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Continuous Development team product Innovation in an AgileLean World
 

Continuous Development team product Innovation in an AgileLean World

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This was presented at Product Camp Austin 11 on July 22, 2013 (http://productcampaustin.org/sessions/proposed-sessions/) ...

This was presented at Product Camp Austin 11 on July 22, 2013 (http://productcampaustin.org/sessions/proposed-sessions/)

Congratulations--you're a Product Manager who is part of a team that finally achieved many of the benefits promised by agile methods such as Scrum or Kanban--you have a ranking of work items on which the team can focus, you're eliminating waste, and you're getting things done (just about) on time!

There may be an effort to put nearly everyone in your product development team (especially anyone in development) in the system and really crank up the velocity. However, you've noticed that the flow of new ideas coming out of development is not quite what it once was. You say to yourself, "at least it's better than before when they made ALL the decisions. But my competitors are catching up..."

Come to this session to learn about a bold potential solution that will allow for a balance of predictable performance and the generation of innovative ideas from your development team.

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  • Both have come from programs allowing engineers to spend part of their time on their own projects (Google’s “20% time” yielding gmail, and 3M’s “15% time” yielding Post-It notes. Backup – “How 3M Gave Everyone Days Off and Created an Innovation Dynamo” http://www.fastcodesign.com/1663137/how-3m-gave-everyone-days-off-and-created-an-innovation-dynamo
  • Some people view developers as coming up with ideas that are not practical/relevant to real customer needs. I would disagree with this, but it’s a good thing to discuss.
  • The Hyperformix context is important – we have been innovating and developing a good deal of patents over 30+ years. This may be a new venture for other companies.
  • Sorry, can’t share details here – this is a source of competitive differentiation
  • Sorry, can’t share details here – this is a source of competitive differentiation
  • Sorry, can’t share details here – this is a source of competitive differentiation
  • Discussion about what people have seen in this area—is this a problem for them?
  • Opportunity to share what we’ve learned, realizing that context is different for everyone and we can’t all follow each other’s practices to get to value. However, if we share what we’ve learned, we might find patterns that are common.

Continuous Development team product Innovation in an AgileLean World Continuous Development team product Innovation in an AgileLean World Presentation Transcript

