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Customer Discovery with Kanban
 

Customer Discovery with Kanban

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An innovative blend of agile, lean and lean startup concepts to organise to the early innovation activities.

An innovative blend of agile, lean and lean startup concepts to organise to the early innovation activities.

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  • This presentation combines ideas fromLean startupKanbanScrum
  • Traditional approaches to product discovery and definition are sequential and can consume considerable time and money at the early stages of product creation.
  • Is an agile approach characterised by rushing into development?
  • On May 25, 1961, President John F. Kennedy announced before a special joint session of Congress the dramatic and ambitious goal of sending an American safely to the Moon before the end of the decade. http://history.nasa.gov/1658.jpghttp://history.nasa.gov/moondec.html
  • Build, measure, learn. But not assumptions require software to be validated.
  • http://images.wikia.com/simpsons/images/b/bb/Marge.png
  • Projects Mercury (at least in its latter stages), Gemini, and Apollo were designed to execute Kennedy's goal. His goal was achieved on July 20, 1969, when Apollo 11 commander Neil Armstrong stepped off the Lunar Module's ladder and onto the Moon's surface.Photo: http://gadgets.boingboing.net/aldrin-visor.jpg
  • Roman is a leading Scrum expert and Certified Scrum Trainer. He is the author of several books on Scrum including “Agile Product Management with Scrum: Creating Products that Customers Love,” the product owner's essential guide to developing successful products with Scrum. Product ownership and agile product management form a focal point of his work.Roman has ten years experience in helping companies transition to agile, and he has guided Scrum roll-outs in several companies. Roman has worked with product owners and agile product managers for a decade, and he has seven years experience in teaching and coaching product owners and ScrumMasters. Roman is the founder of the London Scrum User Group, an active contributor to the Scrum Alliance, and a regular speaker at international conferences. He speaks English and German, and is based near London.

Customer Discovery with Kanban Customer Discovery with Kanban Presentation Transcript

  • Customer Discovery with Kanban
    Lean Kanban
    Central Europe 2011
    Roman Pichler
    @romanpichler
    romanpichler.com
  • The Fuzzy Frontend
    Where does the backlog come from?
    Why should
    we develop the
    product?
    Who are the
    customers and
    users?
    Sprints
    Shippable
    Product
    Product
    Backlog
    © 2011 Pichler Consulting Limited
    2
  • © 2011 Pichler Consulting Limited
    3
    Pitfall No. 1
  • Old School Innovation
    Build
    Business
    Case
    Testing
    and
    Validation
    Develop-
    ment
    Launch
    Scoping
    Analysis
    Design
    Coding
    Integration
    Based on: Robert G. Cooper’s Winning at New Product,. 3rd ed.
    © 2011 Pichler Consulting Limited
    4
  • Scrumfall Innovation
    Frozen
    requirements
    Limited
    learning
    Build
    Business
    Case
    Testing
    and
    Validation
    Develop-
    ment
    Launch
    Scoping
    “Sprints”
    © 2011 Pichler Consulting Limited
    5
  • Pitfall No. 2
  • © 2011 Pichler Consulting Limited
    7
    Back to the Drawing Board
    Shippable
    Product
    Product
    Idea / Vision
  • Agile Innovation
    Product Idea /
    Initial Vision
    Shippable
    Product
    Product
    Backlog
    Probe and learn
    © 2011 Pichler Consulting Limited
    9
  • The Customer-Problem-Solution-Value Hypothesis
    Must be
    shared
    Target Group
    The 3-5 top features
    The high-level product or user interface design
    The key architecture principles and technologies
    Target customers
    Target users
    Needs
    CPSV
    Hypothesis
    Value
    Solution
    The needs to be addressed
    The problem to be solved
    The benefits the product should provide to the company
    Based on Steven Blank’s Four Steps to the Epiphany
    © 2011 Pichler Consulting Limited
    10
  • Formulate your
    CPSV hypothesis
    Product Idea /
    Initial Vision
    Product Backlog
    © 2011 Pichler Consulting Limited
    11
    Option #1
  • Validate your hypothesis
    Evaluate the feedback
    Product Backlog
    Act
    © 2011 Pichler Consulting Limited
    12
    Option #2
    Formulate your CPSV hypothesis
    Product Idea /
    Initial Vision
    stop
    adapt
    move on
    Inspired by Eric Ries’ The Lean Startup
  • Which One is Right?
