Leveraging Distributed Tools with Agile Teams


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  • www.enthiosys.com Copyright (c) 2003-2007 by Luke Hohmann
  • www.enthiosys.com 2006-Aug-22
  • www.enthiosys.com Copyright (c) 2001-2008 by Luke Hohmann
  • www.enthiosys.com
  • Another picture from our first session
  • www.enthiosys.com
  • www.enthiosys.com Copyright (c) 2003-2006 by Luke Hohmann
  • Leveraging Distributed Tools with Agile Teams

    1. 1. Leveraging Collaborative Tools with Distributed Customer Teams Agile 2009 Luke Hohmann Founder and CEO, Enthiosys
    2. 2. Agenda <ul><li>Collaboration – What’s that? </li></ul><ul><li>Challenges in distributed Agile teams </li></ul><ul><li>CSCW Framework </li></ul><ul><li>Solving specific problems with focused tools </li></ul>
    3. 3. A bit about Luke Work Hard Play Hard (even at work  )
    4. 4. Agile Product Management
    5. 5. So, what’s Collaboration? <ul><li>Collaboration is a recursive process where two or more people or organizations work together in an intersection of common goals — for example, an intellectual endeavor that is creative in nature—by sharing knowledge, learning and building consensus. </li></ul><ul><li>Thanks, wikipedia! </li></ul>
    6. 6. It’s not the platform But tools and platforms are important!!!
    7. 7. Is it about me? It’s not about me… but I am important… https://jazz.net/downloads/pages/rational-team-concert/2.0/M3/images/apt_tempo.png
    8. 8. It’s not “sharing” But we need to share to collaborate. http://www.inf.unisi.ch/postdoc/lelli/imgIndexArticle/social_network.jpg
    9. 9. But notifications are important. But we need to be notified of changes.
    10. 10. It’s not just “talking”
    11. 11. Collaboration DOES Need Tools collocated distributed Different Time Same Time
    12. 12. The Web HAS ALWAYS BEEN ABOUT COLLABORATION http://www.watchismo.com/images/products/detail/PastPresentFuturestainlessband.1.jpg
    13. 13. We can collaborate & innovate (better) through serious games
    14. 14. Not Humor Like Joke Not Silly Like Water Park
    15. 15. More Like Settlers of Catan & Euchre Meet Business
    16. 16. And yes, it is FUN V1-388 Luke Did you enjoy this experience? V1-388 Toni Yes - fun! V1-388 Greg Sure. V1-388 Greg I enjoyed it. V1-388 Vladimir thanks for the chance. B) V1-393 Luke Did you enjoy the experience? Would you be willing to play again in the future? V1-393 Tom yes, and yes V1-393 Mike Yes -- it was fun V1-393 Sarah Definitely V1-393 Dominic Yes, and I think VersionOne are getting great info here V1-393 Patrick I would be happy to play again. V1-394 Luke Team, are you now satisfied with your bids? V1-394 Mike YES! V1-394 Rene yup V1-394 Andre Indeed. V1-394 Jim I want more money! V1-394 Andre It was hard. But lots of fun. And yes, I want more money too - do you take credit cards? V1-394 Mike hahaha V1-394 Mike ok, gotta go guys.... it was fun
    17. 17. Not Work (Leisure) Pleasure Work Play Not-Play External Goals Internal Goals Not-Pleasure Adapted from http://it.coe.uga.edu/~lrieber/resources/blanchardmodel.gif
    18. 19. Collaboration is about the goals Manage strategic roadmaps . Identify New Products Determine Product Interactions Train Sales Teams Prioritize Strategic Features Improve Marketing Messages Prioritize Project Portfolio Identify Product Enhancements Prioritize User Ideas
    19. 20. Enterprise Goals Have Verbs
    20. 21. Verbs mean ACTION
    21. 22. To take Action we need to: <ul><li>Create goals and/or equifinal meanings </li></ul><ul><li>Reduce ambiguity </li></ul><ul><li>Reduce equivocality </li></ul><ul><li>Identify, distribute, perform, integrate, verify… </li></ul>
    22. 23. Special Communication Problems in Distributed Teams <ul><li>Language </li></ul><ul><li>Culture </li></ul><ul><li>Cold communication </li></ul><ul><li>Time shifting takes a toll </li></ul>
    23. 24. Solving Specific Problems With Specific Tools
    24. 25.
    25. 26. Collaborative Prioritization Games Prune the Product Tree Buy a Feature 20/20 Vision
    26. 27. Planning Time Horizons Daily Sprint Strategy Portfolio Product Release Exec PM Dev Team 2-4 wk 2-9 mon many mons years many years Iteration Plan Portfolio Map Release Plan Vision & Roadmap Roadmapping is NOT easy!
    27. 28. Cost of a Solving a Problem The stakes are big!
    28. 29. Do your roadmaps look like this? Thundercloud June 09 Sept 09 Dec 09 Mar 10 June 10 Jayko Idaho Version 4.0 SaaS Offering Extra fast install Comprehensive Platforms Multi-site Collaboration Oracle Support Version 3.2 New platform support Security Management Scalability enhancements Usability improvements Better Integration* Version 3.01 Security Patch Better Scalability Client Access SDK
    29. 30. Or This?
    30. 31. Or This? Actual Enthiosys client roadmap. Contents obscured per NDA.
    31. 32. Who Was Involved?
