Maneuver Warfare and Other Badass Habits of a Lean Product Developer


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Maneuver Warfare and Other Badass Habits of a Lean Product Developer


  1. 1. Maneuver Warfare and Other Badass Habits of a Lean Product Developer Marko Taipale Tampere Goes Agile 2011Lean Product Developer = Developer of business, productsand software
  2. 2. 2 reasons... Why this topic isimportant for you?
  3. 3. 1 We are wasting time and effort on doing the wrong thingLean: respect people
  4. 4. Features used 16% 13% 20% valuable 19% Sometimes Often 7% Always Never Rarely 45% XP2002 CHAOS report
  5. 5. 253% of us don’t know what the company is trying to achieve TBWA North - Study on 2010 We do not see the purpose in our work or We do not know if the work we do has a purpose
  6. 6. Lean product developer Respects the peopleUnderstands, establishes and clarifies the purpose Improves continuously by learning
  7. 7. How to become a lean product developer?
  8. 8. Cycle as fast as possible
  9. 9. Habits of a lean product developer1. "Lean" your business ideas IDEAS2. Build faster (or not at all!) LEARN BUILD3. Measure it! MEASURE4. Learn Faster
  10. 10. 1. "Lean" your business ideas2. Build faster (or not at all!)3. Measure it!4. Learn Faster
  11. 11. What is a ”business idea”?
  12. 12. What is a ”business idea”?This guy is guessing... It is just a “series of guesses”
  13. 13. How to communicate your business idea?
  14. 14. 4 91 3 2 8 5 7 6
  15. 15. So where is the guess?Remember this guy?
  16. 16. How to validate the guesses?
  17. 17. Customer Development Customer Customer Customer Company Discovery Validation Creation Building Problem / Product / Solution Fit Market Fit Scale Organization Proposed Business Scale MVP Model Execution Scale Operations Sales & Proposed Marketing Funnels RoadmapCustomers are part of the system
  18. 18. Customer Development Customer Customer Customer Company Discovery Validation Creation Building Problem / Product / Solution Fit Market Fit Scale Get out of the building! Organization Proposed Business Scale MVP Model Execution Scale Operations Sales & Proposed Marketing Funnels RoadmapCustomers are part of the system
  19. 19. Customer Customer Customer CompanyDiscovery Validation Creation Building hypotheses, experiments, insights data, feedback, insights Product Development
  20. 20. Customer Customer Customer CompanyDiscovery Problem Team Validation Creation Building hypotheses, experiments, insights data, feedback, insightsSolution Team Product Development
  21. 21. Lean Business Idea - Summary• Business idea is just a series of guesses• You can validate the guesses with the help of Customer Development• Business Model Canvas is effective tool to communicate your business ideas
  22. 22. 1. "Lean" your business ideas2. Build faster (or not at all!)3. Measure it!4. Learn Faster
  23. 23. The Concept of an inventoryBusiness Design Development case Testing Deployment
  24. 24. The Concept of an inventory 2 8 10Business Design Development case Testing Deployment 5 25
  25. 25. Don’t write the code! Business Design Development case Testing DeploymentIt is an investment that does not produce anything!Cheapest solution
  26. 26. Don’t write the code!Business Design Development case Testing Deployment If you write the code..
  27. 27. Inventory with ATDD 2 8 5Business Development Design case & Test Deployment 15
  28. 28. Architecture Realisation VisionUpdate both, JIT implementation, JIT Scalability, Think big, implement small
  29. 29. Inventory with ATDD + JIT Architecture 2 5Business Design, Development Deployment case & Test 7
  30. 30. Continuous IntegrationGet the stuff Build & deploy Test & Report from VCS +Continuous Deployment Deploy to Monitor & Backup production Alert
  31. 31. Continuous Integration & Deploymentcoordination and transaction cost
  32. 32. Inventory with ATDD + JIT Architecture + CD 2Business Design, Development case & ATDD & Continuous Deployment 2
  33. 33. What about design of the product?• UX• Business model pivots etc.• Some inventories are needed - they are actually buffers
  34. 34. Example value stream
  35. 35. Summary- Build faster• Think timing (Just-In-Time)• Think big, implement small (and fast)• be aware of the inventory (queues) in your product development process (system)
  36. 36. 1. "Lean" your business ideas2. Build faster (or not at all!)3. Measure it!4. Learn Faster
  37. 37. What are things we NEED to measure?• How do you know you’re done?• How do you know something is more important/valuable than something else?• How do you know how are you doing?• How do you choose between two or more solutions?
  38. 38. Number One Waste? Features used 16% 13% 19% Sometimes Often 7% Always Never Rarely 45% XP2002 CHAOS reportMeasure the usage, think measurements BEFORE yourimplementMonitor continuously
  39. 39. Measuring if it is used Owner: Marko Size: S Comments for service offers and requests 5 days QUEUE: 1.6.2010 DONE: 6.6.2010 READY: 3.6.2010 3 days
  40. 40. Levels Monitoring of monitoring Biz reports Business Hearbeat.rb & navigator Application Hearbeat.rb & Monit Containers & DB Monit & Nagios OS & Services Monit & Nagios Hardware
  41. 41. Funnel analysis Acquisition Activation Retention Referral Revenue
  42. 42. Testing hypotheses with Split Testing A B Acquisition Acquisition Activation Activation Retention Retention Referral Referral Revenue Revenue 20% 40%Front page 1, Front Page 2Learning vs. measuring
  43. 43. Summary - Measure it• Measure what matters to you• Measure to throw away the waste (optimize the whole system)• Think measuring when implementing the solution• Measure the business (not only tech)
  44. 44. 1. "Lean" your business ideas2. Build faster (or not at all!)3. Measure it!4. Learn Faster
  45. 45. Ship it! - learning inventory 2 Business Design, Development case & ATDD & Continuous Deployment Amazon: new deployment every 11.6 seconds Facebook: continuous deployment Flickr: same thing IMVU, KaChing, KISSMetrics... Elisa, Huitale...Continuous deployment is a way to reduce learning inventory
  46. 46. Get out of the buildingmeet your customers
  47. 47. Testing hypotheses with Split Testing A B Acquisition Acquisition Activation Activation Retention Retention Referral Referral Revenue Revenue 20% 40%Front page 1, Front Page 2 (tee balsamiq?)Learning vs. measuring
  48. 48. Everything is a guessSo how to formulate that as hypotheses?
  49. 49. A way of learning 5 whysremember economicsremember to choose the levels of “whys” to attack
  50. 50. A3 template for problem solving http://www.crisp.se/lean/a3-templateusing this as impediment descriptiontemplate
  51. 51. Customer Customer Customer Company Discovery Problem Team Validation Creation Building hypotheses, experiments, insights data, feedback, insightsSolution Team Product Developmentwider bandwidth (than single PO model)
  52. 52. Summary - Learn faster • Truth is out there: Ship It & Get out from the building • Identify root causes and use A3 for problem solvingTie every action to the big pictureMeasure customer satisfaction and profitCustomers are part of the system
  53. 53. End Slide• Stop wasting people’s time• Communicate the purpose to engage people around you
  54. 54. Never doubt that a small group of thoughtful, committed people can Margaret Mead Change the World Indeed, it is the only thing that ever has
  55. 55. Marko Taipale @markotaipale huitale.blogspot.com marko.taipale@huitale.comI help companies to improve by showingwhat I have done, how I have done itand what I have learned about itI am also a CTO of

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