THE ENTERPRISE SOFTWARE

PLAYBOOK
CREATING BETTER DEPLOYMENTS
Alex Cowan

© 2015 COWAN+
ENTERPRISE SOFTWARE CAN BE REALLY GREAT

I Enterprise Software
I End Users

ALEX COWAN | alexandercowan.com | @cowanSF © 2015 COWAN+

BUT USUALLY IT’S NOT

CRM PROJECT FAILURES

Source Statistic
Gartner 50%
Butler 70%
AMR 29%
The Economist 56%
Forester 47%
source: ZDNet © 2015 COWAN+
BUT USUALLY IT’S NOT

LABOR PRODUCTIVITY (US)

source: US Bureau of Labor Statistics © 2015 COWAN+

ABOUT ME

Entrepreneur (5x)
Intrapreneur (1x)

ALEX COWAN | alexandercowan.com | @cowanSF © 2015 COWAN+

ABOUT ME

alexandercowan.com
ALEX COWAN | alexandercowan.com | @cowanSF © 2015 COWAN+
4 PROBLEMS WE CAN READILY IMPROVE

Order Taking Building Papering Problems with Big Batches

vs. vs. Software vs.
Consulting Designing vs. Iteration
Solving Them

© 2015 COWAN+
ORDER TAKING VS. CONSULTING

We ask users for their requirements and then do precisely what they
ask.

The result is a frankensteinian; users revolt.

We need to know what to ask users, how to observe them, how to

interpret what they say and do, and then apply our ideas on best
practices to deliver something they’ll like.

Order Taking
vs.
Consulting

© 2015 COWAN+
ORDER TAKING VS. CONSULTING
“We need
values for this
important drop-
down menu.
What do you
want there?”

© 2015 COWAN+
ORDER TAKING VS. CONSULTING
“We need “Well, at my
values for this
important drop-
X last six jobs
we used 

down menu. {x, y, z}, so I
What do you guess let’s go
want there?” with that.”

© 2015 COWAN+
4 PROBLEMS WE CAN READILY IMPROVE

Tools like Salesforce makes it so easy to build things,

so we do what’s easy and what looks good on a Gantt
chart.

But it’s not as easy as it looks- creating a thoughtful,

durable system that users like is hard.

We need to better ‘sell’ the design process and

integrate it more continuously into deployment.

Building
vs.
Designing

© 2015 COWAN+
BUILDING VS. DESIGNING
“I’d like to
spend more
time with the
folks in support
to understand
how they do
things and see
what ideas they
have about how
things should
work.”

© 2015 COWAN+
BUILDING VS. DESIGNING
“I’d like to “Let’s not make
spend more
time with the
X this a science
project. We’re
folks in support short on time.
to understand Let’s just get
how they do the system
things and see online.”
what ideas they
have about how
things should
work.”

© 2015 COWAN+
4 PROBLEMS WE CAN READILY IMPROVE

We place our faith in ‘the system’ to solve our

problems, but software can only automate and
standardize processes.

Only the users and their advisors really know how

things should work.

We need to pair thoughtful design with appropriate

software choices.

Papering Problems with

Software
vs.
Solving Them

© 2015 COWAN+
PAPERING PROBLEMS VS. SOLVING THEM
“Tell me about
your order
management
process and
how that’s
working for
you.”

© 2015 COWAN+
PAPERING PROBLEMS VS. SOLVING THEM
“Tell me about “We don’t
your order
management
X exactly have
one. I was
process and hoping that
how that’s would come
working for with the
you.” system.”

© 2015 COWAN+
4 PROBLEMS WE CAN READILY IMPROVE

Plans deliver a sense of certainty, but that certainty

is false.

Systems and process redesign is complex and

incremental validation is critical.

Smaller batches with step-wise validation are the

fastest path to a good outcome.

Big Batches
vs.
Iteration

© 2015 COWAN+
BIG BATCHES VS. ITERATION
“Here’s what I
think we can do
in the next two
weeks based on
the priorities.
Then we can
review.”

© 2015 COWAN+
BIG BATCHES VS. ITERATION
“Here’s what I “Look, I need a
think we can do
in the next two
X plan for the
whole project.”
weeks based on
the priorities.
Then we can
review.”

© 2015 COWAN+
THE SILVER BULLET?

© 2015 COWAN+
PRACTICES THAT HELP
CUSTOMER
DISCOVERY &
EXPERIMENTS
?
…

E
M

WH
W

AT
SHO
PRODUCT &

IF
PROMOTION

?
01: Define USER STORIES
VALUE
PROPOSITIONS &
ASSUMPTIONS
Focal Points & PROTOTYPES

with

E?
Business

AL
PI V O T ?