    32. 33. Innovation Game®: Prune the Product Tree Goal: Understand the evolution of your offering. <ul><li>Draw a tree to represent growth of your offering </li></ul><ul><li>Add current ideas from your roadmap as leaves and apples. </li></ul><ul><li>5 to 8 invited stakeholders shape the “growth” of your offering. </li></ul><ul><li>Captures very rich information about perceptions of the future, timing of new concepts, balance, and relationships among ideas </li></ul>
    33. 34. What Kind of Tree?
    34. 35. Prune the Product Tree In-person
    35. 36. Identify Relationships <ul><li>B depends on A means: </li></ul><ul><ul><li>A must come before B </li></ul></ul><ul><ul><li>deleting A deletes all its children </li></ul></ul><ul><li>B replaces A </li></ul><ul><li>C groups A, B means A and B both provide independent value but C requires both </li></ul><ul><li>B is an alternative to A </li></ul><ul><li>B enhances A </li></ul>Details on my blog at www.enthiosys.com
    36. 37. Prune the Product Tree -- Preparing Planners define layers and regions so that they will know where players are placing their ideas. Planners choose images to represent growth. Planners select the kind & number of items that can be placed on the image during the game.
    37. 38. Place Initial Items Any existing ideas or roadmap items are placed on the tree.
    38. 39. Playing the Game! Players collaborate in real-time to place features/benefits (leaves/apples) on the tree. An integrated chat facility enables you to understand player motivations. Players label and describe their ideas All information is recorded and available for analysis
    39. 40. Create Interpretations from the Results of Multiple Games Game 1 Results Game 2 Results Interpretation Game results are merged into a new game – which you can edit and shape, further process, or play with additional players.
    40. 41. Tabular Representation of Items for Post-Processing Layers and regions enable planners to quickly determine where players have placed their items. You can ask questions like “What are all of the features customers want in 2010?”
    41. 42. Problem: Prioritization Where is the “ Voice of the Customer? “ infinite” backlog use case bug fix arch change do this do that the other thing Common Approach Problems Single expert Do they have the knowledge and trust of the organization to make the hard choices? Small groups Tradeoffs are not clear Large groups Insufficient tools!
    42. 43. Innovation Game® Buy a Feature <ul><li>A list of 12-20 items (features or projects) are described in terms of benefits and cost </li></ul><ul><li>5 to 8 invited stakeholders given limited “budget”, must reach consensus on projects to “buy” </li></ul><ul><li>Captures very rich information about customer motivations, trade-offs, objections, actual collective needs </li></ul><ul><li>In-person </li></ul><ul><li>Provides rich opportunity for “new” ideas </li></ul><ul><li>Online </li></ul><ul><li>Captures data for sophisticated analysis of preferences </li></ul><ul><li>Preliminary trials indicate faster/more accurate results than traditional tools </li></ul>Goal: Prioritize Product Backlogs / Project Portfolios
    43. 44. Buy A Feature Online - Preparing A list of features with prices. This example is for product concepts for a pair of internet sunglasses “ Shirt Sizes” help you quickly price your features – or you can enter a price directly!
    44. 45. Buy A Feature Game Play Participants. Planner sets their budget. An integrated chat facility enables you to understand participant motivations. Here, we learn that participants dislike learning a rental car’s navigation system. Participant bids. Highly desired items are purchased.
    45. 46. Buy A Feature Online - Results Results of many games played, sorted by number of times purchased.
    46. 47. Many Ways to Play: Parties, Galas, and Tournaments What is it? Who plays? Facilitated? Number of Items? Number of players? Party A “dinner party”. You select and control participants Yes 12..20 5..8 Gala An “open seating event” Random participants based on a shared URL No 12..20 9+ Tournament A combination of parties! You control and select participants Yes 20+ Based on number of items and number of tournaments
    47. 48. Tournament Structure Play many tournaments to control for “bracket strength”.
    48. 49. Tournament Case Study: VeriSign Global Customer Support Context 46 projects ranging from small to very large. Problem The VeriSign leadership needed to quickly identify the high-priority, most globally supported projects. Engagement Profile VeriSign project managers prepared the portfolio for the games. Enthiosys structured the process into three tournaments involving ~60% of the 200 person global customer care organization and facilitated the games. Results <ul><li>Very clear separation of the “winning” projects – the original list of 46 was prioritized to the top 5 projects </li></ul><ul><li>High degrees of collaboration – even when collaboration was not required to purchase an project! </li></ul><ul><li>Participant chat logs provided detailed explanations behind the bidding – the meaning behind the choice. </li></ul><ul><li>Participants considered the process fun. </li></ul>
    49. 51. VersionOne Case Study <ul><li>From Ian Culling, VersionOne CTO, on their use of Buy a Feature </li></ul><ul><ul><li>The basic prioritized results held surprises </li></ul></ul><ul><ul><li>The rich information captured during the game helped us understand the basis for that prioritization </li></ul></ul><ul><ul><li>The conclusions and recommendations derived from the results were incredibly insightful </li></ul></ul><ul><ul><li>Our customers really enjoyed the experience and appreciated the opportunity to have influence on our roadmap and priorities – in an hour or less of their time </li></ul></ul>
    50. 52. http://www.togetherwecanchangetheworld.com/Images/TWCCTW.jpg
    51. 53. Games For Democracy
    52. 54. http://www.togetherwecanchangetheworld.com/Images/TWCCTW.jpg
    53. 55. Games For Democracy
    54. 56. Let’s Change the World Innovation Through Understanding® Luke Hohmann Founder & CEO Enthiosys, Inc. 615 National Ave., Ste 230 Mountain View, CA 94043 cell: (408) 529-0319 www.enthiosys.com [email_address]