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Deliver Awesome
Product Experiences 	

Vice President, 	

Strategic Process Innovations,
[24]7 Innovation Labs	

http://managewell.net	

http://slideshare.net/managewell	

http://twitter.com/tathagatvarma 	

Tathagat Varma	

Sr. Member IEEE and ACM, 	

SPC, CSP, CSPO, CSM,	

PMP, PRINCE2
Deliver Awesome Product Experiences
How Apple does it?	

Steve Jobs gave a small private presentation about the
iTunes Music Store to some independent record label people.
My favorite line of the day was when people kept raising
their hand saying, "Does it do [x]?", "Do you plan to add [y]?". 	

Finally Jobs said, "Wait wait — put your hands down. Listen: I
know you have a thousand ideas for all the cool features
iTunes could have. So do we. But we don't want a thousand
features.That would be ugly. Innovation is not about saying
yes to everything. It's about saying NO to all but the most
crucial features.”	

h"p://www.oreillynet.com/onlamp/blog/2004/08/say_no_by_default.html	
  	
  
h"p://blog.comsysto.com/2012/08/13/conAnuous-­‐delivery-­‐of-­‐waste/	
  	
  
h"p://blog.comsysto.com/2012/08/13/conAnuous-­‐delivery-­‐of-­‐waste/	
  	
  	
  
Deliver Awesome Product Experiences
In reality…
Deliver Awesome Product Experiences
If you’re not embarrassed by your first product release,
you’ve released too late – Reid Hoffman
Top 12 Product Management Mistakes	

Confusing	
  Customer	
  Requirements	
  with	
  Product	
  Requirements	
  
Confusing	
  InnovaAon	
  with	
  Value	
  	
  
Confusing	
  Yourself	
  with	
  Your	
  Customer	
  
Confusing	
  the	
  Customer	
  with	
  the	
  User	
  
Confusing	
  Features	
  with	
  Benefits	
  	
  
Confusing	
  Building	
  Right	
  Product	
  with	
  Building	
  Product	
  Right	
  	
  
Confusing	
  Good	
  Product	
  with	
  Good	
  Business	
  Model	
  
Confusing	
  Inspiring	
  Features	
  with	
  “Nice-­‐to-­‐Have”	
  Features	
  
Confusing	
  Adding	
  Features	
  with	
  Improving	
  Product	
  	
  
Confusing	
  Impressive	
  SpecificaAons	
  with	
  an	
  Impressive	
  Product	
  
Confusing	
  a	
  Complete	
  Product	
  with	
  a	
  Sellable	
  Product	
  	
  
Confusing	
  Product	
  Launch	
  with	
  Success	
  
h"p://www.khoslaventures.com/wp-­‐content/uploads/2012/02/toppmmistakes.pdf	
  	
  
h"p://www.capgemini.com/technology-­‐blog/2011/06/paving-­‐path-­‐scrum-­‐adopAon-­‐product-­‐people/	
  	
  
h"ps://onlineashu.wordpress.com/2012/05/18/a-­‐framework-­‐for-­‐waterfall-­‐vs-­‐agile-­‐vs-­‐lean-­‐startup/	
  	
  
Getting cool ideas	

Be	
  your	
  first	
  
Customer!	
  
Make	
  a	
  
prototype	
  
quickly	
  
Be	
  willing	
  to	
  
adapt	
  
h"p://www.entrepreneur.com/arAcle/226666	
  	
  
h"p://www.forbes.com/sites/alanhall/2013/01/29/10-­‐simple-­‐
product-­‐ideas-­‐that-­‐made-­‐billions-­‐infographic/	
  	
  
Nurturing new ideas	

h"p://www.innovaAons.ahrq.gov/uploadedFiles/2009-­‐11-­‐Slide12.JPG	
  	
  
3M:	
  15%	
  Time	
  
	
  
Google:	
  20%	
  Time	
  
	
  
Atlassian:	
  FedEx	
  Days	
  
	
  
Yahoo!:	
  Hackathons	
  
	
  
P&G:	
  Connect	
  &	
  Develop	
  
	
  
Facebook:	
  Done	
  is	
  be"er	
  
than	
  perfect!	
  
“It	
  takes	
  a	
  village	
  to	
  raise	
  a	
  child”	
  	
  
h"p://steveblank.files.wordpress.com/2010/11/two-­‐assumpAons.jpg	
  	
  
Guaranteed	
  90%	
  Failure!!!	
  
Problem with traditional product
development model	

From:	
  Running	
  Lean	
  –	
  Ash	
  Maurya	
  The	
  Startup	
  Owners	
  Manual	
  –	
  Steve	
  Blank	
  
“In	
  large	
  companies,	
  the	
  mistakes	
  just	
  have	
  
addi7onal	
  zeroes	
  in	
  them”	
  –	
  Steve	
  Blank	
  
9 Deadly Sins of New Product Introduction	

Assuming	
  “I	
  know	
  what	
  the	
  customer	
  wants”	
  
The	
  “I	
  know	
  what	
  features	
  to	
  build”	
  flaw	
  
Focus	
  on	
  launch	
  date	
  
Emphasis	
  on	
  execuAon	
  instead	
  of	
  hypotheses,	
  tesAng,	
  learning	
  and	
  iteraAon	
  
TradiAon	
  business	
  plans	
  presume	
  no	
  trial	
  and	
  no	
  errors	
  
Confusing	
  tradiAonal	
  job	
  Atles	
  with	
  what	
  a	
  startup	
  needs	
  to	
  accomplish	
  
Sales	
  and	
  MarkeAng	
  execute	
  to	
  a	
  plan	
  
PresumpAon	
  of	
  success	
  leads	
  to	
  premature	
  scaling	
  
Management	
  by	
  Crisis	
  leads	
  to	
  “Death	
  Spiral”	
  
From:	
  Startup	
  Owner’s	
  Manual	
  
“A startup is NOT a smaller version of a
large company” – Steve Blank
Are all Startups the same?	

Lifestyle	
  
Startups	
  
Work	
  to	
  live	
  
their	
  passion	
  
Small	
  
business	
  
Startup	
  
Work	
  to	
  fee	
  
the	
  family	
  
Funded	
  from	
  
savings	
  
Barely	
  
profitable	
  
Not	
  designed	
  
for	
  scale	
  
Scalable	
  
Startup	
  
Born	
  to	
  be	
  
big	
  
Founders	
  
have	
  a	
  vision	
  
Require	
  risk	
  
capital	
  
Buyable	
  
startup	
  
AcquisiAon	
  
targets	
  
Social	
  
Startup	
  
Driven	
  to	
  
make	
  a	
  
difference	
  
Large-­‐
company	
  
Startup	
  
Innovate	
  or	
  
Evaporate	
  
3 Stages of a startup	

“Do	
  I	
  have	
  
a	
  problem	
  
worth	
  
solving?”	
  
“Have	
  I	
  built	
  
something	
  
people	
  
want?”	
  
“How	
  do	
  I	
  
accelerate	
  
growth?”	
  
