Week 1: Innovation Challenge

1.0 Introduction to Week 1

1.1 Innovation Challenge

Let's start by defining innovation:

 According to BusinessDictionary.com:

 Innovation derives greater or different values from

resources using the deliberate application of:

 Information

 Imagination

 Initiative

 In the context of projects we're looking to deliver benefits to the

customer, with the following breakdown:

 What we deliver are new capabilities to the buyer

 How we deliver the new capabilities is through a product

or a service

 Why we deliver the new capabilities is so the buyer can

have a positive return on investment

 Definition of Return on Investment (ROI)

 Return on Investment (ROI) is unit of profit for each unit

of money invested

 Most often defined as the "Profits per Dollar Invested"

 The formula for ROI is the total benefits less the total
costs normalized by the costs.

 [Benefits - Costs] / Costs

 Capability Return on Investment or "Capability ROI"

 The improvement in the organization from delivering a

new capability to an organization

 Measures the change in Throughput of delivery and the

change in Costs for delivery in an organization.

 Throughput is often the

"revenue" for many commercial
companies. It could also be the
total units sold, lives saved, or
 clients served for other
organizations or activities.  

 Costs is often the "operating cost"

for many commercial companies.
Or it may be the allocated budget
or number of people needed to
support an activity.

 The formula for the Capability ROI for an investment is

calculated as follows:

 Set Objectives – state

value in fungible terms
(e.g. money or units) for
business operations

 Baseline Original
Performance – Measure
initial business process
costs and throughputs

 Measure Performance
with New Capability –
evaluate new operating
throughputs and costs

 “New Cost” includes the

Amortized Capability
Investment (planning,
development, O&M) and
resources needed to
operate the business with
new capability. 

 This ensures the topline is

net profit, or gains (higher
throughputs and lower
costs) minus the
investment. All values are
amortized to normalize
economic life and rates of
return.

 Why does Innovation Matter?

  Innovation is the way we're
actually developing these
benefits!

o Higher Throughputs!  - Do more!

o Lower Costs - Use Less!

 Looking at our definition of

innovation we can re-evaluation
the formula:

o What's Different or New in Value?  - this comes from the change in throughput
and cost

o What are the Existing Resources?   - these are the organizational resources (mostly
people!)

o How can we know that ROI is positive?  - the change in throughput and costs must
be positive

o Does size of a project impact if the ROI is positive?  - nope! Only the size of the ROI
is impacted by the size of the project.

 Innovation Challenge:

 90% of Startups Fail

 80% of New Products Fail

 70% of Transformation (Process)

Projects Fail

 50% of general projects fail, and

miss on either

o Schedule

o Budget

o Scope or Objectives

 Drivers of the Innovation Challenge, according to PMI's Pulse of

the Profession 2018:
This graphic says that the top reasons projects fail are: (1) Change in the organization's priorities
(39%); (2) Change in project objectives (37%); Inaccurate requirements gathering (35%); 4)
Opportunities and risks were not defined (29)%; 5) Inadequate, poor communication (29%); 6)
Inadequate vision or goal (29%)

 What this shows us is that in general, "requirements are the

reasons that projects fail." 

 Therefore, Innovators must do the following:

 Align the Project Objectives 

[with people and the
Organization]

 Get Accurate Requires            [by

communicating effectively around
changing needs]

 Manage Project Uncertainty 

[addressing the inability to predict
Technical, Business, and
Environmental impacts]

   Summary of Innovation Challenge:

  Innovation means applying information,
imagination, and initiative to create new
value from existing resources

 Projects drive Innovation by delivering

capabilities with a positive return on
investment (ROI): [Benefits-Costs]/Costs

 Most projects fail because they don't align

objectives, get accurate requirements,
and manage uncertainty

1.2 Searching for Solutions

The key to finding solutions: listening!

We always to have to start with understanding the buyer's system. This is foundational for being
able to address the primary points of failure on a project, and proactively do the following:

 Align the project objectives

 Gather accurate requirements

 Manage Uncertainty (Business, Technical, and Environmental)

The buyer's system could be an organization, a restaurant, how a child plays with a toy and learns,
or it could be manufacturing plant. Every system, no matter how complex or involved with people,
regulations, etc., has one similar feature:

Every system is limited by its constraints, and there is usually one primary constraint: "the
bottleneck"

The bottleneck is the point in your system that is most constrained. Indicators of a bottleneck are:

 This process is running at full capacity

 This process is often breaking down or having issues

 This process has gathered a large (usually the largest) backlog of work

The nature of bottlenecks are that no matter how much you speed up other parts of the system, it
won't effect the throughput. The bottleneck limits the throughput once the system has started up.

