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Blending Product Discovery and Product Delivery

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More and more organizations are realizing that while they are getting more done, they are not necessarily getting more value. More code does not mean more product and more product does not mean more market share. According to David Hussman, we need to shift our focus toward a balanced investment in discovery and delivery without going back to gathering big requirements up front. To accomplish this, we need to embrace new discovery metaphors and practices. David draws on his years of experience working with product managers, heads of product, and product owners as he introduces ideas like mapping teams to product, product discovery cadence that feeds a product delivery cadence, how to learn outside the code, and when it is essential to learn in the code. If you are looking for a post-agile gem, drop in and be ready to move on, building on the past success of agile methods while looking toward a future where product learning is valued over process worship.

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Blending Product Discovery and Product Delivery

  1. 1. AW3 Session 6/8/16 11:30 AM Blending Product Discovery and Product Delivery Presented by: David Hussman DevJam Brought to you by: 350 Corporate Way, Suite 400, Orange Park, FL 32073 888---268---8770 ·· 904---278---0524 - info@techwell.com - http://www.techwell.com/
  2. 2. David Hussman DevJam Working with companies of all sizes worldwide, David Hussman teaches and coaches the adoption of agile methods as powerful delivery tools. Sometimes he pairs with developers and testers; other times he helps plan and create product roadmaps. David often works with leadership groups to pragmatically use agile methods to foster innovation and a competitive business advantage. Prior to working as a full-time coach, he spent years building software in the audio, biometrics, medical, financial, retail, and education sectors. David now leads DevJam, a company composed of agile collaborators. As mentors and practitioners, DevJam (devjam.com) focuses on agility as a tool to help people and companies improve their software production skills.
  3. 3. Blending Product Discovery / Product Delivery David Hussman - Lead Sherpa and Product Explorer DevJam Discovery / Delivery Adventures
  4. 4. What did / do we get from agile methods? What was missing?
  5. 5. Let’s journey beyond Waterfall vs Agile? Product Agility over Process Mandates
  6. 6. Product Discovery How wrong are you ready to be? Product Delivery How fast can you learn and adjust? Product Discovery How wrong are you ready to be? Product Delivery How fast can you learn and adjust?
  7. 7. Product Discovery How wrong are you ready to be? Product Delivery How fast can you learn and adjust? How wrong were you?
  8. 8. Product takes many forms System Context Product Context Universe of all Product Ideas How do you make initial product choices? Product Choices Framing / Chartering Pragmatic Personas Story Mapping User Interviews Market Research Customer Journeys Story Splitting Validation Measures Story Writing Prototyping
  9. 9. How much time should spend in initial discovery? How does it relate to uncertainty? Who do you need for discovery?
  10. 10. Who’s in the Discovery Cadence? One Product, One Team Who’s in the Discovery Cadence? One Product, Many Teams
  11. 11. Roughly frame your learning framing Explore their experiences mapping Take them somewhere interesting journeys/slices The tools we teach / use Validate their needs (your guesses) kpi / okr / tests Chose people to learn about personas Roughly frame your learning framing Explore their experiences mapping Take them somewhere interesting journeys/slices The tools we teach / use Validate their needs (your guesses) kpi / okr / tests Chose people to learn about personas
  12. 12. Time Horizon: Pitch (why and what): Goals / Outcomes - - - - - - - - Success Measures (some KPIs) - - - - - - - - Design Targets / Personas / Validators - - - - - Who will you ignore? - - Constraints (challenges worth noting) - - - - - - - How much white space is there? / Who is your competition? / Who is your inspiration? Name: Collaborative Framing Time Horizon: 3 Months Pitch (why and what): Goals / Outcomes - - - - - - - - Success Measures (some KPIs) - - - - - - - - Design Targets / Personas / Validators - - - - - Who will you ignore? - - Constraints (challenges worth noting) - - - - - - - How much white space is there? / Who is your competition? / Who is your inspiration? Name: Flight Done Right Collaborative Framing
