LKCE19 - Sven Günther & Henning Wolf - DYNAMIC - How to get Fit for Purpose

Henning Wolf ● Sven Günther - it-agile GmbH LKCE 2019
DYNAMIC
How to get Fit for Purpose

THE FIT FOR PURPOSE FRAMEWORK
Fit for Purpose

- developed by David J. Anderson and Alexej Zheglov

- a means to ﬁnd, satisfy and keep customers

PRODUCT / SERVICE - 3 COMPONENTS
SERVICE DELIVERY
How does the product or
service get to the
customer? How do we
want to deliver it?
DESIGN
What is the product or
service meant to be?
How should the product
fulﬁll the needs the
customer has?
IMPLEMENTATION
How is the product or
service implemented?
What level of
sophistication do we
achieve? What level of
quality do we deliver?

FITNESS CRITERIA
-How does the
product conform to
certain standards or
regulatory
compliances
-How fast will it be
delievered
-How predictable is
the delivery
-What about
timeliness
-functional quality:
What?
-non funtional quality:
How well?
TIME TO MARKET QUALITY SAFETY &
CONFORMANCE
COMMON FITNESS CRITERIA

SEGMENT BY
PURPOSE
Segment by customer
purpose:
- Personal education
- Business context
- Family context
USUALLY BY
DEMOGRAPHICS
- Age
- Gender
- Social status
MARKET SEGMENTATION
SEGMENT BY CUSTOMER PURPOSE

SURVEYS & DATA
- Fit for Purpose Cards
- Fitness Box Score
HUMANS &
NARRATIVE
- Getting in contact with
customers
KNOW THE CUSTOMERS PURPOSE
ASKING THE CUSTOMER

METRICS (I)
FITNESS
CRITERIA
- Customers select by
ﬁtness criteria
- Have a threshold
- Below threshold the
product is unﬁt and the
customer selects a
different product
- This should be your KPI
HEALTH
INDICATOR
- Indicates the health of
the business
- Have a range
- Data out of this range
indicate decreasing
some other metrics and
might be harmful

METRICS (II)
IMPROVEMENT
DRIVERS
- Tell you which part of
the value stream you
should improve
- Have indirect impact on
business success
VANITY METRICS
- This metric let you feel
good but has no
business impact
- Often a cultural aspect
- You should aim to
remove this metric

D
Y
N
A
M
I
C

etect

our

ext

ctions (for)

aking

mproving

hanges

IDENTIFY
PRODUCT(S)
Identify at least 1
product or service you
want to improve
01 DESCRIBE
Describe its design,
implementation and
service delivery at least
roughly
02 FIND F4P-
CRITERIA
Find 2 to 5 ﬁtness
criteria your customers
might have
03
8 STEPS TO DYNAMIC
SEGMENTS
Decide on the market
segments you want to
serve
04
STATUS QUO
Use narratives and F4P-
surveys to check status
quo and customer
purposes
05 IMPROVEMENT
Decide on
improvement: Where do
you want to improve?
What are you going to
change/try?
06 DO AND
REFLECT
Do something and
decide on your
feedback cycle / time to
reﬂect
07 REPEAT
Depending on your
feedback, go back to
step 7, 6, 5, 4, 3, 2 or 1
08

DYNAMIC FEEDBACK LOOPS
01
03
02
05
04
07
06
08
IDENTIFY
PRODUCT(S)01
DESCRIBE
02
FIND F4P-
CRITERIA03
SEGMENTS
04
STATUS QUO
05
IMPROVEMENT
06
DO AND
REFLECT07
REPEAT
08

02
CRITERIA TO DECIDE
Example:
We want to start with a popular product
with data available.
03
ONE PRODUCT
Example:
Kanban Management Professional 1
workshops
01
LIST OF PRODUCTS
Example:
Kanban Coaching, KMP1, KMP2, TKP,
KMM, LKCE
There might be different ways to do
this step, you might start with a list of
your products and services.
You might want to decide on how to
ﬁnd the next product to improve. There
can be a lot of different criteria like
todays’s cash cow, tomorrow’s cash
cow, the product with most complaints,
the product with most data available,
the oldest/newest product.
Using your list and criteria you or a
group of relevant people in your
organization choose one product.
STEP 1: IDENTIFY PRODUCT(S)