From:	
  Running	
  Lean	
  –	
  Ash	
  Maurya	
  
Deliver Awesome Product Experiences
h"p://newentrepreneurship.nl/business-­‐model-­‐canvas/	
  	
  
h"p://torgronsund.com/wordpress/wp-­‐content/uploads/2011/04/Slide1.jpg	
  	
  
GET OUT OF THE BUILDING…
So, what is your product?	

From:	
  Running	
  Lean	
  –	
  Ash	
  Maurya	
  
The Customer Development Insight Cycle
A Pivot is a structural course correction to test a new
fundamental hypothesis about the product, strategy
and engine of growth. It is not a failure!	

h"p://steveblank.files.wordpress.com/2010/11/pivot-­‐the-­‐model.jpg	
  	
  
MVP	

A	
  strategy	
  used	
  for	
  fast	
  and	
  quanAtaAve	
  market	
  
tesAng	
  of	
  a	
  product	
  or	
  product	
  feature	
  
	
  	
  
A	
  Minimum	
  Viable	
  Product	
  has	
  just	
  those	
  features	
  
that	
  allow	
  the	
  product	
  to	
  be	
  deployed,	
  and	
  no	
  
more.	
  The	
  product	
  is	
  typically	
  deployed	
  to	
  a	
  subset	
  
of	
  possible	
  customers,	
  such	
  as	
  early	
  adopters	
  that	
  
are	
  thought	
  to	
  be	
  more	
  forgiving,	
  more	
  likely	
  to	
  
give	
  feedback,	
  and	
  able	
  to	
  grasp	
  a	
  product	
  vision	
  
from	
  an	
  early	
  prototype	
  or	
  markeAng	
  informaAon.	
  
It	
  is	
  a	
  strategy	
  targeted	
  at	
  avoiding	
  building	
  
products	
  that	
  customers	
  do	
  not	
  want,	
  that	
  seeks	
  
to	
  maximize	
  the	
  informaAon	
  learned	
  about	
  the	
  
customer	
  per	
  dollar	
  spent.	
  "The	
  minimum	
  viable	
  
product	
  is	
  that	
  version	
  of	
  a	
  new	
  product	
  which	
  
allows	
  a	
  team	
  to	
  collect	
  the	
  maximum	
  amount	
  of	
  
validated	
  learning	
  about	
  customers	
  with	
  the	
  least	
  
effort."	
  The	
  definiAon's	
  use	
  of	
  the	
  words	
  maximum	
  
and	
  minimum	
  means	
  it	
  is	
  decidedly	
  not	
  formulaic.	
  
It	
  requires	
  judgment	
  to	
  figure	
  out,	
  for	
  any	
  given	
  
context,	
  what	
  MVP	
  makes	
  sense.	
  
	
  
An	
  MVP	
  is	
  not	
  a	
  minimal	
  product,[3]	
  it	
  is	
  a	
  strategy	
  
and	
  process	
  directed	
  toward	
  making	
  and	
  selling	
  a	
  
product	
  to	
  customers.	
  It	
  is	
  an	
  iteraAve	
  process	
  of	
  
idea	
  generaAon,	
  prototyping,	
  presentaAon,	
  data	
  
collecAon,	
  analysis	
  and	
  learning.	
  One	
  seeks	
  to	
  
minimize	
  the	
  total	
  Ame	
  spent	
  on	
  an	
  iteraAon.	
  The	
  
process	
  is	
  iterated	
  unAl	
  a	
  desirable	
  product-­‐market	
  
fit	
  is	
  obtained,	
  or	
  unAl	
  the	
  product	
  is	
  deemed	
  to	
  be	
  
non-­‐viable.	
  
	
  
Deliver Awesome Product Experiences
Build-Measure-
Learn Loop
Pivot now, Optimize later	

From:	
  Running	
  Lean	
  –	
  Ash	
  Maurya	
  
Pivot
Make the transition only after you have a
‘scalable startup’
How to optimize?	

From:	
  Running	
  Lean	
  –	
  Ash	
  Maurya	
  
When to raise money?	

From:	
  Running	
  Lean	
  –	
  Ash	
  Maurya	
  
Deliver Awesome Product Experiences
Product Canvas	

h"p://www.romanpichler.com/blog/agile-­‐product-­‐innovaAon/the-­‐product-­‐canvas/	
  	
  
Product Canvas Sections
Product Canvas	

•  The Product Canvas is an alternative to a traditional, linear
product backlog. It describes the product’s target group
together with the needs addressed, paints a rough picture of
the desired user experience (UX), and it provides the details
for the next iteration.The canvas uses personas, scenarios,
storyboards, design sketches, workflows, user stories, and
constraint cards.	

•  The Product Canvas contains the key pieces of information
necessary to create a new product or product update.As its
name suggests, it intends to paint a holistic picture of the
product. 
From Business Model Canvas to Product
Canvas
Learning and Emergence
New Product Development
h"p://www.infoq.com/resource/news/2008/01/iteraAng-­‐and-­‐incremenAng/en/resources/Pa"on_Incremental_IteraAve_MnaLisa.jpg	
  	
  
h"p://itsadeliverything.com/wordpress/images//iteraAve-­‐incremental-­‐mona-­‐lisa.png	
  	
  
h"p://www.targetprocess.com/blog/wp-­‐content/uploads/2009/06/agile_waterfall-­‐792810.png	
  	
  
Waterfall vs.Agile	

h"ps://en.wikipedia.org/wiki/File:Agile-­‐vs-­‐iteraAve-­‐flow.jpg	
  	
  
Product Runways	

Strategic	
  Vision	
  
Set	
  by	
  the	
  CEO	
  /	
  Board	
  and	
  
consists	
  of	
  Strategic	
  DirecAon,	
  
SoluAon	
  Strategy,	
  Technology	
  
IniAaAves	
  and	
  Themes	
  
Reviewed	
  annually	
  as	
  part	
  of	
  
annual	
  strategic	
  planning	
  and	
  
revised	
  as	
  needed	
  
Serves	
  as	
  a	
  strategic	
  input	
  for	
  
product	
  vision	
  
Product	
  Vision	
  
High-­‐level	
  overview	
  of	
  product	
  
requirements	
  owned	
  by	
  
respecAve	
  PMs	
  	
  
Acts	
  as	
  true	
  north	
  for	
  the	
  
product	
  in	
  long	
  term	
  (2-­‐3	
  years)	
  
Serves	
  as	
  the	
  input	
  for	
  overall	
  
product	
  roadmap	
  in	
  medium	
  
term	
  (1-­‐2	
  years)	
  	
  
Product	
  Roadmap	
  
Calls	
  out	
  the	
  high-­‐level	
  themes	
  
and	
  release	
  Ameline	
  in	
  next	
  1-­‐3	
  
years	
  
Consists	
  of	
  swimlanes	
  (strategic	
  
prioriAes	
  vs.	
  lights	
  on,	
  client	
  
requests,vs.	
  compeAAve	
  intel,	
  
technical	
  debt	
  vs	
  innovaAon	
  
ideas,,	
  etc.)	
  
