to show why your business case is ideally suited to compete: justify the change. If an organizational status quo is challenged, blur the lines between reality and fiction and catapult listeners into the future: provoke ideas.

Talk and image

Tell the story of a protagonist using video To blur lines between reality and fiction Role Play

Start

End

Comic Strip

Video Clip

Have people play roles of a protagonist to make a scenario real and tangible Tell the story of a protagonist using text and images

Telling the story can be done in different ways. You can upgrade your Pitch with at least five techniques: talk and image, video clip, role play, text and image, comic strip.

...

Tell the story of a protagonist and his environment using images

Use a series of catoon images to tell the story of a protagonist in a tangible way

Suggested Reading: N.J. Livo and S.A. Rietz, Storytelling: Process and Practice (Bedford 1986); or more recently G. Rijnja and R. van der Jagt, Storytelling: de kracht van verhalen in communicatie (Alphen aan de Rijn 2004)

Text and Image


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Pitch Everyone’s opinion about your Business Case is based on your pitch. A very short presentation where you explain your case as good as possible. The following models can help you structuring the pitch, but in any case you have to practice and improve your story constantly.

Elevator Pitch • To deliver your story in the timespan of an elevator ride (30sec-2min) • Include: Wow, Who, What, How, Why

Proposition

1-1-3-1 Minute Format 1 Problem 1 Solution 3 Details 1 Proposition

Details of the solution

10/20/30 Rule • Ten slides • Twenty minutes • Thirty-point-font text

Introduction of solution

Problem definition

Suggested reading: Kawasaki, G. (2004). The art of the start: The time-tested, battle-hardened guide for anyone starting anything. Portfolio (Hardcover).


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Communication For a successful pitch, keep myths and facts in mind! You don’t need to overwhelm your audience with details. Focus on the story and the target audience! Who founded the organisation, who funds it, who works there? Mind the format and structure of your communication accordingly.

Build up your story

Consider interests across audience What

1. Research & Analyze

2. Structure Story

Executive summary, Solution, Numbers

Executive Detail Low

Concern “The right numbers” “Close the deal”

What

Management Detail

Concern

Executive Summary, Selected Details

Detailed in selected areas

Deliver on time, on budget and quality

What

Technical Detail

3. Divide into Story topics Appendix, Specifications

4. Support the story with visuals

Suggested Reading: Carlile, P. R. (2002). A pragmatic view of knowledge and boundaries: Boundary objects in new product development. Organization science, 13(4), 442-455.

Mostly detailed

Concern Have a working prototype


36

Speaking Your speaking and presentation skills are crucial. While presenting your pitch be interesting, stay convincing and stick to the facts.

Shakespeare, King Le ar

er Reme

b mem er

Rememb

“Mend your speech a little, lest it may mar your fortunes.”

mber Re

target Know your adjust audience and ication n your commu accordingly.

1. Set a timer to on e minute. 2. Give your pitch un til alarm rings 3. Ask the audience to write down in one sentence what you do 4. Collect and comp are the answers

The Art of Speaking 1. 2. 3. 4. 5. 6. 7. 8. 9.

Suggested reading: Kawasaki, G. (2004). The art of the start: The time-tested, battle-hardened guide for anyone starting anything. Portfolio (Hardcover).

Entertain, don’t just inform Avoid sale propaganda Circulate with the crowd before you speak Tell the truth – especially if the truth is obvious Err on the side of being plain and simple Never look bored Make it personal Don’t look at the moderator Practice Reduced

government funding

Increase in Asian & A student fric s


37

Bibliography Bunting, Sandra. The interviewer’s handbook: successful interviewing techniques for the workplace. Kogan Page, 2005. Cohn, Mike. User stories applied: For agile software development. Addison-Wesley Professional, 2004. Duarte, Nancy. Slide:ology: the art and science of creating great presentations. O’Reilly Media, 2008. Kawasaki, Guy. The art of the start: The time-tested, battle-hardened guide for anyone starting anything. Portfolio (Hardcover), 2004.

OGC, UK. Managing Successful Projects with Prince2 (2009). Osterwalder, Alexander, and Yves Pigneur. Business model generation: a handbook for visionaries, game changers, and challengers. Wiley, 2010. Project Management Institute. “A Guide to the Project Management Body of Knowledge: PMBOK® Guide.” Project Management Institute, 2008. Schwaber, Ken. Agile project management with Scrum. Microsoft Press, 2009.

Krebs, Jochen. Agile portfolio management. Microsoft Press, 2009. Livo, Norma J., and Sandra A. Rietz. Storytelling: Process and practice. Littleton, CO: Libraries Unlimited, 1986. Nonaka, Ikujiro, and Hirotaka Takeuchi. The knowledgecreating company: How Japanese companies create the dynamics of innovation. Oxford University Press, USA, 1995.

Steel, Jon. Perfect pitch: the art of selling ideas and winning new business. Wiley, 2006. Tschäppeler, Roman, and Mikael Krogerus. The Decision Book: Fifty Models for Strategic Thinking. Profile Books, 2011.


About Us

Authors: Gideon Shimshon Christoph Stettina Wouter Klem Ulrich Mans

Design: Kimmo de Reuver www.hetproces.com

The Centre for Innovation the Hague is the living lab of the Leiden University - Campus The Hague. The centre was setup in 2007 as part of the European Union Fund for Regional Development (EFRO) in line with Aim 2 of the EU cohesion policy to implement projects who contribute to the development in the Netherlands. Now the Centre has developed to a genuine living lab that facilitates cooperation between public and private actors in the field of governance innovation.

Contact Us Centre for Innovation The Hague Leiden University - Campus Den Haag Location Schouwburgstraat: Schouwburgstraat 2 2511 VA Den Haag Tel: +31 (0) 70-800 9500 Email: c4i@cdh.leidenuniv.nl www.centre4innovation.org



Prof. dr. Jouke de Vries Dean Faculty Campus The Hague

Hier wordt ge誰nvesteerd in uw toekomst. Dit project wordt mede mogelijk gemaakt door het Europees Fonds voor Regionale Ontwikkeling.

Location Schouw

Campus The H

Welcome to the Faculty Campus The University! Our research and educati World Politics, Governance and Inter in the academic tradition of Leiden U to understand and tackle the comple world is facing. We aspire to provide you with: s !N INSPIRING AND CHALLENGING ACADE s 3TRONG INTERDISCIPLINARY RESEARCH O a focus on international cooperatio s ! COLLABORATIVE ENVIRONMENT FOR IN THROUGH COMBINATIONS OF TRADITION disciplines, s !ND A PLATFORM FOR NEW DISCOVERIES We hope you will enjoy studying an at the Campus The Hague!


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