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Create products with impact


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Scrum Day Europe 2017

Even with great development teams, we sometimes produce mediocre products. Those products might be of excellent technical quality, but do those products solve actual customers’ needs? So what’s worthwhile? Although we try to leave the views of the industrial age behind, and we embrace an Agile paradigm, Scrum is quite often simply applied to manage software development as a linear manufacturing pipeline. Request in, feature out.

Hence the question how we can augment from ‘good’ to ‘great’ products? A product or service with an impact. A product that makes a difference in people’s lives. We look at conditions necessary to be able to create products with impact. We discuss what kind of thinking is necessary. We look at some tactics, tools and techniques possible to utilize and adopt within a Scrum context. You will see examples of impact maps, roadmaps and visualizations to integrate customer discovery and learning in your product development flow.

Published in: Business
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Create products with impact

  1. 1. Create Products with Impact July 6th, 2017 - Amsterdam Frederik Vannieuwenhuyse @vfrederik FROM GOOD TO GREAT. 1
  2. 2. Who’s this guy? • Frederik Vannieuwenhuyse • Belgium, 1982 • Married • 3 kids (boys age 3, 4, 6) • Co-organiser XP Days Benelux • Co-organiser Leancamp Brussels • Meetup organiser Agile Belgium, Lean Startup Belgium • Playing Lean facilitator (Lean startup) • Personal mission: transform organisations and the workplace and bring them into the 21t century, using modern-day management and leadership. • Website: • Twitter: @vfrederik 2
  3. 3. Product development 3âtiment-dusine-équipement-gm469097018-62225172
  4. 4. A world of constant discovery and change 4
  5. 5. 5
  6. 6. What are you defining as „Done“? Valuable. Slide by Gunther Verheyen, 6
  7. 7. Team vision and discipline over individuals and interactions Validated learning over working software Customer discovery over customer collaboration Initiating change over responding to change 7
  8. 8. Guiding principles 8
  9. 9. Experiment & learn (rapidly) 9
  10. 10. Experiment & learn 1. seek out new ideas and try new things; 2. when trying something new, do it on a scale that is survivable; 3. seek out feedback and learn from your mistakes as you go along. 10
  11. 11. Eric Ries 11
  12. 12. Validated learning is a process in which one learns by trying out an initial idea and then measuring it to validate the effect. 12
  13. 13. Hypothesis-driven 13
  14. 14. 14
  15. 15. What impact are you trying to create? 15
  16. 16. 16
  17. 17. Gojko Adzic 17
  18. 18. Impact mapping A mind-map of goals, actors, impacts, and deliverables. 18
  19. 19. “Why?” “Who?” “How?” “What?” Impact map 19
  20. 20. Roadmap.  A plan of action for how a product or solution evolves over time.  20
  21. 21. 21
  22. 22. Feature-based & Goal-oriented roadmap 22
  23. 23. Goal-oriented roadmap No more (detailed) features on product roadmaps . Have themes or goals instead! 23
  24. 24. Deliver value continuously 24
  25. 25. Enterprise flow© Patrick Steyaert, 2017 7 Looking at the whole UPSTREAM / Demand DOWNSTREAM / Delivery Improve capability to better meet demand1 Understand, shape, anticipate, and create demand 2 End-to-end flow from suspected to satisfied need! Align3 Slide by Patrick Steyaert, 25
  26. 26. Slide by Patrick Steyaert, 26
  27. 27. “Upstream work” Hypotheses Options Assumptions “Backlog” Incoming Research Concept 27
  28. 28. Validated learnings “Ready to start” Backlog Development flow Experiment flow User story Experiment “Downstream work” 28 “Ready to start” Backlog
  29. 29. Conditions necessary to create products with impact 29
  30. 30. Eliminate the contract game Shift to a win-win cooperative game.$FILE/signing-contract.jpg 30
  31. 31. Multiple roads to take Plan for variability. 31
  32. 32. Empathise with your end-user Make people awesome. 32
  33. 33. The Product Owner An entrepreneur. Slide by Gunther Verheyen, 33
  34. 34. Team vision and discipline over individuals and interactions Validated learning over working software Customer discovery over customer collaboration Initiating change over responding to change 34