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Co-making Great Products

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Джеф Паттон проектирует и разрабатывает ПО во множестве проектов, от интернет заказа деталей самолетов до электронных медицинских записей. Джеф нацелен на Agile подходы со времен работы в XP команде в …

Джеф Паттон проектирует и разрабатывает ПО во множестве проектов, от интернет заказа деталей самолетов до электронных медицинских записей. Джеф нацелен на Agile подходы со времен работы в XP команде в 2000 году. Джеф специализируется на применении ориентированных на пользователя методик проектирования, чтобы улучшить Agile требования, планирование и продукт. Его статьи на эту тему можно найти на сайте www.AgileProductDesign.com и в Crystal Clear Алистара Коберна.

Сейчас Джеф - независимый консультант, создатель и модератор Yahoo группы по agile-usability, обозреватель StickyMinds.com и IEEE Software и победитель премии Agile Alliance’s 2007 Gordon Pask Award за вклад в Agile разработку.

“Mediocrity guaranteed.” This sad tagline describes most of the processes we use today including typical agile process. It’s easy to see why: software development is an expensive, risky business. To deal with the risk, we clearly separate responsibilities, creating a client-vendor model so that we know who’s accountable when things go wrong. Although we know things rarely go as planned, and innovative ideas rarely spring from such a relationship, we continue to work in processes where treating our coworkers as outsourced vendors is considered “best practice” and risking everything on the ideas of a select few isn’t regarded as risky.

This talk is about an alternative way of working.

In this talk, Jeff explores companies beginning to adopt a style of working where everyone in the organization gets involved with identifying and solving problems. You’ll hear examples from real companies describing their practices for learning first-hand about customers and users. You’ll learn about practices for collaboratively designing solutions for the problems found in the real world, and approaches for learning if what we created really benefited anyone. This new style of work is a process cocktail combining the best of agile development, lean software development and lean startup, user-centered design, and collaborative design thinking.

This style of work isn’t the traditional client-vendor model where knowing who’s to blame is the primary concern. It’s a co-making style of work where everyone brings their skills and experience to the table and together takes ownership for making great products.