SC
Model
Canvas ?
AT
WH
PROBLEM
PERSONAS WHO? SCENARIOS &
ALTERNATIVES

© 2015 COWAN+
PRACTICES THAT HELP
02: CUSTOMER
Process DISCOVERY &
EXPERIMENTS
Design as …
?

Prototype

E
M

WH
W

AT
SHO
PRODUCT &

IF
PROMOTION

?
01: Define USER STORIES
VALUE
PROPOSITIONS &
ASSUMPTIONS
Focal Points & PROTOTYPES

with

E?
Business

AL
PI V O T ?

SC
Model
Canvas ?
AT
WH
PROBLEM
PERSONAS WHO? SCENARIOS &
ALTERNATIVES

© 2015 COWAN+
PRACTICES THAT HELP
02: CUSTOMER
03: 

Process DISCOVERY &
EXPERIMENTS 0, 30, 90 Day Success Criteria
Design as …
?

Prototype

E
M

WH
W

AT
SHO
PRODUCT &

IF
PROMOTION

?
01: Define USER STORIES
VALUE
PROPOSITIONS &
ASSUMPTIONS
Focal Points & PROTOTYPES

with

E?
Business

AL
PI V O T ?

SC
Model
Canvas ?
AT
WH
PROBLEM
PERSONAS WHO? SCENARIOS &
ALTERNATIVES

© 2015 COWAN+
01: WHY FRAME WITH STRATEGY?

Why?


© 2015 COWAN+
01: WHY FRAME WITH STRATEGY?

1. Structure.


Why?


© 2015 COWAN+
01: WHY FRAME WITH STRATEGY?

1. Structure.
2. Linkage to success criteria.
Why?
 


© 2015 COWAN+
01: WHY FRAME WITH STRATEGY?

1. Structure.
2. Linkage to success criteria.
Why?
 3. A drive to explicit, discussable designs.

© 2015 COWAN+
01: WHY FRAME WITH STRATEGY?

1. Structure.
2. Linkage to success criteria.
Why?
 3. A drive to explicit, discussable designs.
4. Linkage to company business model & strategy. 


© 2015 COWAN+
01: STRATEGY IS A FOCAL TOOL, BUT …

CLIENTS DON’T WANT

TO PAY FOR STRATEGY
(Or even design in some cases)
- feel they already know 

what they want
- believe the software will
essentially just work on its own

© 2015 COWAN+
01: STRATEGY IS A FOCAL TOOL, BUT …

CLIENTS DON’T WANT KEEP IT FOCUSED, 


TO PAY FOR STRATEGY KEEP IT RELEVANT

(Or even design in some cases) - you can do the basics in a
- feel they already know 
 few hours per engagement
what they want - even if you do it in pre-sales
- believe the software will mode, it’s worth it
essentially just work on its own

© 2015 COWAN+
01: THE KEY ITEMS FOR OUR FRAMING

Who are the buyers, users (Key (Key (Value (Customer (Customer
and why do they buy? Partners) Activities) Propositions) Relationships) Segments)

What is the end-to-end (Key (Channels)

Resources)
customer experience?
What activities are (Cost Structure) (Revenue Streams)

strategically important?
The templates here are made available on the same CC license terms as the original canvas. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

© 2015 COWAN+
01: A DESERT OR A FLOOR WAX?
Are you sure you know the business?
Quickly define it with a clinical positioning statement.
For (target customer) who (statement of the need or opportunity), the
(product name) is a (product category) that (statement of key benefit –
that is, compelling reason to buy). Unlike (primary competitive alternative),
our product (statement of primary differentiation).

© 2015 COWAN+
01: A DESERT OR A FLOOR WAX?

Example: Home Depot

For homeowners who want the control and affordability of doing their
own home improvement, the Home Depot is a hardware retailer that
offers comprehensive selection at competitive prices. Unlike hiring
professionals, our product helps you save money and work on your own
terms.

© 2015 COWAN+
01: A DESERT OR A FLOOR WAX?

Example: United Children’s Theater

For children (k-12) seeking an expressive experience through the arts, the
Children’s Theater is a performing arts institute that offers affordable
programming to low-income schools and children. Unlike private
institutions, our product offers national quality programming with a long
track record of success.

