Customer Collaboration = Innovation Games - Slides later Seriously fun way to prioritize serious stuff. Seriously! Business Model Framework -Customer Value Analysis -etc
Jeff Brantley is a product guy: a no-nonsense, git ‘er done, product guy. But building great products and services is a team sport everyone should be contributing to the innovation pipeline (engineering, sales, marketing, customers). Your Agile product leadership toolkit should include: Agile Roadmapping; Agile Market Research using Innovation Games; and Prioritization for Profit(r) techniques. Come learn with me!
Agile development has different values and principles to more traditional approaches to software development. This presentation outlines 10 key principles of agile development, but here are some of the key values according to the agile manifesto , which was produced several years ago by some of the key exponents of agile methodologies. [Again, this one is worth a quick read of the bullets, then explain the quote]
Another picture from our first session with an enterprise software company
Copyright (c) 2010 Enthiosys Many spreadsheets and on-line tools exist.
PCA9 How can I be Strategic with all these Agilists
How can I “BE STRATEGIC” with allthese Agilists running around asking metactical questions? Jeff Brantley Enthiosys Senior Consultant Contact me at: firstname.lastname@example.org jeffbrantley (twitter) Motivated from Within®
About Enthiosys Enthiosys is an Agile Product Management Consulting Firm
About Jeff BrantleySenior Consultant at EnthiosysAn Agile Product Management Consulting firm QuickTime™ and a decompressor are needed to see this picture.Background• Product Strategy. QuickTime™ and a decompressor are needed to see this picture.• Product Mgmt Leadership,• Product Marketing,• Product Owner, QuickTime™ and a decompressor are needed to see this picture.• Sales,• Entrepreneurship QuickTime™ and a decompressor are needed to see this picture. QuickTime™ and a decompressorSpecial Expertise & Training are needed to see this picture.• Scrum, (CSM) QuickTime™ and a decompressor are needed to see this picture.• Agile PM, QuickTime™ and a decompressor are needed to see this picture. QuickTime™ and a decompressor are needed to see this picture.• Backlog Prioritization,• Pragmatic Marketing,• Innovation Games®,• Agile Roadmapping
BE STRATEGIC! But Serve the Team?• The reality is that Agile teams sometimes implement Agile only in convenient bits and it causes more friction with PM than it should.• Development is unwilling to commit to what will be delivered and when, because "Hey, were Agile! We will tell you what were done with when were done with it!"• Development does not want to look too far into the future because "Hey, were Agile! We have to focus on the immediate priorities!"• Development is demanding you to create the backlog. Then development complains at the crappy stories you wrote.• The connection between what is strategically required in the product vs what development is actually doing each day is just not clear... for anyone!• We will learn some tools and games to help regain your "strategic- ness"!
Pragmatic-Expanded Business Marketing Positioning Case Plan Distinctive Market Sales Customer Product Mgmt/Mkg Pricing Competence Sizing Process Acquisition Still responsible For the whole Market Product Buy, Build Market Customer Research Performance or Partner Requirements Retention Grid! Market Operational Product Product Launch Problems Metrics Portfolio Roadmap PlanStrategic Tactical Market Quantitative Product Product Program Sales Channel Analysis Analysis Strategy Planning Strategy Readiness Support Technology Win/Loss User Buyer Channel Presentations Innovation Assessment Analysis Personas Personas Training & Demos Competitive Use Success Collateral & “Special” Analysis Scenarios Stories Sales Tools Calls Release Thought White Event Milestones Leaders Papers Support But Product owner role User Stories Adds Tactical Duties Acceptance Lead Competitive Answer Sprint Tests Generation Write-Up Desk Planning Story Acceptance
Context: Planning Time Horizons Agile prescribes teams to think of planning in specific, smaller batch contexts This aids the team in focusing attention where it is most effective many years Strategy years Exec Portfolio many mons Product PM Release 2-9 mon Sprint 2 wk Dev Daily Team The center of this diagram is what we call the “mushy middle”, where All manner of confusion usually exists in trying to achieve the strategy
The Agile Planning Flame Adding Agile Roadmapping to your regular product planning activities Will pull YOU (with support of your whole TEAM) upwards into strategic needs StrategyPlanning Context: Portfolio Agile RoadmappingThe key Helps provide connectionProduct ManagementPlanning Ceremony is Product Between the higher level Strategy and the lower,Agile Roadmapping Tactical planning/delivery Release Sprint Daily This will lead to More of what we all need!
Know Don’t Know Don’t Know You Don’t Know INNOVATION LIVES HEREInnovation Through Understanding®
Yup. External Collaboration is EssentialExpanding the Innovation Horizon IBM Global Business Services
So?• Who do you talk with?• What do you talk about?• Is it working for you?
If we’re soAGILE,where arethecollaboratingcustomers?
Hippocratic Oath•“First, do no harm.” QuickTime™ and a decompressor are needed to see this picture.
Hypocrisy Oath•“No one spots hypocrisy better than your children.”• (Do what I say, not what I do) QuickTime™ and a decompressor are needed to see this picture.
