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Lean Discovery
Chris Chan
Social Architect & Knowledge Work Artist
(Enterprise Agile Coach)
2
Where does the backlog come from?
Chris Chan | @c2reflexions
3
Focus on the details too soon
Clear cause and effect from
work to outcomes
Disconnected “pile of leaves”;
Unclear relati...
4
Chris Chan | @c2reflexions
5
No Alignment
6
The Underpants Gnome approach
Chris Chan | @c2reflexions
7
No understanding of the business plan
Chris Chan | @c2reflexions
8
#1 Task in the process is to
Chris Chan | @c2reflexions
9
#1 Task (re-phrased):
Chris Chan | @c2reflexions
10
Where does the backlog come from?
Chris Chan | @c2reflexions
11
Discovery – the missing piece
Chris Chan | @c2reflexions
12
Discovery drives development
 Explore:
• Why are we here?
• What problem are we solving,
and for whom?
• What will cus...
13
Product development is a team sport
Agile Manifesto
• Value – Individuals and Interactions over Processes and Tools
• V...
14
Discovery is about achieving shared understanding
and alignment
Adapted by Chris Chan (@c2reflexions) from images by Jo...
15
Have the Three Amigos Represented
16
Desirability
FeasibilityViability
Human (User/Customer Experience)
Do customers want this?
Technology (Development)
Do ...
17
Avoid assumptions on consensus
We get traction when we
leave Discovery:
1. Collective
understanding of the
vision and g...
18
Collaboratively co-author  Top-down
approach
 Connect people
solving the problem
with the problem
space and why
 Inc...
19
MVD
MINIMUM VIABLE DISCOVERY
Just enough to understand and get going
Chris Chan | @c2reflexions
20
5 Step Basic Discovery Flow
Frame
the
problem
Understand
the business/
customer
context
Frame
the
solution
Plan
the
wor...
21
FRAME THE PROBLEM
22
Chris Chan | @c2reflexions Image: http://www.biography.com/people/tom-jones-21026065
23
Vision
Pixar Pitch
1. Once upon a time there was …
2. Every day …
3. One day …
4. Because of that …
5. Because of that ...
24
Pixar Pitch: The Plot of Finding Nemo
1. Once upon a time there was … a widowed fish, named Marlin,
who was extremely p...
25
Product Objectives and Success
Measures
 Business drivers
 What are the Success
Measures for the product?
• Revenue
•...
26
Roman Pichler
Start building the Roadmap
We will
come
back to
Features
later
 Is a high-level, strategic
plan
 Provid...
27
Trade-off sliders
What is “really important” to the stakeholders, what are they
prepared to trade-off
Fixed / Critical ...
28
UNDERSTAND THE
BUSINESS/CUSTOMER
CONTEXT
29
Personas
 Makes users more tangible, less ambiguous, easier to envision, easier to
empathise with.
 Understand behavi...
30
Empathy Map
Chris Chan | @c2reflexions
31
User Journeys
 User’s (persona) experience
 Key interactions
 Identify opportunities for
change and improvement
Inte...
33
FRAME THE SOLUTION
34
Architecture Vision and Technical
Solution
 High level only
 Discuss and
validate
architectural
approach
Chris Chan |...
35
Story Mapping is
an approach to
Organising and
Prioritising user
stories
- Jeff Patton
Story Mapping is for telling big...
36
Create Story Map
Customer
Journey
End-to-end use
Necessity
UI details
Flexibility
….
Features
Business/User
Goals
Activ...
37
Mockups / Sketching
38
PLAN THE WORK
39
Vision
Roadmap
Release
Iteration
Daily
Multi-level planning
Daily task planning by the individuals
Every iteration (1-4...
40
Vision
Roadmap
Release
Iteration
Daily
Multi-level planning
Daily task planning by the individuals
Every iteration (1-4...
41
Small Medium Large Triple
Shot!!
Guesstimation: Size the Work
Chris Chan | @c2reflexions
42
Prioritise and identify the MVPs
End-to-end use
MVP
MMF
43
Slice releases from the story map
End-to-end use
First Release
Second Release
Third Release
MVP
44
Chris Chan | @c2reflexions
Create the backlog
First ReleaseMVP Product Backlog
45
MVP
Chris Chan | @c2reflexions
46
Roman Pichler
Update Product Roadmap
Update
Roadmap
based on what
we have
discovered
Add what
features are
needed from
...
47
http://www.romanpichler.com/tools/product-roadmap/
Near term more
confident
Further out
details are more
vague
Roadmap ...
48
31 October February Q2 Q3
Version 1
Cheetah
Version 1.5
Mountain Lion
Version 2
Yosemite
Version 3
Kangaroo
Customer
Ac...
49
Risks
Chris Chan | @c2reflexions
50
COMMIT TO SUCCESS
51
DISCOVERY
Are we all committed to this?
 The outcome is a team is prepared to execute and
able to adapt as they discov...
52
Considerations…
 Timebox Discovery to 1 day to
2 weeks
 Co-location is essential
 No digital tools!
 Avoid committi...
53
IMPERFECT
Chris Chan | @c2reflexions
54
Vision
Product Goals
& Outcomes
Personas
User Journeys
Wireframes
Technical Solution
Architecture Vision &
Design Princ...
55
The 3Ds - Discovery, Development and Delivery is ongoing
Deliver it
Frequently
and Validate
Chris Chan | @c2reflexions
56
At the end of the Discovery the team will
be ready to commence working
Chris Chan | @c2reflexions
57
@c2reflexions
linkedin.com/in/chanchris
c2reflexions.com
chris.chan@objectconsulting.com.au
chris@c2reflexions.com
I ho...
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Lean Discovery - Scrum Australia 2016

