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… V160407
Toolkit for an Amazing Product

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Toolkit for an Amazing Product

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Who we are?
Dipl.-Ing. CIO Sebastian Sussmann easier, just call me: Sebi
Born in Germany
Living and working since 2003 in Switzerland and since 2008 in Vietnam
Studied at Brandenburg University of Technology Cottbus (BTU), Germany
Swiss Federal Institute of Technology Zürich (ETH), Switzerland
IT developing experience started at university 1995
Institute for Automation Engineering - IFAT, network and WEB-Application,
Otto-von-Guericke-University Magdeburg, Germany
Multimedia Centre Cottbus (BTU), Germany
3D Print @ Swiss Federal Institute of Technology Zürich (ETH), Switzerland
Mappuls AG, Lucerne, Switzerland
Axon Active AG, Luzern, Switzerland
Axon Active Vietnam Co. Ltd., Ho Chi Minh City, Vietnam
Certified Scrum Master by Scrum Alliance
Certified Product Owner by Scrum Alliance
Certified Scrum Professional by Scrum Alliance
Trainer at ECCInternational
Email sebastian.sussmann@axonactive.com
https://vn.linkedin.com/in/sussmann
https://www.scrumalliance.org/community/profile/ssussmann
International
Association of Facilitators

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How can we deliver with an efficient way
the right product?

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What do we need to understand as
a developer?

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Reading all the requirements is enough?

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Requirements
Customer collaboration
We ignored the fact that many customers don’t know what they want.
We ignored that fact that even when they know what they want, they can’t
describe it.
We ignored the fact that even when they can describe it, they often describe a
proposed solution rather than the real need.
We ignored, that a lot of Customer give us a solution but not the Problem. …
Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise (Agile Software Development Series) by Dean Leffingwell

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Customer collaboration
This was the development of the team, weight just 100g
e.g. Customer ask for a light suitcase…. We developed this:

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Customer collaboration
This was the development of the team, weight just 100g
Weight: 3,5kg
e.g. Customer ask for a light suitcase…. We developed this:
but finally he bought this from the competitor with wheels…

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Bad old days
Patton, Jeff; Economy, Peter (2014-09-05). User Story Mapping: Discover the Whole Story, Build the Right Product

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Problem here?
We have to understand the real
customer needs ...
Not only wat he want …
!

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Problem here?
and
We have even to get the VISION
first …. !

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Elevator test
Can we explain the product in few words
?

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Moore’s Elevator Test
Soni, Nimesh (2011-03-22). Agile Release Planning
Tool

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Moore’s Elevator Test
The elevator test helps the team to understand and describe the
product. A good vision can be summarized in two sentence.
• for (target customer)
• who (statement of need or opportunity)
• the (product name)
• is a (product category)
• that (key benefit, compelling reason to buy)
• unlike (primary competitive alternative)
• our product (statement of primary differentiation)

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Kano model
What kind of feature is important
?

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Kano-Model
Basic needs are necessary
to operate a product
Excitement needs make
the differences to
competitor
(Exciter)
en.wikipedia.org/wiki/Kano_model
Tool

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Product box
Is this our “baby”
?

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Product Box
packaging
Tool

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Product Box
packaging

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Jump in the customer shoes …

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Product vision board
Do we get the vision
?

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The Product Vision Board
Nail Down your Product
www.romanpichler.com
We need something for easy communication and understanding.
Not a Business plan …
Tool

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The Product Vision Board [TOOL]
www.romanpichler.com
Elevator
test
Vision Statement
Target group Needs Product Value
Target
Users
“Persona”
Target
Customers
“Persona”
Problem
To Solve
Goal to
Achieve
3-5 top
features
Business
Goal
What is our problem?
What is our goal?

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Userstories
How can we communicate the
requirements?