    Balance the uncertainty present with the cost of acquiring the relevant knowledge and the investment risk you are willing to take
    As a rule of thumb, the more innovative and the more complex a product is the more prep work tends to be required
    Uncertain and complex products benefit from organised experimentation and should use option #2
    13
    © 2011 Pichler Consulting Limited
  • Innovation Requires Collaboration
    Sales Rep
    Marketer
    Customer
    Service Rep
    User
    Development Team
    Product Owner
    Product
    Idea
    Shippable
    Product
    © 2011 Pichler Consulting Limited
    14
  • Why Kanban?
    When more upfront work is required, it is beneficial to manage and to visualise the work
    Carrying out experiments can require fast iterations of varying lengths
    Different people may collaborate at different points in time
    © 2011 Pichler Consulting Limited
    15
  • The Product Vision Board
    Vision Statement
    Phrase or sentence to concisely express the vision
    Target group
    Solution
    Needs
    Value
    What are the three to five top features that are crucial for the success of the product? What will the product roughly look like? What are its unique selling points? What are its key architecture principles and technologies?
    How is the product going to benefit the company? What are its revenue sources? What is its target price? Which sales channels will be used?
    Which market segment does the product address? Who are its target customers and users?
    Which needs does the product fulfil and how does it create value for its customers and users? Which emotions does it evoke?
    © 2011 Pichler Consulting Limited
    16
  • Tiny Kanban and the Vision Board
    Vision Statement
    Tasks
    Artefacts
    To do
    In progress
    Target group
    Solution
    Needs
    Value
    © 2011 Pichler Consulting Limited
    17
  • Iteration #1
    Vision Statement
    To do
    In progress
    3
    Write
    scenarios
    Create
    initial
    business
    model
    Create
    personas
    Create
    UI sketch
    Conduct
    focus
    group
    Determine
    key
    features
    Evaluate
    feedback
    Target group
    Needs
    Solution
    Value
    © 2011 Pichler Consulting Limited
    18
  • Iteration #1
    Vision Statement
    To do
    In progress
    3
    Write
    scenarios
    Create
    initial
    business
    model
    Create
    personas
    Create
    UI sketch
    Conduct
    focus
    group
    Determine
    key
    features
    Evaluate
    feedback
    Target group
    Needs
    Solution
    Value
    © 2011 Pichler Consulting Limited
    19
  • Iteration #1
    Vision Statement
    To do
    In progress
    3
    Write
    scenarios
    Create
    initial
    business
    model
    Create
    UI sketch
    Conduct
    focus
    group
    Determine
    key
    features
    Evaluate
    feedback
    Target group
    Needs
    Solution
    Value
    © 2011 Pichler Consulting Limited
    20
  • Iteration #1
    Vision Statement
    To do
    In progress
    3
    Create
    initial
    business
    model
    Create
    UI sketch
    Conduct
    focus
    group
    Determine
    key
    features
    Evaluate
    feedback
    Scenario 1
    Scenario 2
    Scenario 3
    Target group
    Needs
    Solution
    Value
    © 2011 Pichler Consulting Limited
    21
