Feature Impact Mapping: Chart Your Course to a Compelling Product

By Deborah Wyse Coming to us from the software development industry,

impact mapping aims to draw the straightest line
possible from beginning to end of a successful project.

Impact Mapping:
Chart Your
Course to a
Compelling
Product

26 DMI Vol.29, Issue 2

 Feature Impact Mapping: Chart Your Course to a Compelling Product

T
o begin, let’s take a brief quiz. Impact map structure
As a design professional, I want to: An impact mapping exercise assembles a team of
• Encourage customers/clients to participate four to eight people, representing stakeholders with
in solution design. different perspectives and expertise, from designers
• Use a single framework to create options and to developers, business analysts, salespeople, and
then prioritize. clients. Together, they create a visual hierarchy of
• Help stakeholders with differing perspectives the responses to the following four questions.
and expertise build a shared understanding
of how features and functionality support Question 1 (Goals):
business objectives. Why are we doing this?
• Maintain focus on validated learning and This question is the foundation of the impact map.
iterative delivery. The response identifies the goal the product or
• Uncover and test assumptions sooner rather project is trying to achieve. As new information
than later. becomes available over the course of the initiative,
• Begin your design process with a discussion of decision makers evaluate it within the context of the
“Why?” instead of a list of features. goal. Impact mapping is most effective when the goal
• All of the above. satisfies most, if not all, of the following criteria:
No matter how you answered this question, • Clearly describes what we want to do or
impact mapping is a tool that can help you achieve achieve (specific)
these objectives. • Includes a metric that can be used to determine
Developed by Gojko Adzic, a software delivery goal progress and achievement (measurable)
consultant and author of several books on the • Reflects accurate assessment of available skills
Agile project management methodology, impact and resources (attainable)
mapping creates a visual framework to understand • Is something to which we are willing to
goals and expected outcomes and to facilitate commit (realistic)
collaborative decision-making. An impact mapping • Has a deadline (timely)
session convenes stakeholders with different
perspectives and expertise—in business, for Question 2 (Actors):
instance, or technology, or design. As they work Who can help (or not help) achieve our goal?
together to create the impact map, participants Responses to this question identify the actors—
communicate about the goal, the parties the individuals, user personas, roles, and groups
involved, the desired effects, and the deliverables, that can have a significant positive or negative
uncovering assumptions along the way. Once the influence on achieving the goal. When defining
map is complete, decision makers can use it to actors, be as specific as possible. The actors may
identify and focus on high-priority features, test be individuals, but they may also be user personas,
assumptions, and prioritize iterations. roles, or groups.
DMI Vol.29,Issue 2 27
Feature Impact Mapping: Chart Your Course to a Compelling Product

Figure 1
This illustrates how an agency IMPACT MAP STRUCTURE
and its startup client might use
impact mapping to design a
minimum viable product (MVP). Q1: WHY? Q2: WHO? Q3: How? Q4: What?

IMPACT DELIVERABLE

ACTOR
DELIVERABLE
IMPACT
GOAL DELIVERABLE

DELIVERABLE
ACTOR IMPACT
DELIVERABLE

Question 3 (Impacts): that a deliverable supports a desired impact, you

How will the actors help (or obstruct)? can break it down into user stories or use cases.
Impacts can describe jobs that actors want to get
done, or changes in actor behavior we assume Creating an impact map
will help achieve or obstruct the goal. The impact In his book Impact Mapping, Gojko Adzic presents
map’s second level identifies one or more impacts two examples of impact maps, one for an online
for each actor. It is important to select only gaming platform and the second for a financial
the impacts that will have a significant effect transaction processing system. For this article,
on the goal. Many delivery plans and product I created a hypothetical example (Figure 1) to
requirements are essentially only a list of features, illustrate how an agency and its startup client
providing no context to explain their connection to might use impact mapping to design a minimum
the goal. Impacts provide that context. viable product (MVP).
Here’s the background: A startup company wants
Question 4 (Deliverables): to monetize tool sharing by designing an easy-to-use,
What are we doing? self-serve website to pilot in its city. There is already
The impact map’s third level identifies features demonstrated interest in the website: Five hundred
and activities that will support the desired positive early adopters have purchased an introductory
impacts and mitigate undesired impacts. When membership and are eagerly awaiting the release.
defining the deliverables, keep in mind that they are The startup wants to build something quickly to take
options; not everything that you put on the map advantage of this community interest and to have
will become part of the final product. In an impact something it can use in a pitch for additional funding.
map, deliverables are high-level descriptions The company would like our agency’s help to build
without a lot of detail. This level of the map will the MVP that will enable it to serve the introductory
evolve as you receive new information, validate members and demonstrate usage.
assumptions, and incorporate what you have To kick off the project, we invite the client to
learned after a delivery iteration. Once you confirm create an impact map, together with the leads from
28 DMI Vol.29, Issue 2
 Feature Impact Mapping: Chart Your Course to a Compelling Product