This means that most efforts to add capabilities will be worthless, and even efficiency focused
projects are likely to have major impacts if they don't somehow interact with the bottle neck. 

The two ways of actually improving a system are two:

 Reduce waste, normally by slowing down or improving the quality of

upstream processes to the bottleneck
  Increase Speed, this is by far the greatest impact and can only be done by
increasing the bottleneck speed, capacity, or location.

This graphic helps explain the concept and shows why we always say in the Agile Project
Management series "Speed Wins!"

This graphic shows that while you can subordinate to the bottle neck by slowing down upstream
processes, and this is good to do for many reasons, it's not the MOST beneficial step. By far,
speeding up the bottleneck will reap the largest rewards to the buyer. Speed wins.

 Subordinating upstream processes help reduce waste

 Speeding up the bottle reduces waste AND increases throughput - the

largest gains by far!

To learn more about how to go faster on your projects, feel free to Audit or Verify for the course
"Driving Speed through Agile Planning:" https://www.edx.org/course/driving-speed-through-agile-
planning

How is this different from what we knew before?

The old world of accounting, on projects and in organizations, look for performance against a
benchmark. It's called "Cost Accounting" and it focuses on maximizing local efficiencies or
adherence to plans.

 Cost Accounting focuses on local centers

 Performance is calculated locally

 Costs are calculated locally

 Cost are managed as a ratio or indicators

Throughput Accounting is the opposite of Cost Accounting. Like in the diagram above, it advocates
for inefficiencies in local processes, like Process A, in order to save on inventory costs from piled
up work-in-process or "WIP." Throughput Accounting takes a global view, and helps ensure that
the system is the focus:

 Throughput Accounting manages the system

 Performance is measured globally

 Costs are measured globally

 Improvements focus on throughput and system-

level costs

This graphic provides clear comparison on these two methods of management:

The key to understand that local performance often creates waste. This means we can slow down
processes that are not the bottle neck, which in turns reduces costs of operation and reduces the
waste created by having "work in process" or "WIP" waiting to be done.

Therefore, Projects must improve the buyer's system:

 Projects must change the system to impact the buyer

 Projects that don't actually improve the system drain resources!

 Often times our systems are too complex and opaque to model accurately

 The best way to know if we've hit the bottleneck, or a feeder to it, is to
test our solution

This "systems-thinking" is essential to unlocking solutions for you buyer. This understanding is step
one, but then the question become: how do we find these bottlenecks? How do we test solutions
around them?

Agile is the answer. We develop incrementally and iteratively to test and refine solutions until we
really move the system performance. This is done by "testing solutions in the buyer's system:
Of course, this means we're taking a "risk" with our solutions. Often it's not ensure that simply
"testing solutions" will work. There's inherent uncertainty, both quantified as risk and general
uncertainty that impacts our chances.

There are also numerous ways that we account for these uncertainties, but the often fall into
three major groups:

 Business Uncertainty - process models, job understanding,

motivations, incentives, mind reading, attitudes, leadership, etc.

 Technical Uncertainty - data accuracy, tech reliability, tech

disruption, integrations, vendor support, emergent behavior, etc.

 Environmental Uncertainty - political acceptance, economic

trends, labor agreements, funding, special interests, etc.

Of all the uncertainties list and not listed, there is one that matters most, and defines the worst
possible outcome:

Lack of User Adoption

If the buyer or organization decides your product or service just doesn't work for them - then your
project is a total failure! There is no recovery. It should always be the focus of every project
manager to ensure the project outcome is what the buyer needs.

Note the Savvy Project Manager will know how to make uncertainty work for them (and if you
don't know how, then you should definitely take the Driving Speed through Agile Planning course)!
And uncertainty is the core source of opportunity to innovate!
For this reason, we say "Innovation Management is actually Risk Management."

Summary of Innovation:

1. Value from aligning impacts to buyer’s system

1. Use Throughput Accounting to target what

matters

2. Projects are cost, outputs derive benefits for

buyer

3. Biggest impacts come from unleashing throughput

2. Agile tests solutions to test requirements

1. Targeting the bottleneck is hard (“black box”)

2. Need feedback from the system to know what

works

3. Innovation management is risk management

1. Our goal is deliver value despite uncertainty

2. Biggest uncertainty is user adoption

1.3 Startup Innovation

 Startup Innovation's goal is to find a product-market fit

 Each method that is used in modern companies is a version of the Build-Measure-Learn

(BML) cycle

 Build  - the process of constructing or organizing the product or

service

 Minimum Viable Product (MVP) - output of the build cycle that is

minimum needed for customers to buy it

 Measure  - the process of measuring how well the product works,

the customers get it, the channels sell it, etc.