© 2015 COWAN+
01: PART 1

Who are the buyers, users (Key (Key

Activities)
(Value (Customer
Propositions) Relationships)
(Customer
Segments)
Partners)
and why do they buy?
(Key (Channels)
Resources)

(Cost Structure) (Revenue Streams)

The templates here are made available on the same CC license terms as the original canvas. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

© 2015 COWAN+
01: PART 2

(Key (Key (Value (Customer (Customer

What is the end-to-end Partners) Activities) Propositions) Relationships) Segments)

customer experience?
(Key (Channels)
Resources)

(Cost Structure) (Revenue Streams)

The templates here are made available on the same CC license terms as the original canvas. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

© 2015 COWAN+
01: PART 3

(Key (Key (Value (Customer (Customer

Partners) Activities) Propositions) Relationships) Segments)

(Key (Channels)
What activities are Resources)

strategically important?
(Cost Structure) (Revenue Streams)

The templates here are made available on the same CC license terms as the original canvas. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

© 2015 COWAN+
01: PART 1: THE FIRST FIVE

Who are the buyers, users (Key (Key

Activities)
(Value (Customer
Propositions) Relationships)
(Customer
Segments)
Partners)
and why do they buy?
(Key (Channels)
Resources)

(Cost Structure) (Revenue Streams)

The templates here are made available on the same CC license terms as the original canvas. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

© 2015 COWAN+
01: PRACTICES THAT HELP
CUSTOMER
DISCOVERY &
EXPERIMENTS
?
…

E
M

WH
W

AT
SHO
PRODUCT &

IF
PROMOTION

?
Define Focal USER STORIES
VALUE
PROPOSITIONS &
ASSUMPTIONS
Points with & PROTOTYPES

Business

E?
Model

AL
PI V O T ?

SC
Canvas
?
AT
WH
PROBLEM
PERSONAS WHO? SCENARIOS &
ALTERNATIVES

© 2015 COWAN+
01: CUSTOMERS & PROPOSITIONS
Why do they buy? Who are they?
Value Customer
Propositions Segments

Broad Selection Do-It-Yourselfers

Competitive Prices Casual Shoppers
Convenience Contractors

Example: Home Depot

© 2015 COWAN+
01: CUSTOMERS
Why do they buy? Who are they?
Value Customer
Propositions Segments

?
© 2015 COWAN+
01: CUSTOMERS
Why do they buy? Who are they?
Value Customer
Propositions Segments

Children
Parents
Teachers & Admin.
Donors

© 2015 COWAN+
01: PROPOSITIONS
Why do they buy? Who are they?
Value Customer
Propositions Segments

Children

? Parents
Teachers & Admin.
Donors

© 2015 COWAN+
01: PROPOSITIONS
Why do they buy? Who are they?
Value Customer
Propositions Segments

Quality Arts Education Children

Unique Peer Group Parents
Affordability Teachers & Admin.
Outsourcing Arts Function Donors
Cultivating Arts Locally
Better Ed. for Low-Income Pupils
© 2015 COWAN+
01: CUSTOMERS & PROPOSITIONS

Example:
United
Children’s
Theater
© 2015 COWAN+
01: PART 2: THE SECOND FIVE

(Key (Key (Value (Customer (Customer

What is the end-to-end Partners) Activities) Propositions) Relationships) Segments)

customer experience?
(Key (Channels)
Resources)

(Cost Structure) (Revenue Streams)

The templates here are made available on the same CC license terms as the original canvas. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

© 2015 COWAN+
01: EXERCISE: STORYBOARDING THE BEFORE SCENARIO

Attention How do they first find

out that you, your
Interest proposition exist?
Desire How do you break
Action through the noise
floor?
Onboarding
Retention
© 2015 COWAN+
01: EXERCISE: STORYBOARDING THE BEFORE SCENARIO

Attention
Interest What is it that
engages them with
Desire your proposition?
Action How will you
Onboarding connect?
Retention
© 2015 COWAN+
01: EXERCISE: STORYBOARDING THE BEFORE SCENARIO

Attention
Interest
Desire Are you connecting
with an important
Action problem scenario?
Onboarding Is your VP better
Retention enough than the
alternative?
© 2015 COWAN+
01: EXERCISE: STORYBOARDING THE BEFORE SCENARIO
What is absolute
Attention minimum set of
actions required by
Interest the customer to
Desire have you deliver on
Action their problem?
Onboarding
Retention
© 2015 COWAN+
01: EXERCISE: STORYBOARDING THE BEFORE SCENARIO

Attention
Interest How do they
become a regular,
Desire habitual user? How
Action will you know if
Onboarding that’s happening?
Retention
© 2015 COWAN+
01: EXERCISE: STORYBOARDING THE BEFORE SCENARIO

Attention
Interest
Desire How do you deepen
their involvement?
Action Investment? How do
Onboarding you get them talking
Retention about it?

© 2015 COWAN+
01: STORYBOARDING AIDAOR- UNITED CHILDREN’S THEATER

I noticed Carlos doesn't Here's that email I'd love to see

do soccer. Maybe he'd from Cynthia…Oh, Carlos spend more
like to try theater, like this looks great, time with other
my Ricky. easy to try. And it's boys, good boys
affordable. that study and stay
out of trouble.
Oh yeah- can you
send me a link or
something?