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  • 1. Co-MakingGreat ProductsHow whole teams work together to find problems,invent solutions, and deliver great productsJeff Pattonjeff@comakewith.ustwitter: @jeffpatton
  • 2. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/This/team/has/delivered/high/quality/working/so?ware/every/sprintBut,/they’re/frustrated/because/they’re/failing2
  • 3. This team thinks aboutsuccessdifferently3
  • 4. s1. Safety isn’t success2. Velocity isn’t value3. The invention game4. Deliberate discoverydrives delivery5. Reality bites4
  • 5. These three companies arefocused on winning thesoftware development game5
  • 6. Safety isn’t success61
  • 7. 7JB#BrownNordstrom#Innova0on#LabOur#everyday#process#requires#so#much#rigor,#there#wasn’t#really#a#place#for#innova0on
  • 8. Traditional sequentialdevelopment process issafe for individuals8
  • 9. 9
  • 10. 10
  • 11. 11
  • 12. 12
  • 13. Separation of concerns isproblematic for process13
  • 14. 14
  • 15. 15
  • 16. Velocity isn’t value162
  • 17. 17Eugene#ParkEdmunds.comWe’re#great#at#delivering#soFware#using#agile#approaches.##We’ve#just#realized#it#doesn’t#maIer.
  • 18. We’re not here to buildsoftwarewe’re here to change theworld18
  • 19. R & D[requirements & design]20
  • 20. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Deciding/what/to/build/is/difficultFred#Brooks,#author#of#The#Mythical#Man#Month21Thehardest single partof building a softwaresystem is decidingprecisely what tobuild.
  • 21. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Our/decisions/become/requirementsAlistair/Cockburn,/author/of/Agile/So?ware/Development:/The/CooperaVve/Game22If it’s yourdecision to make,it’s design.If not, it’s arequirement.
  • 22. South#Park#clip,#the#underpants#business:#hIp://www.southparkstudios.com/clips/151040
  • 23. The invention game263
  • 24. Process27
  • 25. 7http://hbr.harvardbusiness.org/1986/01/the-new-new-product-development-game/ar/1“Under the rugby approach, the product developmentprocess emerges from the constant interaction of a hand-picked, multidisciplinary team whose members worktogether from start to finish.”From the 1986 Harvard Business Review paper “The New New ProductDevelopment Game” by Takeuchi and Nonaka
  • 26. Game29
  • 27. Process ≠ Skillknowing how doesn’t make you goodRoles ≠ PositionsYou might primarily do one thing, but you can’twin by doing only one thingFinishing On Time ≠ WinningKeep score, don’t just keep time30
  • 28. 31“Design Thinking” is alearning and invention game
  • 29. 32It seems like common senseThereis nothingmore uncommonthan commonsense.Understand theproblem you’re solving& focus on specificproblemsConsider lotsof possiblesolutions Sco$shMathema-cianThomasChalmersMake sure it’llwork beforeinvesting big
  • 30. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/ 33Different ways of thinking -NOT process roles, hand-offs,sequence and phases
  • 31. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/ 34Study the world now, imagine andtest the a new future worldNowLater
  • 32. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/ 35Learning happens outside thebuildingNowLater
  • 33. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/UX/Designers/act/as/experts/and/guides36Leah#Buleywww.adapVvepath.com/aboutus/leah.php“Design isn’t a productthat designers produce,design is a process thatdesigners facilitate.”-- Leah Buley
  • 34. 37
  • 35. 38
  • 36. Share understanding,not documents39
  • 37. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/O?en/when/we/verbally/discuss/ideas,/we/may/incorrectly/believe/we/have/the/same/understanding40
  • 38. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/RepresenVng/our/ideas/as/models/allows/us/to/detect/inconsistencies/in/our/understanding41
  • 39. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Through/discussion/and/iteraVve/model/building/we/arrive/at/a/stronger/shared/understanding42
  • 40. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Using/that/sharedunderstanding/we/can/work/together/to/arrive/at/the/same/future/world43
  • 41. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Sharedunderstanding/is/the/result/of/successful/collaboraVve/work44
  • 42. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Words/and/pictures/help/everyone/build/shared/understanding45
  • 43. GameStorming is a goodmanual for effectivecollaborative work46Having a business meeting withoutartifacts and meaningful space is likemeeting blindfolded with your handsbehind your back. Yes, you can do it, butwhy would you want to?
  • 44. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Shared/understanding/takes/space“Make/Space”/is/the/term/coined/by/the/Stanford/Design/School/to/describe/effecVve/collaboraVve/workspaceSpace/to/model/and/draw:! Walls/and/whiteboards/! TabletopsFlexible/discussion/&/seaVng/spacePlaces/to/store/the/arVfacts/created/during/discovery/work47
  • 45. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Shared/understanding/takes/spaceA#large#work#area#in#the#Stanford#d.school#supports#many#small#design#teams.48“Make/Space”/is/the/term/coined/by/the/Stanford/Design/School/to/describe/effecVve/collaboraVve/workspaceSpace/to/model/and/draw:! Walls/and/whiteboards/! TabletopsFlexible/discussion/&/seaVng/spacePlaces/to/store/the/arVfacts/created/during/discovery/work
  • 46. Virtual Make-Space?49
  • 47. Deliberate discoverydrives delivery504
  • 48. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Discovery/compliments/delivery51Discovery DeliveryUse/discovery/to/answer/big/quesVons• What#problems#are#we#solving?• What#solu0on#do#people#want?• Can#people#effec0vely#use#our#solu0on?• Can#we#build#it#in#the#0me#we#have?Use/delivery/to/execute• Plan#the#details• Design,#develop,##and#test• Measure#development#speed• Evaluate#progress• Evaluate#quality
  • 49. 52Tom#Illmenseesnagajob.comMorale#suffers#when#all#we#do#is#build#soFware.###The#thrill#of#building#something#fast,#measuring#it#well,#and#deba0ng#the#results#and#planning#next#steps#make#the#whole#effort#worthwhile.
  • 50. ©/2009d2011/Jeff/Pa3on,/all/rights/reserved,/www.AgileProductDesign.comAs/you/walk/up/the/stairs/at/Snagdadjob,/you’ll/see/the/first/evidence/of/company/values53
  • 51. ©/2009d2011/Jeff/Pa3on,/all/rights/reserved,/www.AgileProductDesign.comHead/down/the/stairs/and/you’ll/get/an/informal/reminder/of/the/importance/of/users/of/the/company’s/productCaring/about/their/users/is/part/of/their/DNA54
  • 52. Discovery teams build sharedunderstanding of:• the present problems• the future world• the solutions we thinkwill get us there55
  • 53. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Discuss/and/model/to/build/shared/understanding/of/the/current/and/future/worldGary Levitt, owner & designer of Mad Mimi56