  • Iteration #1
    Vision Statement
    To do
    In progress
    3
    Create
    initial
    business
    model
    Create
    UI sketch
    Conduct
    focus
    group
    Evaluate
    feedback
    Select key
    features
    Scenario 1
    Scenario 2
    Scenario 3
    Target group
    Needs
    Solution
    Value
    © 2011 Pichler Consulting Limited
    22
  • Iteration #1
    Vision Statement
    To do
    In progress
    3
    Create
    initial
    business
    model
    Create
    UI sketch
    Conduct
    focus
    group
    Evaluate
    feedback
    Feature #1
    Feature #2
    Feature #3
    Scenario 1
    Scenario 2
    Scenario 3
    Target group
    Needs
    Solution
    Value
    © 2011 Pichler Consulting Limited
    23
  • Iteration #1
    Vision Statement
    To do
    In progress
    3
    Create
    initial
    business
    model
    Conduct
    focus
    group
    Evaluate
    feedback
    Feature #1
    Feature #2
    Feature #3
    Scenario 1
    Scenario 2
    Scenario 3
    Target group
    Needs
    Solution
    Value
    © 2011 Pichler Consulting Limited
    24
  • Iteration #1
    Vision Statement
    To do
    In progress
    3
    Conduct
    focus
    group
    Create
    initial
    business
    model
    Evaluate
    feedback
    Feature #1
    Feature #2
    Feature #3
    Scenario 1
    Scenario 2
    Scenario 3
    Target group
    Needs
    Solution
    Value
    © 2011 Pichler Consulting Limited
    25
  • Iteration #1
    Vision Statement
    To do
    In progress
    3
    Create
    initial
    business
    model
    Evaluate
    feedback
    Feature #1
    Feature #2
    Feature #3
    Scenario 1
    Scenario 2
    Scenario 3
    Target group
    Needs
    Solution
    Value
    © 2011 Pichler Consulting Limited
    26
  • Iteration #1
    Vision Statement
    Iterate or
    stop!
    To do
    In progress
    3
    Create
    initial
    business
    model
    Feature #1
    Feature #2
    Feature #3
    Scenario 1
    Scenario 2
    Scenario 3
    Target group
    Needs
    Solution
    Value
    © 2011 Pichler Consulting Limited
    27
  • Iteration #2
    Vision Statement
    To do
    In progress
    3
    Create
    initial
    business
    model
    Perform
    competitor
    analysis
    Create
    UI sketch
    Release
    prototype
    Evaluate
    data
    Observe
    target
    users
    Select
    arch.
    principles
    Build
    prototype
    Update
    scenarios
    Adjust key
    features
    Feature #1
    Feature #2
    Feature #3
    Scenario 1
    Scenario 2
    Scenario 3
    Target group
    Needs
    Solution
    Value
    © 2011 Pichler Consulting Limited
    28
  • Iteration #2
    Vision Statement
    To do
    In progress
    3
    Create
    initial
    business
    model
    Perform
    competitor
    analysis
    Select
    arch.
    principles
    Create
    UI sketch
    Release
    prototype
    Evaluate
    data
    Observe
    target
    users
    Build
    prototype
    Update
    scenarios
    Adjust key
    features
    Feature #1
    Feature #2
    Feature #3
    Scenario 1
    Scenario 2
    Scenario 3
    Target group
    Needs
    Solution
    Value
    © 2011 Pichler Consulting Limited
    29
  • Iteration #2
    Vision Statement
    To do
    In progress
    3
    Create
    initial
    business
    model
    Build
    prototype
    Select
    arch.
