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Lean & Agile - Discovering & Reposing To Value

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There is always much debate between different practices and methodologies which usually cascade into subjective opinions and preferences. In this talk we will explore some of the key principles behind Agile, Lean, Lean startup and traditional waterfall methods in context to the product domain you are working within. We will explore how iterative Agile and Lean delivery models benefit learning and exploration, whilst comparing the contextual application, risks benefits and pitfalls of different methodologies.

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Lean & Agile - Discovering & Reposing To Value

  1. 1. LEAN & AGILE - DISCOVERING & RESPONDING TO VALUE
  2. 2. craig.strong@gohubble.com @craigstrong uk.linkedin.com/in/craigstrong/ Craig Strong Chief Technology/Product Officer www.LeanProductLifecycle.com
  3. 3. S&P 500 index has decreased from 61 years in 1958 to just 18 years today
  4. 4. PRODUCT LIFECYCLES ARE NOT LINEAR, LONG OR ASSURED 4
  5. 5. ANNUAL PERFORMANCE TRAP Jeremy Hope, 2003. Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap. Edition. Harvard Business Review Press. 5
  6. 6. UNCERTAINTY—IN THE ECONOMY, SOCIETY, POLITICS— HAS BECOME SO GREAT AS TO RENDER FUTILE, IF NOT COUNTERPRODUCTIVE, THE KIND OF PLANNING MOST COMPANIES STILL PRACTICE: FORECASTING BASED 
 ON PROBABILITIES
 Peter Drucker THE NEED FOR ADAPTIVE MANAGEMENT
  7. 7. DELIVERING & DISCOVERY
  8. 8. REPEATING THE SAME DESIGN
  9. 9. http://www.rics.org/Global/NRM_1_Order_of_cost_estimating_and_cost_planning_2nd_edition_PGguidance_2012.pdf 9
  10. 10. http://www.gids.nl/sydney/opera.html COMPLEX DESIGN - NEW GROUND Discovery
 & Learning 10
  11. 11. CYNEFIN FRAMEWORK 11
  12. 12. YOUR PLAN SHOULD BE EMERGENT AND ADAPTIVE 12
  13. 13. DISCOVER VALUE IN A PREDICTABLE WORLD YOU NEED PREDICTABLE PLANS.THE WORLD OF BUSINESS IS SELDOM PREDICTABLE. 13
  14. 14. LEAN PRODUCT DEVELOPMENT
  15. 15. DESIGN THINKING 1. DESIGN PRINCIPLES 2. HUMAN-CENTRED EMPATHY 3. CONTEXTUAL ENQUIRY 4. IDEATION 5. PROTOTYPING 6. CUSTOMER CO-DESIGN 15
  16. 16. AGILE DEVELOPMENT 1. SPRINTS/ITERATIONS 2. INSPECT & ADAPT LEARNING 3. USER STORIES/PRIORITISED BACKLOGS 4. CROSS-FUNCTIONAL TEAMS 5. AGILE PRINCIPLES 16
  17. 17. LEAN STARTUP 1. HYPOTHESES DRIVEN 2. VALIDATED LEARNING 3. MVP 4. BUILD - MEASURE - LEARN 5. FAIL FAST & PIVOT 17
  18. 18. TOGETHER 18
  19. 19. REMEMBER, IF WE’RE BUILDING SOMETHING THAT NOBODY WANTS, IT DOESN’T MATTER IF WE’RE DOING IT ON TIME AND ON BUDGET Eric Ries LEAN STARTUP
  20. 20. REVENUE MODELS
  21. 21. MVP’S IS A PROCESS 21
  22. 22. BUILDING A NEW APP I WANT TO USE FEATURES A&B I WANT TO USE FEATURES A,B,C I WANT TO USE FEATURES A,B,C,D,E I WANT TO USE FEATURES A,B,C,D,E,F,G 22
  23. 23. BUILDING A PRODUCT 1. 7 FEATURES 2. EACH FEATURE : 1. 1 WEEKS TO PLAN 2. 2 WEEKS TO DEVELOP 3. 1 WEEKS TO TEST 3. WHEN YOU DELIVER YOUR FEATURES, YOU EARN $1K PER WEEK PER CUSTOMER 23