Reviewed	
  each	
  quarter	
  
Product	
  Backlog	
  
PrioriBzed	
  list	
  of	
  features	
  
idenAfied	
  for	
  the	
  next	
  1-­‐3	
  
releases	
  
Owned	
  and	
  maintained	
  by	
  
respecAve	
  PMs	
  based	
  on	
  relaAve	
  
prioriAzaAon	
  of	
  each	
  feature	
  
request	
  	
  
Revised	
  constantly	
  based	
  on	
  
evolving	
  inputs	
  and	
  refined	
  
weekly	
  in	
  grooming	
  sessions	
  with	
  
scrum	
  team	
  
Sprint	
  Backlog	
  
Consists	
  of	
  highest-­‐priority	
  /	
  
highest-­‐value	
  features	
  agreed	
  
upon	
  for	
  development	
  in	
  the	
  
current	
  sprint	
  (1-­‐4	
  weeks)	
  
Product	
  Owner	
  responsible	
  to	
  
prioriAze	
  the	
  features,	
  while	
  
scrum	
  team	
  responsible	
  for	
  
planning,	
  esAmaAon,	
  planning,	
  
execuAon	
  and	
  compleAon	
  of	
  
those	
  features	
  in	
  a	
  sprint	
  
Once	
  the	
  sprint	
  has	
  started,	
  any	
  
new	
  requirements	
  or	
  change	
  
request	
  must	
  wait	
  unAl	
  the	
  next	
  
sprint	
  planning	
  
	
  
Adaptive Planning	

Product	
  Backlog	
  
Product	
  Roadmap	
  
Sprint	
  Backlog	
  
Product	
  Vision	
  
Futuris'c	
  
picture	
  of	
  the	
  
product	
  
Based	
  on	
  
technology	
  
evolu7on,	
  
market	
  
development,	
  
industry	
  
trends,	
  etc.	
  
Reviewed	
  
annually,	
  and	
  
revised	
  as	
  
needed	
  
High-­‐level	
  
wish	
  list	
  of	
  
themes	
  and	
  
epics	
  for	
  a	
  
long-­‐term	
  
Reviewed	
  on	
  
a	
  quarterly	
  
basis	
  
Typically	
  
revised	
  
annually	
  
Priori'zed	
  list	
  
of	
  Themes,	
  
Epics	
  and	
  
User	
  Stories	
  
Gets	
  
constantly	
  
revised	
  and	
  
groomed	
  on	
  a	
  
weekly	
  basis	
  
Well-­‐
groomed	
  User	
  
Stories	
  
Can’t	
  be	
  
changed	
  once	
  
the	
  sprint	
  is	
  
underway	
  
Current	
  Sprint	
   3-­‐6	
  months	
   12-­‐24	
  months	
   1-­‐3	
  years	
  
Small	
  Stories,	
  	
  
Firm	
  Requirements,	
  	
  
Large	
  Stories	
  /	
  Epics	
  /	
  Themes,	
  	
  
Fuzzy	
  /	
  Evolving	
  Requirements	
  
Predictable delivery of Features
FlexibilitytoaccommodateChanges
Product Management Artifacts	

IniAaAves	
  	
  
Epics	
  
Themes	
  
Sprint	
  Backlog	
  
Product	
  Backlog	
  
Product	
  Roadmap	
  
Product	
  Vision	
  
Tasks…	
  
Stories	
  
Scenarios	
  
Product Vision	

•  Shared by All	

•  Desirable and Inspirational	

•  Clear and Tangible	

•  Broad and Engaging	

•  Short and Sweet
Product Vision – Elevator Pitch	

For	
  (target	
  customer)	
  
Who	
  (statement	
  of	
  the	
  need	
  or	
  opportunity)	
  
The	
  (product	
  name)	
  is	
  a	
  (product	
  category)	
  
That	
  (key	
  benefit,	
  compelling	
  reason	
  to	
  buy)	
  
Unlike	
  (primary	
  compeAAve	
  alternaAve)	
  
Our	
  product	
  (statement	
  of	
  primary	
  differenAaAon)	
  
h"p://www.joelonsovware.com/arAcles/JimHighsmithonProductVisi.html	
  	
  
Product Vision Box	

•  As the name
suggests…	

•  Describes the top
2-3 features of
product
Product Roadmap	

h"p://www.romanpichler.com/blog/agile-­‐product-­‐management-­‐tools/agile-­‐product-­‐roadmap/	
  	
  
h"p://dynamicsgpblogster.files.wordpress.com/2009/04/dynamicsgproadmap4.png	
  	
  
•  High-­‐level	
  plan	
  that	
  
describes	
  how	
  the	
  
product	
  will	
  evolve	
  
•  Refers	
  to	
  
•  Product	
  version	
  
•  FuncAonality	
  
•  Release	
  date	
  	
  
Benefits of Product Roadmap	

•  Helps communicate how you see the product develop.	

•  Helps align the product and the company strategy. 	

•  Helps manage the stakeholders and coordinate the
development, marketing, and sales activities.	

•  Facilitates effective portfolio management, as it helps
synchronise the development efforts of different
products.	

•  Supports and complements the product backlog.This
allows the backlog to focus on the tactical product
development aspects.	

h"p://www.romanpichler.com/blog/agile-­‐product-­‐management-­‐tools/agile-­‐product-­‐roadmap/	
  	
  
Product Backlog
Product Backlog	

•  The agile product backlog is a prioritized
features list, containing short descriptions
of all functionality desired in the product. 	

•  When using Scrum, it is not necessary to
start a project with a lengthy, upfront effort
to document all requirements. 	

•  Typically, a Scrum team and its product
owner begin by writing down everything
they can think of for agile backlog
prioritization.This agile product backlog is
almost always more than enough for a
first sprint.The Scrum product backlog is
then allowed to grow and change as more
is learned about the product and its
customers.	

•  http://www.mountaingoatsoftware.com/
scrum/product-backlog
Product Backlog	

•  A combined list of all desired work, including user
focused stories, technical work, features & ideas	

•  Everything is expressed in User Stories	

•  List is prioritized by the Product Owner	

•  Product Owner keeps it organized with the team’s
help	

•  Anyone can add items to the backlog	

•  Evolves over time 	

•  Always in progress
….should be DEEP	

•  D: Detailed Appropriately	

•  E: Estimated	

•  E: Emergent	

•  P: Prioritized
Sprint Backlog	

•  User Stories selected
by The Team	

•  Will be built in next
Sprint	

•  Fully Estimated	

•  Divided into Tasks
Sprint Planning	

•  Happens on Day 1 of every Sprint.	

•  Decide what user stories will be attempted based on 	

dependencies,
priority, resources, time	

•  Define what Done means for this iteration. Checked in software, tested,
documented and demonstrable.	

•  Team plans iteration by decomposing user stories into 	

estimated tasks
describing the work that needs to be 	

done to complete the story.	

•  Task should be in the order of 1-16 Hrs	

•  Everyone agrees on what to do and commits to 	

completing the work. 	

•  Team signs up for tasks on Sprint backlog.
Themes, Epics, User Stories and Tasks
User Story	

h"p://www.leadingagile.com/wp-­‐content/uploads/2012/07/post-­‐it-­‐note-­‐user-­‐story.jpg	
  	
  
h"ps://code.google.com/p/econference-­‐planning-­‐poker-­‐plugin/wiki/PlanningPoker	
  	
  
As	
  a	
  frequent	
  flyer,	
  
	
  
I	
  want	
  to	
  be	
  able	
  to	
  view	
  current	
  
offers	
  in	
  terms	
  of	
  mileage	
  points	
  
	
  
so	
  that	
  I	
  can	
  redeem	
  them.	
  