ATTENTION INTEREST DESIRE

This looks like the Hi there, To

…Action, Onboarding,
right program, I'm Retention Carlos. We're Sub

eligible for aid so so excited to

United Newsletter:
this is what I have you! Let's
Come to our open © 2015 COWAN+
pay.…Paid. See get started.
house to check out
you Tuesday! the year 2 program!
Bring friends!
 I noticed Carlos doesn't Here's that email I'd love to see
do soccer. Maybe he'd from Cynthia…Oh, Carlos spend more
like to try theater, like this looks great, time with other
my Ricky. easy to try. And it's boys, good boys
affordable. that study and stay
out of trouble.
Oh yeah- can you
01: STORYBOARDING AIDAOR- UNITED CHILDREN’S THEATER
send me a link or
something?
Attention,ATTENTION
Interest, Desire… INTEREST DESIRE

This looks like the Hi there, To

right program, I'm Carlos. We're Sub

eligible for aid so so excited to

United Newsletter:
this is what I have you! Let's
Come to our open
pay.…Paid. See get started.
house to check out
you Tuesday! the year 2 program!
Bring friends!

ACTION ONBOARDING RETENTION

Create your own at www.StoryboardThat.com

© 2015 COWAN+
 from Cynthia…Oh, Carlos spend more
this looks great, time with other
easy to try. And it's boys, good boys
affordable. that study and stay
out of trouble.

01: ENHANCING STORYBOARD WITH THINK-SEE-FEEL-DO

INTEREST DESIRE

Hi there,
Thinks: Is this going to be OK? What happens if something
To
Carlos. We're doesn’t work out? What time exactly do I need to come
Sub

so excited to
United Newsletter:
have you! Let's back and pick him up? Can anyone help me carpool?
Come to our open
get started.
Sees: Thehouseinteractions
to check out the other parents are having with
the year 2 program!
the teachers, each other, and their kids.
Bring friends!

Feels: Anxious about whether Carlos will enjoy himself.

ONBOARDING Hopeful and excited that he’ll find an after school activity
RETENTION

That.com he likes.
Does: Comes for pickup with a list of questions. Would like
to engage with other mom’s but feels shy and does not
initially.

© 2015 COWAN+
01: CUSTOMER JOURNEY
How do they interact? Who interacts?
Customer Channels
Relationships

SAMPLES SAMPLES
dedicated personal service (onsite? offsite?)
 PROMOTION SALES SERVICE
personal service
 personal direct hand sales direct direct personal
phone support
 personal indirect hand sales indirect authorized center
web/email based tickets specialty media retail field contractors
web self-help and forums television web community
radio phone web
AdWords + SEO delivery

© 2015 COWAN+
01: CUSTOMER JOURNEY
How do they interact? Who interacts?
Customer Channels
Relationships

?
© 2015 COWAN+
01: CUSTOMER JOURNEY
How do they interact? Who interacts?
Customer Channels
Relationships

UNITED CHILDREN’S THEATER

Personal Service
Direct Personal Service
Online Community

© 2015 COWAN+
01: CUSTOMER JOURNEY
How do they interact? Who interacts?
Customer Channels
Relationships

?
© 2015 COWAN+
01: CUSTOMER JOURNEY
How do they interact? Who interacts?
Customer Channels
Relationships

UNITED CHILDREN’S THEATER

Personal Service PROMOTION SALES SERVICE
Direct Personal Service Parent’s Auxiliary Direct Parents Auxiliary
Online Community Local Schools Facebook

© 2015 COWAN+
01: CUSTOMER JOURNEY

Example:
United
Children’s
Theater
© 2015 COWAN+
01: PART 3: THE THIRD FIVE

(Key (Key (Value (Customer (Customer

Partners) Activities) Propositions) Relationships) Segments)

(Key (Channels)
What activities are Resources)

strategically important?
(Cost Structure) (Revenue Streams)

The templates here are made available on the same CC license terms as the original canvas. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

© 2015 COWAN+
01: BUSINESS MODEL TYPES
(Key (Key (Value (Customer (Customer
Partners) Activities) Propositions) Relationships) Segments)

1. INFRASTRUCTURE-DRIVEN
2. CUSTOMER SCOPE-DRIVEN
(Key
Resources)
(Channels)

3. PRODUCT-DRIVEN
(Cost Structure) (Revenue Streams)

The templates here are made available on the same CC license terms as the original canvas. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

© 2015 COWAN+
01: BUSINESS MODEL TYPES
UTILITIES TELECOM COMMODITIES
PG&E AT&T Archer Daniels
Infrastructure-Driven National Grid France Telecom Dow
Cargill

