digital acquisition mvp release 3 classroom session day 3 n.
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Digital Acquisition MVP Release 3 –Classroom Session, Day 3 PowerPoint Presentation
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Digital Acquisition MVP Release 3 –Classroom Session, Day 3

Digital Acquisition MVP Release 3 –Classroom Session, Day 3

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Digital Acquisition MVP Release 3 –Classroom Session, Day 3

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  1. Digital Acquisition MVPRelease 3 –Classroom Session, Day 3 November 2016

  2. Day 3 Agenda Day 3 – Lean Canvas and MAP Case Study

  3. Using the Lean Acquisition Canvas

  4. Using the Lean Acquisition Canvas In Release 3A, you were asked to: • Complete the lean acquisition canvas templatewith the MAP case or with logical extensions of available information to form a vision of what and how this requirement will be acquired. • For any section(s) that you are not able to credibly complete, please identify what information is required that would prevent you from completing the strategy. • Identify what strategy you would use to secure the outstanding information needed to complete your acquisition strategy.

  5. Activity Overview • The Situation Using the MAP Case Study, in your teams, compare notes on your individual lean canvases. • The Challenge As a team, develop one consolidated lean canvas for your MAP Case Study. As part of this process, you will document trade-off decisions, areas where you still need information, and critical decision points.

  6. Part 1: Develop a Team Lean Canvas • Work in your teams to develop a consolidated lean acquisition canvas on paper as a team • Two teams will combine to discuss and develop one consolidated lean canvas • Structure • Work in your teams to develop a lean canvas • Prepare a verbal briefing to share what choices you made in combining your strategies and any tradeoffs made in the process • Be prepared to share your results with the class • Instructions • Time • Take 30 minutes to complete your team canvas • Take 45 minutes to review other teams’ canvases and develop a joint strategy with sticky notes

  7. Part 2: Team Brief Out Team Briefings

  8. Morning Break

  9. Competing, and WINNING, in the Arena of Ideas “How do you get people to do what you want?”

  10. What is Influence? in·flu·ence ˈinflo͝oəns/ noun • 1. the capacity to have an effect on the character, development, or behavior of someone or something, or the effect itself. "the influence of television violence" • synonyms: effect, impact • verb • 1. have an influence on. "social forces influencing criminal behavior" • synonyms: affect, have an impact on, impact, determine, guide, control, govern, decide;

  11. The World Today The entire world revolves around penalties and rewards? True False

  12. So How Does It Work? So, what makes people decide, to make one choice over another? Today Old School Way New Strategic Mindset Shift • “If your ideas aren’t being embraced you haven’t built in, articulated and/or demonstrated enough value.” Controlling, imposing, monitoring, restrictive, managed, authoritarian, autocratic…

  13. Tactical Approaches • Empathize • Ask the right questions • Know your stuff (do the homework!) • Look the part • Build the relationships… ahead of time • See the outcome yourself • Believe in your position • Be able to clearly articulate & demonstrate the value • Respect others’ decision-making process • Visualize and articulate the next step

  14. Final Thought As the Contracting Officer, the entire mission-centric acquisition system is counting on you to lead… Don’t OD on ‘Hopium’!

  15. Thank you Questions?

  16. Lunch

  17. Guest Speakers

  18. Afternoon Break

  19. SOOs, SOWs, PWSs…Oh My!

  20. To SOO or not to SOO…That is the question! • First, lets get calibrated; compare and contrast the three types of requirements documents (SOW, PWS, and SOO). • Select the “right” requirements document based on the nature of the work. • What other considerations will influence the ultimate selection of the most appropriate requirements document for the specific requirement, within the current and near term organization?

  21. How should you start with requirements docs??

  22. Being the Acquisition Product Owner • Use the digital service methods to start the conversation • Determine the Problem Statement • What is the hypothesis that the outcome of this acquisition going to test? • What are the assumptions that exist? • How will you know it has succeeded? • Use brand strategy to make sure everyone is on the same page for what the acquisition is and what it isn’t • Create a Product Vision for your objective/acquisition

  23. To SOO or not to SOO…That is the question! • Easy Elements to include in the SOO: • Product Vision = Objective “PRODUCT VISION: The purpose of the Customer Relationship Management (CRM) platform will be to maintain a centralized view of all interactions and improve the outreach experience to citizens contacting and engaging with mission-critical efforts” • Digital Service Playbook Objectives • See Solicitation Builder in TechFAR Hub • Have the metrics and Definition of Done proposed by vendors

  24. Performance Work Statement (PWS) • More definition in a PWS: Taking more responsibility for the process • Defining the type of agile development to be used: Scrum/ Kanban, etc. • Maybe defines what metrics or elements of the definition of done will be • May provide User Story guidelines, sizing definition, size and composition of team, or length of iteration “Quality assurance (QA) sessions are where requirements turn into detailed design. It is in this phase that the pro-forma workflows will be identified and reviewed. Essentially all information that is necessary to build the product is captured in this phase and it is reflected to the stakeholder team for verification. As part of these QA sessions, each [Stakeholder] will be required to verify and sign-off on the [Project Features] determined in the previous RGSs. The requirements documents will also be verified as part of these sessions.”

  25. Statement of Work (SOW) : Owning the HOW • Allows for no deviation from defined tasks and responsibilities • Companies just need to prove they can execute and can hire the appropriate skill sets • Not recommended for digital services… unless expert level program office • For more information:

  26. Tips for Requirements Documents • Make the language simple and easy to understand • Avoid repetition and streamline the format • Include personas of your end users to bring them to for forefront of the acquisition • Add journeymaps, product roadmaps, process flows of the “as is” process, or diagrams depicting current environment to help with scoping efforts • Utilize attachments as a way of referencing technical environment, potential user stories, MVP should haves, could haves or must haves instead of hard coding them into the Requirements Document.

  27. User Story Examples: Representative

  28. Definition of Done – Example 1

  29. User Story Examples: Actual As a website user, I need a home button so that I can return to the homepage with a single click or tap Acceptance Criteria: • Home button is visible on all pages • Clicking the home button returns the user to the homepage • Home button is reconizable

  30. Definition of Done – Example 2 • Acceptance criteria met • Code is reviewed by another development team member • Test cases are written • Unit tests and UI automation tasks are written • Feature is tested for accessibility • Feature is tagged for analytics

  31. SOO Selection Activity: A Quick Poll In Iteration 3.B self-directed learning, you were asked to select one of three SOOs that would be the best fit for your acquisition strategy for the MASP Case Study. Which did you choose? • SOO #1: Learn the Process • SOO #2: Select Your Technology • SOO #3: Digital Minimum Viable Product (MVP)

  32. Summary & Preview of Tomorrow

  33. Day 4 Agenda Day 4 Expectations: There is a special “brown-bag” lunch if you would like to have lunch in the classroom and ask any questions you have to the USDS team and facilitators.