The Three C’s of a User Story	

• The	
  story	
  itself	
  
• A	
  promise	
  to	
  have	
  a	
  conversaAon	
  at	
  the	
  
appropriate	
  Ame	
  
Card	
  
• The	
  requirements	
  themselves	
  communicated	
  
from	
  the	
  Product	
  Owner	
  to	
  the	
  Delivery	
  Team	
  via	
  
a	
  conversaAon	
  
• Write	
  down	
  what	
  is	
  agreed	
  upon	
  
ConversaAon	
  
• The	
  Acceptance	
  Criteria	
  for	
  the	
  story	
  
• How	
  the	
  Delivery	
  Team	
  will	
  know	
  they	
  have	
  
completed	
  the	
  story	
  
ConfirmaAon	
  
Why not ‘PRDs’?
Why User Stories?	

h"p://www.agilebuddha.com/wp-­‐content/uploads/2012/05/User-­‐Stories.jpg	
  	
  
Why work with small tasks?	

h"p://agilescrum.foundaAontraining.nl/img/slide-­‐horizon.jpg	
  	
  
Iterative Estimation	

h"p://www.sandywalsh.com/2011/04/iteraAons-­‐and-­‐Ame-­‐boxing-­‐are-­‐mostly.html	
  	
  
Spiral	
   IteraAve	
  
Scenarios, User Case, User Story	

Use	
  Case:	
  
	
  
Customer	
  walks	
  to	
  the	
  restaurant	
  
Customer	
  enters	
  the	
  restaurant	
  
Customer	
  finds	
  a	
  seat	
  at	
  the	
  bar	
  
Customer	
  scans	
  the	
  menu	
  
Customer	
  selects	
  a	
  beer	
  
Customer	
  orders	
  selected	
  beer	
  
Bartender	
  takes	
  order	
  
Bartender	
  pours	
  beer	
  
Bartender	
  delivers	
  beer	
  
User	
  drinks	
  beer	
  
User	
  pays	
  for	
  beer	
  
User	
  Story:	
  
	
  
A	
  user	
  wants	
  to	
  find	
  a	
  bar,	
  to	
  drink	
  a	
  beer.	
  
h"p://www.cloudforestdesign.com/2011/04/25/introducAon-­‐user-­‐stories-­‐user-­‐personas-­‐use-­‐cases-­‐whats-­‐the-­‐difference/	
  	
  
Scenario:	
  
	
  
Josh	
  is	
  a	
  30	
  something	
  mid-­‐level	
  manager	
  
for	
  an	
  ad	
  agency,	
  metro-­‐sexual	
  and	
  beer	
  
aficionado.	
  He	
  likes	
  to	
  try	
  new	
  and	
  exoAc	
  
beers	
  in	
  trendy	
  locaAons.	
  He	
  also	
  enjoys	
  
using	
  a	
  variety	
  of	
  social	
  apps	
  on	
  his	
  smart	
  
phone.	
  He	
  reads	
  a	
  review	
  	
  on	
  Yelp	
  of	
  a	
  new	
  
burger	
  &	
  beer	
  joint	
  downtown	
  with	
  over	
  
100	
  beers	
  on	
  tap,	
  and	
  decides	
  to	
  go	
  walk	
  
over	
  aver	
  work	
  and	
  check	
  it	
  out.	
  
	
  	
  
What makes a good User Story?	

Independent	
  of	
  all	
  others	
  
NegoAable	
  not	
  a	
  specific	
  contract	
  for	
  features	
  
Valuable	
  or	
  ver7cal	
  
EsAmable	
  to	
  a	
  good	
  approxima7on	
  
Small	
  so	
  as	
  to	
  fit	
  within	
  an	
  itera7on	
  
Testable	
  in	
  principle,	
  even	
  if	
  there	
  isn’t	
  a	
  test	
  for	
  it	
  yet	
  
h"p://guide.agilealliance.org/guide/invest.html	
  	
  
Splitting User Stories
Kano Model
Minimal Marketable Feature	

•  A Minimal Marketable Feature (MMF) is a feature that is
minimal, because if it was any smaller, it would not be
marketable.A MMF is marketable, because when it is released
as part of a product, people would use (or buy) the feature.	

•  An MMF is different than a typical User Story in Scrum or
Extreme Programming.Where multiple User Stories might be
coalesced to form a single marketable feature, MMFs are a little
bit bigger. Often, there is a release after each MMF is complete.	

•  An MMF doesn’t decompose down into smaller sub-feature, but
it is big enough to launch on its own.	

•  A MMF can be represented as a User Story — a short, one-
sentence description.
MVP, MMF, Stories	

MVP	
  
MMFs	
  
User	
  Stories	
  
MoSCoW	

•  M - MUST: Describes a requirement that must be satisfied in
the final solution for the solution to be considered a success.	

•  S - SHOULD: Represents a high-priority item that should be
included in the solution if it is possible.This is often a critical
requirement but one which can be satisfied in other ways if
strictly necessary.	

•  C - COULD: Describes a requirement which is considered
desirable but not necessary.This will be included if time and
resources permit.	

•  W - WON'T: Represents a requirement that stakeholders
have agreed will not be implemented in a given release, but
may be considered for the future. (note: occasionally the word
"Won't" is substituted for "Would" to give a clearer
understanding of this choice.
From Product Roadmap to Product
Backlog	

h"p://www.romanpichler.com/blog/agile-­‐product-­‐management-­‐tools/agile-­‐product-­‐roadmap/	
  	
  
Who owns Product Backlog?	

h"p://www.romanpichler.com/blog/agile-­‐product-­‐management-­‐tools/agile-­‐product-­‐roadmap/	
  	
  
Sprint Backlog
Themes, Epics, Stories,Tasks
Design Thinking
User Personas	

•  In marketing and user-centered design, personas are fictional characters created to
represent the different user types within a targeted demographic, attitude and/or behavior
set that might use a site, brand or product in a similar way. Marketers may use personas
together with market segmentation, where the qualitative personas are constructed to be
representative of specific segments.The term persona is used widely in online and
technology applications as well as in advertising, where other terms such as pen
portraits may also be used.	

•  Personas are useful in considering the goals, desires, and limitations of brand buyers and
users in order to help to guide decisions about a service, product or interaction space such
as features, interactions, and visual design of a website. Personas may also be used as part
of a user-centered design process for designing software and are also considered a part
of interaction design (IxD), having been used in industrial design and more recently for
online marketing purposes.	