Hypothetical Example C D

Locate tools that are

Search by zip code
closest to home

B
Lend and borrow tools User agreement required
Members to create account
with minimal liability

A
Text
Communicate more
In 2 months, 100 conveniently about
members use our tool transactions
website to lend or Video chat
borrow tools

Refer library patrons Report of available tools

Nonprofit tool library
to our website by zip code

Figure 2 our development, user experience, design, and experience will drive usage. We also discuss how
Using our impact business analysis teams. Our first step is to set the the library could help move us toward the goal.
mapping structure for our goal (see A in Figure 2). We identify a target usage The impact we identify for the library assumes the
hypothetical example.
level we believe is realistic and attainable and agree to library will refer patrons to the service when a tool
set a two-month time frame to design and develop a is checked out, or if the library doesn’t have that
website that will reach the usage target. If and when particular tool in its collection.
we reach our usage goal, we will have our MVP. Now that we have achieved a shared
Next, we identify who needs to benefit in order understanding of the goal, the actors, and the
for us to make progress toward this goal, and who impacts, we can identify deliverables to support
else can help us achieve it. These are the actors (see the impacts. Our map has one or two high-level
B in Figure 2). We identify two groups of them: the deliverables for each impact (see D in Figure 2). The
individuals with the introductory memberships, deliverables are options; they represent what we
and the city’s nonprofit tool library. The library might build. This section of the map will evolve as
has a collection of tools it lends to members so we move forward and incorporate new information.
that they can perform simple home maintenance, When we need more detail, we can use the map to
tend their yards and gardens, and learn new skills. break down descriptions of deliverables into user
Members pay a fee to belong. The library and stories. For example, here is a user story created from
the startup are already establishing a strategic one of the impact/deliverable pairs: “AS A <Member>,
partnership. The library thinks the tool-sharing I WANT <to search for tools by zip code> SO THAT
service can improve its ability to serve its patrons. <I can locate tools that are close to my home.>”
To identify impacts (see C in Figure 2), we
consider how the website will facilitate the Navigating with the impact map
tool-share process. We brainstorm how the As we have grown this impact map, we have
site can support member behaviors that result identified options and paths to achieve the goal.
in a convenient and enjoyable experience. Our Now we transition to prioritization, using the
assumption is that a convenient and enjoyable user impact map to make choices. Using the map to
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Feature Impact Mapping: Chart Your Course to a Compelling Product