Agile is an Umbrella• Agile Project Management Framework (APM)• Scrum• Extreme Programming (XP)• Crystal Methods• Dynamic Systems Development Model (DSDM)• Rational Unified Process (RUP)• Feature Driven Development (FDD)• Lean Development• Rapid Application Development (RAD)
Truth or Hypocrisy? Agile Development• We are told by Dev that Agile/Lean will: • Increase our flexibility • Decrease our risk • Increase our quality • Increase our responsiveness • Increase our reliability • Increase visibility into dev • Decrease our re-work or technical debt• Oh, by the way you as Product Owner must: • Meet with us everyday and be available when we need you • Build the backlog and prioritize it so we can take it and build • Leave us alone (unless we need you)
Truth or Hypocrisy - Product• I will make sure we are targeting the right user• Our business model is sustainable and profitable• I know which segments (personas) care about which benefits• I can bring in customers to validate hypothesis• I will not bow to the loudest voice (exec, sales, customer, etc.) only• I am doing ongoing customer / market research to learn about …
Simple Financial Goals Are Best! Existing Customers New Customers More Stuff New Stuff Current Target New Segment More utilization Modules, Upgrades(seats, Gb, etc.) Renewals
agile development values • individuals & interactions over processes and tools • working software over lengthy documentation • customer collaboration over contract negotiation • responding to change over following a plan “While there is value in items on the right, agile teams value items on the left more” - agile manifesto
Principles behind Agile ManifestoWe follow these principles:• Our highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software.• Welcome changing requirements, even late in development. Agile processes harness change for the customers competitive advantage.• Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.• Business people and developers must work together daily throughout the project.• Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.• The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Principles behind Agile ManifestoWe follow these principles:(2 of 2)• Working software is the primary measure of progress.• Agile processes promote sustainable development.• The sponsors, developers, and users should be able to maintain a constant pace indefinitely.• Continuous attention to technical excellence and good design enhances agility.• Simplicity--the art of maximizing the amount of work not done--is essential.• The best architectures, requirements, and designs emerge from self-organizing teams.• At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Estimates of Are Less PreciseWhen Time Horizons are Longer Strategy Portfolio Product Release Sprint Daily 1 – 2 Days 1 – 2 Months 1 – 2 QTRSNote that as the time horizon increases the precisionof our projections decreases. We still plan. 25
Reporting Progress:Velocity / Burn Down Charts25 22 Velocity20 20 19 18 18 1715 13 1310 95 40 450 It. 1 It. 2 It. 3 It. 4 It. 5 It. 6 It. 7 It. 8 It. 9 It. 10 It. 11 It. 12 It. 13 It. 14 It. 15 It. 16 It. 17 It. 18 It. 19 It. 20 Planned Velocity Actual Velocity 400 350 300 250 200 Burn Up 150 100 50 0 Start It. 1 It. 2 It. 3 It. 4 It. 5 It. 6 It. 7 It. 8 It. 9 It. 10It. 11It. 12It. 13It. 14It. 15It. 16It. 17It. 18It. 19It. 20 Completed Points Remaining Points Plan Total Points
Innovation Games can help!Agile Market / Customer Research
Requirements Product UsageFuture Products Customer Needs To understand… Product Box Buy a Feature Innovation Games® Me and My Shadow Give Them A Hot Tub Remember The Future 20/20 Vision … then consider these games Speed Boat Spider Web Show And Tell Start Your Day The Apprentice Prune The Product Tree
Product Box Activity: Ask your customers to imagine that they’re selling your product at a tradeshow, retail outlet, or public market. Give them a few cardboard boxes and ask them to literally design a product box that they would buy. The box should have the key marketing slogans that they find Goal: interesting. When finished, Identify the most pretend that you’re a skeptical exciting, sellable prospect and ask your features. customer to use their box to sell your product to you.
Speed Boat Activity: Draw a boat on a whiteboard or sheet of butcher paper. You’d like the boat to really move fast. Unfortunately, the boat has a few anchors holding it back. The boat is your system, and the features that your customers don’t like are its anchors. Customers write what they don’t like on an anchor. TheyGoal: can also estimate how muchIdentify what faster the boat would go whencustomers don’t like that anchor was cut.(about your process Estimates of speed are reallyor system). estimates of pain.
Prune The Product Tree Activity: Start by drawing a very large tree on a whiteboard. Thick limbs represent major areas of functionality within your system. The edge of the tree – its outermost branches – represent the features available in the current release. Write potential new features on several index cards, ideally shaped as leaves. Ask your customers to place desired features around the Goal: tree. Observe how the tree gets Build a product structured – does one branch get according to your the bulk of the growth? Does an plans. underutilized aspect become stronger?
Spider Web Activity: Put the name of your product or service in the center of a circle. Ask your customers to draw other products and services, ask them to tell you when, how, and why these are used. Ask them to draw lines between the different products and services. As your customers reviews when and where they user your offering, Goal: you can capture the various inter- Clarify the operating relationships that exist between context for your the different products and service products and that they use throughout the day. services.
