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Using Agile IRL with Big Customers

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Using Agile IRL with Big Customers

  1. 1. © 2015 COWAN+ USING AGILE IRL WITH BIG CUSTOMERS Alex Cowan
  2. 2. © 2015 COWAN+ ABOUT ME Entrepreneur (5x) Intrapreneur (1x)
  3. 3. © 2015 COWAN+ ABOUT THE VENTURE DESIGN PROCESS PRODUCT & PROMOTION Do we understand this person? What makes them tick? WHO? WHAT? PERSONAS PROBLEM SCENARIOS & ALTERNATIVES PIVOT? USER STORIES & PROTOTYPES CUSTOMER DISCOVERY & EXPERIMENTS VALUE PROPOSITIONS & ASSUMPTIONS SHOWME… ? W HATIF? Is the problem relevant? Is the proposition better vs alternatives? Did the implementation deliver on the story? Was the implemented story relevant to the proposition? How did the customer /user react? SCAL E?
  4. 4. © 2015 COWAN+ www.alexandercowan.com ABOUT ME
  5. 5. © 2015 COWAN+ ALEX COWAN alexandercowan.com @cowanSF BIG CUSTOMERS & YOU: LOTS OF GOOD REASONS YOUR EXPERTISE & FOCUS Today’s operating environment fast, global, and hyper competitive. It’s hard to do a lot of things well. FOCUS YOUR ECONOMY OF SCALE It costs money to do things well, usually more than we think. SCALE YOUR HELP SIDESTEPPING INTERNAL STALEMATES Your outside, expert, objective perspective helps ‘tiebreak’ internal stalemates. TIEBREAKER
  6. 6. © 2015 COWAN+ YET THINGS CAN STILL GO SIDEWAYS bit.ly/dostory
  7. 7. © 2015 COWAN+ YOU’VE GOT TO MAINTAIN THE INITIATIVE! We’ve lost the initiative! I feel Crazy! Crazy! Crazy!
  8. 8. © 2015 COWAN+ THE COMMERCE TEAM THE DEVELOPMENT TEAM 1. Making revenue targets 2. Connecting with customer needs 3. Describing for implementation 1. Implementation strategy 2. Managing changes 3. Distributing actionable inputs THE FIELD TEAM 1. Delivering on customer issues
 consistent with overall company direction BUT IT’S NOT EASY ALEX COWAN alexandercowan.com @cowanSF
  9. 9. © 2015 COWAN+ AGILE DELIVERS SOME FUNDAMENTAL FIXES INDIVIDUALS INTERACTIONS PROCESSES TOOLS WORKING SOFTWARE COMPREHENSIVE DOCUMENTATION CUSTOMER COLLABORATION CONTRACT NEGOTIATION RESPONDING TO CHANGE FOLLOWING A PLAN ALEX COWAN alexandercowan.com @cowanSF
  10. 10. © 2015 COWAN+ 1Write Fully Narrated Stories
  11. 11. © 2015 COWAN+ STORIES: INPUT FOR BUILDING STUFF PRODUCT & PROMOTION USER STORIES & PROTOTYPES Is the problem relevant? Is the proposition better vs alternatives? SCAL E?
  12. 12. © 2015 COWAN+ THE IMPORTANCE OF FORM & NOTATION
  13. 13. © 2015 COWAN+ STORIES Epic Stories Stories Test Cases “As a [persona], I want to [do something] so that I can [derive a benefit]” Who is this user? 
 What makes them tick? 
