Tag Archives: iteration backlog

Increase Customer Satisfaction with the Kano Model

A couple of weeks ago I had a great discussion with one of my colleagues about the Kano model and how we could use it to make better deliveries. The model itself is a classification of features of a product based on customer needs and attributes. It was created by Professor Noriaki Kano (on the right) in the 1980s. Professor Kano defined three different feature categories: basic, performance and excitement, which are represented on the diagram below. The x-axis defines the effort put into the execution/implementation of a feature, and the y-axis defines the customer’s satisfaction after receiving the feature. In the software industry poor execution can result in a faulty or unusable product.

The presence of the features belonging to the basic category which presence has no positive effect on the customer’s satisfaction – bottom right corner -, but they are must have features, so their absence or poor quality causes huge dissatisfaction – bottom left corner. Let’s say we are about to create a web shop. It is a must have feature to make it possible for a customer to sign up to the site. Even if it’s the most sophisticated sign up feature, for the users, it is just a sign up feature, but without it or with a faulty one, they cannot use the site, so they’ll leave.
Satisfaction in the features categorized as performance is proportional to the quality in which the features are implemented/delivered. Let’s say we introduce Facebook as an alternative sign up procedure. It isn’t a must have feature, but it will increase the customers’ satisfaction in the project: the users can use their existing accounts, and we don’t have to store user data unnecessarily. After Facebook we introduce twitter as the next alternative. It has no effect on the existing users but may attract more customers.
The last category is the excitement which is the complete opposite of the basic category: the presence of an excitement feature drastically increases the customers’ satisfaction, but nothing happens when it is not there or doesn’t work as expected. For example, we introduce a feature which allows customers to use our shop without signing up, just using their email address and PayPal. If it’s available, the users will be excited to use this great convenience feature, if it’s not, they won’t miss it

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Introducing the Expectation Line in Scrum

Several weeks ago my colleague Tamás made an interesting point about our planning meetings: we always committed to an iteration backlog – we are doing an interesting combination of Scrum and Kanban, but not Scrumban -, but we never asked our product owner whether she was happy with our commitment. She said that she hadn’t been satisfied, but followed what Scrum said anyway - classic autopilot behavior. This got me thinking and I realized that during the last couple of years every product owner I met had this very same problem: scrum was new and it didn’t help them much, because before Scrum the business dictated the speed of the development, but after introducing Scrum the development slowed down and started to live its own separate life.

In order to understand why, first have a look at this typical iteration backlog lifecycle:

The first sprint is usually more successful than the second one, but after five or six sprints the number of delivered user stories stabilizes – in Scrum terms: the velocity becomes stable. I talked to different Scrum Masters from different organisations and they independently told me that after the teams reach this kind of threshold, no matter what the product owner says or does, they deliver exactly the same amount of user stories. This is the point when the team starts its own life and starts to dictate to business: no matter what the product owner‘s expectation is, she will get the same amount of user stories sprint by sprint. Which is somehow good, makes the development predictable, but the business is never predictable, on the contrary, it changes a lot. Since the outcome of the planning does not follow the expectations of the product owner – which is driven by the business – she starts to ignore Scrum and eventually she gives up and from then on she will just pretend to be a product owner, when in reality she will fall back to classic project management.

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