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Mva

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Mva

  1. 1. Tathagat Varma thoughtleadership.in
  2. 2. About.me Tathagat Varma •  Career: Tathagat started career in 1991 as a Computer Scien6st with Defense (DRDO, India) and has worked with Siemens Telecom, Philips, Huawei, McAfee, NetScout, Yahoo! and [24]7 Innova6on Labs in senior leadership and technical roles. He has developed products across Telecom, Datacom, Healthcare, Networking and Consumer Internet. In Oct 2014, he started “Thought Leadership” which offers high-end consul6ng and coaching for large organiza6onal transforma6ons. •  Experience: 24+ years of soZware product development; 17+ years with Incremental and Itera6ve Development, Agile and Lean •  Companies trained: can’t disclose due to client NDAs, but mostly Fortune100-500 companies •  Prior Roles: SoZware Architect, Project Manager, Engineering Manager, General Manager, VP, Agile Coach •  Educa:on: MS Computer Science, Exec MBA in HR •  Cer:fica:ons: SPC, CSP, CSPO, CSM, M3.0, PMP, PRINCE2 •  Author: Agile Product Development (2015)
  3. 3. Let’s do the checklist… •  Cool idea ✔ •  Prototype ✔ •  Funding...yay! ✔ •  (aBer many quarters and several $$$s later) •  Product 1.0...yay! ✔ •  Launch...we will all be rich very soon! ✔ •  ...wait......wait.........wait............ •  where are my customers...are the servers up? •  ...
  4. 4. But…NPD Failures abound!!!
  5. 5. Growth Stages of a Startup
  6. 6. Story #1: Zappos hSp://www.bullethq.com/blog/lean-startup-zappos-how-zappos-validated-their-business-model-with-lean/
  7. 7. Story #2: iPod, 2003 hSp://www.bullethq.com/blog/lean-startup-zappos-how-zappos-validated-their-business-model-with-lean/
  8. 8. hSp://everystevejobsvideo.com/itunes-music-store-introduc[on-apple-special-event-2003/
  9. 9. Story #3: Obama, 2008 hSps://blog.op[mizely.com/2010/11/29/how-obama-raised-60-million-by-running-a-simple-experiment/
  10. 10. Analy[cs of 24 combina[ons…
  11. 11. Sign-up rates…
  12. 12. The winner…and $60m+!
  13. 13. What were they doing… differently ???
  14. 14. Business Model Canvas
  15. 15. Business Model Canvas on Day 1? ? ? ? ? ? ? ? ? ?
  16. 16. So, how to validate, especially the key ac[vi[es? OBVIOUSLY… build’em all?
  17. 17. Minimum Feature Set •  Steve Blank: – The reality is that minimum feature set is •  a tac[c to reduce wasted engineering hours (code leB on the floor) and •  to get the product in the hands of early visionary customers as soon as possible. – You’re selling the vision and delivering the minimum feature set to visionaries not everyone.
  18. 18. Minimum Viable Product (MVP) •  Eric Ries in The Lean Startup: –  An MVP helps entrepreneurs start the process of learning as quickly as possible. –  It is not necessarily the smallest product imaginable, though; it is simply the fastest way to get through the Build-Measure- Learn loop with the minimum amount of effort –  Contrary to tradi[onal product development, which usually involves a long, thoughmul incuba[on period and strives for product perfec[on, the goal of the MVP is to begin the process of learning, not end it. –  Unlike a prototype or concept test, an MVP is designed not just to answer product design or technical ques[ons. Its goal is to test fundamental business hypotheses.
  19. 19. Build-Measure-Learn Loop
  20. 20. hSp://star[tup.co/guides/376/mvp-minimum-viable-product
  21. 21. Coffee Shop MVP •  Good MVP: You have a menu with only a few selec[on of coffee, but all of them taste great. Your shop is clean and [dy with white painted walls and decent looking coffee tables with comfortable seats. Your cashier is polite and you take Visa and Mastercard. No American Express though (we're cool with that). •  Bad MVP: You have a menu with a few selec[on of coffee, but most of them taste horrible. Your shop is below par and your seats are uncomfortable. Also, your store only takes cash and your cashiers are flir[ng with each other. •  Horrible MVP: You have 40 items on your menu - Coffee, frappuccino, espresso, cakes, croissants, biscuits, tea, fried rise, chicken nuggets, etc (you get the idea). You gold plate your store front and your store interior is pimped out with the most expensive furniture and coffee mugs. You put Samsung LCD TVs at every table and the chairs are massage chairs. You take Visa, Mastercard, American Express, and Home Depot giB cards. hSp://star[tup.co/guides/376/mvp-minimum-viable-product
  22. 22. hSp://www.syncdev.com/minimum-viable-product/
  23. 23. “Diffusion of Innova[on” EvereS Rogers, 1962 hSp://authen[cgraceforlife.blogspot.in/2012/11/the-process-of-organiza[onal-change.html Who is the customer for your “New Product MVP 1.0”?
  24. 24. “Earlyvangelists” hSp://steveblank.com/2010/03/04/perfec[on-by-subtrac[on-the-minimum-feature-set/
  25. 25. Selling to Earlyvangelists… •  Minimum feature set (“minimum viable product”) is a Customer Development tac[c to reduce engineering waste and to get product in the hands of Earlyvangelists soonest. •  Earlyvangelists require a 18 – 36 month product vision past the minimum feature set. •  You’re selling the vision and delivering the minimum feature set.