 Who’s an example of such a person? Why do they want to do this? What's the benefit/reward? How will we know of it’s working? bit.ly/youagile (THE WHOLE) AGILE USER STORY ALEX COWAN alexandercowan.com @cowanSF
  14. 14. © 2015 COWAN+ CHILD STORIES A) “As an HR manager, I want to match an open position’s required skills with quiz topics so I can create a quiz relevant for candidate screening.” B) “As an HR manager, I want to send a draft quiz to the the functional manager so I make sure I’ve covered the right topics on the screening quiz.” C) “As a functional manager, I want to send feedback on the screening quiz to the HR manager so I make sure I’m getting the best possible screening on candidates.” D) “As an HR manager, I need to purchase an upgraded service tier so I can add additional topics to my quiz.” E) “As an HR manager, I want to add custom questions to the quiz so we cover additional topics that are important to the functional manager.” EPIC STORY ‘As the HR manager, I want to create a screening quiz so that I can understand whether I want to send possible recruits to the functional manager.’ EXAMPLE: AGILE USER STORIES
  15. 15. © 2015 COWAN+ EPIC ‘As the HR manager, I want to create a screening quiz so that I can understand whether I want to send possible recruits to the functional manager.’ WALKING THROUGH AN EPIC bit.ly/dostory
  16. 16. © 2015 COWAN+ TRIGGER How does the problem scenario initiate? ACTION How is the action executed? How easy is it? REWARD How is the persona gratified? SKETCHING YOUR NARRATIVE source: adapted from Nir Eyal’s Hook Framework bit.ly/dostory
  17. 17. © 2015 COWAN+ 2Test Often & Appropriately
  18. 18. © 2015 COWAN+ STORIES: INPUT FOR BUILDING STUFF PRODUCT & PROMOTION USER STORIES & PROTOTYPES Is the problem relevant? Is the proposition better vs alternatives? SCAL E?
  19. 19. © 2015 COWAN+ ACTIONABLE OBSERVATION PRODUCT & PROMOTION USER STORIES & PROTOTYPES CUSTOMER DISCOVERY & EXPERIMENTS SHOWME… ? Is the problem relevant? Is the proposition better vs alternatives? How did the customer /user react? SCAL E?
  20. 20. © 2015 COWAN+ WHAT ARE WE TESTING? source: adapted from BJ Fogg’s Behavioral Model Ability (Usability) Motivation Action Line Inaction : ( Action : )
  21. 21. © 2015 COWAN+ WHAT ARE WE TESTING? source: adapted from BJ Fogg’s Behavioral Model UsabilityTesting PropositionTesting 
 (ala Lean Startup, MVP’s) DON’T RUINYOUR RESULTS BYTRYING TOTEST BOTH ATTHE SAMETIME Ability (Usability) Motivation Action Line Inaction : ( Action : )
  22. 22. © 2015 COWAN+ Exploratory Assessment Validation It looks like this approach will fundamentally work. The implementation is sound and ready for tuning. Ready for prime time. USABILITY TEST SUITES: A PROGRESSION
  23. 23. © 2015 COWAN+ Objectives & Methods Product Version Subjects Research Composition Pre-Session Checklist Session Design bit.ly/cdhandbook bit.ly/vdt-usability A USABILITY TEST DESIGN FOR ANYONE
  24. 24. © 2015 COWAN+ EXAMPLE PROTOTYPE: ELOAD
  25. 25. © 2015 COWAN+ Your software paints virtual walls. Tell the subject you’d like to see the wall yellow and observe what they do. (If you want to test motivation, start with interviews, then MVP’s, experiments.) IF USABILITY TESTING, MOTIVATION SUPPLIED
  26. 26. © 2015 COWAN+ STORIES Epic Stories Stories Test Cases “As a [persona], I want to [do something] so that I can [derive a benefit]” Why do they want to do this? What's the benefit/reward? How will we know of it's working? bit.ly/youagile STORIES & MOTIVATION ALEX COWAN alexandercowan.com @cowanSF
  27. 27. © 2015 COWAN+ ACTIONABLE OBSERVATION PRODUCT & PROMOTION USER STORIES & PROTOTYPES CUSTOMER DISCOVERY & EXPERIMENTS SHOWME… ? Is the problem relevant? Is the proposition better vs alternatives? How did the customer /user react? SCAL E?
  28. 28. © 2015 COWAN+ SOURCES OF VALUE PRODUCT & PROMOTION USER STORIES & PROTOTYPES CUSTOMER DISCOVERY & EXPERIMENTS VALUE PROPOSITIONS & ASSUMPTIONS SHOWME… ? W HATIF? Is the problem relevant? Is the proposition better vs alternatives? Was the implemented story relevant to the proposition? How did the customer /user react? SCAL E?