DESIGN
classroom in-person style, accredited with Kanban University, Introduction,
Curriculum to get people to start working with Kanban, 2 day class
01
IMPLEMENTATION
training style „training from the back of the room“, mainly ﬂip charts only
some slides, many exercises
02
SERVICE DELIVERY
Own venue in our ofﬁces, registration website, usually one trainer (AKT)
03
Describe at least something about
Design
Implementation
Service Delivery
of your product!
STEP 2: DESCRIBE
EXAMPLE: KMP 1 CLASS AT IT-AGILE

GUESS OR ASK
You can start with a guess
or
you can start with asking your customers
WHAT DO WE EXPECT?
What do we want to achieve with this
product?
EXAMPLE KMP1
Understanding Kanban, Accreditation,
Knowing how to Start with Kanban,
Improving systems using Kanban
COMBINING GUESS/ASK
Sometimes it might be a good idea to
combine guessing and asking: Ask for your
anticipated reasons and let space for
additional criteria.
THRESHOLD
What are the thresholds for
satisfaction and over-serving?
WHAT DO CUSTOMERS EXPECT?
Why are they buying our product or
service?
STEP 3: FIND FITNESS-CRITERIA

SKIPPING?
You could skip segments
ﬁrst and declare the world
to be your segment and
come back to this later.
You might loose some
insights in the
differentiating needs of
your served segments.
EXAMPLE
We discovered that our
KMP1 classes are
attended by people with
different level of Kanban
experience.
Beginners want to get to
know Kanban, advanced
students want
accreditation and both
want tipps.
SEGMENTS?
There are a lot of
possibilities to segment
your target customers, the
F4P framework suggests
to segment by different
customer purposes.
WHY?
You might want to ask in
surveys for your
segmentation so that you
get to know whether your
segments have different
f4p criteria. If they don’t
you could decide to
ignore segments for now.
STEP 4: SEGMENTS

HOW ARE THINGS TODAY?
You can do surveys, tell and collect stories. You should look
for an idea of what does already work ﬁne and what would
you need to change.
What kind of metrics are already in place and what do they
indicate?
You might also want to think about health metrics.
WHERE ARE WE UNHAPPY WITH US?
Whilst most of the input comes from customers or your front
line people telling stories from customers, there might also
be things you want to consider concerning your product:
Is revenue ﬁne? Does it scale? Do you want more customers
for it?
STEP 5: STATUS QUO

STEP 5: STATUS QUO EXAMPLE

WHAT DO YOU WANT TO IMPROVE?
Now that you know, what do you want
to improve (ﬁrst)?
It might be a good idea not to try to
improve too much at the same time.
WHAT ARE YOU GOING TO TRY?
What are you going to change?
Will you start an experiment?
Prepare for it and set a time box.
STEP 6: IMPROVEMENT

Start your change or experiment and reﬂect on it.
Note: Some changes need some time, so if you reﬂect too
early or stop too early you might have experienced a J-curve
at work but not your experiment affecting your metrics.
DoAct
Plan
Check
STEP 7: DO AND REFLECT

IDENTIFY
PRODUCT(S)01
DESCRIBE
02
FIND F4P-
CRITERIA03
SEGMENTS
04
STATUS QUO
05
IMPROVEMENT
06
DO AND
REFLECT07
Depending on your results:
07 Continue experiment
06 Try a different angle
05 Check Status Quo
04 Redo segmentation
03 ﬁnd more/other f4p criteria
02 rethink design/
implementation/service
delivery
01 turn to the next product
01
03
02
05
04
07
06
08
STEP 8: REPEAT

CONCLUSION
•Fit for Purpose is a rich framework
•We can approach it step by step
•DYNAMIC provides ﬁrst hints and steps
•We’re glad if you try this by your own and give some
feedback
•We are going to explore it further

LKCE19 - Sven Günther & Henning Wolf - DYNAMIC - How to get Fit for Purpose

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LKCE19 - Sven Günther & Henning Wolf - DYNAMIC - How to get Fit for Purpose