agile contracting stockholm-lean-agile-evaluation-2017-02-23
TRANSCRIPT
complex sourcing made simple
Mirko Kleiner, creator lean Agile Procurement , co-founder flowdays
?how do we evaluate today
Start Cooperation
Cos
ts
Time-to-Market
External & internal Influences
IdeaBusi
ness
Case
Business Model Canvas
Tender Document
Long List List Prices
ContractSpecification
Short List Proposals
Signed Offer
Signed Contract
Classic Evaluation Periode (3-12+ Months)
Legal N
egotia
tions
Design S
tudy I
Presele
ction (
RfI)
Design S
tudy II
Presele
ction (
RfP)
Negotia
tions &
Decisio
n
Agile delivering Business Value with favorite Partner/s
Vision
Docu
men
ts
?Isn’t there a more agile way
☺..one that makes fun
Start Partnership
External & internal Influences
IdeaTime-to-Market
Procurement Canvas
Update Update
Cos
ts
Evaluation Periode with LAP (1-4 Weeks)
Agile delivering Business Value with favorite Partner/s
Vision
Initial Vision
Docu
men
ts
Business Model Canvas
agile
inside
Business Value Delivered
1 page#
Lean Procurement DateIteration #
Opportunities Prioritized top 3 opportunities to resolve the problems
123
People & Resources List your best minds to achieve the business value definitions
Unique Selling Proposition Something, that differentiate you from your competitors
Timing What’s time-box of problems we solve now and what’s next
Needs Prioritized top 3 needs of Customer
PARTNER COMPANY
8
67
4
5
Rewards Outline the contribution of the proposed resources
High Level Concept List your x for y analogy (e.g. youtube = flickr for videos)
Existing Alternatives How are these problems solved today
Conditions Further bounding conditions
Cost Structure Fixed and variable costs
Name of InitiativeOwner of InitiativePartner
True North Prioritized and weighted Business value definitions mapped with this initiative
Partner facing
Focus Company facing
lean-agile procurement by Mirko Kleiner is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. Version 1.9
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Lean Procurement Canvas DateIteration #
Opportunities Prioritized top 3 opportunities to resolve the problems
123
People & Resources List your best minds to achieve the business value definitions
Unique Selling Proposition Something, that differentiate you from your competitors
Timing What’s time-box of problems we solve now and what’s next
Needs Prioritized top 3 needs of Customer
PARTNER COMPANY
8
67
4
5
Rewards Outline the contribution of the proposed resources
High Level Concept List your x for y analogy (e.g. youtube = flickr for videos)
Existing Alternatives How are these problems solved today
Conditions Further bounding conditions
Cost Structure Fixed and variable costs
Name of Initiative
Owner of InitiativePartner
True North Prioritized and weighted Business value definitions mapped with this initiative
lean-agile procurement by Mirko Kleiner is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. Version 1.9
Budget cap
GTC
In-/Outsourcing
Culture Manifesto
Epic 1
Epic 2
Epic 3
from/to time box
from/to time box
20% Strategic pilar 1
60% Strategic pilar 2
20% Strategic pilar 3
reference 1
Award 1
Daily rate 1
Daily rate 2
Daily rate 3
Yearly licence cost
service 1
service 2
service 3
service 4
Person 1
Person 2
Person 4
Server 1Person 3
Tool 1
Person 1
Person 2
Server 2
service 5
Partnership with xy
Nr 1 in xy tool 1
tool 2
Nr 1 in xy
Epic 4
Customer Journey
Technical Architecture
?is 1 page really enough
–Ursula Sury, lic jur, Die Advokatur AG
„the lean procurement canvas is an
agile contract“
1 day#
Idea
Vision
Initial Vision
External & internal Influences
Time-to-Market
Evaluation Periode with LAP (1-4 Weeks)
2
1
Start Partnership
Lean-agile Procurement (LAP)
3
4
Procurement Canvas
Agile delivering Business Value with favorite Partner/s
Bus
ines
s Va
lue
deliv
ered
Business Model Canvas
Docu
men
ts
Preparation Prepare everything needed for executing lean evaluation
Execution Execute Big Room Evaluation Days with 3-4 potential Partners
Peer-Feedback Gather Peer-Feedback inkl. Decision with whom to continue
Initialization Setup x-functional evaluation team
1 2 3 4
?when you shouldn’t use it