© 2015 COWAN+
01: BUSINESS MODEL TYPES
UTILITIES TELECOM COMMODITIES
PG&E AT&T Archer Daniels
Infrastructure-Driven National Grid France Telecom Dow
Cargill

RETAIL BANKING CORP. LAW

Neiman Marcus HSBC Allen & Overy
Scope-Driven Toys ‘R Us Bank of America Jones Day
Harrods

© 2015 COWAN+
01: BUSINESS MODEL TYPES
UTILITIES TELECOM COMMODITIES
PG&E AT&T Archer Daniels
Infrastructure-Driven National Grid France Telecom Dow
Cargill

RETAIL BANKING CORP. LAW

Neiman Marcus HSBC Allen & Overy
Scope-Driven Toys ‘R Us Bank of America Jones Day
Harrods

PACKAGED GOODS APP. SOFTWARE MEDIA

Nestle Twitter Conde Nast
Product-Driven Unilever Facebook MGM
Pepsico EA

© 2015 COWAN+
01: BUSINESS MODEL TYPES- IMPLICATIONS

EXAMPLE AREA INFRASTRUCTURE SCOPE-
 PRODUCT-


-DRIVEN DRIVEN DRIVEN
Sales Process: relatively relatively (ideally Channel
Highly standard or flexible? standardized flexible sells)
Pricing & Packaging: relatively relatively relatively
Highly standardized or customizable? standardized customizable standardized
Customer Support: 
 relatively relatively
relatively systematic
How systematic vs. customized? customized systematic

© 2015 COWAN+
01: KEY ACTIVITIES
Which activities are strategic? Which assets are strategic?
Key Key
Activities Resources

?
© 2015 COWAN+
01: KEY ACTIVITIES
Which activities are strategic? Which assets are strategic?
Key Key
Activities Resources

Curriculum Development
Student Development
School Programming
Volunteer Development
Donor Development
© 2015 COWAN+
01: KEY RESOURCES
Which activities are strategic? Which assets are strategic?
Key Key
Activities Resources

Curriculum Development
Student Development
School Programming
Volunteer Development
Donor Development
?
© 2015 COWAN+
01: KEY RESOURCES
Which activities are strategic? Which assets are strategic?
Key Key
Activities Resources

Curriculum Development Track Record

Student Development Facility
School Programming Donor Relationships
Volunteer Development Curriculum
Donor Development Volunteer Base
© 2015 COWAN+
01: CUSTOMERS & PROPOSITIONS

Example:
United
Children’s
Theater
© 2015 COWAN+
02: PRACTICES THAT HELP
Process CUSTOMER
Design as DISCOVERY &
EXPERIMENTS
Prototype …
?

E
M

WH
W

AT
SHO
PRODUCT &

IF
PROMOTION

?
VALUE
PROPOSITIONS &
USER STORIES
ASSUMPTIONS
& PROTOTYPES

E?
AL
PI V O T ?

SC
?
AT
WH
PROBLEM
PERSONAS WHO? SCENARIOS &
ALTERNATIVES

© 2015 COWAN+
 Team members: Arne Claes
Alexander De Baere
Bram Dezwart
Glen Pelgrims
Team name Ellen Van Dievel

