A New Model of Product Ownership
Upcoming SlideShare
Loading in...5
×
 

A New Model of Product Ownership

on

  • 2,225 views

Presented at the Products Are Hard conference in San Francisco. May 2012

Presented at the Products Are Hard conference in San Francisco. May 2012

Statistics

Views

Total Views
2,225
Views on SlideShare
1,477
Embed Views
748

Actions

Likes
5
Downloads
40
Comments
0

10 Embeds 748

http://luxr.co 644
http://blog.luxr.co 74
http://www.twylah.com 14
http://localhost 9
http://staging.luxr.co 2
http://production.luxr.co 1
http://us-w1.rockmelt.com 1
http://webcache.googleusercontent.com 1
http://translate.googleusercontent.com 1
http://www.luxr.co 1
More...

Accessibility

Categories

Upload Details

Uploaded via as Apple Keynote

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n

A New Model of Product Ownership A New Model of Product Ownership Presentation Transcript

  • A new productownership modelProducts Are Hard, San Francisco May 1, 2012
  • TWEET! Janice Fraser www.luxr.co @clevergirlLUXR.CO MAY 2012
  • Today’s assumptions:LUXR.CO APRIL 2012
  • Today’s assumptions: 1. You understand Lean Startup.LUXR.CO APRIL 2012
  • Today’s assumptions: 1. You understand Lean Startup. 2. You’re already working Agile.LUXR.CO APRIL 2012
  • Today’s assumptions: 1. You understand Lean Startup. 2. You’re already working Agile. 3. It’s not always smooth.LUXR.CO APRIL 2012
  • Agile is a beautiful thing.LUXR.CO APRIL 2012
  • “The courage to speak truths, pleasant or unpleasant, fosters communication and trust. “The courage to discard failing solutions and seek new ones encourages simplicity. “The courage to seek real, concrete answers creates feedback.” —Kent BeckLUXR.CO MAY 2012
  • Dev Dev Dev Dev Dev Dev DevLUXR.CO MAY 2012
  • Learning culture Small increments of working code Standup Short development User Stories Dev cycles Dev Dev Testing early & often Refactor Dev Dev Dev Product Owner DevContinuous Integration Retrospectives Lightweight communication over written specificationsLUXR.CO MAY 2012
  • LUXR.CO MAY 2012
  • “No matter what the client says the problem is, it is always a people problem.” —Also by Kent Beck (emphasis mine)LUXR.CO APRIL 2012
  • LUXR.CO MAY 2012
  • Dev Dev Dev Dev Dev Dev DevLUXR.CO MAY 2012
  • Dev Dev Dev Dev Dev Dev DevLUXR.CO MAY 2012
  • Dev Dev Dev Dev Dev Dev DevLUXR.CO MAY 2012
  • Dev Dev Dev Dev Dev Dev DevLUXR.CO MAY 2012
  • Dev Dev Dev Dev Dev Product Dev Owner DevLUXR.CO MAY 2012
  • } Rest Dev of Dev Dev the Dev Dev World Product Owner Dev DevLUXR.CO MAY 2012
  • BLAME } Rest Dev of Dev Dev the Dev Dev World Dev DevLUXR.CO MAY 2012
  • BURNOUT } Rest Dev of Dev Dev the Dev Dev World Dev DevLUXR.CO MAY 2012
  • LUXR.CO MAY 2012
  • LUXR.CO MAY 2012
  • } Rest Dev of Dev Dev the Dev Dev World Dev DevLUXR.CO MAY 2012
  • LUXR.CO MAY 2012
  • SHARED OWNERSHIPLUXR.CO MAY 2012
  • blah blah blah blah blah blah blah blah PRODUCT IDEAS UX & Design SHARED OWNERSHIPLUXR.CO MAY 2012
  • blah blah blah blah blah blah blah blah PRODUCT IDEAS UX & Design De v& En g • SHARED OWNERSHIPLUXR.CO MAY 2012
  • blah blah blah blah blah blah blah blah PRODUCT IDEAS UX & Design De v& En g • SHARED OWNERSHIPLUXR.CO MAY 2012
  • blah blah blah blah blah blah blah blah PRODUCT IDEAS UX & Design De PM v& Biz/ En g • SHARED OWNERSHIPLUXR.CO MAY 2012
  • Design + Product Management + Development = 1 product teamLUXR.CO MAY 2012
  • DESIGN Empathizer-in-ChiefLUXR.CO MAY 2012
