Agile, Customer Journey, Gunnebo Business Solutions, Innovation, Methodology, Reflections, User Experience (UX)

Customer Experience and Customer Journey Mapping

After working in Sweden for 5-6 years I took the train from Gothenburg to Stockholm for the first time to attend a workshop on Customer Experience and Customer Journey Mapping. Since commuting across the country was a new experience for me, I chose to be 30min early for the train only to find the doors of the coach locked. Standing outside freezing, I took the time to find my ticket. I had received an SMS with my details a few days earlier, but to my surprise it said: “This is not your ticket”. So my customer experience with SJ prior to arriving at the Customer Experience and Customer Journey Mapping workshop wasn’t really a superb one.

Railway tracks and trains in Stockholm, Sweden.

While puffing and rumbling through the Swedish countryside, I had some time to prepare for the days to come. As a Product Owner it is of course imperative for me to understand everything about our product to deliver impeccable features and functionality to our customer.  However in a complex market the complete customer journey has become more important the recent years and my expectations for the next two days was to gain insights of processes and tools on how to improve my work on Customer Experience and the full Customer Journey when purchasing our services.

The workshop kicked off with an introduction of the participants and their roles, following a thorough explanation of what Customer Experience and Customer Journey Mapping is. The workshop was divided into six parts, all aiming to make content customers and employees: Strategy, Insights, Design, Measurement, Management and Culture.

The way to interact with customers and the focus on customer experience has significantly changed during the last 100 years. Back in 1913 when Woodrow Wilson was president, and USA went through the Progressive Era the focus was mostly on the product itself. However in the 1950’s the focus moved more towards the american dream and a very strong brand focus and transitioning into stronger customer relations through the 1970’s and 1980’s.

Pin up girl drinking cola in hip cafe

The focus on Customer Experience as we know is today started for real around the millennium, where new technology became available to both understand and interact with the customer. Also the consumers matured and expected more than just a product, introducing terminology like retailtainment and entertainmerce.

At its core, Customer Journey Mapping is a methodology that enable insight and understanding of customer’s with the aim of developing products or services that support innovation and business development through earning the satisfaction and loyalty of your customers. In a nutshell, I would call it a form of result oriented customer service.

The workshop was tailored to serve a wide range of people, specifically people responsible for customer experience, others were business managers, business developers, support and customer service managers, marketing managers and marketers, strategists, and product owners. Learning about Customer Experience together availed is the opportunity to create connections and offer each other insights relating to our various fields.

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Customer Experience Management is a strategy, methodology and process to manage a customers exposure, interaction and transaction with a corporation, a product/service and a brand. The discipline that is about developing service and business models that prioritize the customer in all of the company’s business processes, thus creating favorable conditions for growth. One of the fundamental aspects of CX is taking time to understanding the customer’s experience and contact points with your company. It involves careful documentation and recording of all forms of contact between a customer and the company to the extent that at a glance the customer’s journey can be visualized and understood easily; A Customer Journey Map if you will, which is a documentation/mapping of all the customer’s contacts with you as a company.

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During the course of the two-day workshop on learning about Customer Experience, we created a Customer Journey Map for a fictitious company and integrated the results into our respective businesses. We started off by understanding Customer Experience as a business discipline and it’s concepts, what makes up a customer experience and how to understand it. We then proceeded to Customer Journey Mapping, creates models with the aid of working methods, practical steps and guidance. A large part of the workshop was focused on “learning by doing”.

We moved onto Persona and Empathy mapping, gathering customer insights, customer needs and behavior, contact points and channels. This part was more about how to appropriately gauge a customer’s response and feelings when they make contact with our business. We were also taught how to effectively record these to facilitate these to facilitate business growth modeling. Happy customer = better business!

Our knowledge on the workshop was then put to the test by presenting us with practical exercises on creating Customer Journey Map and how to measure the progress of our services linked to Customer Journey Mapping.

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The final part of the learning curve was the most delicate: Business development and business management with CX and how you can introduce change to our business specifically. We were made to understand that without actual measurable growth, the aim of the workshop would not be met. So in essence, all CX and Customer Journey Mapping should lead to measurable growth.

Attending the two day workshop armed me with a lot of new skills in dealing with customers and I learnt basic understanding of Customers and experience as a business discipline. What I consider to be the most vital lesson learnt is understanding how an empathetic approach to customers can create an atmosphere that encourages sustainability and profitability in business for your company.