02: PROCESS DESIGN- NOT LIKE THIS

LOUIS XIV Inge Van Mieghem
Logo

Gantt chart Weeks

total planned duration of work

total actual working hours

Alexander De Baere
actual working hours

actual working hours

actual working hours

actual working hours

actual working hours

actual working hours

Inge Van Mieghem
anticipated working

anticipated working

anticipated working

anticipated working

anticipated working

EE4: Small Solar Vehicle
Work assignments Tasks
1. Administration 1.1 Plan Of Approach 1.1.1 Making a schedule
1.1.2 Improving the schedule
1.2 Work Breakdown Structure 1.2.1 Making a schedule
1.2.2 Improving the schedule
1.3 Gantt Chart 1.3.1 Making a schedule
1.3.2 Improving the schedule
1.4 Coöperation contract 1.4.1 Making a contract
1.4.2 Improving the contract
1.5 Meetings 1.5.1 Meeting
1.5.2 Reports
1.6 Order and tidiness of the media
2. Engineering 2.1 Design 2.1.1 Brainstorm
2.2 Materials 2.2.1 Brainstorm
2.2.2 Calculations
2.2.3 Build the SSV
2.2.4 Test the SSV
2.2.5 Improve the SSV
2.3 Cases SSV 2.3.1 Part 1
2.3.2 Part 2
2.4 Case Simulink 2.4.1 Simulation 1
2.4.2 Simulation 2
2.4.3 Simulation 3
2.5 Race
3. Enterprising 3.1 Company name and logo
3.2 Website 3.2.1 Placing documents
3.2.2 Blog
3.2.3 Interim description
3.2.4 Final description
3.2.5 Final trial report
3.3 Engrave team logo in SSV
4. Educating 4.1 Seminares
4.2 Tests
4.3 Peer assessments
Total
anticipated working
Ellen Van Dievel
Glen Pelgrims
Bram Dezwart
Arne Claes
time span
1 2 3 4 5 6 7 8 9 10 11 12 13 14
Subtasks wk h h h h h h h h h h h h h h
1 2 2 2 2
1 3,5 0,5 0,5 0,5 0,5 0,5 1 1
1 2 2
1 4 0,5 0,5 0,5 0,5 1 1
1 3 3 3 3
1 4 0,5 0,5 0,5 1 0,5 1
1 2 2
1 2,5 0,5 1 0,5 0,5
11 132 22 22 22 22 22 22
11 3 3
11 3 3
3 14 2 3 2 3 2 2
3 14 2 3 2 3 2 2
2.2.2.1 Best material 3 17 2 4 2 4 2 3
2.2.2.2 Best shape 3 17 2 4 2 4 2 3
2.2.2.3 Tires 3 14 2 3 2 3 2 2
4 24 4 4 4 4 4 4
3 12 2 2 2 2 2 2
3 14 2 3 2 3 2 2
2.3.1.1 Determine the characteristics
of the solar panel 5 20 3 3 4 3 4 3
2.3.1.2 Calculate the optimal ratio
between the DC motor and the wheel 5 14 2 2 3 2 3 2
2.3.1.3 Bisection method 5 14 2 2 3 2 3 2
2.3.1.4 Sankey diagram 5 14 2 2 3 2 3 2
2.3.2.1 Testing the SSV 5 14 2 2 3 2 3 2
2.3.2.2 Study of the drive shaft 5 14 2 2 3 2 3 2
2.3.2.3 2D technical drawing 5 12 1 1 4 1 4 1
2.4.1.1 Simulate 5 14 3 2 2 2 2 3
2.4.1.2 Discuss 5 6 1 1 1 1 1 1
2.4.2.1 Simulate 5 14 3 2 2 2 2 3
2.4.2.2 Discuss 5 6 1 1 1 1 1 1
2.4.3.1 Simulate 5 14 3 2 2 2 2 3
2.4.3.2 Discuss 5 6 1 1 1 1 1 1
3 18 3 3 3 3 3 3
1 6 1 1 1 1 1 1
11 12 4 1 4 1 1 1
11 22 5 3 5 3 3 3
5 8 1 1 1 1 2 2
5 30 5 5 5 5 5 5
5 30 5 5 5 5 5 5
2 6 1 1 1 1 1 1
5 120 20 20 20 20 20 20
12 24 4 4 4 4 4 4
2 6 1 1 1 1 1 1
731 124 121 124 122 122 119

Legend: Responsible for that subtask

Sequence in which we shall fulfill the tasks

Bram.dezwart via Wikimedia Commons © 2015 COWAN+

02: THE ATOMIC PROCESS
The atomic process

has…
 an input
 an output


© 2015 COWAN+
02: THE ATOMIC PROCESS
The atomic process

has…
 an input
 transformative an output

steps


© 2015 COWAN+
02: THE ATOMIC PROCESS
The atomic process

has…
 an input
 transformative an output

steps


…and 3 metrics
1. process
2. output
3. outcome


© 2015 COWAN+
02: FOCAL METRICS
Process: How many doorknobs/hour?
Output: Portion of ‘flawed’ doorknobs?
Outcome: Did we validate that customers like the doorknobs?

© 2015 COWAN+
02: VALIDATING PROCESSES
NVA: Non-Value Added Time (‘wasted time’) >> ELIMINATE
BVA: Business-Value Added Time (‘paperwork’) >> MINIMIZE
RVA: Real Value-Added Time (‘work’) >> MAXIMIZE

© 2015 COWAN+
02: WORKING KEY ACTIVITIES- PROCESS INVENTORY
Key
Activities
Functional PROCESS
Processes INVENTORY
Sub-
Processes

© 2015 COWAN+
02: EXAMPLE- UNITED CHILDREN’S THEATER

© 2015 COWAN+
02: THE INPUT- A HALLWAY CONVERSATION
“Thanks for taking the time. Can “Sure. Pretty much I …
you tell me about how you qualify [general answer]”
leads?”
PROJECT EXECUTIVE
“Could you walk me through a “You bet … [more of the
LEAD DIRECTOR
recent example?” specifics SFG needed]”
“So, first you qualify on whether “Yup”
the donor funds the arts, funds
local education, and then whether
they have current year funds?”