•  A user persona is a representation of the goals and behavior of a hypothesized group
of users. In most cases, personas are synthesized from data collected from interviews with
users.They are captured in 1–2 page descriptions that include behavior patterns, goals,
skills, attitudes, and environment, with a few fictional personal details to make the persona
a realistic character. For each product, more than one persona is usually created, but one
persona should always be the primary focus for the design.
Deliver Awesome Product Experiences
Rapid Iterative Testing and Evaluation
(RITE)	

h"p://uxmag.com/arAcles/the-­‐rite-­‐way-­‐to-­‐prototype	
  	
  
Standard vs. RITE	

h"p://www.slideshare.net/macieklipiec/rapid-­‐iteraAve-­‐tesAng-­‐and-­‐evaluaAon	
  	
  
Product Management Spectrum	

h"p://enlogica.com/uncategorized/what-­‐is-­‐a-­‐product-­‐manager/	
  	
  
Too many roles?	

h"p://www.romanpichler.com/blog/roles/the-­‐single-­‐product-­‐owner/	
  	
  
“There can only be one”	

h"p://www.romanpichler.com/blog/roles/the-­‐single-­‐product-­‐owner/	
  	
  
Why?	

•  Reduce hand-offs	

•  Ensure continuity	

•  Ownership	

•  Enables long-term thinking
Deliver Awesome Product Experiences
Product Owner	

The	
  product	
  owner	
  has	
  responsibility	
  for	
  deciding	
  what	
  work	
  will	
  be	
  done.	
  This	
  is	
  the	
  single	
  individual	
  who	
  is	
  
responsible	
  for	
  bringing	
  forward	
  the	
  most	
  valuable	
  product	
  possible	
  by	
  the	
  desired	
  date.	
  The	
  product	
  owner	
  does	
  this	
  
by	
  managing	
  the	
  flow	
  of	
  work	
  to	
  the	
  team,	
  selecAng	
  and	
  refining	
  items	
  from	
  the	
  product	
  backlog.	
  The	
  product	
  owner	
  
maintains	
  the	
  product	
  backlog	
  and	
  ensures	
  that	
  everyone	
  knows	
  what	
  is	
  on	
  it	
  and	
  what	
  the	
  prioriAes	
  are.	
  The	
  product	
  
owner	
  may	
  be	
  supported	
  by	
  other	
  individuals	
  but	
  must	
  be	
  a	
  single	
  person.	
  
Certainly	
  the	
  product	
  owner	
  is	
  not	
  solely	
  responsible	
  for	
  everything.	
  The	
  enAre	
  Scrum	
  team	
  is	
  responsible	
  for	
  being	
  as	
  
producAve	
  as	
  possible,	
  for	
  improving	
  its	
  pracAces,	
  for	
  asking	
  the	
  right	
  quesAons,	
  for	
  helping	
  the	
  product	
  owner.	
  
Nonetheless,	
  the	
  product	
  owner,	
  in	
  Scrum,	
  is	
  in	
  a	
  unique	
  posiAon.	
  The	
  product	
  owner	
  is	
  typically	
  the	
  individual	
  
closest	
  to	
  the	
  "business	
  side"	
  of	
  the	
  project.	
  The	
  product	
  owner	
  is	
  charged	
  by	
  the	
  organizaAon	
  to	
  "get	
  this	
  product	
  
out"	
  and	
  is	
  the	
  person	
  who	
  is	
  expected	
  to	
  do	
  the	
  best	
  possible	
  job	
  of	
  saAsfying	
  all	
  the	
  stakeholders.	
  The	
  product	
  
owner	
  does	
  this	
  by	
  managing	
  the	
  product	
  backlog	
  and	
  by	
  ensuring	
  that	
  the	
  backlog,	
  and	
  progress	
  against	
  it,	
  is	
  kept	
  
visible.	
  
The	
  product	
  owner,	
  by	
  choosing	
  what	
  the	
  development	
  team	
  should	
  do	
  next	
  and	
  what	
  to	
  defer,	
  makes	
  the	
  scope-­‐
versus-­‐schedule	
  decisions	
  that	
  should	
  lead	
  to	
  the	
  best	
  possible	
  product.	
  
h"p://www.scrumalliance.org/why-­‐scrum/core-­‐scrum-­‐values-­‐roles	
  	
  
Traditional vs.Agile	

PM	
  Responsibility	
   TradiBonal	
   Agile	
  
Understand	
  customer	
  needs	
   Up	
  front	
  and	
  conAnuous	
   Constant	
  InteracAon	
  
Document	
  requirements	
   Fully	
  elaborated	
  in	
  MRD/PRD	
   Coarsely	
  documented	
  in	
  Vision	
  
Scheduling	
   Plan	
  one-­‐Ame	
  delivery	
  way	
  later	
   ConAnuous	
  near-­‐term	
  roadmap	
  
PrioriAze	
  requirements	
   Not	
  at	
  all,	
  or	
  one-­‐Ame	
  only	
  in	
  
PRD	
  
ReprioriAze	
  every	
  release	
  and	
  
iteraAon	
  
Validate	
  requirements	
   NA	
  –	
  Qa	
  responsibility?	
   Accept	
  every	
  iteraAon	
  and	
  
release.	
  Smaller	
  more	
  frequent	
  
releases	
  
Manage	
  change	
   Prohibit	
  change	
  –	
  weekly	
  CCB	
  
meeAngs	
  
Adapt	
  and	
  adjust	
  at	
  every	
  
release	
  and	
  iteraAon	
  boundary	
  
Assess	
  status	
   Milestone	
  document	
  review	
   See	
  working	
  code	
  every	
  
iteraAon	
  and	
  every	
  release	
  
Assess	
  likelihood	
  of	
  release	
  date	
   Defect	
  trends,	
  or	
  crystal	
  ball,	
  
developer	
  words?	
  
Release	
  dates	
  are	
  fixed.	
  Manage	
  
scope	
  expectaAons.	
  
h"p://scalingsovwareagilityblog.com/responsibiliAes-­‐of-­‐agile-­‐product-­‐owner-­‐vs-­‐enterprise-­‐product-­‐manager/	
  	
  
Deliver Awesome Product Experiences
Deliver Awesome Product Experiences
UCD + Agile	

h"p://johnnyholland.org/2009/12/how-­‐ucd-­‐and-­‐agile-­‐can-­‐live-­‐together/	
  	
  
h"p://www.syntagm.co.uk/design/arAcles/agilerecord_11_hudson.pdf	
  	
  
h"p://boonious.typepad.com/ux2/2011/03/agile-­‐user-­‐interface-­‐development.html	
  	
  
Deliver Awesome Product Experiences
Recap	

•  Think BIG!	