  13. 13. Time Horizon: 3 Months Pitch (why and what): Create a place to find and book flights that is not painful and truly helpful (if not fun). The experience should be personal (possibly “gamified where meaningful) and not cumbersome (e.g. navigating through forms and screens). Goals / Outcomes - - - - - - - - Success Measures (some KPIs) - - - - - - - - Design Targets / Personas / Validators - - - - - Who will you ignore? - - Constraints (challenges worth noting) - - - - - - - How much white space is there? / Who is your competition? / Who is your inspiration? Name: Flight Done Right Collaborative Framing Time Horizon: 3 Months Pitch (why and what): Create a place to find and book flights that is not painful and truly helpful (if not fun). The experience should be personal (possibly “gamified where meaningful) and not cumbersome (e.g. navigating through forms and screens). Goals / Outcomes - Make it fast and painless - Quickly show many flight options - Remove airport code thinking - Help me get to places I often visit - Fast access to my preferences - Make it easy to share my feedback Success Measures (some KPIs) - 500 Interested in the first month - 25% who try join loyalty program - Bookings taking <= 5 mins - Reorder with one click - Show last 5 cities traveled - Only 2 clks needed to update prefs - Share feedback in <= 30 sec Design Targets / Personas / Validators - - - - - Who will you ignore? - - Constraints (challenges worth noting) - - - - - - - How much white space is there? / Who is your competition? / Who is your inspiration? Name: Flight Done Right Collaborative Framing
  14. 14. Time Horizon: 3 Months Pitch (why and what): Create a place to find and book flights that is not painful and truly helpful (if not fun). The experience should be personal (possibly “gamified where meaningful) and not cumbersome (e.g. navigating through forms and screens). Goals / Outcomes - Make it fast and painless - Quickly show many flight options - Remove airport code thinking - Help me get to places I often visit - Fast access to my preferences - Make it easy to share my feedback Design Targets / Personas / Validators - Business Traveler (primary target) - Corporate Booking Agent (primary target) - Who will you ignore? - Budget travelers (not a target) - Family Traveler (not a target) Constraints (challenges worth noting) - - - - - - - How much white space is there? / Who is your competition? / Who is your inspiration? - Orbitz and similar site - Hipmunk - Google Flights Name: Flight Done Right Collaborative Framing Success Measures (some KPIs) - 500 Interested in the first month - 25% who try join loyalty program - Bookings taking <= 5 mins - Reorder with one click - Show last 5 cities traveled - Only 2 clks needed to update prefs - Share feedback in <= 30 sec Roughly frame your learning framing Explore their experiences mapping Take them somewhere interesting journeys/slices The tools we teach / use Validate their needs (your guesses) kpi / okr / tests Chose people to learn about personas
  15. 15. How well do you know your audience? How many devs can tell a customer story? Story telling frames for validators / design targets Targets - - - - - Not Targets - - - - Name: Image: Description (who) - - - - - Values (why) - - - - - Name: Image: Description (who) - - - - - Values (why) - - - - -
  16. 16. Roughly frame your learning framing Explore their experiences mapping Take them somewhere interesting journeys/slices The tools we teach / use Validate their needs (your guesses) kpi / okr / tests Chose people to learn about personas Story Mapping and Story Telling
  17. 17. Story Mapping or Story Splitting or … Roughly frame your learning framing Explore their experiences mapping Take them somewhere interesting journeys/slices The tools we teach / use Validate their needs (your guesses) kpi / okr / tests Chose people to learn about personas
  18. 18. Where will they start learning? A Tool Based Journey (User Experience)
  19. 19. Roughly frame your learning framing Explore their experiences mapping Take them somewhere interesting journeys/slices The tools we teach / use Validate their needs (your guesses) kpi / okr / tests Chose people to learn about personas Impact over Progress How are you measuring and learning?
  20. 20. Product Discovery How wrong are you ready to be? Product Delivery How fast can you learn and adjust? Product Discovery How wrong are you ready to be? Product Delivery How fast can you learn and adjust?
  21. 21. Product Discovery and Product Delivery How wrong are you ready to be? over Product Delivery then Product Delivery How fast can you learn and adjust? Universe of all Product Ideas So you’ve made your initial choices, now what? Product Choices Framing / Chartering Pragmatic Personas Story Mapping User Interviews Market Research Customer Journeys Story Splitting Validation Measures Story Writing Prototyping
  22. 22. How will you measure and adjust? The Simple Case: One Product, One Team
  23. 23. What can they learn outside the code? Prototypes - Journeys - Interviews Working a Discovery Cadence
  24. 24. Letting Delivery Influence Discovery A Complex Case: One Product, Many Teams
  25. 25. Little Known Most Known Fast Feedback Slow Feedback Iterations Phased Experiments Requirements Development Test Source: Derived from the work of Dave Snowden, Ray Arell, Erik Simmons Speaking of complexity … Working a Cross Team Discovery Cadence Even more value in learning outside the code
  26. 26. What needs to be learned where? Outside Delivery? Within Delivery? Letting Delivery Influence Discovery Synchronizing Cross Team Validation and Learning
  27. 27. And even more complex is the Many Products, Many Teams model An example of using customer journeys to constrain complexity
  28. 28. This is a beginning, but there’s much more to this discussion Help me with the discussion! www.devjam.com/productsoverprocess

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