    principles
    Create
    UI sketch
    Release
    prototype
    Evaluate
    data
    Adjust key
    features
    Feature #1
    Feature #2
    Feature #3
    Scenario 1
    Scenario 2a
    Scenario 3a
    Target group
    Needs
    Solution
    Value
    © 2011 Pichler Consulting Limited
    30
  • Iteration #2
    Vision Statement
    To do
    In progress
    3
    Create
    initial
    business
    model
    Build
    prototype
    Release
    prototype
    Evaluate
    data
    Feature #1
    Feature #2.1
    Feature #3.1
    Scenario 1
    Scenario 2a
    Scenario 3a
    Target group
    Needs
    Solution
    Value
    © 2011 Pichler Consulting Limited
    31
  • Iteration #2
    Vision Statement
    To do
    In progress
    3
    Create
    initial
    business
    model
    Build
    prototype
    Release
    prototype
    Evaluate
    data
    Feature #1
    Feature #2.1
    Feature #3.1
    Scenario 1
    Scenario 2a
    Scenario 3a
    Target group
    Needs
    Solution
    Value
    © 2011 Pichler Consulting Limited
    32
  • Iteration #3
    Vision Statement
    To do
    In progress
    3
    Create
    initial
    business
    model
    Write
    vision
    statement
    Approve
    project
    Feature #1
    Feature #2.1
    Feature #3.1
    Mike
    Scenario 1
    Scenario 2a
    Scenario 3a
    Target group
    Needs
    Solution
    Value
    © 2011 Pichler Consulting Limited
    33
  • Iteration #3
    Vision Statement
    To do
    In progress
    3
    Create
    initial
    business
    model
    Write
    vision
    statement
    Approve
    project
    Feature #1
    Feature #2.1
    Feature #3.1
    Mike
    Scenario 1
    Scenario 2a
    Scenario 3a
    Target group
    Needs
    Solution
    Value
    © 2011 Pichler Consulting Limited
    34
  • Iteration #3
    Vision Statement
    To do
    In progress
    3
    Write
    vision
    statement
    Approve
    project
    Feature #1
    Feature #2.1
    Feature #3.1
    Mike
    Scenario 1
    Scenario 2a
    Scenario 3a
    *Based on Business Model Generation
    Target group
    Needs
    Solution
    Value
    *
    © 2011 Pichler Consulting Limited
    35
  • Iteration #3
    Vision Statement
    To do
    In progress
    3
    Write
    vision
    statement
    Approve
    project
    Feature #1
    Feature #2.1
    Feature #3.1
    Mike
    Scenario 1
    Scenario 2a
    Scenario 3a
    Target group
    Needs
    Solution
    Value
    © 2011 Pichler Consulting Limited
    36
  • Iteration #3
    Vision Statement
    To do
    In progress
    3
    Approve
    project
    Feature #1
    Feature #2.1
    Feature #3.1
    Simple
    Reliable
    Fast*
    Mike
    Scenario 1
    Scenario 2a
    Scenario 3a
    *I owe this vision statement to Alan Coleville
    Target group
    Needs
    Solution
    Value
    © 2011 Pichler Consulting Limited
    37
  • Iteration #3
    Vision Statement
    To do
    In progress
    3
    Approve
    project
    Feature #1
    Feature #2.1
    Feature #3.1
    Simple
    Reliable
    Fast
    Mike
    Scenario 1
    Scenario 2a
    Scenario 3a
    Target group
    Needs
    Solution
    Value
    © 2011 Pichler Consulting Limited
    38
  • Ready to Stock the Backlog
    Vision Statement
    To do
    In progress
    3
    Feature #1
    Feature #2.1
    Feature #3.1
    Simple
    Reliable
    Fast
    Scenario 1
    Scenario 2a
    Scenario 3a
    Target group
    Needs
    Solution
    Value
    © 2011 Pichler Consulting Limited
    39
  • Conventions
    Ticket
    Board
    Personal limit: Product owner: one vision; others: one to two visions
    WIP limit for the in progress column
    Progress is tracked via the artefacts; done tasks are simply removed from the board
    Task description
    Deadline
    Max. effort
    Name or avatar
    © 2011 Pichler Consulting Limited
    40
  • Big Thanks to
    Melissa Pichler
    Arne Roock
    Stefan Roock
    © 2011 Pichler Consulting Limited
    42
  • Contact details:
    +44 (0) 7974 203772
    roman.pichler@romanpichler.com
    @romanpichler
    www.romanpichler.com
    www.allthingsproductowner.com