ASAS 2015 Chris Lukassen
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Agile cathedrals, building things that matter
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ASAS 2015 Chris Lukassen
- 1. Agile, cathedrals and building products that matter 1 Chris Lukassen
- 2. Who is this guy? And why should I listen to his talk? Continuous Innovation Services 2
- 7. “The internet changed everything” Two decades now, still going strong Continuous Innovation Services 7
- 9. When is it finished? What will it look like? What will it cost? Continuous Innovation Services 9
- 11. Product Roadmap Reims Cathedral 1211 Start 1221 Choir 1233 Transept 1241 First mass 1251 Arches over transept 1275 Facade and rose 1286 Arches nave 1311 Lead roof 1475 Towers 1481 Fire 1512 New roof 1516 Stop (out of funds) Continuous Innovation Services 11
- 16. Agile Cathedral Building Purpose Working increments Evolving architecture Responding to change Continuous Innovation Services 17
- 17. Continuous Innovation Services 18 Sliced bread is overrated
- 20. 21 12 2.200.000.000 6 6 93.000 (/23.655) 4 4 4 3.888 (/565.843) Continuous Innovation Services
- 28. Best product ever Autonomy Learn by doing Unite in purpose Believe you can Continuous Innovation Services 30
- 30. The milkshake dilemma Continuous Innovation Services 32
- 32. Under served or over served needs Continuous Innovation Services 35
- 34. Conclusion Purpose Working increments Evolving architecture Autonomy Learn by doing Believe you can Users, buyers and ecosystem are not the same Assess over- and underserved needs Rally your people behind real needs Make products that really matter Continuous Innovation Services 37
- 36. Stay in touch Continuous Innovation Services 39 Latest in Agile and Architecture http://blog.avisi.nl Tosti Meetings
- 37. Stay in touch Continuous Innovation Services 40 Product Dojo’s - Learn - Share - Food - Fun www.xebia.com/events
- 38. Watch out for the upcoming book Continuous Innovation Services 41 Sign up: http://www.xebia.com/continuo us-innovation Help out: http://svy.mk/1VCpW3X Chris Lukassen clukassen@xebia.com +31612332230 Chris Lukassen The product manager’s guide to continuous Innovation How to become a product samurai
Editor's Notes
- Happy you are here Most important talk at this conference. build it right, build it fast, but should it be build 3 topics: What cathedrals have in common with products that matter The best product ever How you can discover what matters
- Apart from being a martial arts nut? Who loves teaching?
- Product guy, always has been. Why is that important? Unique insight Refer to book Why is this talk the most important talk? Bridge agile and architecture, it’s about creating products that matter
- It all started with a great book from Daan Quakernaat, that got me thinking Great ideas piggyback, Apple -> Xerox How society responds to crisis Waiting, refugee, greek euro, financial crisis > maintaining the status quo
- This is a nigerian busstation in abuja. No schedule, android app, 3000 busstops, 130 different routes, dynamic time tables Imagine what this does for economy, jobs, waste of time People with nothing, create everything, People with everything, create nothing
- Hilton, Hyatt, Metro Goldwyn Mayer, Imtech, Nokia, Closer to home: schoenreus, polare HTC is next, failed to build something that people need. Why are there so many industry level changes happening?
- It’s remarkable It’s an age of disruption. Banks fear IT companies! Imagine that? Google and Apple are going after your savings? Facebook knows so much about you, why are they not offering insurances? Well at least you can become a cabbie, the world always needs cabbies right? Wrong. You’ll need to Uber-think that. The internet brought so much information and capabiltyis within an arms reach, that amazing things can happen. If you are big, you have data, you have a unique capability. Bouwmarkt -> suggest projects, train companies -> trajectories, Bonus card -> consumption behavior But if you are small, agilty in finding unique needs. Think back to the nairobi example. People with nothing can build everything. We have never been in this position before. The question is no longer: can we build it, it’s: Should we build it? Let’s side step a bit: Raise you hand if you went on holiday And went to France, Italy, Spain, Germany Predominanly Christian countries. Would do you find there?
- Mandatory view while visiting the city, HOW DID THEY DO THIS? No tools, no machines, no cranes, nothing, just oxen and wooden treadmills Block weights 10 tons, over 60km, sculpted into a 5 ton angel then lifted 50 meters up. 2500 angels Compare what they did, to what we do today Adam Pink [Drive] - Purpose: mason = cut stone? build cathedral ? place of worship for 1000 years
- Imagine proposing a cathedral What will our management ask? Sounds familiar? Can you feel it would never have occurred if we follow waterfall? solid business plan approach?
