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Kano and the Agile Project Manager
John C Goodpasture
Square Peg Consulting
www.sqpegconsulting.com
johngoodpasture.com
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Kano and Agile are all about user value
Kano plots user value from ah-hah! to dont care
Ah-hah! is the break-out version of more is better
More is better is group-think race to the top
Indifference is yesterdays ah-hah!
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Vision needs reality
Agile and Kano together bring reality to vision
Kano analysis kicks off envisioning and exploring
Kano ah-hah!s can be the compelling vision for an agile
team
Avoid group-think its not a good place to invest
Vision and
exploring
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User satisfaction is always primary
Agile focus is on projects
where user satisfaction is
primary
The product evolves from
user experience and
adoption
Change is embraced;
indeed, encouraged
Value is pulled into the
market, not pushed
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On the Kano Chart, the upper right quadrant is the
place to be!
Customer Satisfaction
Product Functionality
-
+
- +
Quadrant Upper RightCustomer Delight
Quadrant Upper LeftLatent Requirements
Quadrant Lower LeftCustomer dissatisfaction
with missing or withheld
functions
Quadrant Lower RightCustomer dissatisfaction with
provided functionality
Customer Dissatisfaction
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Everything loses panache over time!
Customer Satisfaction
Product Functionality
+
-
M = must be presentMIB = More is
Better
Ah = ah-hah!
In = Indifferent axis
MIB decay to
M or In
Ah decay to In orM
Customer Dissatisfaction
+
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The sweet spot for agile is the ah-hah! quadrant
In the ah-hah quadrant customers are interested, engaged, and
energetic
Early adopters push the ah-hah! curve, giving feedback at every
iteration
Ah-hahs! will be copied by competitors Eventually the advantage is lost as ah-hah! becomes me too!
MIBs decay to Ms over time
Other opportunities may be closed out
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More-is-better is a hazard
Customers may not pay attention to Ins or Ms
In and M must be there, even without customer interest
In is the axis for compliance and standards
The more-is-better horserace leads to group-think
The race mesmerizes
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Reduce everything to stories that image the vision
If you cant draw it, you probably cant write it!
Frame all the stories with architecture
Every product has architecture!
Make architecture cohesive; keep architecture looselycoupled
Think images!
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From Kano comes the business case
Scope ah-hah! as the project theme
Functional, feature-rich, compelling
Complete the scope with In, M, and
MIB
Cant forget these just because theyare not exciting
Estimate the investment
Dollars per team iteration x Story
points* / Velocity***Total backlog **Story points per team iteration
What does the project benefactor
need from the estimate?
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Benefits are the ultimate reward
Propose benefits at
milestones
Whos in the
community of
beneficiaries?
Whats their value
proposition?
Show value roll-out at
milestones
Remember: satisfying
the customer is moreimportant than
following a plan
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For more..
Visit www.sqpegconsulting.com/library.html
for free articles
Search allpm.com & pmi.org for my articles
Read my opinions at johngoodpasture.com And, look for my new book in January 2010
Project Management the Agile Way -- Making It
Work In the Enterprise
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Todays Guest
John Goodpasture, PMP
Program manager, system engineer,
author and coach
Managing Principal ofSquare Peg Consulting
John specializes in applying technology
across a broad spectrum to achieve
business goals.
www.sqpegconsulting.com
Author of
Quantitative Methods in Project Management(2004)
About the author
http://www.jrosspub.com/Engine/Shopping/catalog.asp?store=&category=&itempage=&item=2996&itemonly=1http://www.jrosspub.com/Engine/Shopping/catalog.asp?store=&category=&itempage=&item=2996&itemonly=1