 Data - the output of measuring step, which must be well designed

so as to provide actionable feedback

 Learn  - the process of evaluating and interpreting data to derive

new knowledge and maybe even understanding

 Ideas - the output of the learning process that helps inform what
should change about the product to learn more
 The goal of the Build-Measure-Learn cycle is used to test hypotheses of the Product-
Market Fit

 Value - the Product or Service and its value to the customer 

 Customer - who needs the product or service

 Delivery - how you build the product or delivery the service,

including all the customer support and marketing management

 Marketing - how you reach your customers and the strategy for
moving them through your sales funnel

 This process is called "Customer Development"

 Customer Discovery - determine that this customer needs your

product

  During this stage you are testing to see if

you have developed the following:

 "Problem-Solution" fit -
proves that your solution
could be useful to your
customer, can be
unprofitable at first

 "Proposed MVP" - this is

the initial design of the
product or service that
meets their needs
  "Propose Funnel" - these
are the channel(s) where
you can reach customers

 Customer Validation - determine that you can sustainably deliver

and earn a profit while serving this customer

 During this stage you are testing to see if

you've developed the following:

 "Product-Market Fit" - the

combination of your value
and customer hypotheses
when done profitably

 "Business Model" -
delivery hypothesis
proving you can profitably
run the business, usually
means lowering
production or service
costs

 "Sales & Marketing

Roadmap" - marketing
hypothesis proving you
can sustainably find and
sell to your customers 

 Often this step is where you fail, and need

to perform a "Pivot"

 Pivot - a significant change in one or more

of your key hypotheses; these types
include

 "Zoom-In" - realize that

there is a smaller part of
your product which is
novel and adds value

 "Zoom-Out" - change to
add more services or
product around your
original MVP to fully meet
the need

 "Customer Segment" -
realize that you've
 targeted the wrong
segment in your market,
adjust to new subgroup

 "Customer Need" - right

product targeted at the
wrong need, often finding
that your product is used
in new ways

 "Value Capture" - change

how you capture revenue
by adding services,
switching to paid only, or
other means

 "Channel" - your
customers are
somewhere else! Time to
switch to the channel
they like (maybe even
direct mail!)

 "Growth" - your product

works but maybe you
realize it's one-time use
or a subscription or a self-
marketing "viral" product.
Whatever the case, you
need to identify match
your marketing to your
growth in revenue. There
are three primary types of
"growth" models

 Paid - you pay to get customers and they pay you more back in total
revenue from sales (traditional)

 Sticky - as you get customers you keep them, it's all about lifetime value,
so you focus on retention

 Viral - your company works word of mouth or line-of-sight, you need to

get your customers marketing your product for you. Best simple example
is a great t-shirt or a breakout novel - recommendations rule!

 Customer Creation - scale up the business with large investment

and sales execution once you've proven product-market fit
  Company Building - establish repeatable processes for sustainable
operations and organization of the business

source:  https://commons.wikimedia.org/wiki/File:Etapas_do_Customer_Development.svg

 When do you stop searching?  How do you know when to move and "cross-the-chasm"
from the innovators and early adopters to the early majority? ..... Well can you answer
seven (7) questions?

 Peter Thiel, founder of Palantir and Paypal, and investor in

Facebook, says you need to ask these seven (7) questions. Note
that these questions are taken from his book, "Zero-To-One:
Notes on Startups or How to Build the Future":

1. Engineering - basically, is your product

ten times (10x) better than the
alternatives? If not, adoption is a
challenge

2. Timing - is now the right time? Or do you

need to wait for infrastructure or politics
to change?

3. Monopoly - do you own a big share of the

market? If not, can you really sustain your
advantage? (favors new markets)

4. People  - do you have the right team?

Acting on opportunities and planning
effectively means having the right people.
 5. Distribution -  can you deliver it
sustainably at scale? Do you have the
production and logistics worked out to
scale?

6. Durability  - can you maintain the business

over time? Or is it tied to a person, non-
renewable resource?

7. Secret  - what do you know that keeps

your advantage? What secret do you
hold?