  29. 29. © 2015 COWAN+ Do I have real evidence from my buyer that this is compelling? 6.a YES results disprove hypothesis 01 IDEA! 02 HYPOTHESIS 03 EXPERIMENTAL DESIGN 04 EXPERIMENTATION 05 REVISE? 6.b NO we appear to have a valid hypothesis What are the key assumptions required to make this business work? 6.a YES results disprove hypothesis 01 IDEA! 02 HYPOTHESIS 03 EXPERIMENTAL DESIGN 04 EXPERIMENTATION 05 REVISE? 6.b NO we appear to have a valid hypothesis How do I definitely prove or disprove the assumptions with a minimum of time and effort? 6.a YES results disprove hypothesis 01 IDEA! 02 HYPOTHESIS 03 EXPERIMENTAL DESIGN 04 EXPERIMENTATION 05 REVISE? 6.b NO we appear to have a valid hypothesis 6.a YES results disprove hypothesis 01 IDEA! 02 HYPOTHESIS 03 EXPERIMENTAL DESIGN 04 EXPERIMENTATION 05 REVISE? 6.b NO we appear to have a valid hypothesis Am I reacting or am I focused on validating my pivotal assumptions? ‘Pivot or persevere?’ EVIDENCE-BASED INNOVATION VIA ‘LEAN STARTUP’ bit.ly/leanin6 ALEX COWAN alexandercowan.com @cowanSF
  30. 30. © 2015 COWAN+ If we [do something] for [persona], they will 
 [respond in a certain way] Example (Enable Quiz): If we [allow HR managers to append notes to test results], they will [use the feature as their primary vehicle to send interview notes to the functional manager & the functional manager will find the notes useful]. DEFINING ACTIONABLE ASSUMPTIONS ALEX COWAN alexandercowan.com @cowanSF
  31. 31. © 2015 COWAN+ Component Notes What assumption will this test? How? If we [allow HR managers to append notes to test results], they will [use the feature as their primary vehicle to send interview notes to the functional manager & the functional manager will find the notes useful]. What is/are the pivotal metric(s)? What is the threshold for true (validated) vs. false (invalidated)? 1) [candidates with notes] / [candidates submitted] @ 25% 2) portion of functional managers mentioning the notes unprompted in discovery interviews via question ‘How do you get information about candidates? What do you look at?’ @ 50% What will we do next if the result is true? False? True: Roll out the feature across the user base. False: Continue discovery on how HR and functional managers communicate on candidate hiring How much time, money will it take to set up? see bit.ly/exp-test Roughly, what will it take for each individual test? Subsequent tests? see bit.ly/exp-test Roughly, how long will it take for each test to run and produce definitive, actionable results? see bit.ly/exp-test bit.ly/exp-test EXAMPLE: ENABLE QUIZ ON FEATURE VALUE bit.ly/leanin6 ALEX COWAN alexandercowan.com @cowanSF
  32. 32. © 2015 COWAN+ -1 Day IS IT VALUABLE? What motivates the user? How can you test that without product? 30 Day DOES IT STICK? Post deploy, are users engaged at expected levels? If not, why not? 90 Day DID IT MATTER? Is it delivering on the target propositions? If not, why not? 0 Day DOES IT WORK? What are the results of phase-appropriate usability testing. TESTING & CADENCE
  33. 33. © 2015 COWAN+ 4Anchor Motivation/Value to Problems (vs. Solutions)
  34. 34. © 2015 COWAN+ SOURCES OF VALUE PRODUCT & PROMOTION USER STORIES & PROTOTYPES CUSTOMER DISCOVERY & EXPERIMENTS VALUE PROPOSITIONS & ASSUMPTIONS SHOWME… ? W HATIF? Is the problem relevant? Is the proposition better vs alternatives? Was the implemented story relevant to the proposition? How did the customer /user react? SCAL E?
  35. 35. © 2015 COWAN+ ANCHORING TO PROBLEMS (NEEDS) PRODUCT & PROMOTION WHAT? PROBLEM SCENARIOS & ALTERNATIVES USER STORIES & PROTOTYPES CUSTOMER DISCOVERY & EXPERIMENTS VALUE PROPOSITIONS & ASSUMPTIONS SHOWME… ? W HATIF? Is the problem relevant? Is the proposition better vs alternatives? Was the implemented story relevant to the proposition? How did the customer /user react? SCAL E?