With all these exciting business models, I’m quite ready and anticipate implementing Customer Experience work plan!

Thank you to Camilla Lif and Johan Sjöström for a great workshop. If you enjoyed reading about the Customer Journey or have any questions or great ideas, feel free to reach out at bjorn.nostdahl@gunnebo.com 🙂

Agile, Gunnebo Business Solutions, Methodology, Scrum

Agile and Scrum Methodology Workshop

I recently had the chance to join Henrik Lindberg from Acando for an Agile Scrum workshop. In this post I will write about the workshop and the basics of Agile and Scrum. There is so much to learn and explore in agile, and I hope this introduction will compel further reading.

Agile Methodology

Unless you live offline, you probably are aware of the latest trend in the corporate world, which is the agile approach. Agile, in recent times has grown into a revolutionary movement that is transforming the way professionals work. Agile is a methodology that keeps the equilibrium of your priorities. Thus, the work is done faster, and project requirements are with great efficiency.

Working agile, people tend to forget about the four values from the agile manifesto:

  1. Individuals and interactions over processes and tools
  2. Working software over comprehensive documentation
  3. Customer collaboration over contract negotiation
  4. Responding to change over following a plan

Equally important is the twelve principles behind the agile manifesto:

  1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
  2. Welcome changing requirements, even late in  development. Agile processes harness change for the customer’s competitive advantage.
  3. Deliver working software frequently, from a  couple of weeks to a couple of months, with a preference to the shorter timescale.
  4. Business people and developers must work  together daily throughout the project.
  5. Build projects around motivated individuals.  Give them the environment and support they need, and trust them to get the job done.
  6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
  7. Working software is the primary measure of progress.
  8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
  9. Continuous attention to technical excellence and good design enhances agility.
  10. Simplicity–the art of maximizing the amount of work not done–is essential.
  11. The best architectures, requirements, and designs emerge from self-organizing teams.
  12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Major Differences between Waterfall and Agile

  • The waterfall approach is a sequential model of project management. Here the development team can only move to the next stage if the previous step is successfully completed.
  • In the agile approach, the execution of processes is concurrent. This enables effective communication between the client, the manager, and the team.
  • Waterfall assumptions are not well-suited for large-sized projects, whereas agile lets you manage complicated tasks with great ease.
  • Agile methodology is being embraced by managers worldwide for its greater flexibility.
  • The development plan is reviewed after each step in case of agile, while for the Waterfall approach it will be only during the test phase.

The agile development is based on the interactive functionality, according to which the planning, the development, the prototyping and many other key phrases of the development may pop up more than once in line with the project requirements. The agile also adheres to the incremental model, where the product is designed, implemented and tested in increasing order (complexity of the task increases in the ascending order). The development is termed as finished, only if every minute specification and requirement is met.

When to Use The Agile Methodology?

  • In a Scenario, When You Require Changes to Be Implemented
  • When the Goal of the Project Isn’t Crystal Clear
  • When You Need to Add a Few New Features to the Software Development
  • When the Cost of the Rework Is Low
  • When Time to Market Is of Greater Paramount Importance than the Full Feature Launch
  • When You Want to See the Progress in the Sequential Manner

Scrum Methodology

Scrum is the latest agile framework for product success in small-to-big organizations, which is creating a lot of buzz in the present IT world. Managers’ worldwide united hold a belief that Scrum is far more than the execution of processes and methods; it plays an integral role by supporting teams meet their aggressive deadlines and complicated project demands. The Scrum is a collaborative agile approach that involves the breaking down of substantial processes into smaller tasks so that they are done efficiently in a streamline manner.

Scrum is a lightweight, agile framework that successfully manages and accelerates project development. This framework is proven to cut down on project complexity and focus largely on the building products that are in accordance with client expectations. Generally, people sometimes use Agile and Scrum as interchangeable, but there is a big difference. The agile approach is a series of steps, on the other hand, Scrum a subset of agile.

There are three principles of Scrum:

  • Transparency
  • Inspection
  • Adaptation

Scrum Roles

Are you interested in switching to the Scrum approach of development? Then, you must know the various Scrum roles.

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The Product Owner

He/she is responsible for providing the vision of the product. The product owner will play the central role in breaking down the project into smaller tasks and then prioritize them.

