Co-making Great Products

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Джеф Паттон проектирует и разрабатывает ПО во множестве проектов, от интернет заказа деталей самолетов до электронных медицинских записей. Джеф нацелен на Agile подходы со времен работы в XP команде в 2000 году. Джеф специализируется на применении ориентированных на пользователя методик проектирования, чтобы улучшить Agile требования, планирование и продукт. Его статьи на эту тему можно найти на сайте www.AgileProductDesign.com и в Crystal Clear Алистара Коберна.

Сейчас Джеф - независимый консультант, создатель и модератор Yahoo группы по agile-usability, обозреватель StickyMinds.com и IEEE Software и победитель премии Agile Alliance’s 2007 Gordon Pask Award за вклад в Agile разработку.

“Mediocrity guaranteed.” This sad tagline describes most of the processes we use today including typical agile process. It’s easy to see why: software development is an expensive, risky business. To deal with the risk, we clearly separate responsibilities, creating a client-vendor model so that we know who’s accountable when things go wrong. Although we know things rarely go as planned, and innovative ideas rarely spring from such a relationship, we continue to work in processes where treating our coworkers as outsourced vendors is considered “best practice” and risking everything on the ideas of a select few isn’t regarded as risky.

This talk is about an alternative way of working.

In this talk, Jeff explores companies beginning to adopt a style of working where everyone in the organization gets involved with identifying and solving problems. You’ll hear examples from real companies describing their practices for learning first-hand about customers and users. You’ll learn about practices for collaboratively designing solutions for the problems found in the real world, and approaches for learning if what we created really benefited anyone. This new style of work is a process cocktail combining the best of agile development, lean software development and lean startup, user-centered design, and collaborative design thinking.

This style of work isn’t the traditional client-vendor model where knowing who’s to blame is the primary concern. It’s a co-making style of work where everyone brings their skills and experience to the table and together takes ownership for making great products.