  36. 36. © 2015 COWAN+ ALEX COWAN alexandercowan.com @cowanSF ANCHORING VALUE TO PROBLEMS (NEEDS) XPROBLEM SCENARIO
  37. 37. © 2015 COWAN+ What job(s) are you doing for the customer? What existing need or behavior are you fulfilling? ANCHORING VALUE TO PROBLEMS (NEEDS) ALEX COWAN alexandercowan.com @cowanSF XPROBLEM SCENARIO
  38. 38. © 2015 COWAN+ ALEX COWAN alexandercowan.com @cowanSF ANCHORING VALUE TO PROBLEMS (NEEDS) ? X ALTERNATIVE(S) PROBLEM SCENARIO
  39. 39. © 2015 COWAN+ If they currently use a spreadsheet, watch them use it and get a copy of it. If they currently put notes on the family fridge, ask about it, photograph it. ANCHORING VALUE TO PROBLEMS (NEEDS) ?ALTERNATIVE(S) PROBLEM SCENARIO X ALEX COWAN alexandercowan.com @cowanSF
  40. 40. © 2015 COWAN+ ANCHORING VALUE TO PROBLEMS (NEEDS) ! ? X ALEX COWAN alexandercowan.com @cowanSF ALTERNATIVE(S) PROBLEM SCENARIO YOUR VALUE PROPOSITIONS
  41. 41. © 2015 COWAN+ Are they better enough than the alternative(s)? ! ? ANCHORING VALUE TO PROBLEMS (NEEDS) X ALEX COWAN alexandercowan.com @cowanSF ALTERNATIVE(S) PROBLEM SCENARIO YOUR VALUE PROPOSITIONS
  42. 42. © 2015 COWAN+ YOUR VALUE PROPOSITIONS! ALTERNATIVE(S) ? PROBLEM SCENARIO Problem: Helen the HR Manager & Frank the Functional manager find it difficult to connect on the candidates she screens. They’d like more time to exchange notes and figure out what’s effective, but they’re busy. Alternative: They have occasional discussions. When she can, Helen writes up descriptive emails when she has time. Value Proposition: Frank’s already looking at the candidates’ quiz scores in the Enable Quiz system. If Helen’s notes appeared there in a best practice format, this would improve their joint effectiveness on hiring. bit.ly/2persona ANCHORING VALUE TO PROBLEMS (NEEDS) X
  43. 43. © 2015 COWAN+ 5Anchor to Vivid Personas
  44. 44. © 2015 COWAN+ STORIES Epic Stories Stories Test Cases “As a [persona], I want to [do something] so that I can [derive a benefit]” Who is this user? 
 What makes them tick? 
 Who’s an example of such a person? bit.ly/youagile (THE WHOLE) AGILE USER STORY ALEX COWAN alexandercowan.com @cowanSF
  45. 45. © 2015 COWAN+ ANCHORING TO PROBLEMS (NEEDS) PRODUCT & PROMOTION WHAT? PROBLEM SCENARIOS & ALTERNATIVES USER STORIES & PROTOTYPES CUSTOMER DISCOVERY & EXPERIMENTS VALUE PROPOSITIONS & ASSUMPTIONS SHOWME… ? W HATIF? Is the problem relevant? Is the proposition better vs alternatives? Was the implemented story relevant to the proposition? How did the customer /user react? SCAL E?
  46. 46. © 2015 COWAN+ KNOWING WHAT MAKES THE USER TICK PRODUCT & PROMOTION Do we understand this person? What makes them tick? WHO? WHAT? PERSONAS PROBLEM SCENARIOS & ALTERNATIVES USER STORIES & PROTOTYPES CUSTOMER DISCOVERY & EXPERIMENTS VALUE PROPOSITIONS & ASSUMPTIONS SHOWME… ? W HATIF? Is the problem relevant? Is the proposition better vs alternatives? Was the implemented story relevant to the proposition? How did the customer /user react? SCAL E?