  24. 24. WATERFALL PLAN 7 WEEKS PLANNING 14 WEEKS DEVELOPING 7 WEEKS TESTING 4 Customers 7 Features Earnings $0 Start To Earn $4k pw 28wks Dev 24
  25. 25. ITERATIVE RELEASE TO CUSTOMER SEGMENTS 4 Weeks A B C D E F G 8 Weeks 12 Weeks 16 Weeks 20 Weeks 24 Weeks 28 Weeks $4k $12k $20k $32k $44k 25
  26. 26. SUCCESS & FAILURE https://www.infoq.com/articles/standish-chaos-2015 26
  27. 27. DELIVER OFTEN, LEARN MORE ! http://clearcode.cc/2014/12/agile-vs-waterfall-method/ 27
  28. 28. SMALLER, FASTER DELIVERY CYCLES = INCREASED AND FASTER LEARNING http://bitly.com/deliveringvalueicl 28
  29. 29. LEARNING & GROWING https://jamesbirchler.com/2016/10/06/lean-startup-practices-write-hypotheses-you-can-learn-from/
  30. 30. “THE LEAN STARTUP METHOD TEACHES YOU HOW TO DRIVE A STARTUP-HOW TO STEER, WHEN TO TURN, AND WHEN TO PERSEVERE-AND GROW A BUSINESS WITH MAXIMUM ACCELERATION.” http://theleanstartup.com/principles LEAN STARTUP
  31. 31. LEAN PRODUCT LIFECYCLE 31
  32. 32. SEARCH & EXECUTE ARE DIFFERENT 32
  33. 33. NON-LINEAR PROCESS 33
  34. 34. VERSION OF A NEW PRODUCT WHICH ALLOWS A TEAM TO COLLECT THE MAXIMUM AMOUNT OF VALIDATED LEARNING ABOUT CUSTOMERS WITH THE LEAST EFFORT LEAN STARTUP WHAT IS AN MVP
  35. 35. MINIMAL VIABLE PRODUCT MVP IS A PROCESS NOT A PRODUCT 35
  36. 36. MINIMAL VIABLE PRODUCT 36
  37. 37. BUSINESS MODEL CANVAS Alex Osterwälder & Yves Pigneur • Innovation Tool • Lightweight, Visual and Flexible • Collaborative And Responsive 37
  38. 38. YOUR PRODUCT IS NOT THE PRODUCT 1. It is important to realise that a product or service idea is not sufficient for success. 2. You could have a good idea, but if you do not have a good business model to support it, then your business will fail. 3. It is not enough to just have a good product, it must be delivered to customers in a manner that is sustainably profitable. 
 A lot of people focus too much on just the product. 4. But the same amount of effort needs to be put into developing the business model. 38
  39. 39. BUSINESS MODEL CANVAS 39
  40. 40. VALUE PROPOSITION CANVAS 40
  41. 41. BUSINESS MODEL DESIGN 41
  42. 42. LOCAL MAXIMA 42
  43. 43. EXPERIMENTATION - LEARN FAST 1. Pick riskiest assumption from Business Model Canvas 2. Brainstorm a few different tests, offline and online 3. Try to break the test into even smaller units of work 4. Choose test & define testable hypothesis 5. Set a goal (minimum success criteria) 6. Run the test (try to hit the goal) 7. Review results and make a decision 43
  44. 44. HYPOTHESES “I/We Believe….” [target market] “Will” [do this action/use this solution] “For” [this reason] 44
  45. 45. SUCCESS CRITERIA “We will know we are right when ” [minimum success criteria] 45
  46. 46. EXAMPLE 46
  47. 47. EXAMPLE 47
  48. 48. INSTAGRAM 48
  49. 49. INSTAGRAM https://blog.kissmetrics.com/kevin-systrom/ 49
  50. 50. ZOOM IN PIVOT 50
  51. 51. LEARN FAST THE LEAN WAY 51
  52. 52. ANY QUESTIONS ? 52
  53. 53. IT’S BEEN A PLEASURE THANK YOU craig.strong@gohubble.com craig@strongandagile.co.uk @craigstrong uk.linkedin.com/in/craigstrong/ www.LeanProductLifecycle.com 53

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