1.4 Product Innovation

 It's time to get social to solve the Buyer's Problem!

 There are two methods of Product Innovation

 Customer Development - starts with a product or service, and searches for

a customer

 Design Thinking - starts with a customer, identifies the need, and then
searches for a solution (product or service)

 Both of these processes use the Build-Measure-Learn Cycle from the previous lesson

 Most of the time Startups use Customer Development; this is because

startups have an idea they need someone to buy

 Most of the time established businesses use Design Thinking; this is

because businesses want to maximize customer value

 Customers are hard and expensive to get

 Selling to an existing customer is often five times

(5x) to ten times (10x) easier than selling to cold
leads

 The best way to understand the differences is to look at the Value Map

 You may remember this value map explained in the Driving Speed
through Agile Planning course.

 Here we're going to take a look at how this offers a means of

categorizing innovation:
  Design Thinking Principles

 Design thinking has been around for many

years, with many patterns:

 Express – Test – Cycle       

(Robert McKrim)             

 Solution-based solving       
tests solutions                     

 Stanford’s Principles of Design Thinking:

 Humanity Rule – all

design is a social process

 Ambiguity Rule – just get

started, you’ll figure it out

 Re-Design Rule – nothing

is new, just re-designs

 Tangibility Rule –
prototypes facilitate
discussion

 The overall process for design thinking is as follows:

 This process of starting with empathy, and then moving to
defining, ideating, prototyping and testing in an iterative loop is
very well aligned with the stages of an Agile sprint!

 That's why Design Thinking aligns so well with the Agile

Manifesto  (www.agilemanifesto.org):

 Interactive  - put people first, over

processes

 Solution-oriented - working software over

comprehensive documentation

 Collaborative  - customer collaboration

over contract negotiation

 Adaptive  - adapting to change over

following a plan!
1.5 Process Innovation

 Now let's come back to where we started - it's all about the buyer's system!

 We know from the Theory of Constraints that

 All systems are limited by a bottleneck, and

 Focusing on the bottleneck will yield the real

results (not superficial local ones)

 There are a few key tools we'll borrow from the Theory of
Constraints to make sure no matter what we do, we target the
bottleneck effectively

 Five Focusing Steps

 Thinking Processes (to resolve conflicts and solve

problems) 

 Throughput Accounting (we already covered this!)

 Five Focusing Steps - also known as the "Process of On-Going Improvement" or "POOGI"

 Identify the Constraint - find the constraint that is often at max

and with a big backlog of work

 Exploit the Constraint  - try to maximize this constraint, often it's

in disrepair or operation sub-excellence

 Subordinate & Synchronize to the Constraint  - force all processes

to match the needs of the bottleneck

 Elevate the Performance of the Constraint - focus on improving

the constraint, speed up the bottleneck!

 Repeat the Process  - don't let inertia become the constraint!

Description of Image:"Shows the Five Focusing Steps: 1) Identify the Constraint, 2) Exploit the
Constraint, 3) Subordinate & Synchronize to the Constraint, 4) Elevate the Performance of the
Constraint, 5) Repeat!"

 The Five Focusing Steps provide three major benefits

 Get the most from your resources

 Reduce waste and confirm the constraint

(bottleneck) is what you think it is

 Increase system speed by elevating that

bottleneck!

 Thinking Processes are various, but the most powerful is the

Vanishing Cloud, based on the following beliefs:

 All conflicts result from misaligned objectives OR

 False underlying assumptions

 The Vanishing Cloud helps to solve a problem where you need to

take two opposing actions:
Description of Image:"Shows the Thinking Process for the Vanishing Cloud. This includes an
Objective A that requires B and C, both requisites for A. However, to get B and C you need to do
action D to get B and it's opposite to get C. They can't both exist! The graphic shows the
assumptions that D leads to B and D' leads to C are the links that need to be challenged."

 A - the objective

 B - a requisite to meet the objective

 C - a requisite to meet the objective

 D - an action that delivers requisite B

 D' - the opposite action that delivers requisite C

 The way to solve the Vanishing Cloud is to attack the assumptions

that D leads to B and the opposite action (D') leads to C. Because
that can't be true if A is even doable, right?! 