  47. 47. © 2015 COWAN+ DESIGN THINKING: EMPATHY & PERSONAS ALEX COWAN alexandercowan.com @cowanSFbit.ly/2persona
  48. 48. © 2015 COWAN+ DESIGN THINKING: EMPATHY & PERSONAS ALEX COWAN alexandercowan.com @cowanSFbit.ly/2persona
  49. 49. © 2015 COWAN+ • Women • Age 28-45 • Has kids • Socialize with other mom’s • Online with Facebook • 86% said they’d like to be more
 organized • 70% said they’d use an application that organizes them PERSONA: BAD
  50. 50. © 2015 COWAN+ Bullet points are almost never vivid or detailed Stock photo- not real This is a huge population- not exact These responses are ‘fake actionable’- survey responses like this are unreliable PERSONA: BAD • Women • Age 28-45 • Has kids • Socialize with other mom’s • Online with Facebook • 86% said they’d like to be more
 organized • 70% said they’d use an application that organizes them
  51. 51. © 2015 COWAN+ Mary is a mom by choice. She had a successful career in accounting, but welcomed the opportunity to be a stay at home mom. She loves it. But it’s not like having kids purged her creative, social instincts. She wants to connect, she wants to learn, she wants to interact. Being a mom is a job and she wants to do it well. That means corresponding with other mom’s on child education and keeping track of what works. She posts to Facebook at least twice a week and responds to other moms’ items more often than that. She has a few blogs and publications she reads regularly… Mary the Mom PERSONA: BETTER
  52. 52. © 2015 COWAN+ the use of a first name helps w/ vividness (a little) these full sentences look like a good start towards something vivid and detailed this is a real photo of a relevant person taken with an iPhone in the real world PERSONA: BETTER Mary is a mom by choice. She had a successful career in accounting, but welcomed the opportunity to be a stay at home mom. She loves it. But it’s not like having kids purged her creative, social instincts. She wants to connect, she wants to learn, she wants to interact. Being a mom is a job and she wants to do it well. That means corresponding with other mom’s on child education and keeping track of what works. She posts to Facebook at least twice a week and responds to other moms’ items more often than that. She has a few blogs and publications she reads regularly… Mary the Mom
  53. 53. © 2015 COWAN+ 6Do More on Training
  54. 54. © 2015 COWAN+ TRAINING FOR ‘INDOCTRINATION’ & NEEDFINDING bit.ly/dostory ‘Indoctrination’ Needfinding
  55. 55. © 2015 COWAN+ 7Architect & Invest for Your Business Type
  56. 56. © 2015 COWAN+ 3 BUSINESS MODEL TYPES This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http:// creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.The templates here are made available on the same CC license terms as the original canvas. (Cost Structure) (Key Partners) (Key Activities) (Key Resources) (Revenue Streams) (Customer Relationships) (Channels) (Value Propositions) (Customer Segments) 1. Infrastructure-Driven 2. Customer Scope-Driven 3. Product Driven
  57. 57. © 2015 COWAN+ 3 BUSINESS MODEL TYPES Infrastructure-Driven UTILITIES EDUCATION COMMODITIES Scope-Driven RETAIL BANKING CORP. LAW Product-Driven PACKAGED GOODS APP. SOFTWARE MEDIA
  58. 58. © 2015 COWAN+ ARCHITECTURE & BUSINESS TYPE CORE APPLICATION API/Services View Layer/UI Infrastructure: Creates access to the core store of value. Scope: Enhances user/buyer experience. Product: Enables user-centric experimentation, innovation. Infrastructure: Highly important to create access to the core store of value. Scope: Likely more a consumer/user of these. Product: Varies but a services orientation usually good. Infrastructure: May not even exist. Scope: Highly important to deliver buyer experience. Product: Highly important to delivery on user experience.
  59. 59. © 2015 COWAN+ THE VENTURE DESIGN PROCESS PRODUCT & PROMOTION Do we understand this person? What makes them tick? WHO? WHAT? PERSONAS PROBLEM SCENARIOS & ALTERNATIVES PIVOT? USER STORIES & PROTOTYPES CUSTOMER DISCOVERY & EXPERIMENTS VALUE PROPOSITIONS & ASSUMPTIONS SHOWME… ? W HATIF? Is the problem relevant? Is the proposition better vs alternatives? Did the implementation deliver on the story? Was the implemented story relevant to the proposition? How did the customer /user react? SCAL E?
  60. 60. © 2015 COWAN+ bit.ly/vdesignCheck out 
 Venture Design ExperimentLearn Hypothesize @cowanSFTwitter acowan@alexandercowan.comGet in touch! Use Customer Discovery Handbook bit.ly/cdhandbook bit.ly/ac2trueView this deck FINI

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