Start Your Day Activity: Ask your customer to describe the daily, weekly, monthly , and yearly events that are related to their use of your product on pre-printed, poster- sized calendars or a simple timeline on poster paper. Ask them to describe events in time frames appropriate for your project. Special event that are unique to an industry or sector (like a conference), or days Goal: in which everything goes horribly Understand how and wrong and they’re looking for help. when your customer While they’re doing this, be alert for uses your product. how your product helps – or hinders – their day.
Remember the Future Activity: Hand each of your customers a few pieces of paper. Ask them to imagine that it is sometime in the future and that they’ve been using your product almost continuously between now and that future date (month, year, whatever). Then ask them to write down exactly what your product will have done to make them happy or successful or rich or safe or secure or art – choose what Goal: works best for your product. Understand your Key point – ask “What will the customer’s definition system have done?” not “What of success. should the system do?”
Buy a Feature Activity: Create a list of features with an estimated cost. The cost can be development effort or actual cost you intend to charge for the feature. Customers buy features that they want. Features are priced high enough that no singe customer can buy the features. This helps motivate customers to negotiate between Goal: themselves as to which features Prioritize features. are most important. Observation of this negotiation provides great insight into what customers are willing to pay for.
Show and Tell Activity: Ask your customers to bring examples of artifacts created or modified by your product or service. Ask them to tell you why these artifacts are important, and when and how they’re used. Pay careful attention to anything that surprises you – artifacts you Goal: expected them to create or modify Identify the most that they have ignored, artifacts that important artifacts aren’t used, or artifacts used in created by your unexpected ways. product.
Me and My Shadow Activity: Shadow your customer while they use your product or service. Literally. Sit next to them and watch what they do. Periodically ask them “Why are you doing that?” and “What are you thinking?” Take along a camera or camcorder and record key activities. Ask for copies of important artifacts created or used Goal: by your customer while they are Identify your doing the work. customer’s hidden needs.
Give Them A Hot Tub Activity: Write several features on note cards, one feature per card. Include several completely outrageous features. If you’re making a portable MP3 player, try adding features like “heats coffee”, “cracks concrete” or “conditions dog hair”. If you’re making a system that manages payroll, try adding features like “plans family reunions” or Goal: “refinishes wooden floors”. If you’re Use outrageous building an office building, add a hot features to discover tub in the lobby. Observe what hidden happens with a customer uncovers breakthroughs. one of these outrageous features.
20/20 Vision Activity: When you’re getting fitted for glasses, your optometrist will often ask you to compare between two potential lenses by alternately showing each of them. Start by writing one feature each on large index cards. Shuffle the pile and put them face down. Take the first one form the top and put it on the wall. Take the next one and ask your customers if it is more or less Goal: important than the one on the wall. Prioritize features. Place it above or below, depending on its relative importance. Repeat this with all of your feature cards.
The Apprentice Activity: Ask your engineers and product developers to perform the “work” of the system that they are building. If they’re building a new data entry system, have them do the work of the current data entry operators. If they’re building workflow management software for furniture delivery people, have them deliver furniture. If they’re building a system to analyze vehicle performance data, Goal: ask them to change the oil in the car. Create empathy for They gain knowledge of the customer the customer experience and some degree of experience. empathy for the real problem that your customer is trying to solve.
My Worst Nightmare Activity: Provide participants with a large sheet of paper and markers or other office supplies. Ask them to imagine their "worst nightmare" related to the product or service that youre researching. For example, suppose youre researching preferences in home repair services. In this case, youd ask homeowners to draw a caricature of their "worst nightmare" handyman. Of course, their "worst nightmare" doesn’t have to be an actual individual. It could be simply a collection of characteristics or attributes. After the illustrations are complete, ask participants to present their “worst nightmare” to the group.Goal: Encourage the group to listen for descriptions ofDiscover positive/negative attributes or behaviors and surprisinghidden and/or comments. If the "worst nightmare" is a person, considerunconsidered how they frame roles and responsibilities. Besides allowingworst-case for psychological venting, the game’s structure andscenarios metaphor will produce key insights and pertinent issues so that you can create sweet dreams for your customers.
Innovation Games OrganizedDegree of Open-Ended Exploration
Innovation Games OrganizedDegree of Scalability
Innovation Games OrganizedTime-Frame of Action
Innovation Games OrganizedDegree of Customer Preparation
Innovation Games OrganizedDegree of Market Preparation
Innovation Games OrganizedDegree of Physical Preparation
When You’re Not Sure, Start Here Use This To Game… Understand… Speed Boat What you need to improve Buy a Feature What features you need to build next Product Box New possibilities Spider Web How / where your product fits in
Thanks… Questions?• Thank you for your time!• email@example.com• (512) 426-4830• See Also: • www.enthiosys.com/problems-we-solve/agile-roadmaps/ • www.innovationgames.com