 Here's a great example of a solved Vanishing

Cloud to help understand in context:
Description of Image: A Vanishing Cloud that shows that to improve profitability we'd have to
Reduce Costs and Increase Revenues for our project. However, to reduce costs we'd want to go
slower to maximize the use of our resources. On the other hand, going faster delivers the project
earlier which gets us the more revenues. So which to do? The answer is that going faster is actually
cheaper because the cost of delay is much greater than what small savings could be had by going
slower - so it actually costs more to slow down. Assumption obliterated!

 of course, not every conflict is the result of aligned objectives. When

objectives differ, one has to resolve the conflict somehow..

 The tools that are fully described in the Agile Leadership course in this
series, include understanding conflict modes from Thomas Kilmann:
Description of Image: "Shows the Thomas Kilmann Conflict Modes, which includes styles along a
matrix of assertiveness vs cooperativeness. The styles are: Competing (Win-Lose); Avoiding (Low-
Lose); Compromising (Win Some-Lose Some); Accommodating (Lose-Win); Collaborating (Win-
Win)"

 Shows the Thomas Kilmann Conflict Modes, which includes styles

along a matrix of assertiveness vs cooperativeness. The styles are:

 Competing (Win-Lose);

 Avoiding (Low-Lose);

 Compromising (Win Some-Lose Some);

 Accommodating (Lose-Win);

 Collaborating (Win-Win) - this is most like

solving the Vanishing Cloud!

 Summary of Process Innovation

 Model the Business for Throughput Accounting

 Define the Process

 Measure Throughputs and Costs

 Validate Objectives

 Use the Process Of On-Going Improvement

(POOGI)

 Identify --> Exploit --> Subordinate

--> Elevate --> Repeat

 Align Competing Objectives

 Prioritize Objectives (e.g. Rolling Wave)

 What is the Constraint Right Now

(e.g. Our One Thing)?

 What will be the Constraint in the

Future?

 Can the Constraint Move? Or Is

that a Constraint?

Week 2: Requiring Empathy

2.0 Introduction to Week 2

2.1 Empathic Case Studies

 Traditional Perspective - Expert Knows Best

 Traditional Engineering often relies on Expert Judgement to

Predict outcomes

 Waterfall or “Traditional Management” is now called “Predictive

Management” by PMI

 However, experts are often wrong because they are NOT the
customer

 We will examine two cases proving the point

 Case 1: Repeal of Don't Ask Don't Tell

 Proposed rollout was in 2011 to allow openly gay or homosexual

members in US military

 1,167 past military leaders said in an open letter to President

Obama:

 “Our past experience as military leaders leads us

to be greatly concerned about the impact of
repeal on morale, discipline, unit cohesion, and
overall military readiness….would eventually
break our All-Volunteer Force”

 The Pentagon took the experts seriously

 Instead of “taking perspective” they asked

 Survey of 115,052 Soldiers & 44,266 showed:

 70% believed it would be neutral or positive to

repeal

 69% said they worked with a gay service member

 Of those who knew of a gay member, 92% said it

had no effect or a positive effect on the unit

 Result of Repeal of Don't Ask Don't Tell: It was a non-event!

 First Study Of Openly Gay Military Service Finds

“Non-Event” At One-Year Mark

 source: https://www.palmcenter.org/first-study-
openly-gay-military-service-finds-non-event-one-
year-mark/
  Case Study 2: Guardians of Peace Program

 Original Scope of the Program

 Encouraged Afghans to see themselves as

“keepers of the peace”

 Provided telephone number to report Taliban

fighters

 Played information on speakers from trucks

 Spent over $2M on billboards and banner ads….

 Initial Results: No one called

 Officers believed Afghans weren’t willing to call

 Reason 1: Didn’t know who the Taliban were

 Reason 2: Didn’t want to report the Taliban

 Finally officers asked Afghans why they didn’t call

 Soon the officers learned by talking to the Afghans

that they were trying to call

 Taliban came in at night and

shutdown the phone

 People were calling but couldn’t

get through

 The lack of communication meant failure:

“So here we had people willing to call when they saw the bad guys…..but when the bad guys came
they couldn’t because the phones were down!” - Soldier Testimony from the book Mindwise by
Nicholas Epley

 Problem was immediately fixed by providing cell towers that were

battery powered

 Many lives were eventually saved by the program

 Examples of saved lives from warnings

about Improvised Explosive Devices (IEDs)
are provided in this link from the
publication Centcom.mil: 

 "Increased cooperation
between locals, military
 leads to several caches,"
May, 2011

 http://www.centcom.mil/
MEDIA/NEWS-
ARTICLES/News-Article-
View/Article/884308/incr
eased-cooperation-
between-locals-military-
leads-to-several-caches/