  26. 26. So, just one MVP, right? hSp://www.romanpichler.com/blog/minimum-viable-product-and-minimal-marketable-product/
  27. 27. MMP, MVP, MMF and Stories MMP: Minimum Marketable Product MVP: Minimum Viable Product MMF: Minimum Marketable Features User Stories
  28. 28. Release Planning in Scrum hSp://www.informit.com/ar[cles/ar[cle.aspx?p=1928232&seqNum=3
  29. 29. However… •  A tradi[onal one-direc[onal product backlog might not help build a “ver[cal product slice” that (eventually) leads to a good MVP •  It might not help uncover the key risks regarding integrity of the product •  It might not help demonstrate the en[re tech stack un[l it is perhaps too late
  30. 30. User Story Mapping
  31. 31. Backbone and the Skeleton hSp://jpaSonassociates.com/the-new-backlog/
  32. 32. Building the soBware incrementally
  33. 33. What is (SoBware) Architecture? •  The soBware architecture of a program or compu[ng system is a depic[on of the system that aids in the understanding of how the system will behave. •  SoBware architecture serves as the blueprint for both the system and the project developing it, defining the work assignments that must be carried out by design and implementa[on teams. •  The architecture is the primary carrier of system quali[es such as performance, modifiability, and security, none of which can be achieved without a unifying architectural vision. •  Architecture is an ar[fact for early analysis to make sure that a design approach will yield an acceptable system. •  By building effec[ve architecture, you can iden[fy design risks and mi[gate them early in the development process. hSps://www.sei.cmu.edu/architecture/
  34. 34. Goals of Architecture •  Expose the structure of the system but hide the implementa[on details. •  Realize all of the use cases and scenarios. •  Try to address the requirements of various stakeholders. •  Handle both func[onal and quality requirements. hSps://msdn.microsoB.com/en-in/library/ee658098.aspx
  35. 35. Architectural Levels of Scope hSp://www.bredemeyer.com/pdf_files/MinimalistArchitecture.PDF
  36. 36. Spectrums of Design hSp://www.ibm.com/developerworks/library/j-eaed1/
  37. 37. Tradi[onal Approach hSps://xkcd.com/974/
  38. 38. Waterfall and Architecture hSp://www.infoq.com/ar[cles/towards-agile-soBware-architecture
  39. 39. Principles of Agile Architecture (SAFe) •  Design emerges. Architecture is a collabora[on. •  The bigger the system, the longer the runway. •  Build the simplest architecture that can possible work. •  When in doubt, code or model it out. •  They build it, they test it. •  There is no monopoly on innova[on. •  Implement architectural flow.
  40. 40. Inten[onal Architecture & Emergent Design in SAFe hSp://www.scaledagileframework.com/agile-architecture/
  41. 41. Architectural Runways in SAFe hSp://www.scaledagileframework.com/agile-architecture/
  42. 42. Minimum Viable Architecture (MVA) Speed Architecture Too slow, costly, and risky Too adhoc and tech debt M V A
  43. 43. Minimum Viable Architecture? •  Addresses the “inten[onal architecture” to help validate the MVP •  Solves the “here and now” •  “Just enough” •  Supports fast development of high-quality working soBware •  Modular and open to changes •  Adequate instrumenta[on to help answer A/ B tes[ng •  Always deploy-ready
  44. 44. Examples hSp://www.slideshare.net/RandyShoup/minimum-viable-architecture-good-enough-is-good-enough-in-a-startup
  45. 45. Recap Solving “unknown-unknown” problems requires addressing mul[ple hypotheses at technology, product and business levels You could test by building-out the en[re solu[on but it entails significant risks, apart from long lead-[me and huge upfront costs Or, build a Minimum Viable Product that allows to incrementally validate the key hypotheses around product vision Building an MVP is a mindset that requires Minimum Viable Architecture to validate major interac[on points of the system with its environment MVA addresses “here and now” by incorpora[ng emergent design into high-quality deploy-ready code
  46. 46. References •  An Introduc[on to Minimum Viable Architecture, hSp://www.infoq.com/news/2014/11/minimum-viable-architecture •  Towards an Agile SoBware Architecture, hSp://www.infoq.com/ar[cles/towards-agile-soBware-architecture •  The Minimum Viable Product and the Minimal Marketable Product, hSp://www.romanpichler.com/blog/minimum-viable-product-and-minimal-marketable-product/ •  Good Enough is Good Enough, hSp://www.slideshare.net/RandyShoup/minimum-viable-architecture-good-enough-is-good- enough-in-a-startup •  Crea[ng a highly available minimum viable architecture on AWS, hSp://alanhollis.com/crea[ng-a-highly-available-minimum-viable-architecture/ •  In Search of Agile Architecture, hSp://www.drdobbs.com/architecture-and-design/in-search-of-agile-architecture/240169245 •  Minimum Viable Architecture, hSp://www.kavistechnology.com/blog/minimal-viable-architecture/ •  A Proven Methodology to Maximize Return on Risk, hSp://www.syncdev.com/minimum-viable-product/

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