Project E Lean Change Canvas

Urgency

  1. Top 3 drivers, and what needs to change
Deliver Product the customer wants by Oct 15
Establish confidence in team's ability to deliver
Catch problems earlier to avoid surprising the customer
Target State

  1. Strategic pillars, common enablers...etc
Effectively define and validate requirements using BDD and Agile Modeling
Demonstrate and communicate progress to gain confidence from the Business through an established cadence of replenishment and progress updates
Effectively manage expectations and plan using metrics of progress and performance
Enable continuous flow of work to hit realistic throughput through Kanban
Ability to catch problems early by applying technical practices and tooling
Vision

  1. Single compelling statement that describes what the "destination" looks like
TEAM that has gained the TRUST and CONFIDENCE of Business by delivering the BEST product possible
Proven, repeatable PROCESS MODEL and TOOLING FRAMEWORK for future project teams to apply
Communication

  1. 2 way path of communication
Stand-ups
BDD/Agile Modeling Sessions
Business replenishment meetings
Planning sessions
UAT
Retrospectives
Demos
Kanban
Weekly progress reporting meetings
Change Recipients

  1. Who is impacted by the change
PM
BIA
Dev
Test
Stakeholders

-Bus Director
-BSS Mgr
-Executives
Action

  1. Key methods used to implement the change
Establish cadences

- Daily BDD/Agile Modeling
-Biweekly business replenishment
-Weekly planning and progress dashboard
-Product demos
-Biweekly Vendor review

Finalize canvas via socialization
Introduce tools
Success Criteria

  1. Change will stick when
Gain skills, adopt behaviors

+4 master/expert
+8 skilled

Delivery of throughput targets to hit Oct 15 w/ features that satisfy the customer
0 defects in Production that disrupts business activities
Required Investments

  1. Constraints around time, cost and effort. Commitment from recipeints, leaders and the change agents
PM-1 hr/day; Dev & Test - 1 hr every other day; BIA and Bus SMEs - 2 hrs/day; Key Bus Stakeholders - 2 hrs/week
Wins

  1. Moral, Performance, Capability
Net promoter score

Baseline:
Target: >= +9

Proven tooling framework and process model
Increased throughput

Baseline: 3.5/mo
Target: TBD

Greater efficiency due to tooling automation
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