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Co-making Great Products

  1. 1. Co-MakingGreat ProductsHow whole teams work together to find problems,invent solutions, and deliver great productsJeff Pattonjeff@comakewith.ustwitter: @jeffpatton
  2. 2. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/This/team/has/delivered/high/quality/working/so?ware/every/sprintBut,/they’re/frustrated/because/they’re/failing2
  3. 3. This team thinks aboutsuccessdifferently3
  4. 4. s1. Safety isn’t success2. Velocity isn’t value3. The invention game4. Deliberate discoverydrives delivery5. Reality bites4
  5. 5. These three companies arefocused on winning thesoftware development game5
  6. 6. Safety isn’t success61
  7. 7. 7JB#BrownNordstrom#Innova0on#LabOur#everyday#process#requires#so#much#rigor,#there#wasn’t#really#a#place#for#innova0on
  8. 8. Traditional sequentialdevelopment process issafe for individuals8
  9. 9. 9
  10. 10. 10
  11. 11. 11
  12. 12. 12
  13. 13. Separation of concerns isproblematic for process13
  14. 14. 14
  15. 15. 15
  16. 16. Velocity isn’t value162
  17. 17. 17Eugene#ParkEdmunds.comWe’re#great#at#delivering#soFware#using#agile#approaches.##We’ve#just#realized#it#doesn’t#maIer.
  18. 18. We’re not here to buildsoftwarewe’re here to change theworld18
  19. 19. R & D[requirements & design]20
  20. 20. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Deciding/what/to/build/is/difficultFred#Brooks,#author#of#The#Mythical#Man#Month21Thehardest single partof building a softwaresystem is decidingprecisely what tobuild.
  21. 21. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Our/decisions/become/requirementsAlistair/Cockburn,/author/of/Agile/So?ware/Development:/The/CooperaVve/Game22If it’s yourdecision to make,it’s design.If not, it’s arequirement.
  22. 22. South#Park#clip,#the#underpants#business:#hIp://www.southparkstudios.com/clips/151040
  23. 23. The invention game263
  24. 24. Process27
  25. 25. 7http://hbr.harvardbusiness.org/1986/01/the-new-new-product-development-game/ar/1“Under the rugby approach, the product developmentprocess emerges from the constant interaction of a hand-picked, multidisciplinary team whose members worktogether from start to finish.”From the 1986 Harvard Business Review paper “The New New ProductDevelopment Game” by Takeuchi and Nonaka
  26. 26. Game29
  27. 27. Process ≠ Skillknowing how doesn’t make you goodRoles ≠ PositionsYou might primarily do one thing, but you can’twin by doing only one thingFinishing On Time ≠ WinningKeep score, don’t just keep time30
  28. 28. 31“Design Thinking” is alearning and invention game
  29. 29. 32It seems like common senseThereis nothingmore uncommonthan commonsense.Understand theproblem you’re solving& focus on specificproblemsConsider lotsof possiblesolutions Sco$shMathema-cianThomasChalmersMake sure it’llwork beforeinvesting big
  30. 30. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/ 33Different ways of thinking -NOT process roles, hand-offs,sequence and phases
  31. 31. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/ 34Study the world now, imagine andtest the a new future worldNowLater
  32. 32. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/ 35Learning happens outside thebuildingNowLater
  33. 33. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/UX/Designers/act/as/experts/and/guides36Leah#Buleywww.adapVvepath.com/aboutus/leah.php“Design isn’t a productthat designers produce,design is a process thatdesigners facilitate.”-- Leah Buley
  34. 34. 37
  35. 35. 38
  36. 36. Share understanding,not documents39
  37. 37. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/O?en/when/we/verbally/discuss/ideas,/we/may/incorrectly/believe/we/have/the/same/understanding40
  38. 38. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/RepresenVng/our/ideas/as/models/allows/us/to/detect/inconsistencies/in/our/understanding41
  39. 39. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Through/discussion/and/iteraVve/model/building/we/arrive/at/a/stronger/shared/understanding42
  40. 40. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Using/that/sharedunderstanding/we/can/work/together/to/arrive/at/the/same/future/world43
  41. 41. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Sharedunderstanding/is/the/result/of/successful/collaboraVve/work44
  42. 42. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Words/and/pictures/help/everyone/build/shared/understanding45
  43. 43. GameStorming is a goodmanual for effectivecollaborative work46Having a business meeting withoutartifacts and meaningful space is likemeeting blindfolded with your handsbehind your back. Yes, you can do it, butwhy would you want to?
  44. 44. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Shared/understanding/takes/space“Make/Space”/is/the/term/coined/by/the/Stanford/Design/School/to/describe/effecVve/collaboraVve/workspaceSpace/to/model/and/draw:! Walls/and/whiteboards/! TabletopsFlexible/discussion/&/seaVng/spacePlaces/to/store/the/arVfacts/created/during/discovery/work47
  45. 45. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Shared/understanding/takes/spaceA#large#work#area#in#the#Stanford#d.school#supports#many#small#design#teams.48“Make/Space”/is/the/term/coined/by/the/Stanford/Design/School/to/describe/effecVve/collaboraVve/workspaceSpace/to/model/and/draw:! Walls/and/whiteboards/! TabletopsFlexible/discussion/&/seaVng/spacePlaces/to/store/the/arVfacts/created/during/discovery/work
  46. 46. Virtual Make-Space?49
  47. 47. Deliberate discoverydrives delivery504
  48. 48. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Discovery/compliments/delivery51Discovery DeliveryUse/discovery/to/answer/big/quesVons• What#problems#are#we#solving?• What#solu0on#do#people#want?• Can#people#effec0vely#use#our#solu0on?• Can#we#build#it#in#the#0me#we#have?Use/delivery/to/execute• Plan#the#details• Design,#develop,##and#test• Measure#development#speed• Evaluate#progress• Evaluate#quality
  49. 49. 52Tom#Illmenseesnagajob.comMorale#suffers#when#all#we#do#is#build#soFware.###The#thrill#of#building#something#fast,#measuring#it#well,#and#deba0ng#the#results#and#planning#next#steps#make#the#whole#effort#worthwhile.
  50. 50. ©/2009d2011/Jeff/Pa3on,/all/rights/reserved,/www.AgileProductDesign.comAs/you/walk/up/the/stairs/at/Snagdadjob,/you’ll/see/the/first/evidence/of/company/values53
  51. 51. ©/2009d2011/Jeff/Pa3on,/all/rights/reserved,/www.AgileProductDesign.comHead/down/the/stairs/and/you’ll/get/an/informal/reminder/of/the/importance/of/users/of/the/company’s/productCaring/about/their/users/is/part/of/their/DNA54
  52. 52. Discovery teams build sharedunderstanding of:• the present problems• the future world• the solutions we thinkwill get us there55
  53. 53. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Discuss/and/model/to/build/shared/understanding/of/the/current/and/future/worldGary Levitt, owner & designer of Mad Mimi56