create options (divergent thinking) and make library from our map, together with its dependent
choices (convergent thinking) ensures that we impact and deliverable. Figure 4 shows how we
maintain a shared understanding as we prioritize, have updated the impact map in response to the
plan iterations, and adapt the product to new new information. This update communicates to all
information and the results of our iterations. involved that the “tools by zip code” report is no
Our impact map illustrates several paths to the longer a high-value feature and does not need to be
goal. After conducting some user experience research, part of the second iteration planning.
we decide that our first iteration will focus on the When the primary guide for design and
deliverables that support the following impacts: implementation is a list of deliverables, it can
• Locate tools closest to home be difficult, especially in complex and volatile
• Lend and borrow tools with minimum liability environments, to know when a deliverable no
During the first iteration planning (Figure 3), longer has high priority or value because it no
a team member advocates strongly to incorporate longer supports the business goal. An impact map
social media links so that existing members can illustrates the effects of change and makes it easier
invite their friends, which might help increase to plan and communicate about the response.
usage. However, when this suggestion is reviewed After the first iteration is completed, the
within the context of the impact map, it is clear startup opens a beta site for introductory members
that adding social media links does not support only. During the first month, 100 members use the
any of the impacts. This deliverable suggestion is site to lend or borrow tools. Having achieved its
beyond the scope we’ve agreed upon, and it will be goal, the MVP is complete and ready for the pitch
shelved for now (see X in Figure 3). to funders. The remaining impact (communicate
Shortly before completing our first iteration, more conveniently about tool transactions) is an
we learn that the nonprofit tool library no longer option for a future iteration. However, because the
wants to be in a strategic partnership with our goal has been achieved, the startup will not invest
Figure 3
startup client. In response to this new information, time and money to include text and video chat
First iteration planning.
we remove the actor node for the nonprofit tool deliverables in the MVP.

Hypothetical Example X
– First iteration Locate tools that are
Search by zip code Social media
closest to home

Lend and borrow tools User agreement required

Members to create account
with minimal liability

Text
Communicate more
In 2 months, 100 conveniently about
members use our tool transactions
website to lend or Video chat
borrow tools

Refer library patrons to Report of available tools

Nonprofit tool library
our website by zip code

30 DMI Vol.29, Issue 2

 Feature Impact Mapping: Chart Your Course to a Compelling Product

Deborah Wyse is a project manager

with a public policy background
and more than 10 years’ experience
with technology products that
stabilize lives and strengthen
communities. She leverages impact
mapping and other interactive
approaches to guide cross-
functional teams to collaborate,
explore, and deliver quality.

Updated impact map –

Response to New Information
Locate tools that are
Search by zip code
closest to home

In 2 months, 100
members use our Lend and borrow tools User agreement required
Members to create account
website to lend or with minimal liability
borrow tools
Text
Communicate more
conveniently about tool
transactions
Video chat

Figure 4 Lessons learned of design experience. It organizes options generated

Updated impact map in To supplement this straightforward example, here by divergent thinking and maintains focus on the
response to new information. are some lessons learned from my experiences with end goal during prioritization. In today’s volatile,
impact mapping. uncertain, and ambiguous environments, you can
• If possible, invest the time to facilitate an use an impact map to manage the big picture and
introduction to the impact mapping exercise communicate how the implementation strategy
with your group. I found that it was more is responding to rapid change. Most important,
productive to create the actual impact map after an impact map requires that you start with the
I had presented the concepts and run through an “why?”—to ask, “Why is this useful, valuable,
example in a separate session. relevant? Why are we doing this?” An impact map
• Take the time needed to ensure that the goal will help you navigate your way to products that are
exhibits as many of the goal characteristics feasible, useful, and marketable.
(specific, measurable, attainable, realistic, and
timely) as possible. The goal is the foundation of
the map. If it is vague, unrealistic, and/or cannot
be measured, the impact map will not be useful or
valuable. I recommend scheduling two sessions: Resources
one for the group to identify the goal, and a Impact Mapping, by Gojko Adzic, is filled with useful illustrations
and conveys a lot of information in fewer than 70 pages. The
second to create the rest of the map. companion website, www.impactmapping.org, includes links to
• Document assumptions that are part of the other articles and online impact-mapping tools.
connections among the deliverables, impact, Em Campbell-Pretty’s blog post “How I Fell in Love with Impact
and actors. As you plan and prioritize, review Mapping” is a detailed case study of how she used impact mapping
to shift a client project planning team from delivering against a
them periodically to ensure that the impacts and predefined scope to an iterative discovery process: http://blog.
deliverables are still relevant and valuable. prettyagile.com.au/2014/02/how-i-fell-in-love-with-impact-
For your next design-thinking opportunity, mapping.htm

consider the impact map. Visual, collaborative, Michael Tarnowski’s article “Impact Mapping: How to Use It”
on his site Plays-In-Business summarizes the topic well in a few
and quick, it provides a common language to align pages and provides links to other resources: http://www.plays-in-
understanding among people with varying degrees business.com/impact-mapping/
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