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ToolTheme, Epic, Story, Task

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Product Backlog

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User Story (Best practice)
Laing, Samantha; Greaves, Karen (2015-01-08). Growing Agile: A Coach's Guide to Agile Requirements
A Story should catch all layers (Vertical)

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User Story (Best practice)
Who?
What?
Why?
I ndependent
N egotiable (until sprint)
V aluable (for customer)
E stimable
S mall
T estable
As a <user role>,
I want <goal>
so that <reason>
Can I <acceptance criteria>

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Common mistakes
We have all three criteria
But,
Who is the User?
As a user
I want to be able to manage
user,
so that I can remove invalid
and not used user.

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Common mistakes
We have all three criteria
But,
The writing person only
want this, the person
don’t explain why he
Need this feature
As a Product Owner
I want the system to have
possibility of deleting user,
so that users have possibility
of deleting user.

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Common mistakes
We have the User Role
But,
The Reason and
Business Value
is missing
As a System Administrator
I want to have filtering
option

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User Story (Best practice)
•
•
•
•
4 C’s

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Communication EX1
Adzic, Gojko (2009-01-05). Bridging the Communication Gap: Specification by Example and Agile Acceptance Testing
A simple requirement …
...’
put toothpaste on
the toothbrush,
open mouth,
brush teeth

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Communication EX1
Adzic, Gojko (2009-01-05). Bridging the Communication Gap: Specification by Example and Agile Acceptance Testing
We show it to our kids,
We not only talk to them ….
put toothpaste on
the toothbrush,
open mouth,
brush teeth

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Patton, Jeff; Economy, Peter (2014-09-05). User Story Mapping: Discover the Whole Story, Build the Right Product

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Story mapping
Get the big picture and order,
priority and the MMF …
Where is the focus …
?

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Story Mapping Tool
Patton, Jeff; Economy, Peter (2014-09-05). User Story Mapping: Discover the Whole Story, Build the Right Product

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Writing User Stories – Story Mapping
Source: “User Story Mapping” from Jeff PattonPatton, Jeff; Economy, Peter (2014-09-05). User Story Mapping: Discover the Whole Story, Build the Right Product

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Writing User Stories – Story Mapping
Source: “User Story Mapping” from Jeff PattonPatton, Jeff; Economy, Peter (2014-09-05). User Story Mapping: Discover the Whole Story, Build the Right Product

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Writing User Stories – Story Mapping
Patton, Jeff; Economy, Peter (2014-09-05). User Story Mapping: Discover the Whole Story, Build the Right Product

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Avoid story card hell
Keep your backlog SLIM
Backlog

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Acceptance Criteria
What will be accepted
?

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Communication EX2
How many points got the star *?
…,5,6,7,8, 9…. Point star?
Adzic, Gojko (2009-01-05). Bridging the Communication Gap: Specification by Example and Agile Acceptance Testing

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Communication EX2
How do you would Test this requirement?
… which one is the right one?
Adzic, Gojko (2009-01-05). Bridging the Communication Gap: Specification by Example and Agile Acceptance Testing
If the star
Should have
14 points …?

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Communication EX3
Adzic, Gojko (2009-01-05). Bridging the Communication Gap: Specification by Example and Agile Acceptance Testing
A customer wanted to
buy a $ 10 book but
only had $ 9.50 in
his account.
Can he buy?

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Communication EX3
Adzic, Gojko (2009-01-05). Bridging the Communication Gap: Specification by Example and Agile Acceptance Testing
the CEO of this client company decided that it
made more sense to allow this and put the
account into negative balance by 50 cents.
This would increase sales and the customer would have to top up
the account anyway before the next purchase.
Developers and testers can sometimes provide a completely different perspective
on a business problem.

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Make easy examples …
Adzic, Gojko (2009-01-05). Bridging the Communication Gap: Specification by Example and Agile Acceptance Testing
A good acceptance test
Tool

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Prototyping
What is really needed
?

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Requirements
Used Functions / Features
The Standish Group Chaos Report

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Requirements
Sometimes
16%
Rarely
19%
Never
45%
Always
7%
Often
13%
Used Functions / Features
The Standish Group Chaos Report

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Adjustments value | The iron triangle
Quality
Budget
Scope
Time
Build the right things Build the things right

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Adjustments value | The iron triangle
Quality
Budget
Scope
Time
Build the right things Build the things right

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Handmade

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Paper Prototyping
http://www.getbring.com/
Tool

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Business value what is it?
What we need to deliver
?