  • DESIGN Empathizer-in-Chief Obligation to the TeamLUXR.CO MAY 2012
  • DESIGN Empathizer-in-Chief Obligation to the Team Understand the customer at an expert level.LUXR.CO MAY 2012
  • DESIGN Empathizer-in-Chief Obligation to the Team Understand the customer at an expert level. Translate high-value needs into product.LUXR.CO MAY 2012
  • DESIGN Empathizer-in-Chief Obligation to the Team Understand the customer at an expert level. Translate high-value needs into product. Hone your craft.LUXR.CO MAY 2012
  • DESIGN Empathizer-in-Chief Obligation to the Team Understand the customer at an expert level. Translate high-value needs into product. Hone your craft. One Important AuthorityLUXR.CO MAY 2012
  • DESIGN Empathizer-in-Chief Obligation to the Team Understand the customer at an expert level. Translate high-value needs into product. Hone your craft. One Important Authority Prioritize customer problems.LUXR.CO MAY 2012
  • DEVELOPMENT “Raise high the roof”LUXR.CO MAY 2012
  • DEVELOPMENT “Raise high the roof” Obligation to the TeamLUXR.CO MAY 2012
  • DEVELOPMENT “Raise high the roof” Obligation to the Team Envision the best possible solutions based on available technology.LUXR.CO MAY 2012
  • DEVELOPMENT “Raise high the roof” Obligation to the Team Envision the best possible solutions based on available technology. Commit to the outcome.LUXR.CO MAY 2012
  • DEVELOPMENT “Raise high the roof” Obligation to the Team Envision the best possible solutions based on available technology. Commit to the outcome. One Important AuthorityLUXR.CO MAY 2012
  • DEVELOPMENT “Raise high the roof” Obligation to the Team Envision the best possible solutions based on available technology. Commit to the outcome. One Important Authority Measure outcomes over time.LUXR.CO MAY 2012
  • PM & BUSINESS Scales of JusticeLUXR.CO MAY 2012
  • PM & BUSINESS Scales of Justice Obligation to the TeamLUXR.CO MAY 2012
  • PM & BUSINESS Scales of Justice Obligation to the Team Make fast, concrete decisions despite inadequate evidence and conflicting priorities.LUXR.CO MAY 2012
  • PM & BUSINESS Scales of Justice Obligation to the Team Make fast, concrete decisions despite inadequate evidence and conflicting priorities. Identify the business the value in customer needs.LUXR.CO MAY 2012
  • PM & BUSINESS Scales of Justice Obligation to the Team Make fast, concrete decisions despite inadequate evidence and conflicting priorities. Identify the business the value in customer needs. One Important AuthorityLUXR.CO MAY 2012
  • PM & BUSINESS Scales of Justice Obligation to the Team Make fast, concrete decisions despite inadequate evidence and conflicting priorities. Identify the business the value in customer needs. One Important Authority Delegate decisions to the appropriate person.LUXR.CO MAY 2012
  • UX & Design marketing & front end advertising sales tech support customer support De PM v& Biz/ En g tech ops business security operationsLUXR.CO MAY 2012
  • When things go wrong, there’s no one to blame but ourselves.LUXR.CO MAY 2012
  • NOT consensus. blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blahLUXR.CO MAY 2012
  • Consultative blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blahLUXR.CO MAY 2012
  • 3 leaders, not 4.LUXR.CO MAY 2012
  • 3 leaders, not 4. blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blahblah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blahLUXR.CO MAY 2012
  • LUXR.CO MAY 2012