  • 54. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Story/Maps/help/us/build/shared/understanding/about/the/future/worldGary Levitt, owner & designer of Mad Mimi57details• smaller steps• alternative steps• UI details• technical detailsworkflow(from the user’sperspective)backbone(gives structure tothe map)product goals(why build theproduct)users(what are their goals)
  • 55. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Simple/lightweight/pragmaVc/personas/build/shared/understanding/about/users58
  • 56. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Building/them/together/helps/us/learn/what/we/don’t/know59
  • 57. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Sharing/and/talking/about/them/with/whole/teams/builds/shared/understanding60
  • 58. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/You’ll/need/face/Vme/with/real/people/to/understand61
  • 59. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/You’ll/need/to/leave/your/office/and/visit/theirs62
  • 60. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Go/where/the/people/you’re/helping/work63
  • 61. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Go/where/the/people/you’re/helping/work64
  • 62. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Go/where/the/people/you’re/helping/work65
  • 63. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Go/where/the/people/you’re/helping/work66
  • 64. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Go/where/the/people/you’re/helping/work67
  • 65. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Map/what/you/learned/to/build/shared/understanding/of/today’s/world68*/NarraVve/Journey/Map/courtesy/Duncan/Brown/of/the/Caplin/Group
  • 66. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Journey/maps/describe/today’s/world69*/NarraVve/Journey/Map/courtesy/Duncan/Brown/of/the/Caplin/Group
  • 67. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Building/a/map/together/helps/us/explore/the/whole/product70
  • 68. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Talking/with/end/users/over/a/story/map/drives/discussion/they/can/engage/in71
  • 69. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Story/maps/put/problems/and/soluVons/into/context72
  • 70. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Words/aren’t/enough73
  • 71. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Everyone/parVcipates/in/sketching/soluVon/idea74
  • 72. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Take/a/li3le/quiet/Vme/and/sketch/independently75
  • 73. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Share/back/ideas/with/the/everyone76
  • 74. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Words/and/pictures/help/everyone/build/shared/understanding77
  • 75. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Globo.com/doesn’t/stop/with/words78
  • 76. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Use/storyboards/to/imagine/user/experience/“later”Snag[a[Job#lo[fi#storyboard79
  • 77. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Don’t/just/imagine/experience,/test/it80
  • 78. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Tell/your/product’s/story/over/and/over81
  • 79. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Edmunds/shares/the/product’s/story/for/all/teams/in/an/internal/“trade/show”82
  • 80. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Edmunds/shares/the/product’s/story/for/all/teams/in/an/internal/“trade/show”83
  • 81. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Edmunds/shares/the/product’s/story/for/all/teams/in/an/internal/“trade/show”84
  • 82. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Edmunds/shares/the/product’s/story/for/all/teams/in/an/internal/“trade/show”85
  • 83. 92Nothing#leaves#the#board#un0l#there’s#been#a#discussion#on#what#we’ve#learnedSnag[a[Job’s#board#courtesy#of#David#BiIenbenderExplicit#release#stepExplicit#measure#step#&#metrics
  • 84. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Nordstrom/InnovaVon/Lab’s/Learning/Loop93hIp://www.startuplessonslearned.com/2011/10/case[study[nordstrom[innova0on[lab.html
  • 85. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Nordstrom/InnovaVon/Lab’s/Learning/Loop94hIp://www.startuplessonslearned.com/2011/10/case[study[nordstrom[innova0on[lab.html
  • 86. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Nordstrom/InnovaVon/Lab’s/Learning/Loop95hIp://www.startuplessonslearned.com/2011/10/case[study[nordstrom[innova0on[lab.html
  • 87. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Nordstrom/InnovaVon/Lab’s/Learning/Loop96hIp://www.startuplessonslearned.com/2011/10/case[study[nordstrom[innova0on[lab.html
  • 88. Reality bites975
  • 89. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Your/guesses/about/the/future/are/probably/wrongTypically/about/50%/to/80%/of/all/so?ware/we/ship/fails/to/accomplish/it’s/objecVves.People/like/Marty/say/this/stuff/is/hard(Marty#Cagan,#author#of#Inspired,#How#to#Create#Products#Customers#Love)#98
  • 90. 99We’re#probably#right#about#2#0mes#out#of#10
  • 91. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Is/it/as/simple/as/building/only/the/features/people/will/use?It#seemed#like#a#good#idea#at#the#0me....##“Clippy”#[#Booed#off#the#MicrosoF#Office#stage#as#seldom[used#and#oFen#despised.100
  • 92. “There were plenty of weakspots that led to Microsoftsdisastrous December quarter,but one that didnt get muchattention Thursday was howbadly the Zune did.”--Ina Fried, CNet News,January 2009opportunity:#integrated#music#management#and#portable#music#playerwww.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/It’s/only/a?er/delivery/that/we/really/understand/value101
  • 93. If you think writing code ishard, try making productdecisions102
  • 94. 103Scene/from/The/Matrix/©/1999/Warner/Bros/Pictures
  • 95. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Everyone’s/focused/on/winning/now/SnagdadJob/can/actually/keep/score104
  • 96. Snagajob’s been trying to crack thesame tough problem for close to ayear nowMost of Nordstrom’s weeklyexperiments don’t result in rollingout a new productEdmunds.com has built, tried, andthrown away dozens of ideas105
  • 97. What team memberssay is telling106What#we’re#doing#really#maIersEveryone’s#working#directly#with#our#clients#nowWe’ve#found#simple#ideas#that#now#generate#millions#in#revenue#every#yearWhen#there’s#problems,#teams#dig#in,#and#figure#out#a#schedule#to#stay#and#solve#problems.##No#one#asks#them#to.The#new#site#generates#the#same#revenue#with#a#frac0on#of#the#features#and#code#[#and#our#customers#like#it#beIerPeople#are#just#happier
  • 98. “It’s not easy. We’ve got lotsof problems.But there’s no going back.”107
  • 99. Co-MakingGreat ProductsHow whole teams work together to find problems,invent solutions, and deliver great productsJeff Pattonjeff@comakewith.ustwitter: @jeffpattonQuestions?

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