•  Deliver Small	

•  Iterate	

•  Learn	

•  Refine

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Deliver Awesome Product Experiences

  • 1. Deliver Awesome Product Experiences Vice President, Strategic Process Innovations, [24]7 Innovation Labs http://managewell.net http://slideshare.net/managewell http://twitter.com/tathagatvarma Tathagat Varma Sr. Member IEEE and ACM, SPC, CSP, CSPO, CSM, PMP, PRINCE2
  • 3. How Apple does it? Steve Jobs gave a small private presentation about the iTunes Music Store to some independent record label people. My favorite line of the day was when people kept raising their hand saying, "Does it do [x]?", "Do you plan to add [y]?". Finally Jobs said, "Wait wait — put your hands down. Listen: I know you have a thousand ideas for all the cool features iTunes could have. So do we. But we don't want a thousand features.That would be ugly. Innovation is not about saying yes to everything. It's about saying NO to all but the most crucial features.” h"p://www.oreillynet.com/onlamp/blog/2004/08/say_no_by_default.html    
  • 9. If you’re not embarrassed by your first product release, you’ve released too late – Reid Hoffman
  • 10. Top 12 Product Management Mistakes Confusing  Customer  Requirements  with  Product  Requirements   Confusing  InnovaAon  with  Value     Confusing  Yourself  with  Your  Customer   Confusing  the  Customer  with  the  User   Confusing  Features  with  Benefits     Confusing  Building  Right  Product  with  Building  Product  Right     Confusing  Good  Product  with  Good  Business  Model   Confusing  Inspiring  Features  with  “Nice-­‐to-­‐Have”  Features   Confusing  Adding  Features  with  Improving  Product     Confusing  Impressive  SpecificaAons  with  an  Impressive  Product   Confusing  a  Complete  Product  with  a  Sellable  Product     Confusing  Product  Launch  with  Success   h"p://www.khoslaventures.com/wp-­‐content/uploads/2012/02/toppmmistakes.pdf    
  • 13. Getting cool ideas Be  your  first   Customer!   Make  a   prototype   quickly   Be  willing  to   adapt   h"p://www.entrepreneur.com/arAcle/226666    
  • 15. Nurturing new ideas h"p://www.innovaAons.ahrq.gov/uploadedFiles/2009-­‐11-­‐Slide12.JPG     3M:  15%  Time     Google:  20%  Time     Atlassian:  FedEx  Days     Yahoo!:  Hackathons     P&G:  Connect  &  Develop     Facebook:  Done  is  be"er   than  perfect!   “It  takes  a  village  to  raise  a  child”    
  • 17. Problem with traditional product development model From:  Running  Lean  –  Ash  Maurya  The  Startup  Owners  Manual  –  Steve  Blank   “In  large  companies,  the  mistakes  just  have   addi7onal  zeroes  in  them”  –  Steve  Blank  
  • 18. 9 Deadly Sins of New Product Introduction Assuming  “I  know  what  the  customer  wants”   The  “I  know  what  features  to  build”  flaw   Focus  on  launch  date   Emphasis  on  execuAon  instead  of  hypotheses,  tesAng,  learning  and  iteraAon   TradiAon  business  plans  presume  no  trial  and  no  errors   Confusing  tradiAonal  job  Atles  with  what  a  startup  needs  to  accomplish   Sales  and  MarkeAng  execute  to  a  plan   PresumpAon  of  success  leads  to  premature  scaling   Management  by  Crisis  leads  to  “Death  Spiral”   From:  Startup  Owner’s  Manual  
  • 19. “A startup is NOT a smaller version of a large company” – Steve Blank
  • 20. Are all Startups the same? Lifestyle   Startups   Work  to  live   their  passion   Small   business   Startup   Work  to  fee   the  family   Funded  from   savings   Barely   profitable   Not  designed   for  scale   Scalable   Startup   Born  to  be   big   Founders   have  a  vision   Require  risk   capital   Buyable   startup   AcquisiAon   targets   Social   Startup   Driven  to   make  a   difference   Large-­‐ company   Startup   Innovate  or   Evaporate  
  • 21. 3 Stages of a startup “Do  I  have   a  problem   worth   solving?”   “Have  I  built   something   people   want?”   “How  do  I   accelerate   growth?”   From:  Running  Lean  –  Ash  Maurya  
  • 25. GET OUT OF THE BUILDING…
  • 26. So, what is your product? From:  Running  Lean  –  Ash  Maurya  
  • 27. The Customer Development Insight Cycle
  • 28. A Pivot is a structural course correction to test a new fundamental hypothesis about the product, strategy and engine of growth. It is not a failure! h"p://steveblank.files.wordpress.com/2010/11/pivot-­‐the-­‐model.jpg    
  • 29. MVP A  strategy  used  for  fast  and  quanAtaAve  market   tesAng  of  a  product  or  product  feature       A  Minimum  Viable  Product  has  just  those  features   that  allow  the  product  to  be  deployed,  and  no   more.  The  product  is  typically  deployed  to  a  subset   of  possible  customers,  such  as  early  adopters  that   are  thought  to  be  more  forgiving,  more  likely  to   give  feedback,  and  able  to  grasp  a  product  vision   from  an  early  prototype  or  markeAng  informaAon.   It  is  a  strategy  targeted  at  avoiding  building   products  that  customers  do  not  want,  that  seeks   to  maximize  the  informaAon  learned  about  the   customer  per  dollar  spent.  "The  minimum  viable   product  is  that  version  of  a  new  product  which   allows  a  team  to  collect  the  maximum  amount  of   validated  learning  about  customers  with  the  least   effort."  The  definiAon's  use  of  the  words  maximum   and  minimum  means  it  is  decidedly  not  formulaic.   It  requires  judgment  to  figure  out,  for  any  given   context,  what  MVP  makes  sense.     An  MVP  is  not  a  minimal  product,[3]  it  is  a  strategy   and  process  directed  toward  making  and  selling  a   product  to  customers.  It  is  an  iteraAve  process  of   idea  generaAon,  prototyping,  presentaAon,  data   collecAon,  analysis  and  learning.  One  seeks  to   minimize  the  total  Ame  spent  on  an  iteraAon.  The   process  is  iterated  unAl  a  desirable  product-­‐market   fit  is  obtained,  or  unAl  the  product  is  deemed  to  be   non-­‐viable.    
  • 32. Pivot now, Optimize later From:  Running  Lean  –  Ash  Maurya  
  • 33. Pivot
  • 34. Make the transition only after you have a ‘scalable startup’
  • 35. How to optimize? From:  Running  Lean  –  Ash  Maurya  
  • 36. When to raise money? From:  Running  Lean  –  Ash  Maurya  
  • 40. Product Canvas •  The Product Canvas is an alternative to a traditional, linear product backlog. It describes the product’s target group together with the needs addressed, paints a rough picture of the desired user experience (UX), and it provides the details for the next iteration.The canvas uses personas, scenarios, storyboards, design sketches, workflows, user stories, and constraint cards. •  The Product Canvas contains the key pieces of information necessary to create a new product or product update.As its name suggests, it intends to paint a holistic picture of the product. 
  • 41. From Business Model Canvas to Product Canvas