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“The hardest part of building any software system is determining precisely what to build.” – Fredrick Brooks.

Discovering exactly what customers, stakeholders, and sponsors want to create is often the most difficult part of product development. Getting everyone aligned can be fraught with misunderstanding and misinterpretation. Scrum starts with a product backlog, but how do you know that the development of the product supports the growth of your company?

Getting off on the right foot when starting an agile initiative can set you up for success. This presentation will outline a basic flow of light touch Discovery workshops as a way to start your agile product development engine.

Published in: Business

Lean Discovery - Scrum Australia 2016

  1. 1. Lean Discovery Chris Chan Social Architect & Knowledge Work Artist (Enterprise Agile Coach)
  2. 2. 2 Where does the backlog come from? Chris Chan | @c2reflexions
  3. 3. 3 Focus on the details too soon Clear cause and effect from work to outcomes Disconnected “pile of leaves”; Unclear relationships Stories only get small and detailed just-in-time for delivery Chris Chan | @c2reflexions
  4. 4. 4 Chris Chan | @c2reflexions
  5. 5. 5 No Alignment
  6. 6. 6 The Underpants Gnome approach Chris Chan | @c2reflexions
  7. 7. 7 No understanding of the business plan Chris Chan | @c2reflexions
  8. 8. 8 #1 Task in the process is to Chris Chan | @c2reflexions
  9. 9. 9 #1 Task (re-phrased): Chris Chan | @c2reflexions
  10. 10. 10 Where does the backlog come from? Chris Chan | @c2reflexions
  11. 11. 11 Discovery – the missing piece Chris Chan | @c2reflexions
  12. 12. 12 Discovery drives development  Explore: • Why are we here? • What problem are we solving, and for whom? • What will customers value? • Does the solution meet their needs? • Is it feasible to build with the tools and time we have?  Deliver: • Describe and plan details • Progressively refine backlog into smaller details • Design, develop and test • Measure cycle time & evaluate progress • Evaluate quality Adapted by Chris Chan (@c2reflexions) from Jeff Patton Chris Chan | @c2reflexions
  13. 13. 13 Product development is a team sport Agile Manifesto • Value – Individuals and Interactions over Processes and Tools • Value – Customer Collaboration over Contract Negotiation • Principal #4 - Business people and developers must work together daily throughout the project • Principal #5 - Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. • Principal #6 - The most efficient and effective method of conveying information to and within a development team is face-to-face conversation • Principal #11 - The best architectures, requirements, and designs emerge from self-organizing teams
  14. 14. 14 Discovery is about achieving shared understanding and alignment Adapted by Chris Chan (@c2reflexions) from images by Jonathan Rasmusson “We are all in agreement then” Visualise & model “Oh!” Collaboratively develop vision for execution and iteratively model “What if we did this…” Shared understanding & common objectives“Ah ha!”
  15. 15. 15 Have the Three Amigos Represented
  16. 16. 16 Desirability FeasibilityViability Human (User/Customer Experience) Do customers want this? Technology (Development) Do we have the capability to pursue this? Does the technology exist today? Business (Product Owner) Can we afford it? Is it valuable to the organisation? Will it bring us financial benefits? Chris Chan | @c2reflexions
  17. 17. 17 Avoid assumptions on consensus We get traction when we leave Discovery: 1. Collective understanding of the vision and goals of the product 2. Start to agree on how we will work together moving forward
