DAVIS

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by Libby Boyd1 view·Updated Jun 11, 2020
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  1. Hello and welcome to this video presentation introduction to Davis.
  2. We created this presentation for our colleagues and product user
  3. experience on designed to speak directly to how Davis will
  4. work for you.
  5. This presentation provides an introduction to Davis answering questions on
  6. what it is and who it benefits before going on
  7. to look at Davis and practice on our high level
  8. view of the rollout plan.
  9. Let's start with an introduction.
  10. The Davis framework is our preferred solution for the analysis,
  11. evaluation and control mechanisms required to manage an innovation portfolio.
  12. Effectively. Framework is the important word here.
  13. There is no shortage of potential delivery models.
  14. The business publishing industry releases new books every single day
  15. on dhe.
  16. If you believe the hype, many have proved wildly successful
  17. for the organizations which have implemented them, The problem isn't
  18. in finding a model.
  19. It's in deciding on which one.
  20. As a framework, Davis provides a structure for us to
  21. use multiple models on drawing them up effectively.
  22. Davis is also an acronym Onda Categorization tool, But we
  23. shall come back to that.
  24. The last thing we want is change for its own
  25. sake. So let's look at the context are opportunities and
  26. challenges this statements important.
  27. So let's take a closer look.
  28. We need analysis, evaluation on control mechanisms that provide the
  29. correct amount of governance and measurement to enable business leaders
  30. to make high quality decisions.
  31. The key phrase here is the correct amount.
  32. Our delivery function needs to balance activities such as monitoring
  33. and evaluation with our creativity.
  34. Some of our work is highly innovative, while the rest
  35. is much more of a known quantity.
  36. It is no appropriate to use the same standardized approach
  37. for older means.
  38. The correct amount is the minimum level delivery governance required
  39. to inform the decision in each domain or each phase
  40. of the software delivery life cycle.
  41. Let's look at some of those opportunities.
  42. We want to be innovative.
  43. So how can we make that a deliberate practice?
  44. We want to take our stakeholders on a journey.
  45. How can we keep them informed without relying on them?
  46. Understanding our ways of working?
  47. How do we respect teen cadence?
  48. This is a cycling metaphor.
  49. How do we adjust gear to maintain rhythm as we
  50. move across different terrain on how do we spend wisely
  51. ensuring we drive growth while protecting investment uncertain seas.
  52. Let's look at some of our actors.
  53. The first thing to note is that an internal tool,
  54. Davis directly benefits only business actors.
  55. Our users see the benefit through in house innovation on
  56. speed to market.
  57. The tech trio are the key decision makers within product
  58. Comtech. They have a shared objective of delivering value to
  59. the user, but they differ in their skills in perspective.
  60. They all value agile ways of working product.
  61. Patty, thanks to research analysis, knows her user and has
  62. a vision for their perfect product.
  63. She wants an awesome pipeline of opportunities from which to
  64. cheese. Her pet hate is not having the engineer.
  65. She needs to work on new features because they're tied
  66. up dealing with stuff that doesn't enhance her users experience,
  67. Software said, Just wants to write great code.
  68. His priority is building the right thing the right way.
  69. He hates throwaway work and activities that take him away
  70. from his passion.
  71. Writing sharp and elegant software solutions delivery, Decker is a
  72. delivery geek.
  73. His bookshelf is crammed with case studies and guides the
  74. most popular delivery methods.
  75. He wants to find a smart way to benefit from
  76. those that work for us uncritically drop those that don't
  77. He has outcome focused on hate.
  78. The idea of messing with a high performing team just
  79. to try out a new way of working our business
  80. partners, our colleagues from across the business with a vested
  81. interest in the output or product and tech.
  82. They are less interested in how we do it than
  83. they are on what we can do for them.
  84. They may appreciate agile ways of working, but it's not
  85. part of their role.
  86. Everyone wants a piece of Exco Erica's attention, and she's
  87. often called upon to focus, which, at short notice, geez,
  88. no, what she's actually getting and not just what we're
  89. thinking about.
  90. She just wants the headlines.
  91. Erica needs happy shareholders and to achieve actually needs cool
  92. new stuff.
  93. The more differentiating on the fresher, the better finance.
  94. Francesco just wants to know how much it costs.
  95. He doesn't understand how we can be pleased to have
  96. spent money improving Something isn't worth doing.
  97. He needs to manage your budgets, and for that he
  98. needs to understand how Investment alliance to return market.
  99. Michael is frustrated.
  100. He has growth targets to hit on fierce competition in
  101. this market, His challenge is getting something that only really
  102. benefits his market onto the group moment.
  103. The other side of that coin is there's cool stuff
  104. available in the core platform that he needs to wait
  105. in line to receive.
  106. Researchers on Analysts are responsible for building our understanding of
  107. our users, although their work may be considered throw away
  108. in that it doesn't form part of the end product.
