Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Vasco DuarteAgile Coach, duarte_vasco@yahoo.com
Vasco Duarte      @duarte_vasco      http://bit.ly/vasco_blog      http://bit.ly/vasco_slideshare
WhatNext? is
Business at warp speed…           How to Cope?
How to tackle these changes?  ACT I – tackling the challenges
Idea
Meetings to get idea approved
Trying to get the project started
Time is ticking
Added Value   Slow Processes: a (BAD) example               One day               Brainstorming               new product ...
Consequences of slow processes:• Higher costs -> due to the amount of  work that is pending while the costs are  accruing•...
Corollary of fast processesFor any given process, ifyou can reduce the Time ittakes to execute it, you willconsequently re...
CASE I: How to reduce the time it takes   to execute a particular process
Technique 1: Value Stream Mapping             Simple exampleAction                       Value added (in min)         Wast...
What happens if you improve the  activity that is NOT a bottleneck?Input                                 Result    And don...
Faster?Sure!Butwhy?
Best Product Manager    = Customer    +    You
CASE II: Flexible Requirements         Management
Different content abstractions for                different stakeholders                                               Pro...
Different ways to manage a             portfolio of Epics/Features Epic      Epic      Epic      Epic      Epic     Option...
Feedbackisessentialto get itright
When Igrow up I want to  learn…
Bug evolution in a non-agile project                 Development phase            Desperately testing and fixing phaseNumb...
Your Team isthe best designteam!
CASE III: The learning process for the           whole company
Step 1: A classic waterfall-like process               framework                            Product Realization           ...
Step 2: Agile process framework for the            whole company• Includes feedback/learning cycles for major  company pro...
Now for the real challenge…ACT III – How to take this into practice?
Workout       OR…Work     OUT!
Flexible Scope techniques                                                                                          Breadth...
Design a learning process      Source: Eric Ries, Lean Startup
Stop starting, start finishing!
Here’s a tip you can take to the bank:Hire someone who has done it before.
Currently an Agile Coach at Avira, Vasco Duarte is an          experienced Product and Project Manager. Having          wo...
Agile Innovation - Product Management in Turbulent times
Agile Innovation - Product Management in Turbulent times
Agile Innovation - Product Management in Turbulent times
Agile Innovation - Product Management in Turbulent times
Agile Innovation - Product Management in Turbulent times
Agile Innovation - Product Management in Turbulent times
Upcoming SlideShare
Loading in …5
×

Agile Innovation - Product Management in Turbulent times

2,217 views

Published on

In today’s world we are constantly confronted with the message that the competition is breeding down our necks, that the market and environment are changing and we need to change with them. And most importantly, we are told that we need to listen to our customers to be able to provide the right products.
We as a Product Managers need to be able to see beyond the basic product decisions, e.g. do we add feature A or feature B? We need to think beyond the silo of our function.