  18. 18. 18 Collaboratively co-author  Top-down approach  Connect people solving the problem with the problem space and why  Increase your ability to build the right thing Chris Chan | @c2reflexions
  19. 19. 19 MVD MINIMUM VIABLE DISCOVERY Just enough to understand and get going Chris Chan | @c2reflexions
  20. 20. 20 5 Step Basic Discovery Flow Frame the problem Understand the business/ customer context Frame the solution Plan the work Commit to success Chris Chan | @c2reflexions Collaborative Workshop
  21. 21. 21 FRAME THE PROBLEM
  22. 22. 22 Chris Chan | @c2reflexions Image: http://www.biography.com/people/tom-jones-21026065
  23. 23. 23 Vision Pixar Pitch 1. Once upon a time there was … 2. Every day … 3. One day … 4. Because of that … 5. Because of that … 6. Until finally … Twitter Pitch <idea> #<benefit> Chris Chan | @c2reflexions Geoffry Moore Product Vision For <target customer> Who <statement of the need> The <product name> is a <product category> That <key benefit, compelling reason to buy> Unlike <primary competitive alternative> Our product <statement of primary differentiation>
  24. 24. 24 Pixar Pitch: The Plot of Finding Nemo 1. Once upon a time there was … a widowed fish, named Marlin, who was extremely protective of his only son, Nemo. 2. Every day … Marlin warned Nemo of the ocean’s dangers and implored him not to swim far away. 3. One day … in an act of defiance, Nemo ignores his father’s warnings and swims into the open water. 4. Because of that … he is captured by a diver and ends up in the fish tank of a dentist in Sydney. 5. Because of that … Marlin sets off on a journey to recover Nemo, enlisting the help of other sea creatures along the way. 6. Until finally … Marlin and Nemo find each other, reunite and learn that love depends on trust.
  25. 25. 25 Product Objectives and Success Measures  Business drivers  What are the Success Measures for the product? • Revenue • Market share • New users • Increased usage • Increased customer satisfaction (NPS) • Other? IRACIS Primary Driver Secondary Driver Tertiary Driver Improve Revenue Avoid Cost Improve Service Chris Chan | @c2reflexions
  26. 26. 26 Roman Pichler Start building the Roadmap We will come back to Features later  Is a high-level, strategic plan  Provides a longer-term outlook on the product  Creates a continuity of purpose  Sets expectations, aligns stakeholders, and facilitates prioritisation Chris Chan | @c2reflexions http://www.romanpichler.com/tools/product-roadmap/
  27. 27. 27 Trade-off sliders What is “really important” to the stakeholders, what are they prepared to trade-off Fixed / Critical Flexible / Unimportant User experience: Feature completeness: Quality: Speed to market: Security: Minimise cost: Chris Chan | @c2reflexions
  28. 28. 28 UNDERSTAND THE BUSINESS/CUSTOMER CONTEXT
  29. 29. 29 Personas  Makes users more tangible, less ambiguous, easier to envision, easier to empathise with.  Understand behaviours and user needs and goals. Chris Chan | @c2reflexions
  30. 30. 30 Empathy Map Chris Chan | @c2reflexions
  31. 31. 31 User Journeys  User’s (persona) experience  Key interactions  Identify opportunities for change and improvement Interactions Pain points Tasks Distractions Emotions Chris Chan | @c2reflexions Channels
  32. 32. 33 FRAME THE SOLUTION
  33. 33. 34 Architecture Vision and Technical Solution  High level only  Discuss and validate architectural approach Chris Chan | @c2reflexions
