Collaboration Tools to Create Better Products


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Luke Hohmann presentation at Insight Forum. Provided concrete tools and concepts for collaborating with internal and external stakeholders to create better products

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Collaboration Tools to Create Better Products

  1. 1. Collaboration Tools to Create Better Products Insight Forum April 21, 2009 Motivated from Within®
  2. 2. About Luke Hohmann • Founder/CEO of Enthiosys – Agile Product Management consulting – Customer needs, roadmaps, business model – Product management mentoring and training • Agile product guy – VP Bus Dev (Aladdin), VP Eng &Product Dev’t (Aurigin), VP Systems Eng (EDS Fleet Services) – Board of Agile Alliance • Author, speaker, blogger – “Innovation Games” – “Beyond Software Architecture” – “Journey of the Software Professional” – agile PM blog at 2
  3. 3. Goals 1. Provide two concrete tools that can help you collaborate with internal and external stakeholders to create better products 2. Either have fun or get done What 3. Practical advice to did I help you succeed forget? 3 3
  4. 4. Agenda • Requirements  Solutions negotiation through design continuums • Prioritization through Buy a Feature 4
  5. 5. The way it is supposed to work Business / Prod Mgt Dev / Engineering Responsible for: Responsible for: 1. Setting priorities 1. Estimating size 2. Defining market needs 2. Keeping metrics 3. Marchitecture 3. Tarchitecture 4. ROI/Profitability 4. Quality Built In Shared Responsibilities 1. Roadmap 2. Releases 5
  6. 6. The way it often works 6
  7. 7. Why the challenge? • “How do I know what I mean until I see what I say?” -- Karl Weick • “On the inevitable intertwining of specification and implementation” -- Balzer and Swartout • “Business choices enable and constrain technology choices and vice versa” -- Hohmann 7
  8. 8. Design Continuums • A set of design alternatives – Typically goes from minimal to ultimate future state – Used to add temporality to a design process – Used to clarify and structure bus-dev collaboration – An essential part of concurrent engineering practices at companies like Toyota Motor Company Camera Phones 16-bit 16-bit 256 Digital Movie Optical B&W Color Color Zoom Mode Zoom 8
  9. 9. Why Design Continuums? They Help! • PMs by letting them start with a solution and work back to the goal • Dev by keeping design options open until the “last responsible moment” • Empowers the team by structuring communications 9
  10. 10. Design Continuum Process • Start with a business problem – May not be well formed – May have a suggested implementation • Create a set of design choices • Create a set of attributes and criteria to help you choose the best set of design choices • Prepare a trade-off matrix • Iterate and negotiate on the course of action 10
  11. 11. Example Trade-off Matrix Design Design Design Option 1 Option 2 Option 3 Criteria 1 Criteria 2 Criteria 3 Great Good Acceptable Un-acceptable 11
  12. 12. Example • You are working on a browser-based hosted medical records system • Registered medical workers (doctors and nurses) currently access system through a userid and password • PM wants to provide support for end-user access to their personal medical records • PM thinks the right approach is to create a new class of “registered users” 12
  13. 13. Discussion Possible designs: What are some ways you could solve this problem? Attributes & criteria: Create a set of attributes and criteria to help you choose the best set of design choices Evaluate: Prepare a trade-off matrix 13
  14. 14. Trade-off Matrix of Alternatives Great Good Acceptable Un-acceptable 14
  15. 15. Agenda • Requirements  Solutions negotiation through design continuums • Prioritization through Buy a Feature 15
  16. 16. Prioritization Pitfalls use case Common Approach Problems bug fix Single expert Do they have the knowledge and arch change trust of the organization to make the hard choices? do this Small groups Tradeoffs are not clear do that Large groups Insufficient tools! the other thing Where is the “infinite” backlog “Voice of the Customer? 16
  17. 17. Some Techniques Face to Face Interactions Online Interactions • Innovation Games® • Innovation Games® Same Buy a Feature Buy a Feature Time 20/20 Vision Prune the Product Tree Prune the Product Tree • Joint spreadsheet ranking • Joint spreadsheet ranking Shared State (physical) Shared State (electronic) • Innovation Games® • Innovation Games® Different Prune the Product Tree Prune the Product Tree Time • Project boards • Wiki’s • Commenting systems • email / workflow Same Place Different Place 17
  18. 18. Innovation Game® Buy a Feature • A list of 12-20 items (features or projects) are described in terms of benefits and cost • 5 to 8 invited stakeholders given limited “budget”, must reach consensus on projects to “buy” • Captures very rich information about customer motivations, trade- offs, objections, actual collective needs In-person • Provides rich opportunity for “new” ideas Online • Captures data for sophisticated analysis of Goal: preferences Prioritize • Preliminary trials indicate faster/more Product Backlogs / accurate results than traditional tools Project Portfolios 18
  19. 19. Buy A Feature Online - Preparing A list of features with prices. This example is for product concepts for a pair of internet sunglasses Games can be played multiple times to get preferences among different groups 19
  20. 20. Buy A Feature Game Play Highly desired items Participants. are purchased. Participant bids. An integrated chat facility enables you to understand participant motivations. Here, we learn that participants dislike learning a rental car’s navigation system. 20
  21. 21. Buy A Feature Online - Results Results of many games played, sorted by number of times purchased. 21
  22. 22. Parties, Galas, and Tournaments What is it? Who plays? Facilitated? Number Number of of players? Items? A “dinner Party You select and Yes 12..20 5..8 party”. control participants An “open Gala Random No 12..20 9+ seating participants event” based on a shared URL Tournament A You control and Yes 20+ Based on combination select number of of parties! participants items and number of tournaments 22
  23. 23. Tournament Structure 15 7 1 14 7 4 45 15 7 14 7 5 2 15 7 3 List of projects Each dark square Each light square represents 14 7 the “winning” projects represents one game 23
  24. 24. Case Study: VeriSign Global Customer Support Context 46 projects ranging from small to very large. Problem The VeriSign leadership needed to quickly identify the high- priority, most globally supported projects. Engagement VeriSign project managers prepared the portfolio for the games. Enthiosys structured the process into three Profile tournaments involving 60% of the global customer care organization and facilitated the games. • Very clear separation of the “winning” projects – the Results original list of 46 was prioritized to the top 5 projects • High degrees of collaboration – even when collaboration was not required to purchase an project! • Participant chat logs provided detailed explanations behind the bidding – the meaning behind the choice. • Participants considered the process fun. 24
  25. 25. /lobby/JNX335LGW24J 25
  26. 26. Thank You !!! I’d love to hear from you! Contact me at: Luke Hohmann Founder & CEO Enthiosys, Inc. cell: (408) 529-0319 Innovation Through Understanding® 26