  • Be the first to comment

Agile Innovation - Product Management in Turbulent times

  1. 1. Vasco DuarteAgile Coach, duarte_vasco@yahoo.com
  2. 2. Vasco Duarte @duarte_vasco http://bit.ly/vasco_blog http://bit.ly/vasco_slideshare
  3. 3. WhatNext? is
  4. 4. Business at warp speed… How to Cope?
  5. 5. How to tackle these changes? ACT I – tackling the challenges
  6. 6. Idea
  7. 7. Meetings to get idea approved
  8. 8. Trying to get the project started
  9. 9. Time is ticking
  10. 10. Added Value Slow Processes: a (BAD) example One day Brainstorming new product idea 6 months 6 months product trying to get development the project approved Time
  11. 11. Consequences of slow processes:• Higher costs -> due to the amount of work that is pending while the costs are accruing• Lower quality -> slow processes allow for “dirty” workarounds and hide quality problems (which in turn increase costs due to rework)
  12. 12. Corollary of fast processesFor any given process, ifyou can reduce the Time ittakes to execute it, you willconsequently reduce Costsand increase Quality
  13. 13. CASE I: How to reduce the time it takes to execute a particular process
  14. 14. Technique 1: Value Stream Mapping Simple exampleAction Value added (in min) Waste (in min)Partner calls in with an 5 min 0 minorder (100 CDs)Order is added to in-house 1 min 10 minsystemOrder is assigned in factory 0 min 5 minOrder waits for a minimum 0 min ~2 day (2880 min)batch size (e.g. 1000)Order box is created 1 min x # of CDs = 100 min 5 min x #CDs = 500 minOrder mail package created 0 min 10 minMail Packages are created 5 min 50 min (1 of 10 orders onfor all orders average)Mail Packages shipped 5 min 50 min (1 / 10 on average)Mail delay 0 min ~2 day (2880 min) Total 116 min 6385 min
  15. 15. What happens if you improve the activity that is NOT a bottleneck?Input Result And don’t forget the Little law!
  16. 16. Faster?Sure!Butwhy?
  17. 17. Best Product Manager = Customer + You
  18. 18. CASE II: Flexible Requirements Management
  19. 19. Different content abstractions for different stakeholders ProductPortfolio Items Marketing and– Customermarketable Epics PortfolioLonger term Product Ownerplanning (more + Architect + UXthan 1 iteration) FeaturesWhere therubber meetsthe road – whatwe do in one User Stories Team + Productiteration Owner
  20. 20. Different ways to manage a portfolio of Epics/Features Epic Epic Epic Epic Epic Option 1:Feature Feature Feature Feature Feature • Many epicsFeature Feature Feature • Shallow implementation Feature FeatureFeature • New market / new business Feature Feature Feature Feature innovation • Typical goal: catch up (me too or Epic Epic tick-in-box products for reviews)Feature FeatureFeature Feature Option 2:Feature Feature • Few epicsFeature Feature • Deep implementationFeature Feature • Technological innovationFeature Feature • Typical goal: Hero products,Feature unique experiences, Niche-Feature focused productsFeature
  21. 21. Feedbackisessentialto get itright
  22. 22. When Igrow up I want to learn…
  23. 23. Bug evolution in a non-agile project Development phase Desperately testing and fixing phaseNumber of Bugs Open Closed Submit Timeline Waterfall
  24. 24. Your Team isthe best designteam!
  25. 25. CASE III: The learning process for the whole company
  26. 26. Step 1: A classic waterfall-like process framework Product Realization General Availability Discontinuation Idea Release Feasibilty Project Development Iterations System Beta RC Launch MarketScreening Planning Study Initiation Test Validation Validation Preparation Launch Screening and Initiation Development Validation Release S3 S2 S1 DA Dn ... D2 D1 V3 V2 V1 R2 R1 Product life-cycle and product realization cycle• Learning comes too late• Requires the world to be perfect• Not flexible to changes (especially late changes)
  27. 27. Step 2: Agile process framework for the whole company• Includes feedback/learning cycles for major company processes• Regular reviews allow us to adapt to change
  28. 28. Now for the real challenge…ACT III – How to take this into practice?
  29. 29. Workout OR…Work OUT!
  30. 30. Flexible Scope techniques Breadth of the portfolio How many experiences do we offer our customers? Epic Epic Epic Epic Epic Is this Epic a “kick-ass” or a “me too” or Feature Feature Feature Feature FeatureDepth of the portfolio Feature Feature Feature Feature Feature a “check in box”? Feature Feature Feature Feature Feature Feature Feature Feature Feature Feature Feature Feature Feature Feature Feature Feature Feature
  31. 31. Design a learning process Source: Eric Ries, Lean Startup
  32. 32. Stop starting, start finishing!
  33. 33. Here’s a tip you can take to the bank:Hire someone who has done it before.
  34. 34. Currently an Agile Coach at Avira, Vasco Duarte is an experienced Product and Project Manager. Having worked in the software industry since 1997, Vasco has also been an Agile practitioner since 2004, he is one of the leaders and catalysts of Agile methods and Agile culture adoption at Avira and previously at Nokia and F-Secure. Vascos contributions to the development of the Software industry and professions can be read at his blog: http://SoftwareDevelopmentToday.blogspot.com Or you can follow Vasco on Twitter: @duarte_vascoTweet or send me an e-mail: duarte_vasco@yahoo.com

×