  34. 34. 35 Story Mapping is an approach to Organising and Prioritising user stories - Jeff Patton Story Mapping is for telling bigger stories Chris Chan | @c2reflexions
  35. 35. 36 Create Story Map Customer Journey End-to-end use Necessity UI details Flexibility …. Features Business/User Goals Activity Customer journey image from www.servicedesigntools.org
  36. 36. 37 Mockups / Sketching
  37. 37. 38 PLAN THE WORK
  38. 38. 39 Vision Roadmap Release Iteration Daily Multi-level planning Daily task planning by the individuals Every iteration (1-4 weeks) by PO & Team 1-3 months by PO & Team Quarterly by PO, Stakeholders & Team Yearly by PO, Executives
  39. 39. 40 Vision Roadmap Release Iteration Daily Multi-level planning Daily task planning by the individuals Every iteration (1-4 weeks) by Team & PO 1-3 months by Team & PO Quarterly by Team, PO, Stakeholders Yearly by PO, Stakeholders Discovery
  40. 40. 41 Small Medium Large Triple Shot!! Guesstimation: Size the Work Chris Chan | @c2reflexions
  41. 41. 42 Prioritise and identify the MVPs End-to-end use MVP MMF
  42. 42. 43 Slice releases from the story map End-to-end use First Release Second Release Third Release MVP
  43. 43. 44 Chris Chan | @c2reflexions Create the backlog First ReleaseMVP Product Backlog
  44. 44. 45 MVP Chris Chan | @c2reflexions
  45. 45. 46 Roman Pichler Update Product Roadmap Update Roadmap based on what we have discovered Add what features are needed from Story Map
  46. 46. 47 http://www.romanpichler.com/tools/product-roadmap/ Near term more confident Further out details are more vague Roadmap is not a fixed plan – it will change! Chris Chan | @c2reflexions
  47. 47. 48 31 October February Q2 Q3 Version 1 Cheetah Version 1.5 Mountain Lion Version 2 Yosemite Version 3 Kangaroo Customer Acquisition Improved ordering experience Retention Customer Acquisition: new segment • Basic catalog • Pay using Paypal • Facebook integration • Stock availability • Multiple shipping options • Credit card payments 100 new user signups per day 20% of signups make a purchase Repeat purchases • Enhanced visual design • New products • Promotions • Mobile New users Referrals A sample roadmap
  48. 48. 49 Risks Chris Chan | @c2reflexions
  49. 49. 50 COMMIT TO SUCCESS
  50. 50. 51 DISCOVERY Are we all committed to this?  The outcome is a team is prepared to execute and able to adapt as they discover and learn more as they move forward. Chris Chan | @c2reflexions Did we achieve the workshop objectives?
  51. 51. 52 Considerations…  Timebox Discovery to 1 day to 2 weeks  Co-location is essential  No digital tools!  Avoid committing to too much detail early  Involve the right people, including key stakeholders  Facilitation skills  Don’t be surprised to “discover” something new Visualisation is awesome! Chris Chan | @c2reflexions
  52. 52. 53 IMPERFECT Chris Chan | @c2reflexions
  53. 53. 54 Vision Product Goals & Outcomes Personas User Journeys Wireframes Technical Solution Architecture Vision & Design Principles#MVD Minimum Viable Discovery Product Roadmap Story Map R1 R2 R3 Deliver and deploy Identify MVPs and Releases Product Backlog Chris Chan | @c2reflexions
  54. 54. 55 The 3Ds - Discovery, Development and Delivery is ongoing Deliver it Frequently and Validate Chris Chan | @c2reflexions
  55. 55. 56 At the end of the Discovery the team will be ready to commence working Chris Chan | @c2reflexions
  56. 56. 57 @c2reflexions linkedin.com/in/chanchris c2reflexions.com chris.chan@objectconsulting.com.au chris@c2reflexions.com I hope to be a disruptive force to those who think the way we develop products and services is just fine

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