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Vision & Roadmap Workshop. Melbourne IT Practices Community Leadership 25 Feb 2014. Agenda. Introductions & Purpose Part 1. Vision Statement Generation Characteristics of a good Vision Statement Context Analysis (Situation) Target Groups Problem Definition (Complications)

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vision roadmap workshop

Vision & Roadmap Workshop

Melbourne IT Practices Community Leadership

25 Feb 2014

agenda
Agenda
  • Introductions & Purpose
  • Part 1. Vision Statement Generation
    • Characteristics of a good Vision Statement
    • Context Analysis (Situation)
    • Target Groups
    • Problem Definition (Complications)
    • Envisioning the Future (time machine)
    • Craft the Vision Statement
  • Part 2. Roadmap Creation
    • Empathy mapping
    • Create a Vision Board
      • Needs / Goals
      • Solutions / Features
      • Value to us (WIIFM)
      • Organisational Impact
    • Construct the Roadmap
  • Part 3. Delivery System
attendees
Attendees

Andreas

Shadi

Dani

Ed

Jesse

Steve C

Carmel

Steve H

Stephan

============================

IT industry experience, 177 years!

vision mission strategy roadmap
Vision, Mission, Strategy & Roadmap

We aim toward a vision

We don’t achieve a vision, we achieve a mission

We don’t achieve a strategy, we apply a strategy to aim toward a vision to achieve a mission

characteristics of a good vision statement
Characteristics of a Good Vision Statement

It must be written from a client/customer’s perspective. It must make a difference to customers, to the community, to the world

It should point to the future. When we read it, it should tell us where we are going.

It needs to be compelling. Emotive

It has to matter… not just to management, but also to employees. Employees need to be able to enthusiastically embrace it - because the vision is worthy, and because it challenges them to grow

The leader has a key role in setting the vision. It’s up to the leader to tell employees what to feel passionate about

It needs to improve the lives of human beings

The vision must inspire and energise us, our subordinates, our colleagues and our other stakeholders

One must be able to return to the vision statement whenever we get confused about our goal, or when conflict arises about the direction our activities should take

It should say something about us, our organisation, our operating environment, our dream

The best vision statements are those that are short, focused, clear, and easy to understand. And memorable

Is a powerful sign-posts to provide clear and succinct directions about the purpose and aspirations of the company

examples of vision statements good or bad
Examples of Vision Statements – Good or Bad?

Our vision is to be earth's most customer centric company; to build a place where people can come to find and discover anything they might want to buy online– Amazon

Organize the world’s information and make it universally accessible and useful – Google

To fill the earth with the light and warmth of hospitality – Hilton Hotels

To make people happy – Disney

I have a dream that one day this nation will rise up and live out the true meaning of its creed: "We hold these truths to be self-evident, that all men are created equal” – MLK

A just world without poverty -- Oxfam

To be the most successful computer company in the world at delivering the best customer experience in markets we serve – Dell

A computer on every desk and in every home – Microsoft

source ideas
Source Ideas

To be a delegated authority for IT Best Practices for as many organisations as possible in the IT Industry

a crowd-sourced community

leverage many experts' real life experience

participating organisations to contribute back to the community

rapid adoption of IT Best Practices

Our Unique Selling point is to create a consolidated view across all frameworks and guidance

Enabling participating organisations to improve each other

To collaboratively create a WikiPedia for IT Practices

Many frameworks and bodies of knowledge (BOKs) exist to make life easier for IT professionals. With so many out there, its however hard to understand how they all relate

Determine best practices and recommendations for IT processes, practices and tools

Validation of content by the global community

maintain a large volume of content

re-use the massive amount of great content that already exists in the industry

Prevention of re-invention of wheels

workshop exercises
Workshop Exercises

Context Analysis (Situation)

Target Groups (Situation)

Problem Definition (Complications)

Envisioning the Future (Questions & Answers)

Craft the Vision Statement

context analysis it practices landscape
Context Analysis – IT Practices Landscape

Disconnect from Business

Not innovative

Complex

“Shark pool”

No mentoring

Lots of practices/ ideas/ theories

Lots of variation in application

Lots of choices

Globalisation/ Localisation of practices

Innovative engineering practices

(Even more) immature Project Management and Governance

Keep reinventing the basics

IT touches every part of society

Lack of knowledge transfer

Siloed structures

Lack of training

Undertraining

Speed to market very condensed

IT is insecure

Focused on delivering Business Value (not generating it)

target groups
Target Groups

S/w developers (BAs, etc)

Students (schools & Uni)

Business owners

Managers

Investors

Financiers

Educators (all levels)

End users

UX specialists

DevOps

Disability constrained

Integrators

NGOs

Hosting platforms

Offshorers

Platform providers

Politicians

Regulators

Existing framework owners

Startups

R&D

Academics

problem definition
Problem Definition

Discovery

Xxx

Comparability

Opinion based

Commercial interests

Belief based

Complex

Hard

Culture inertia

Mandating of standards, e.g. PRINCE2

Human nature

Overcomplicated

“Forest for the tress”

Compartmentalisation of people & processes

Layering

Everyone is probably right

Lack of passion

Siloed

Vast space, islands of expertise

Ignorant authority

envisioning the future
Envisioning the Future
  • Imagine we could time travel 12 months into the future. When we arrive there and converse with our future selves, we hear that the Community is a roaring success. What do you see and hear in that future time?
  • What changes did we implement now that resulted in such amazing results in the future?
  • Review all of the answers so far. Pull out common ideas. Look for patterns, common threads, and compelling ideas, then consider why these hold significance for the team
back to the future
Back to the Future

Simplicity

Tooling of processes

Lightweight

Usable

Contributions from a wide group

A source of industry best practice

Flexibility

Responsive

Open/ Inclusive/ Transparent

Break down barriers between silos (across the whole spectrum)

Adaption

Network & comms network: from people point of view, not parochial

Active space that continuously improves processes

Evolving platform

Measuring our impact: technical, business, IT

Integration to the end user: putting this into practice

draft vision statements
Draft Vision Statements

We’re talking to everyone

Mapping / Guiding technology

A Community for IT Best Practices from Tech Geek to Business IT collaboration (for everyone)

Self-sustaining, self-adapting network to find the right tool for the right job for everyone

Success

Value

Bringing together

People

Differentiator is that this is for everyone

Taking the complexity out and making it simple

Improving IT outcomes through a collaborative community

Simpler to use

Improve delivery

Satisfy the market

Point you in the right direction

Right tool, for the right job

Helping you navigate towards your goal in the IT landscape

workshop exercises1
Workshop Exercises
  • Empathy mapping
  • Create a Vision Board
    • Needs / Goals
    • Solutions / Features
    • Value to us (WIIFM)
    • Organisational Impact
  • Construct the Roadmap
how do we turn ideas into actions
How do we turn ideas into actions?

http://www.jrothman.com/2013/08/creating-change-that-lasts/

Creation of a critical mass

Virtuous circles

Incentives

Experiment, learn, adapt

Forming good habits

Rapid, single-item flow

Collaboration

Social capital

Professional reputation

Crowdsourcing

Quick and frequent feedback

Paths of least resistance

Change as a campfire, start with some kindling and help feed the fire

A system to increase the odds of success

motivators
Motivators
  • Start With Why – Simon Sinek
    • Why (purpose/motivation)
    • How (make a difference)
    • What (results)
  • Drive – Daniel Pink
    • Purpose
    • Autonomy
    • Mastery
  • Influence – Robert Cialdini
    • Reciprocity
    • Commitment
    • Social proof
    • Liking
    • Authority
    • Scarcity
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