© 2015 COWAN+
© 2015 COWAN+
02: THE INPUT- A HALLWAY CONVERSATION
“Then what happens?” “If they’re a possible fit
but not this year or not
until we’re doing
PROJECT something in particular, I EXECUTIVE
LEAD mark them as not DIRECTOR
qualified yet but make a
note to myself to call
them back.

If they’re not for us, I

mark them dead.

If they look good I put

them on my priority list.

© 2015 COWAN+
© 2015 COWAN+
METRICS
Process: Number of donors
qualified (or unqualified)
Output: % of Opportunities
where Post-Mortem == ‘Not
Qualified’
Outcome: Achievement
Against Fundraising Objective
($), Size of Donor Pool (net
changes in donors)
PROCESS IMPROVEMENT
RVA (Real Value-Added) Time: Increasing
time spent talking to the right fundraising
prospects
BVA (Business Value-Added): Reduce time
spent on reporting and answering
questions
NVA (Non Value-Added): Eliminate time
spent on calling on prospects the
company knows are unqualified
© 2015 COWAN+
1

© 2015 COWAN+
02: LAYERING STORIES ONTO PROCESS
“As a donor manager, I want to record the prospect’s qualifications so I understand if
and how I should progress with them.”
Story Test
Make sure it’s possible to qualify and record their charter.
?: Should this be a simple yes/no on arts & k-12? If so, in
aggregate or separately?
1: “As a donor manager, I want to ?: Notion- would it be useful to record the URL if it’s online?
record the Lead qualifications so myself ?: Place to make notes? If so, just one for general, or some
or someone else can readily follow up kind of prompt or relationship to other items?
with them on relevant next steps.” ?: What’s in the DM’s notes for a typical qualification?

Make sure it’s possible to qualify current year funds.

?: What else is relevant here? Qualify when their new fund
year/fiscal year starts? Size of typical donation?

© 2015 COWAN+
02: THE INPUT- A HALLWAY CONVERSATION (II)
“Anything else on Donor “Well, we want to
Development? What else has to recognize the donations,
get done in the process?” let them know our
PROJECT appreciation. With the EXECUTIVE
LEAD new folks and scaling, we DIRECTOR
sometimes drop the ball
on that, which we just
have got to fix.”

“What do you typically do for “Minimum, we send an

recognition?” email. For the really big
ones, I send a hand-
written note.”

© 2015 COWAN+
© 2015 COWAN+
METRICS
Process: Number of
recognitions sent
Output: % of undelivered
recognition's
Outcome: Net change in portion
of repeat donors (i.e. churn)
PROCESS IMPROVEMENT
RVA (Real Value-Added) Time: Time spent
on person to person donor development
BVA (Business Value-Added): Reduce time
spent reporting on donor follow-up’s
NVA (Non Value-Added): Fixing broken
automation, data models
© 2015 COWAN+
1

© 2015 COWAN+
02: LAYERING STORIES ONTO PROCESS
“As the executive director, I want to follow up a donation with a personalized response
so we show our appreciation and develop the relationship.”
Story Test
Make sure the donors name and address (email and/or street
1: As the donor manager, I want to
address) is clearly visible
quickly understand the donor and their
Make sure the donors relationship to United Children’s
contribution so I can follow up
Theater is clearly visible, including: parent, parent of alumni,
appropriately and without additional
Make sure any past donations are visible
research.
?NOTE: Can we review a sample of past letters to see what
other details might be pertinent?
1: As the DM, I want to record when and If the follow-up is written, make sure there’s an easy way to
how I followed up so that I can review attach it and association it to the donor and donation
that in the future and anyone who’s
dealing with the donor can easily see If the follow up is an email, make sure it’s logged in the same
this for account visibility. fashion
… …
© 2015 COWAN+
03: VALIDATING PROCESSES- DONOR DEVELOPMENT

PROBLEM SCENARIO CURRENT VALUE PROPOSITION VALIDATION

ALTERNATIVE CRITERIA
Implementing learned
best practices on
account development
tasks & keeping those
aligned with corporate
objectives

© 2015 COWAN+
03: VALIDATING PROCESSES- DONOR DEVELOPMENT

PROBLEM SCENARIO CURRENT VALUE PROPOSITION VALIDATION

ALTERNATIVE CRITERIA
Implementing learned Self-generated
best practices on spreadsheet for account
account development tracking on shared drive
tasks & keeping those
aligned with corporate
objectives

