Weeknotes: When to stop testing?

Highlights and achievements

Testing the theory of change embedder with charities. After creating a prototype within Bubble.io, I have had the luxury of speaking to a selection of charities to explore what they like and dislike about the prototype. Some of the key findings include:

Most liked the concept and thought it was useful.

• All individuals liked the layout and design.
• Some wanted more personalisation within the app to ensure it added more value. This could include being able to see your specific outcomes linked to their learning items.
• Most hadn’t had these conversations before and wanted more examples to help direct their input.

I will be sharing more soon.

Puzzles and conundrums

Validating a concept

Having tested the theory of change embedder with charities. We now have a decision to explore how much further we develop and test the prototype and whether we take it forward. I am keen to make sure we get the balance right between building the prototype enough to test the concept and working with the minimum viable product.

Lessons and links

How do you measure agile?

I have been working with Jenny Lowthrop to train and implement Agile working practices across NPC. Recently, I attended the Charity Agile Leaders Club run by Tilt to explore the how you measure Agile.

This is not something I have done before within Agile, and there isn’t a one size fits all approach to doing this. Below are a few key points and examples from the session.

The most important question is ‘why do you want your organisation to be more agile?’ Whatever your answer is that is your most important measure to track. For example, if you want to be more agile to deliver more quickly then you need to track changes in how quickly you deliver before and after implementing agile principles.

Make sure you are following the principles for measuring the success of Agile.

• Focus on the difference you want agile ways of working to make.
• Measure behaviour and actions, not how people report their progress.
• Regularly inspect and adapt your measures and metrics over time.
• Develop your own measurement framework that is simple and delivers what you need.
• Remember: a truly agile organisation is never ‘done’.

Case study: Prostate Cancer UK

Aim for Agile working: We want to be more agile to deliver better products and services to achieve our mission.

We’ll know we’re doing this when we are:

• More customer focused.
• Responding to the market more quickly, more often.
• Using our time and energy more effectively and efficiently.

Find out more Prostate Cancer’s Agile transformation here.

Until next time

I hope you are having a good week. As always, I would love to connect, share ideas and test new concepts!