  109. It informs the direction of travel, minimizing, rework and wasted
  110. effort. They have a mixed understanding about you service that
  111. Younker is all about the journey.
  112. He believes that changes to the user experience need to
  113. be viewed holistically.
  114. These pet hate is absent sites that Crumb and Mawr
  115. on more features without taking a step back.
  116. Quality is a qualitative researcher.
  117. She runs our focus groups and feedback sessions.
  118. She wants to understand the user needs, perhaps better than
  119. even the user does themselves.
  120. Our frustration is making product decisions based on guesswork when
  121. we have the opportunity to ask users directly.
  122. The to the beer is a numbers woman.
  123. She loves analyzing large data sets to identify trends and
  124. opportunities. She wants to see more data driven decisions, but
  125. it's frustrated by poorly designed experiments, unprovable hypothesis on inadequate
  126. tracking. Okay, so now we have a shared understanding of
  127. the opportunities and pain points.
  128. Bear them in mind as we go toe to look
  129. at what Davis offers.
  130. Davis is an acronym, though a bit of a jumbled
  131. one. We know that poorly managed organizations tend to use
  132. the same standardized approach for all domains.
  133. Davis recognizes Five domains on each initial represents a Davis
  134. domain. The initials of the acronym are not in the
  135. same order as the domains play out, but Davis is
  136. more straightforward to pronounce, and Viet the first domain is
  137. validate. Validation is a domain off research and analysis growing
  138. and exploring our understanding, the problems faced to identify as
  139. many options as imaginable.
  140. We expect only 25% of ideas to successfully move on
  141. from validation.
  142. And that's a great thing.
  143. If we're not failing, we probably playing things too safe.
  144. Our validation tools include workshops, qualitative and quantitative research on
  145. leveraging the experience and expertise of subject matter experts Across
  146. the group, validation is pre prototyping.
  147. Incubation is the second domain of the Davis framework.
  148. Incubation tastes are opportunity hypothesis gathers data under enriches our
  149. product requirements.
  150. In this domain, we may build a prototype or release
  151. an A B test.
  152. Incubation applies a combination of hypothesis driven development, attractive product
  153. releases on validated learning.
  154. The combination of validation and incubation is sometimes referred to
  155. as discovery.
  156. The process by which we turn an idea into a
  157. plan accelerate is all about putting that plan into action.
  158. If discovery is about exploring an idea, accelerate is about
  159. exploiting it.
  160. Acceleration is for the lowest risk opportunities those that we
  161. know we can scale without adjustment or restoration, which is
  162. essential as acceleration is about going fast.
  163. Product speed to market all of our markets is critical
  164. to competitiveness and effectiveness.
  165. After all, the energy of accelerating we enter sustain a
  166. much calmer domain where scaled features, systems on service's are
  167. maintained and reviewed.
  168. Sustain is the step back at the end of the
  169. busy day.
  170. To check everything is as it should be from sustained
  171. ideas may move back into validation as we seek to
  172. improve thumb or if their son has set into decommission,
  173. decommission recognizes that all good things must come to an
  174. end. The objective of decommission is to minimize the cost
  175. of maintaining legacy features both the overhead of fixing a
  176. system when it breaks down on the indirect cost of
  177. complexity, which slows us down as we attempt innovator scale.
  178. Let's recap.
  179. We've covered that Davis is a delivery framework that respects
  180. the cadence of eat delivery domain.
  181. On that, Davis is an acronym representing the five delivery
  182. domains. The final piece of the puzzle is Davis as
  183. a categorization, too.
  184. By categorizing the backlog on the work in progress Davis
  185. Domain, we can ask ourselves some difficult questions about how
  186. we're spending our time and energy.
  187. Davis generates entire dashboards, each designed to inform a decision.
  188. But here are a couple of the important charts.
  189. The chart on the Left looks at Investment Reef You.
  190. Those spending increase As uncertainties are managed out, the chart
  191. on the right looks that pipeline ratio we want our
  192. attention to be spread occurred across the pipeline.
  193. What this looks like for each business area will differ,
  194. but within each business area should remain consistent over time.
  195. On this chart.
  196. If you only see one Davis chart, it's this one
  197. across the bottom of the Davis domains.
  198. The Orange Line denotes profitability and the blue line sales.
  199. We know that innovation costs money and that we need
  200. to pay for it through growth.
  201. The important thing is balance.
  202. Our last side is the rollout.
  203. This presentation was created in Q 2 2020 and so
  204. for you this may be out of date.
  205. The take away here is that the introduction of Davis's
  206. phased it is company wide on the training and awareness
  207. is tailored to the audience.
  208. If you would like to know more about the benefits
  209. of date both from an engineering perspective or G cow
  210. about the delivery in emits of the framework, that information
  211. is available but no essential to you working with Davis.