© 2015 COWAN+
03: VALIDATING PROCESSES- DONOR DEVELOPMENT

PROBLEM SCENARIO CURRENT VALUE PROPOSITION VALIDATION

ALTERNATIVE CRITERIA
Implementing learned Self-generated The Salesforce
best practices on spreadsheet for account implementation will help
account development tracking on shared drive with best practice sales
tasks & keeping those and time management
aligned with corporate with structure and
objectives automation around tasks
like-
* lead scoring to
prioritize calls
* simple creation of
follow-up’s and related
notices to help prioritize

© 2015 COWAN+
03: VALIDATING PROCESSES- DONOR DEVELOPMENT

PROBLEM SCENARIO CURRENT VALUE PROPOSITION VALIDATION

ALTERNATIVE CRITERIA
Implementing learned Self-generated The Salesforce 0 Day: DM inputs last 5
best practices on spreadsheet for account implementation will help prospects; they go into
account development tracking on shared drive with best practice sales fields as designed
tasks & keeping those and time management without additional
aligned with corporate with structure and support or questions
objectives automation around tasks
like- 30 Day: login’s on at
* lead scoring to least 18 working days
prioritize calls
* simple creation of 90 Day: ?
follow-up’s and related
notices to help prioritize

© 2015 COWAN+
03: VALIDATING PROCESSES- DONOR DEVELOPMENT

PROBLEM SCENARIO CURRENT VALUE PROPOSITION VALIDATION

ALTERNATIVE CRITERIA
Implementing learned Self-generated The Salesforce 90 Day: Definitive results
best practices on spreadsheet for account implementation will help on sales execution
account development tracking on shared drive with best practice sales against strategic market
tasks & keeping those and time management plan
aligned with corporate with structure and + Result: 80% new
objectives automation around tasks growth is in Accounts
like- types in target segments
* lead scoring to - Result: Most growth is
prioritize calls not in target segments
* simple creation of and the underlying
follow-up’s and related reason can be identified
notices to help prioritize in Opportunity post-
work mortems

© 2015 COWAN+
03: THE INPUT- A HALLWAY CONVERSATION (II)
“Anything else on Donor “Well, we want to
Development? What else has to recognize the donations,
get done in the process?” let them know our
PROJECT appreciation. With the EXECUTIVE
LEAD new folks and scaling, we DIRECTOR
sometimes drop the ball
on that, which we just
have got to fix.”

“What do you typically do for “Minimum, we send an

recognition?” email. For the really big
ones, I send a hand-
written note.”

© 2015 COWAN+
© 2015 COWAN+
03: VALIDATING PROCESSES- DONOR DEVELOPMENT

PROBLEM SCENARIO CURRENT VALUE PROPOSITION VALIDATION

ALTERNATIVE CRITERIA
Consistently recognizing
donors (for longer term
relationship
development)

© 2015 COWAN+
03: VALIDATING PROCESSES- DONOR DEVELOPMENT

PROBLEM SCENARIO CURRENT VALUE PROPOSITION VALIDATION

ALTERNATIVE CRITERIA
Consistently recognizing Manual process with no
donors (for longer term checks, tracking or
relationship automation
development)

© 2015 COWAN+
03: VALIDATING PROCESSES- DONOR DEVELOPMENT

PROBLEM SCENARIO CURRENT VALUE PROPOSITION VALIDATION

ALTERNATIVE CRITERIA
Consistently recognizing Manual process with no The Salesforce
donors (for longer term checks, tracking or implementation will
relationship automation automate recognition
development) and track it for account
& sales management.

© 2015 COWAN+
03: VALIDATING PROCESSES- DONOR DEVELOPMENT

PROBLEM SCENARIO CURRENT VALUE PROPOSITION VALIDATION

ALTERNATIVE CRITERIA
Consistently recognizing Manual process with no The Salesforce 0 Day: DM inputs sample
donors (for longer term checks, tracking or implementation will opportunities (with test
relationship automation automate recognition addresses); the
development) and track it for account recognition
& sales management. correspondence posts
as expected
30 Day: Closed
Opportunities are
receiving recognition as
expected and this is
visible
90 Day: Donors are
involved; Donations are
up
© 2015 COWAN+
03: SCORING WINS

Key Activity 1
Key Activity 2
Key Activity 3
…
Key Activity n

© 2015 COWAN+
03: SCORING WINS

Key Activity 1 Problem

Key Activity 2 Scenario +
Key Activity 3 Alternative +
… Your Ideas on
Key Activity n Propositions

© 2015 COWAN+
03: SCORING WINS

Key Activity 1 Problem

Key Activity 2 Scenario +
Key Activity 3 Alternative + Ranking Wins?
… Your Ideas on Reduction
Key Activity n Propositions Automation
Consolidation
Visibility

© 2015 COWAN+
FINI

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Agile Development

acowan@alexandercowan.com
Get in touch!
@cowanSF

© 2015 COWAN+