Florence Nightingale is considered the founder of modern nursing.  Put in charge of nursing British and allied soldiers in Turkey during the Crimean War, Nightingale was the first person to define planned consequences from activity as the basis for action when she introduced evidence-based outcome indicators to nursing and healthcare.

Nightingale’s approach was later applied to outcomes-based education and in programme management with the introduction of ‘logic models’. Fundamentally, it is a quality management approach focused on helping us get the desired results from our interventions and activities. Nightingale was arguably the first person who figured out that you need to start with framing the result you want to achieve (the why) to determine what you should do, how you should do it, when you should it, and where you should do it - all the while using an inspect and adapt mindset to interpret actual results against expected ones to determine the next course of action to be taken, including re-framing the expected results based on what we have learned so far.

In this interactive session the two Larry's (Cooper and Sullivan) will be your guides as you learn how to identify the goals and objectives (the why) for a real world scenario, how to use a simple canvas and mapping technique to figure out what needs to be done and in what order, and how to adapt what gets done next based on what we have learned so far. The mapping technique is similar to story mapping except that it provides a deeper understanding of the true nature of most projects in enterprise settings - this technique helps us story-map our strategic intent.

It helps us to more clearly identify and solve the minimum viable problem.

For Product Owners it will help them gain better insights into how value gets defined at an enterprise level and provides a line of sight from strategic goals and objectives down to actual products too be built. For leaders it helps them understand that most projects are often really multiple ones that need to be sequenced and that it is the work that is often not identified and hence not done that sinks most large efforts.

These techniques provide clarity and allow us to deal with uncertainty when dealing with complex problems and messes while maintaining agility throughout.

 
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Outline/structure of the Session

Introduction of the topic and main ideas 

Introduce a strategic iteration canvas

Introduce the strategy story mapping technique

Introduce a real-world scenario

Break room into teams of 7-9 

A series of 2-3 time-boxed iterations to create a high-level story map for strategic intent for the scenario to determine what needs to be done

Wrap up and discussion

(will take questions as they arise)

Learning Outcome

  1. How to use goals and objectives as the building blocks for prioritizing value and strategic intent
  2. How to use outcomes mapping to identify not only product development but also business process changes, organizational changes, procurement etc. and any other work that is needed to realize strategic intent
  3. How to use iterative techniques in executing strategic change so that even goals and objectives can also be incrementally and iteratively delivered and improved

Target Audience

Anyone involved in figuring out whether they need to build a single product or build a solution whcih may require multiple products including non-software ones - product owners, leaders,

schedule Submitted 11 months ago

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comment Comment on this Proposal
  • Cherifa
    By Cherifa  ~  9 months ago
    reply Reply

    Hey

    I would love to see how strategic intent/themes are being translated into value stream ( describing and end to end solution). Those value streams are fist identified to be able to understand what products/services are required to develop to be able to met the expectations of executive team

    • lawrence cooper
      By lawrence cooper  ~  9 months ago
      reply Reply

      Indeed they are are and that is what we will cover using a real world example from a project (I mean portfolio :) ) that I did for a client. It's the things we don't identify that need to be done beyond the obvious software products that gets many organizations into trouble - and there just happens to be a very high profile one right now in the news where it appears that was not done.

      Hope we get to present! 


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