  54. 54. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Story/Maps/help/us/build/shared/understanding/about/the/future/worldGary Levitt, owner & designer of Mad Mimi57details• smaller steps• alternative steps• UI details• technical detailsworkflow(from the user’sperspective)backbone(gives structure tothe map)product goals(why build theproduct)users(what are their goals)
  55. 55. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Simple/lightweight/pragmaVc/personas/build/shared/understanding/about/users58
  56. 56. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Building/them/together/helps/us/learn/what/we/don’t/know59
  57. 57. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Sharing/and/talking/about/them/with/whole/teams/builds/shared/understanding60
  58. 58. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/You’ll/need/face/Vme/with/real/people/to/understand61
  59. 59. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/You’ll/need/to/leave/your/office/and/visit/theirs62
  60. 60. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Go/where/the/people/you’re/helping/work63
  61. 61. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Go/where/the/people/you’re/helping/work64
  62. 62. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Go/where/the/people/you’re/helping/work65
  63. 63. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Go/where/the/people/you’re/helping/work66
  64. 64. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Go/where/the/people/you’re/helping/work67
  65. 65. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Map/what/you/learned/to/build/shared/understanding/of/today’s/world68*/NarraVve/Journey/Map/courtesy/Duncan/Brown/of/the/Caplin/Group
  66. 66. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Journey/maps/describe/today’s/world69*/NarraVve/Journey/Map/courtesy/Duncan/Brown/of/the/Caplin/Group
  67. 67. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Building/a/map/together/helps/us/explore/the/whole/product70
  68. 68. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Talking/with/end/users/over/a/story/map/drives/discussion/they/can/engage/in71
  69. 69. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Story/maps/put/problems/and/soluVons/into/context72
  70. 70. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Words/aren’t/enough73
  71. 71. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Everyone/parVcipates/in/sketching/soluVon/idea74
  72. 72. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Take/a/li3le/quiet/Vme/and/sketch/independently75
  73. 73. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Share/back/ideas/with/the/everyone76
  74. 74. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Words/and/pictures/help/everyone/build/shared/understanding77
  75. 75. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Globo.com/doesn’t/stop/with/words78
  76. 76. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Use/storyboards/to/imagine/user/experience/“later”Snag[a[Job#lo[fi#storyboard79
  77. 77. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Don’t/just/imagine/experience,/test/it80
  78. 78. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Tell/your/product’s/story/over/and/over81
  79. 79. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Edmunds/shares/the/product’s/story/for/all/teams/in/an/internal/“trade/show”82
  80. 80. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Edmunds/shares/the/product’s/story/for/all/teams/in/an/internal/“trade/show”83
  81. 81. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Edmunds/shares/the/product’s/story/for/all/teams/in/an/internal/“trade/show”84
  82. 82. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Edmunds/shares/the/product’s/story/for/all/teams/in/an/internal/“trade/show”85
  83. 83. 92Nothing#leaves#the#board#un0l#there’s#been#a#discussion#on#what#we’ve#learnedSnag[a[Job’s#board#courtesy#of#David#BiIenbenderExplicit#release#stepExplicit#measure#step#&#metrics
  84. 84. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Nordstrom/InnovaVon/Lab’s/Learning/Loop93hIp://www.startuplessonslearned.com/2011/10/case[study[nordstrom[innova0on[lab.html
  85. 85. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Nordstrom/InnovaVon/Lab’s/Learning/Loop94hIp://www.startuplessonslearned.com/2011/10/case[study[nordstrom[innova0on[lab.html
  86. 86. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Nordstrom/InnovaVon/Lab’s/Learning/Loop95hIp://www.startuplessonslearned.com/2011/10/case[study[nordstrom[innova0on[lab.html
  87. 87. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Nordstrom/InnovaVon/Lab’s/Learning/Loop96hIp://www.startuplessonslearned.com/2011/10/case[study[nordstrom[innova0on[lab.html
  88. 88. Reality bites975
  89. 89. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Your/guesses/about/the/future/are/probably/wrongTypically/about/50%/to/80%/of/all/so?ware/we/ship/fails/to/accomplish/it’s/objecVves.People/like/Marty/say/this/stuff/is/hard(Marty#Cagan,#author#of#Inspired,#How#to#Create#Products#Customers#Love)#98
  90. 90. 99We’re#probably#right#about#2#0mes#out#of#10
  91. 91. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Is/it/as/simple/as/building/only/the/features/people/will/use?It#seemed#like#a#good#idea#at#the#0me....##“Clippy”#[#Booed#off#the#MicrosoF#Office#stage#as#seldom[used#and#oFen#despised.100
  92. 92. “There were plenty of weakspots that led to Microsoftsdisastrous December quarter,but one that didnt get muchattention Thursday was howbadly the Zune did.”--Ina Fried, CNet News,January 2009opportunity:#integrated#music#management#and#portable#music#playerwww.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/It’s/only/a?er/delivery/that/we/really/understand/value101
  93. 93. If you think writing code ishard, try making productdecisions102
  94. 94. 103Scene/from/The/Matrix/©/1999/Warner/Bros/Pictures
  95. 95. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/Everyone’s/focused/on/winning/now/SnagdadJob/can/actually/keep/score104
  96. 96. Snagajob’s been trying to crack thesame tough problem for close to ayear nowMost of Nordstrom’s weeklyexperiments don’t result in rollingout a new productEdmunds.com has built, tried, andthrown away dozens of ideas105
  97. 97. What team memberssay is telling106What#we’re#doing#really#maIersEveryone’s#working#directly#with#our#clients#nowWe’ve#found#simple#ideas#that#now#generate#millions#in#revenue#every#yearWhen#there’s#problems,#teams#dig#in,#and#figure#out#a#schedule#to#stay#and#solve#problems.##No#one#asks#them#to.The#new#site#generates#the#same#revenue#with#a#frac0on#of#the#features#and#code#[#and#our#customers#like#it#beIerPeople#are#just#happier
  98. 98. “It’s not easy. We’ve got lotsof problems.But there’s no going back.”107
  99. 99. Co-MakingGreat ProductsHow whole teams work together to find problems,invent solutions, and deliver great productsJeff Pattonjeff@comakewith.ustwitter: @jeffpattonQuestions?

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