  • Product Camp Austin 11 July 19, 2013 Matt Roberts matt@mat t - robe r ts.co m CONTINUOUS DEVELOPMENT TEAM PRODUCT INNOVATION IN AN AGILE/LEAN WORLD @MulticastMatt matt@matt-roberts.com linkedin.com/in/cpgmattr
  • WHAT DO THESE IMAGES HAVE TO DO WITH DEV-LED INNOVATION?
  •  Congratulations--you're a Product Manager who is part of a team that finally achieved many of the benefits promised by agile methods such as Scrum or Kanban--you have a ranking of work items on which the team can focus, you're eliminating waste, and you're getting things done (just about) on time!  There may be an effort to put nearly everyone in your product development team (especially anyone in development) in the system and really crank up the velocity. However, you've noticed that the flow of new ideas coming out of development is not quite what it once was. You say to yourself, "at least it's better than before when they made ALL the decisions. But my competitors are catching up..."  Come to this session to learn about a bold potential solution that will allow for a balance of predictable performance and the generation of innovative ideas from your development team. THE ―THERE‖ THERE
  •  For the purpose of this presentation  Innovation is the creation of new value for a particular group of stakeholders.  It’s worth something (like money) that stakeholders are willing to depart with to obtain.  For a product development company, it’s a source of growth (as opposed to maintenance/sustaining). Growth represents value in these organizations, especially startups or similar smaller groups.  It carries risk and is hard to ―manage‖  It tends to be fun and creates engagement for the people who create it. WHY DO WE CARE ABOUT INNOVATION?
  •  ―Quite a few clients report that agile is anti- innovation. The developers have a vested interest in developing whatever they can produce within the allowable time. They are rewarded for maintaining the velocity of the project, not for their innovative solutions. Note that innovation, as we use the term here, means fresh thinking. We do not mean that innovation is the same as invention — it’s not. Innovation is thinking differently about the business problem with the intention of finding more beneficial things for the business to do.‖  ―Keeping the Innovation in Agile‖ - Cutter Blog http://blog.cutter.com/2012/04/10/putting-the-innovation-in-agile/ BUT WE’RE MAINTAINING VELOCITY!
  • A FUNNY THING HAPPENED ON THE WAY TO AGILE… Principles and Practices Delivery Innovation Risk Organization Flattening Good ? Focus on Quality Good No change Focus on Modern Engineering Principals Good No change Continuous Improvement / Kaizen Good Good Focus on the Highest Ranked Priority by the Stakeholders Good (Finally) Eh…. Small, Collaborative Teams Good Well Predictability Good Hmmm Short Increments / Iterations/ Limited WIP Good Unsure Reduction of Waste Good Define ―Waste‖ Focus on Velocity Good Yikes ―Interchangable‖ (T-shaped) Team Members Good Really?
  • CAN DEVELOPERS GENERATE VALUABLE PRODUCT IDEAS?
  •  Google’s 20% Time (or is it 120%?  )  Atlassian ShipIt Days  BazaarVoice Science Fair  CA Technologies Innovation Time Out / Hyperformix Science Faire  ..and so many more, based on the concept of SLACK SOME INDUSTRY ―SOLUTIONS‖ FOR DEV- LED INNOVATION Slack Tom DeMarco
  • CA TECHNOLOGIES INNOVATION TIME OUT What is an Innovation Time Out and its goal? An Innovation Time Out, also known as an ITO, is a technique to foster the pursuit of new and innovative processes or products. To accomplish this goal, each team member has formal approval that permits them to spend up to 10% of their business time to work on their own, qualified, innovative ideas. What qualifies as an ITO project? To qualify as an approved ITO project, the following parameters must be met: One or more team members may work on any idea that supports any current product(s) or market(s) that CA Technologies is currently in or pursuing. The idea does not have to be limited to the product line that the team member currently works in. The ITO project must result in proof of concept (POC) demonstration in which working code is exhibited in an open forum hosted by an EMD senior manager. Code: Is defined as any demonstrable function that creates a result based on a set of inputs. Time frame for demonstrations – Quarterly (or so)
  • CHALLENGES WITH OFFICIAL ITO  Everyone loves the idea of the ITO, but its implementation has been a challenge.  Everyone is ―too busy‖ and certain people don’t like the formality.  Idea—put the 10% time/innovation concept into our agile delivery system and see if all stakeholders find benefit it in.  This is the genesis of the Hyperformix Science Faire  Our experience is that over 20% of the ideas presented are placed into the backlog within the same release and prioritized to become fully productized features. This is huge.
  • HYPERFORMIX – CONTEXT
  • HYPERFORMIX SCIENCE FAIRE  Continuous – it’s now embedded in the product development process  Plugged into Innovation (Patent) Harvesting  Team’s reaction to Matt’s insistence on coding examples  Fix a defect  Implement small feature  New tool  Show prototype  How to apply to new domain  New technology  New algorithm  New/improved UI  New/improved utility  Developers and Product Managers LOVED it. Non-developers, not so much—still a bit concerned. Everyone voted to do it again.  Ideas went right into the backlog and were invested in and shipped within weeks!  Challenges—are we just doing prototypes for Product Management? Is this an issue? Time frame for demonstrations – Monthly (two days every other sprint)
  • HYPERFORMIX SCIENCE FAIRE - HOWTO  We sprint for two weeks. So, every two sprints, we spend two days on Science Faire. This is roughly 10% time.  There are no rules about who works on what or how people work. People are free to work together, on teams, or in a combination of modes (some do both).  Some entries are one-time only, some go on for months. The longest was over a year.  There are no winners or losers and there is no competitive aspect to it. The Faire is an opportunity to share working software/learning.  Everyone gets 10 – 15 minutes to present. The demonstrations are recorded so that they can be shared with others. This is very important in a large company like CA Technologies.  We like having others, not in development, participate—we’ve had Sales Enablement, Product Management, and Dev Management participate. However, each team decides how they work and what they work on.  This effort fits into our sustainable pace. We believe that we can have these events just like any other work day and not require a traditional hackathon environment.  All entries (where it make sense) are placed into the product backlog for consideration to fully productize.  We like to create a celebratory environment—adult beverages and child- like treats are often served.
  • PURE CLOUD CAPACITY PLANNING AS A SERVICE April 16, 2013 Engineer 1, Engineer 2, Matt Roberts, Engineer 3 HOWDY! CA Capacity Management (Hyperformix) Dev Team
  • PCCPAAS - INTRODUCTION  Objective of Innovation: Get SaaSy by providing a service that can provide Capacity Planning in the cloud, for the cloud.  Details  Problem definition: [REDACTED ]  Development Area: Cloud, Software as a Service, Automation  Relevance to business: [REDACTED ]  Solution definition: To be demonstrated
  • PCCPAAS – INTRODUCTION (CONT’D)  Tools  [REDACTED ]  How this is going to kill our competition…  [REDACTED ]  Demonstration  [REDACTED ]
  • WHAT HAVE YOU SEEN?
  • WHAT HAVE YOU LEARNED?