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Lean Discovery
Chris ChanSocial Architect & Knowledge Work Artist
(Enterprise Agile Coach)
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Where does the backlog come from?
Chris Chan | @c2reflexions
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Focus on the details too soon
Clear cause and effect from
work to outcomesDisconnected “pile of leaves”;
Unclear relationships
Stories only get small and detailed just-in-time for delivery
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No Alignment
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The Underpants Gnome approach
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No understanding of the business plan
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#1 Task in the process is to
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#1 Task (re-phrased):
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Where does the backlog come from?
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Discovery – the missing piece
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Discovery drives development
Explore:
• Why are we here?
• What problem are we solving,
and for whom?
• What will customers value?
• Does the solution meet their
needs?
• Is it feasible to build with the
tools and time we have?
Deliver:
• Describe and plan details
• Progressively refine backlog
into smaller details
• Design, develop and test
• Measure cycle time &
evaluate progress
• Evaluate quality
Adapted by Chris Chan (@c2reflexions) from Jeff Patton
Chris Chan | @c2reflexions
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Product development is a team sport
Agile Manifesto• Value – Individuals and Interactions over Processes and Tools
• Value – Customer Collaboration over Contract Negotiation
• Principal #4 - Business people and developers must work together daily throughout the project
• Principal #5 - Build projects around motivated individuals. Give them the environment and support they
need, and trust them to get the job done.
• Principal #6 - The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation
• Principal #11 - The best architectures, requirements, and designs emerge from self-organizing teams
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Discovery is about achieving shared understanding
and alignment
Adapted by Chris Chan (@c2reflexions) from images by Jonathan Rasmusson
“We are all in agreement then”
Visualise & model
“Oh!”Collaboratively develop
vision for execution and
iteratively model
“What if we did this…”
Shared understanding &
common objectives“Ah ha!”
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Have the Three Amigos Represented
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Desirability
FeasibilityViability
Human (User/Customer Experience)Do customers want this?
Technology (Development)Do we have the capability to pursue this?Does the technology exist today?
Business (Product Owner)Can we afford it?Is it valuable to the organisation?Will it bring us financial benefits?
Chris Chan | @c2reflexions
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Avoid assumptions on consensus
We get traction when we
leave Discovery:
1. Collective
understanding of the
vision and goals of the
product
2. Start to agree on how
we will work together
moving forward
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Collaboratively co-author Top-down
approach
Connect people
solving the problem
with the problem
space and why
Increase your
ability to build the
right thing
Chris Chan | @c2reflexions
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MVDMINIMUM VIABLE DISCOVERY
Just enough to understand and get going
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5 Step Basic Discovery Flow
Frame
the
problem
Understand
the business/
customer
context
Frame
the
solution
Plan
the
work
Commit
to
success
Chris Chan | @c2reflexions
Collaborative Workshop
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FRAME THE PROBLEM
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Chris Chan | @c2reflexions Image: http://www.biography.com/people/tom-jones-21026065
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Vision
Pixar Pitch
1. Once upon a time there was …
2. Every day …
3. One day …
4. Because of that …
5. Because of that …
6. Until finally …
Twitter Pitch
<idea> #<benefit>
Chris Chan | @c2reflexions
Geoffry Moore Product Vision
For <target customer>
Who <statement of the need>
The <product name> is a <product category>
That <key benefit, compelling reason to buy>
Unlike <primary competitive alternative>
Our product <statement of primary differentiation>
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Pixar Pitch: The Plot of Finding Nemo
1. Once upon a time there was … a widowed fish, named Marlin,
who was extremely protective of his only son, Nemo.
2. Every day … Marlin warned Nemo of the ocean’s dangers and
implored him not to swim far away.
3. One day … in an act of defiance, Nemo ignores his father’s
warnings and swims into the open water.
4. Because of that … he is captured by a diver and ends up in the
fish tank of a dentist in Sydney.
5. Because of that … Marlin sets off on a journey to recover Nemo,
enlisting the help of other sea creatures along the way.
6. Until finally … Marlin and Nemo find each other, reunite and
learn that love depends on trust.
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Product Objectives and Success
Measures
Business drivers
What are the Success
Measures for the product?
• Revenue
• Market share
• New users
• Increased usage
• Increased customer
satisfaction (NPS)
• Other?