Responsibilities

  • Defining the Vision
  • Managing the Product Backlog
  • Prioritizing Needs
  • Overseeing Development Stages
  • Anticipating Client Needs
  • Acting as Primary Liaison
  • Evaluating Product Progress at Each Iteration

The ScrumMaster

He/she is someone with extensive expertise over the framework. The ScrumMaster will make ascertain that the development team is adhering to the Scrum model. They will also coach the team on this.

Responsibilities

  • Coaching the Team
  • Managing and Driving the Agile Process
  • Protect the Team from External Interference
  • Managing the Team
  • Foster Proper Communication
  • Dealing with Impediments
  • Be a Leader

The Development Team

This involves a panel of qualified developers those who form the core of the project development. Each individual in the team brings his/her own unique skills to the table.

Responsibilities

  • The Entire Team Is Accountable for the Work
  • They Are No Titles and Subheading
  • Sit Together to Communicate with One Another

Scrum Artifacts

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Artifact #1: Product Backlog

Product backlog involves a sequence of fundamental requirements in a prioritized order. The requirements are provided by the provided owner to the Scrum Team. The backlog of product emerges and evolves with time, and the owner of the product is solely responsible for content & its validity.

Artifact #2: Sprint Backlog

It is the subset of the product backlog that the team will put in the hard efforts to achieve the “To Do’s.”  The work in the sprint backlog is sliced down in smaller tasks by the team. All the items of the sprint backlog must be developed, tested, documented and integrated to meet the needs of the clients.

Artifact #3: Product Increment

The product increment is an artifact of Scrum with significant importance. The product increment must in line with the “Definition of Done” by the development team, and the product increment has to be approved by the product owner.

Definition of Done in Scrum Methodology

Definition of Done from varying from one scrum team to another. It is an acceptance criterion that drives the quality of work when the user story is complete. In other words, Definition of Done is the quality checklist with the development team.

Burndown Chart

The Burndown chart is a means to track the progress of a project on the Scrum. The ScrumMaster is responsible for updating this chart at the end of each sprint. The horizontal axis on the release Burndown chart represent the sprints, while the vertical one will make you aware of the remaining work at the beginning of each sprint.

Backlog Refinement

Backlog refinement is the act of updating/adding estimates, details, and order for the items in the product backlog. This improves story descriptions.

User Story

Commonly known as the “Definition of Requirement,” the user story in Scrum provides enough information to the development team so that they provide a reasonable estimate for the project. The user stories are about one or two sentences, a set of conversations that define the desired functionality.

User Story Acceptance Criteria

Acceptance criteria in terms of Scrum methodology are a set of conditions that the software product must meet in order to the acceptance by the user, customer or the other stakeholders. In layman’s terms, it is also a set of statements that determine user features, requirements or functionalities of an application.

User Story Relative Estimation

Relative estimation is the procedure of estimating task completion. The estimate is not in terms of the time, rather the items that are similar to one another in terms of complexity.

Scrum Events

There are five defined Scrum Events.

Sprint Planning

The Sprint Planning is an event in the Scrum framework. Here the team in a collaboration will decide on the task they will focus during that sprint, and discusses their initial plan to meet those product backlog tasks.

Sprint Goal

The sprint goal is defined as the objective set for the sprint that needs to be met via the implementation of the Product Backlog. The sprint goals are obtained after long discussions between the Product Owner and the Development team.

Daily Scrum

For the Scrum approach, each day of a Sprint, the team meets and holds a discussion on a number of aspects, and this meeting is known as the Daily Scrum.

Sprint Review

The sprint review is held at the end of each of the sprint. This is done to inspect the product increment.

Sprint Retrospective

The Sprint Retrospective is held between the development team and the ScrumMaster to discuss how the previously Sprint went, and what can be done to make the upcoming Sprint more productive.

In the end, after reading this entire article, you probably got a basic overview of the Scrum approach. If you want to talk about agile and scrum, feel free to contact me at bjorn.nostdahl@nostdahl.com. You can also read more about agile in this article:

Agile, Gunnebo Business Solutions, Methodology, Scrum

Social Agility

Today is Wednesday, and I am on my way to the bi-weekly sprint meeting with our team from ICB in Sofia, Bulgaria. Currently, we are working on task management routines in our web and mobile application, so this meeting will be focused on adding the final features to this epic, and hopefully, we will kick off another epic if we see that time limit allows this.

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The most important principle of the Agile Manifesto is to value individuals and interactions more than processes and tools. Since these are individuals who bring in impressive result by contributing unique value to software development project.

Continue reading “Social Agility”