- You would expect someone to run around with a big ordner containing a design and a plan. They just started: make a wall, fell down, stood together, thought of a better way, higher wall, also fell down. You get the point. It took a while but they learned from their mistakes We would call this actionable metrics Stones had markers -> accountabilty Demo day -> instant feedback
- 300 years of pure misery. Everything they build came down, not just walls, entire sections, choirs, roofs. If it didn’t collapse there were fires (lightning), gargoyles spit lead, plundering, wars 1914, 1945. You thought you were having a hard time with emerging architecture, think again. You can only do this if you have faith, if you are fueled with energy about what you are trying to accomplish, what need you are going to solve
- This is a sketch made of the original design, notice the tower. Did you miss them? Responding to change or executing a plan? There are 10 towers missing among which the 190m high We have become afraid to start things we cannot see the end of. Let’s dive into that, how does that compare to product architecture?
- People think a cathedral is a sturdy building, standing over 800 years. But why is a cathedral always covered in scaffolding? because they are constantly re-enginering it. Refactoring if you like, which leads to interesting results
- In Laon you can find half a window and part of arch (to the right of it) which were developed but then discarded
- North side in Reims, half a window in order to make room for a supporting pilar of the tower that was lost in 1481 and never rebuild. Does this sound familiar? Think of a large project that you did where you made some “future proof” architecture
- Replacing already running systems? Build the new one over the old one. They would build the choir fist, and then encapsulate the old church. Unless you run out of money. Sound familiar?
- It really took them 800 years to come up with that? Purpose, Working increments Mastery evolves
- I want to talk to you about the best product I ever made.
- Ama, West africa, Ghana, Yendi, tribal war, behading of the king, house, bullit holes No school, no future. 2000,(and 2002) bus of youngsters (25), master builder. Came with purpose, ignorant, My passion, talking about it, discovered I fundamentally applied some aspects that we would now call agile. Applied building constructs that refer to modular archietecute, we even had a delivery pipeline and were doing active WIP manageing.
- The biggest thing I learned was Autonomy works. Divide in teams, self organizing, pick your team, 5 teams of 4 people = squads, team concrete, team stone, team wall, team beams, team pillars. Tech lead (local hero), apprentice, standups, demos
- Partitioning into autonomous groups, reduces complexity
- first maximize autonomy, coordinate what’s left
- Goal driven teams: Concrete team made concrete inside the building -> creating the floor in the process Pilar team -> cell division: make the metal frames and create the castings to pour the concrete Support beam team, created a bench so they could work in parallel
- Sometimes you need to break the build to avoid all the toggle switches Dump right in the foudation, bypass the transport and patching
- Meet Mohammed, my favourite bricklayer King of the team, expert bricklayer Scaffolding > forgot brick > forgot mortar > dropped trowel
- Never worked so hard in my life So autonomy with learning by doing > improving the way we do things. It seems so obvious, but for him it was a completely new way of thinking. How often do we really reflect on the way we do things?
- Final one, what do you do when you run out of water? No water no concrete or mortar, no morter no work.
- Back to purpose, we ran late on the project, and we skipped scope, but skipping the roof? I had no idea on how to fix it Talked to the village elders, remarkable thing War ridden people joined on Saturday, joined hands to finish the school
- Remember the cross beam team? The had done an awesome job creating cross beams, only problem 1 ton No crane. Everyone came together and lifted as one.
- Clay Christianson’s book: innovators dillema. Jobs to be done, we hire a product to do a job Milkshake example
- App Development platform. Awesome 10M investment, We were doing good (we thought) Solving problems of developers ? Restrict freedom? What about management problems -> retool engineers
- Before we enter the world of 2by2, gartner joke 3 types of stakeholders for your product Users – plus Buyers – zero Eco system – square Go after eco system or users
- Apple didn’t disrupt the smartphone market because of all the fanboys. It’s because the phones didnt cut it. Under served. If you have no school, you have no future, If you have no lifespan whatsoever, live in the mud a cathedral gives hope for a better afterlife, thats purpose, thats need If you over serve on the other hand. (have you ever done this?) ripe for disruption, low end text editors can come in, Why is google docs so sparse? It focusses on one thing and does that exceptionally well. Think about Uber, Spottify
- Under served: New product, do one thing well, meet the rest: Kano model Slightly under served: Add features Overserved: Low end disruption: Saab anchor watch application, hardware, App. 99 cents. Market is every sailor