  • 48. Product Runways Strategic  Vision   Set  by  the  CEO  /  Board  and   consists  of  Strategic  DirecAon,   SoluAon  Strategy,  Technology   IniAaAves  and  Themes   Reviewed  annually  as  part  of   annual  strategic  planning  and   revised  as  needed   Serves  as  a  strategic  input  for   product  vision   Product  Vision   High-­‐level  overview  of  product   requirements  owned  by   respecAve  PMs     Acts  as  true  north  for  the   product  in  long  term  (2-­‐3  years)   Serves  as  the  input  for  overall   product  roadmap  in  medium   term  (1-­‐2  years)     Product  Roadmap   Calls  out  the  high-­‐level  themes   and  release  Ameline  in  next  1-­‐3   years   Consists  of  swimlanes  (strategic   prioriAes  vs.  lights  on,  client   requests,vs.  compeAAve  intel,   technical  debt  vs  innovaAon   ideas,,  etc.)   Reviewed  each  quarter   Product  Backlog   PrioriBzed  list  of  features   idenAfied  for  the  next  1-­‐3   releases   Owned  and  maintained  by   respecAve  PMs  based  on  relaAve   prioriAzaAon  of  each  feature   request     Revised  constantly  based  on   evolving  inputs  and  refined   weekly  in  grooming  sessions  with   scrum  team   Sprint  Backlog   Consists  of  highest-­‐priority  /   highest-­‐value  features  agreed   upon  for  development  in  the   current  sprint  (1-­‐4  weeks)   Product  Owner  responsible  to   prioriAze  the  features,  while   scrum  team  responsible  for   planning,  esAmaAon,  planning,   execuAon  and  compleAon  of   those  features  in  a  sprint   Once  the  sprint  has  started,  any   new  requirements  or  change   request  must  wait  unAl  the  next   sprint  planning    
  • 49. Adaptive Planning Product  Backlog   Product  Roadmap   Sprint  Backlog   Product  Vision   Futuris'c   picture  of  the   product   Based  on   technology   evolu7on,   market   development,   industry   trends,  etc.   Reviewed   annually,  and   revised  as   needed   High-­‐level   wish  list  of   themes  and   epics  for  a   long-­‐term   Reviewed  on   a  quarterly   basis   Typically   revised   annually   Priori'zed  list   of  Themes,   Epics  and   User  Stories   Gets   constantly   revised  and   groomed  on  a   weekly  basis   Well-­‐ groomed  User   Stories   Can’t  be   changed  once   the  sprint  is   underway   Current  Sprint   3-­‐6  months   12-­‐24  months   1-­‐3  years   Small  Stories,     Firm  Requirements,     Large  Stories  /  Epics  /  Themes,     Fuzzy  /  Evolving  Requirements   Predictable delivery of Features FlexibilitytoaccommodateChanges
  • 50. Product Management Artifacts IniAaAves     Epics   Themes   Sprint  Backlog   Product  Backlog   Product  Roadmap   Product  Vision   Tasks…   Stories   Scenarios  
  • 51. Product Vision •  Shared by All •  Desirable and Inspirational •  Clear and Tangible •  Broad and Engaging •  Short and Sweet
  • 52. Product Vision – Elevator Pitch For  (target  customer)   Who  (statement  of  the  need  or  opportunity)   The  (product  name)  is  a  (product  category)   That  (key  benefit,  compelling  reason  to  buy)   Unlike  (primary  compeAAve  alternaAve)   Our  product  (statement  of  primary  differenAaAon)   h"p://www.joelonsovware.com/arAcles/JimHighsmithonProductVisi.html    
  • 53. Product Vision Box •  As the name suggests… •  Describes the top 2-3 features of product
  • 54. Product Roadmap h"p://www.romanpichler.com/blog/agile-­‐product-­‐management-­‐tools/agile-­‐product-­‐roadmap/     h"p://dynamicsgpblogster.files.wordpress.com/2009/04/dynamicsgproadmap4.png     •  High-­‐level  plan  that   describes  how  the   product  will  evolve   •  Refers  to   •  Product  version   •  FuncAonality   •  Release  date    
  • 55. Benefits of Product Roadmap •  Helps communicate how you see the product develop. •  Helps align the product and the company strategy. •  Helps manage the stakeholders and coordinate the development, marketing, and sales activities. •  Facilitates effective portfolio management, as it helps synchronise the development efforts of different products. •  Supports and complements the product backlog.This allows the backlog to focus on the tactical product development aspects. h"p://www.romanpichler.com/blog/agile-­‐product-­‐management-­‐tools/agile-­‐product-­‐roadmap/    
  • 57. Product Backlog •  The agile product backlog is a prioritized features list, containing short descriptions of all functionality desired in the product. •  When using Scrum, it is not necessary to start a project with a lengthy, upfront effort to document all requirements. •  Typically, a Scrum team and its product owner begin by writing down everything they can think of for agile backlog prioritization.This agile product backlog is almost always more than enough for a first sprint.The Scrum product backlog is then allowed to grow and change as more is learned about the product and its customers. •  http://www.mountaingoatsoftware.com/ scrum/product-backlog
  • 58. Product Backlog •  A combined list of all desired work, including user focused stories, technical work, features & ideas •  Everything is expressed in User Stories •  List is prioritized by the Product Owner •  Product Owner keeps it organized with the team’s help •  Anyone can add items to the backlog •  Evolves over time •  Always in progress
  • 59. ….should be DEEP •  D: Detailed Appropriately •  E: Estimated •  E: Emergent •  P: Prioritized
  • 60. Sprint Backlog •  User Stories selected by The Team •  Will be built in next Sprint •  Fully Estimated •  Divided into Tasks
  • 61. Sprint Planning •  Happens on Day 1 of every Sprint. •  Decide what user stories will be attempted based on dependencies, priority, resources, time •  Define what Done means for this iteration. Checked in software, tested, documented and demonstrable. •  Team plans iteration by decomposing user stories into estimated tasks describing the work that needs to be done to complete the story. •  Task should be in the order of 1-16 Hrs •  Everyone agrees on what to do and commits to completing the work. •  Team signs up for tasks on Sprint backlog.
  • 62. Themes, Epics, User Stories and Tasks
  • 63. User Story h"p://www.leadingagile.com/wp-­‐content/uploads/2012/07/post-­‐it-­‐note-­‐user-­‐story.jpg     h"ps://code.google.com/p/econference-­‐planning-­‐poker-­‐plugin/wiki/PlanningPoker    
  • 64. As  a  frequent  flyer,     I  want  to  be  able  to  view  current   offers  in  terms  of  mileage  points     so  that  I  can  redeem  them.  
  • 65. The Three C’s of a User Story • The  story  itself   • A  promise  to  have  a  conversaAon  at  the   appropriate  Ame   Card   • The  requirements  themselves  communicated   from  the  Product  Owner  to  the  Delivery  Team  via   a  conversaAon   • Write  down  what  is  agreed  upon   ConversaAon   • The  Acceptance  Criteria  for  the  story   • How  the  Delivery  Team  will  know  they  have   completed  the  story   ConfirmaAon  
  • 68. Why work with small tasks? h"p://agilescrum.foundaAontraining.nl/img/slide-­‐horizon.jpg    
  • 70. Scenarios, User Case, User Story Use  Case:     Customer  walks  to  the  restaurant   Customer  enters  the  restaurant   Customer  finds  a  seat  at  the  bar   Customer  scans  the  menu   Customer  selects  a  beer   Customer  orders  selected  beer   Bartender  takes  order   Bartender  pours  beer   Bartender  delivers  beer   User  drinks  beer   User  pays  for  beer   User  Story:     A  user  wants  to  find  a  bar,  to  drink  a  beer.   h"p://www.cloudforestdesign.com/2011/04/25/introducAon-­‐user-­‐stories-­‐user-­‐personas-­‐use-­‐cases-­‐whats-­‐the-­‐difference/     Scenario:     Josh  is  a  30  something  mid-­‐level  manager   for  an  ad  agency,  metro-­‐sexual  and  beer   aficionado.  He  likes  to  try  new  and  exoAc   beers  in  trendy  locaAons.  He  also  enjoys   using  a  variety  of  social  apps  on  his  smart   phone.  He  reads  a  review    on  Yelp  of  a  new   burger  &  beer  joint  downtown  with  over   100  beers  on  tap,  and  decides  to  go  walk   over  aver  work  and  check  it  out.      