 Summary of Empathic Case Studies

 Traditional Engineering often relies on Expert Judgement to

Predict outcomes

 Waterfall or “Traditional Management” is now

called “Predictive Management” by PMI

 However, experts are often wrong because they

are NOT the customer

 For Project Success – “Know Your Users”

 Perspective “Taking” is assuming you know them

 Perspective “Getting” means asking and listening

 Our Case Studies Offer Anecdotes of Evidence

 Case 1:  Repeal of Dont Ask Don't Tell - the

experts were wrong, no one thought being gay
hurt the unit, if anything the honesty helped! One
year from the repeal there was no impact
whatsoever - so much for those old expert vets,
the young guns knew themselves a little better!

 Case 2:  Guardians of Peace - soldiers assumed the

Afghans were not able or willing to help, but it
was just Taliban sabotage!  Many lives saved
since by this program  after listening to Afghans

2.2 Perspective Getting

 Traditional Systems Engineering says you should “Put Yourself In The Client’s Shoes”

 Proposed and widely distributed by Dale Carnegie

 “How to Win Friends and Influence Others”

  “Try honestly to see things from the other
person’s point of view” 

 - Principle 8, How to Win Friends and Influence

Others,  by Dale Carnegie

 Proof that "Asking" for Perspective is better than "Taking"

 A Couples Experiment:

 104 Couples (mostly married)

 Asked to predict partner

responses

 Focused on attitude (rated from 0

to 10)

o “I like to pay cash when possible”

o “Our family is too in debt”

o “If I could start life over, I’d do things differently”

 Results

 “Taking perspective” decreased

accuracy!

 Simply interviewing and “getting

perspective” reduced errors in
half!!!
  Looking at these
numbers, of the fifteen
questions asked:

 You'd get almost 10 out of 15 correct by asking questions....and

 You'd get only 4 out of 15 questions right by just "taking

perspective"

 And remember, these

were married couples!

 However, it is important to note that whether "taking" or "getting"

perspective; intimacy matters a lot. Couples always out-perform a
randomly paired set of strangers. As the graph below displays:
  This goes to show that William Ickes was right
when he said, "The best predictor so far of
empathic accuracy is verbal intelligence"

 Or in plainer language ...  "If you want to know

how someone feels, just ask!"

2.3 Power of Stories

 Power of Storytelling

 Power of storytelling is well known for:

 Leading executives

 Encouraging Cooperation

 Encouraging Empathy

 Increasing Retention

 Storytelling engages the brain when there’s

 A Character

 A Need

 An Emotion

 Storytelling is better than Mind Reading… It’s Mind Control!

  The brains of the person telling a story and listening to it can
synchronize, says Uri Hasson from Princeton:

"When the woman spoke English, the volunteers understood her story, and their brains
synchronized. When she had activity in her insula, an emotional brain region, the listeners did too.
When her frontal cortex lit up, so did theirs….
by simply telling a story, the woman could plant ideas, thoughts and emotions into the listeners'
brains."

source:  https://lifehacker.com/5965703/the-science-of-storytelling-why-telling-a-story-is-the-
most-powerful-way-to-activate-our-brains

 These responses have been proven by using devices like the FNIRS
machine shown here:

 Driving thoughts and feelings – Always Better In-Person

 According to Albert Mehrabian’s 1972 Study of

Communication:
  “Micro expressions” phenomenon is known as “Looping”
and it is part of a new wave of psychology called “Social
Intelligence” pioneered by Daniel Goleman

 Summary of the Power of Stories

 Stories are personal and meaningful

 Character – every story has a hero, a

“Who”

 Narrative – stories convey a need and its

context, “What”

 Motivation – the reason or purpose,

“Why”

 Storytellers literally control listener minds

 Neurologically proven to light up

 Phenomenon is called “looping”

 Meaning is best conveyed in-person

 93% of communication is nonverbal

 >50% is body language

2.4 Writing Great User Stories

2.5 Visual Requirements & TDD

Week 3: Power of Constraints

3.0 Introduction to Week 3

3.1 Stardust Case Study

3.2 Limiting Innovation

3.3 Small Batch Innovation

3.4 Lucky Constraints

3.5 Agile Portfolios

Week 4: Solving Uncertainty

4.0 Introduction to Week 4

4.1 Navy Energy Case Study

4.2 Managing Uncertainty

4.3 Solving The Impossible

4.4 Apply TRIZ with MBSE

4.5 Leading Innovation with Control