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Business value

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PDCA
When do we need feedback
?

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PDCA
A to XP: The Agile ABC Book
Tool

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PDCA
A to XP: The Agile ABC Book
Planning 1
Planning 2
DAilyReview
Retrospective

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Iteration Size
Iteration Size
Direct Costs
Cost/Unit
- Direct Story Definition
- Iteration Planning
- Design
- Coding
- Unit Testing
- System testing
- Bug - Fixing

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Iteration Size
Iteration Size
Indirect Costs
Cost/Unit
- Requirement Changes
- Re- Planning
- Fixing Broken Builds
- Status Tracking
- Reporting

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Iteration Size
Iteration Size
Total Costs
Cost/Unit
- Short Iteration will:
- Increase throughput
- Reduce risk
- Increase feedback
- Improve adaptability
- Simplifies merges
Best Iteration Size

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 Keep a working system
 Make small changes
 Get automatic tests
 Integrate daily in the mainline
Continues Integration

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 Communication
 Collaboration
 Integration
 Automation
 Measurement
Between development &
Administration / Operation &
Quality Assurance
DevOps

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Iteration Size, get it smaller ….
Iteration Size
Total Costs
Cost/Unit
- Automation
Will shorten the iteration
And reduce the direct costs …
Best Iteration Size

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When a product is finished?

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Release Burnup“
The Goal is to minimize the Output by extending the Outcome

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Responsibility

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Responsibility
Team
Development
Build the right things Build the things right
Will build the high productivity
PO
Customer
SM
Facilitator

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Product
UsableValuable
Feasible
The solution we want is here
Our Product ….

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NO more monkey coding

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Communication & transparency
is key

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The product is our blood

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The developer is an expert of the
business needs …

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Delivery a potential shippable
product increments every iteration
And take feedback
Product increment

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Some books …

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www.scrumbreakfast.vn
Keep in touch:
Email
sebastian.sussmann@axon.vn
http://vn.linkedin.com/in/sussmann

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Disclaimer
This presentation is an ongoing work and will be updated and improved frequently.
1. Use
This presentation is produced for Axon Active Vietnam and may be used:
By Sebastian Sussmann for Axon Active Vietnam
2. Content
The author reserves the right not to be responsible for the whole correctness, completeness or quality of the information which is provided at
this document. If some body will get problems because of using some information out from this presentation, the author will reject all claims.
Because the author can not guarantee the correct use of all provided information. The author done it with the best of one's knowledge and belief
This presentation / document is not complete. The author can add, remove and change it completely or partly at any time.
3. Copyright
The author intended not to use any copyrighted material for the presentation. For the case it was clearly indicated he provide the copyright and
source information at this page to indicate the copyright and the way of use.
The copyright for any material created by the author and the company Axon Active Vietnam is reserved. Any duplication or use of objects such
as images, diagrams, sounds or texts in other electronic or printed publications is not permitted without the author's agreement.
4. References:
http://www.scrumalliance.org
http://www.scrum.org
http://www.odd-e.com
http://www.dasscrumteam.com
http://www.borisgloger.com
http://www.soreco.ch
http://www.axonactive.vn
http://www.agilevietnam.org
http://www.torsten-horn.de
http://www.mountaingoatsoftware.com
http://www.scrumcenter.com
https://getkanban.corporatekanban.com
http://youtu.be/502ILHjX9EE
http://www.seriousplay.com
http://www.innovationgames.com
http://personalkanban.com
http://pomodorotechnique.com
http://gettingthingsdone.com
http://www.agile42.com
http://scrumbreakfast.vn
http://openspaceworld.org
http://www.skaskiw.biz
http://leankit.com
http://www.mindtools.com
http://www.triballeadership.net
Bas Vodde (from CSM)
Sudipta Lahiri (from Kanban)
Simon Roberts (from CSPO)
Rena Striegel (Leadship)
Henrik Kniberg (Agile Product Ownership in a Nutshell)
Mike Cohn (Effort)