  • 71. What makes a good User Story? Independent  of  all  others   NegoAable  not  a  specific  contract  for  features   Valuable  or  ver7cal   EsAmable  to  a  good  approxima7on   Small  so  as  to  fit  within  an  itera7on   Testable  in  principle,  even  if  there  isn’t  a  test  for  it  yet   h"p://guide.agilealliance.org/guide/invest.html    
  • 74. Minimal Marketable Feature •  A Minimal Marketable Feature (MMF) is a feature that is minimal, because if it was any smaller, it would not be marketable.A MMF is marketable, because when it is released as part of a product, people would use (or buy) the feature. •  An MMF is different than a typical User Story in Scrum or Extreme Programming.Where multiple User Stories might be coalesced to form a single marketable feature, MMFs are a little bit bigger. Often, there is a release after each MMF is complete. •  An MMF doesn’t decompose down into smaller sub-feature, but it is big enough to launch on its own. •  A MMF can be represented as a User Story — a short, one- sentence description.
  • 75. MVP, MMF, Stories MVP   MMFs   User  Stories  
  • 76. MoSCoW •  M - MUST: Describes a requirement that must be satisfied in the final solution for the solution to be considered a success. •  S - SHOULD: Represents a high-priority item that should be included in the solution if it is possible.This is often a critical requirement but one which can be satisfied in other ways if strictly necessary. •  C - COULD: Describes a requirement which is considered desirable but not necessary.This will be included if time and resources permit. •  W - WON'T: Represents a requirement that stakeholders have agreed will not be implemented in a given release, but may be considered for the future. (note: occasionally the word "Won't" is substituted for "Would" to give a clearer understanding of this choice.
  • 77. From Product Roadmap to Product Backlog h"p://www.romanpichler.com/blog/agile-­‐product-­‐management-­‐tools/agile-­‐product-­‐roadmap/    
  • 78. Who owns Product Backlog? h"p://www.romanpichler.com/blog/agile-­‐product-­‐management-­‐tools/agile-­‐product-­‐roadmap/    
  • 82. User Personas •  In marketing and user-centered design, personas are fictional characters created to represent the different user types within a targeted demographic, attitude and/or behavior set that might use a site, brand or product in a similar way. Marketers may use personas together with market segmentation, where the qualitative personas are constructed to be representative of specific segments.The term persona is used widely in online and technology applications as well as in advertising, where other terms such as pen portraits may also be used. •  Personas are useful in considering the goals, desires, and limitations of brand buyers and users in order to help to guide decisions about a service, product or interaction space such as features, interactions, and visual design of a website. Personas may also be used as part of a user-centered design process for designing software and are also considered a part of interaction design (IxD), having been used in industrial design and more recently for online marketing purposes. •  A user persona is a representation of the goals and behavior of a hypothesized group of users. In most cases, personas are synthesized from data collected from interviews with users.They are captured in 1–2 page descriptions that include behavior patterns, goals, skills, attitudes, and environment, with a few fictional personal details to make the persona a realistic character. For each product, more than one persona is usually created, but one persona should always be the primary focus for the design.
  • 84. Rapid Iterative Testing and Evaluation (RITE) h"p://uxmag.com/arAcles/the-­‐rite-­‐way-­‐to-­‐prototype    
  • 88. “There can only be one” h"p://www.romanpichler.com/blog/roles/the-­‐single-­‐product-­‐owner/    
  • 89. Why? •  Reduce hand-offs •  Ensure continuity •  Ownership •  Enables long-term thinking
  • 91. Product Owner The  product  owner  has  responsibility  for  deciding  what  work  will  be  done.  This  is  the  single  individual  who  is   responsible  for  bringing  forward  the  most  valuable  product  possible  by  the  desired  date.  The  product  owner  does  this   by  managing  the  flow  of  work  to  the  team,  selecAng  and  refining  items  from  the  product  backlog.  The  product  owner   maintains  the  product  backlog  and  ensures  that  everyone  knows  what  is  on  it  and  what  the  prioriAes  are.  The  product   owner  may  be  supported  by  other  individuals  but  must  be  a  single  person.   Certainly  the  product  owner  is  not  solely  responsible  for  everything.  The  enAre  Scrum  team  is  responsible  for  being  as   producAve  as  possible,  for  improving  its  pracAces,  for  asking  the  right  quesAons,  for  helping  the  product  owner.   Nonetheless,  the  product  owner,  in  Scrum,  is  in  a  unique  posiAon.  The  product  owner  is  typically  the  individual   closest  to  the  "business  side"  of  the  project.  The  product  owner  is  charged  by  the  organizaAon  to  "get  this  product   out"  and  is  the  person  who  is  expected  to  do  the  best  possible  job  of  saAsfying  all  the  stakeholders.  The  product   owner  does  this  by  managing  the  product  backlog  and  by  ensuring  that  the  backlog,  and  progress  against  it,  is  kept   visible.   The  product  owner,  by  choosing  what  the  development  team  should  do  next  and  what  to  defer,  makes  the  scope-­‐ versus-­‐schedule  decisions  that  should  lead  to  the  best  possible  product.   h"p://www.scrumalliance.org/why-­‐scrum/core-­‐scrum-­‐values-­‐roles    
  • 92. Traditional vs.Agile PM  Responsibility   TradiBonal   Agile   Understand  customer  needs   Up  front  and  conAnuous   Constant  InteracAon   Document  requirements   Fully  elaborated  in  MRD/PRD   Coarsely  documented  in  Vision   Scheduling   Plan  one-­‐Ame  delivery  way  later   ConAnuous  near-­‐term  roadmap   PrioriAze  requirements   Not  at  all,  or  one-­‐Ame  only  in   PRD   ReprioriAze  every  release  and   iteraAon   Validate  requirements   NA  –  Qa  responsibility?   Accept  every  iteraAon  and   release.  Smaller  more  frequent   releases   Manage  change   Prohibit  change  –  weekly  CCB   meeAngs   Adapt  and  adjust  at  every   release  and  iteraAon  boundary   Assess  status   Milestone  document  review   See  working  code  every   iteraAon  and  every  release   Assess  likelihood  of  release  date   Defect  trends,  or  crystal  ball,   developer  words?   Release  dates  are  fixed.  Manage   scope  expectaAons.   h"p://scalingsovwareagilityblog.com/responsibiliAes-­‐of-­‐agile-­‐product-­‐owner-­‐vs-­‐enterprise-­‐product-­‐manager/    
  • 95. UCD + Agile h"p://johnnyholland.org/2009/12/how-­‐ucd-­‐and-­‐agile-­‐can-­‐live-­‐together/     h"p://www.syntagm.co.uk/design/arAcles/agilerecord_11_hudson.pdf     h"p://boonious.typepad.com/ux2/2011/03/agile-­‐user-­‐interface-­‐development.html    
  • 97. Recap •  Think BIG! •  Deliver Small •  Iterate •  Learn •  Refine