IRACIS Primary Driver Secondary Driver Tertiary Driver
Improve Revenue
Avoid Cost
Improve Service
Chris Chan | @c2reflexions
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Roman Pichler
Start building the Roadmap
We will
come
back to
Features
later
Is a high-level, strategic
plan
Provides a longer-term
outlook on the product
Creates a continuity of
purpose
Sets expectations,
aligns stakeholders,
and facilitates
prioritisation
Chris Chan | @c2reflexions
http://www.romanpichler.com/tools/product-roadmap/
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Trade-off sliders
What is “really important” to the stakeholders, what are they
prepared to trade-off
Fixed / Critical Flexible / Unimportant
User experience:
Feature completeness:
Quality:
Speed to market:
Security:
Minimise cost:
Chris Chan | @c2reflexions
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UNDERSTAND THE
BUSINESS/CUSTOMER
CONTEXT
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Personas
Makes users more tangible, less ambiguous, easier to envision, easier to
empathise with.
Understand behaviours and user needs and goals.
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Empathy Map
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User Journeys
User’s (persona) experience
Key interactions
Identify opportunities for
change and improvement
Interactions Pain points
Tasks Distractions
Emotions
Chris Chan | @c2reflexions
Channels
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FRAME THE SOLUTION
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Architecture Vision and Technical
Solution
High level only
Discuss and
validate
architectural
approach
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Story Mapping is
an approach to
Organising and
Prioritising user
stories- Jeff Patton
Story Mapping is for telling bigger stories
Chris Chan | @c2reflexions
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Create Story Map
Customer
Journey
End-to-end use
Necessity
UI details
Flexibility
….
Features
Business/User
Goals
Activity
Customer journey image from www.servicedesigntools.org
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Mockups / Sketching
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PLAN THE WORK
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Vision
Roadmap
Release
Iteration
Daily
Multi-level planning
Daily task planning by the individuals
Every iteration (1-4 weeks) by PO & Team
1-3 months by PO & Team
Quarterly by PO, Stakeholders & Team
Yearly by PO, Executives
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Vision
Roadmap
Release
Iteration
Daily
Multi-level planning
Daily task planning by the individuals
Every iteration (1-4 weeks) by Team & PO
1-3 months by Team & PO
Quarterly by Team, PO, Stakeholders
Yearly by PO, Stakeholders
Discovery
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Small Medium Large TripleShot!!
Guesstimation: Size the Work
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Prioritise and identify the MVPs
End-to-end use
MVP
MMF
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Slice releases from the story map
End-to-end use
First Release
Second Release
Third Release
MVP
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Chris Chan | @c2reflexions
Create the backlog
First ReleaseMVP Product Backlog
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MVP
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Roman Pichler
Update Product Roadmap
Update
Roadmap
based on what
we have
discovered
Add what
features are
needed from
Story Map
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http://www.romanpichler.com/tools/product-roadmap/
Near term more
confident
Further out
details are more
vague
Roadmap is not
a fixed plan –
it will change!
Chris Chan | @c2reflexions
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31 October February Q2 Q3
Version 1Cheetah
Version 1.5Mountain Lion
Version 2Yosemite
Version 3Kangaroo
CustomerAcquisition
Improved orderingexperience
RetentionCustomerAcquisition: new segment
• Basic catalog• Pay using Paypal• Facebook
integration
• Stock availability• Multiple shipping
options• Credit card
payments
100 new user signups per day
20% of signups make a purchase
Repeat purchases
• Enhanced visual design
• New products
• Promotions• Mobile
New usersReferrals
A sample roadmap
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Risks
Chris Chan | @c2reflexions
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COMMIT TO SUCCESS
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DISCOVERY
Are we all committed to this?
The outcome is a team is prepared to execute and
able to adapt as they discover and learn more as they
move forward.
Chris Chan | @c2reflexions
Did we achieve the
workshop objectives?
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Considerations…
Timebox Discovery to 1 day to
2 weeks
Co-location is essential
No digital tools!
Avoid committing to too much detail early
Involve the right people, including key stakeholders
Facilitation skills
Don’t be surprised to “discover” something new
Visualisation is awesome!
Chris Chan | @c2reflexions
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IMPERFECT
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Vision
Product Goals
& Outcomes
Personas
User Journeys
Wireframes
Technical Solution
Architecture Vision &
Design Principles#MVDMinimum Viable Discovery
Product Roadmap
Story Map
R1
R2
R3
Deliver and deploy
Identify MVPs
and Releases
Product
Backlog
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The 3Ds - Discovery, Development and Delivery is ongoing
Deliver it
Frequently
and Validate
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At the end of the Discovery the team will
be ready to commence working
Chris Chan | @c2reflexions
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@c2reflexions
linkedin.com/in/chanchris
c2reflexions.com
I hope to be a disruptive force
to those who think the way we
develop products and services is
just fine