This document discusses using innovation games to gather feedback from customers and stakeholders. It introduces several games that can be used by product owners, including Hot Air Balloon to identify drivers of growth and risks, Prune the Tree to prioritize features, and Plan the Conference Budget to allocate resources. Additional games provide outrageous ideas to understand customer values or build collaboration between groups. Effective facilitation is key to ensure games achieve their objectives of visual collaboration and prioritization.
Continuous improvement is an important principle valued by our teams at Daxko. We are constantly looking at how we are working and what we can do to improve. In this presentation, you’ll learn how to take these ideas and principles to help drive your teams to be their best.
Presentation given by Jonathan Obermeister, Managing Partner, Change Agency, at the IPA's Eff Festival - a one day conference challenging conventional thinking on the value of creativity.
Build a Winning Solution Marketing StrategySteve Robins
Build a Winning Solution Marketing Strategy - ProductCamp Boston, May 22, 2010. Author: Steve Robins. More: www.SolutionMarketingBlog.com or www.SolutionMarketingStrategies.com.
Comprehensive guide on how to build a marketing strategy that will beat the competition and drive growth.
A step-by-step guide that will show you how to build a winning marketing strategy by following the best practices of the top 3 global management consulting firms (BCG, Bain, McKinsey)
Continuous improvement is an important principle valued by our teams at Daxko. We are constantly looking at how we are working and what we can do to improve. In this presentation, you’ll learn how to take these ideas and principles to help drive your teams to be their best.
Presentation given by Jonathan Obermeister, Managing Partner, Change Agency, at the IPA's Eff Festival - a one day conference challenging conventional thinking on the value of creativity.
Build a Winning Solution Marketing StrategySteve Robins
Build a Winning Solution Marketing Strategy - ProductCamp Boston, May 22, 2010. Author: Steve Robins. More: www.SolutionMarketingBlog.com or www.SolutionMarketingStrategies.com.
Comprehensive guide on how to build a marketing strategy that will beat the competition and drive growth.
A step-by-step guide that will show you how to build a winning marketing strategy by following the best practices of the top 3 global management consulting firms (BCG, Bain, McKinsey)
Step by step description on how to run a (re)branding exercise using a method developed by Business Quests that exploits various disciplines amongst which De Bono's Six Thinking Hats.
Essential Guide to game content development for those who think they have a great game idea, but don't know what to begin with.
The Guide covers:
pre-production - idea development, plot overview, how to staff your game development team and schedule game production,
production - game development stages, insights from real-life game development cases
How to Create Fun User Experience by Shutterstock Dir of ProductProduct School
Main takeaways:
- Understand the value of your product, it’s corresponding emotions, and deliver it as quickly as possible
- Break down each part of your customer journey in order to inject and heighten the value you’re providing
- Utilize qualitative data to discover opportunities for joy that don’t distract from your main value
The trend in software development has been changed a lot nowadays. People are expecting predictable features from some unpredictable data. We can now develop software products from raw data, refine raw data to produce business insights and analytic. We are using visualizations, statistics, and machine learning to develop and plan the needful. This is termed as Data Science. Data modelling is the first part of any software product development. So, “Waterfall” is the approach.
During this period, “Agile” approaches has been emerged. Software Development projects are now getting delivered on a stipulated period and budget. Data science is still trapped on waterfall method.
Problem area lies here. Galore of opportunities arrives at the juncture of these two trends of
development. Agile big data is a development methodology which can be utilized to address the same. Session will be focused to explore new approaches and team structures to follow this methodology.
Traditionally, businesses like banking and telecom focused high on standardization and national regulation. The development lead times were long. Consequently, the solution providers developed capabilities to influence standards, develop products and interact with the end-service providers. The changing business landscape challenges providers to keep pace. In the slow-moving market, providers honed the ability to run major multi—year projects. Solution Providers became predictable development machinery with extensive mechanisms to enable predictability and control at the expense of flexibility and customer closeness. This led to organizational setups focusing on the alignment with the project structures and deepening the competencies in narrow areas both in the product and in the functional dimensions. The result? Organizational silos with multiple related hand-over challenges.
My talk will cover solutions to these challenges when multiple teams come together to deliver a solution.
More Related Content
Similar to AT Pune 2014-Rahul sudame innovation games for product owners
Step by step description on how to run a (re)branding exercise using a method developed by Business Quests that exploits various disciplines amongst which De Bono's Six Thinking Hats.
Essential Guide to game content development for those who think they have a great game idea, but don't know what to begin with.
The Guide covers:
pre-production - idea development, plot overview, how to staff your game development team and schedule game production,
production - game development stages, insights from real-life game development cases
How to Create Fun User Experience by Shutterstock Dir of ProductProduct School
Main takeaways:
- Understand the value of your product, it’s corresponding emotions, and deliver it as quickly as possible
- Break down each part of your customer journey in order to inject and heighten the value you’re providing
- Utilize qualitative data to discover opportunities for joy that don’t distract from your main value
Similar to AT Pune 2014-Rahul sudame innovation games for product owners (20)
The trend in software development has been changed a lot nowadays. People are expecting predictable features from some unpredictable data. We can now develop software products from raw data, refine raw data to produce business insights and analytic. We are using visualizations, statistics, and machine learning to develop and plan the needful. This is termed as Data Science. Data modelling is the first part of any software product development. So, “Waterfall” is the approach.
During this period, “Agile” approaches has been emerged. Software Development projects are now getting delivered on a stipulated period and budget. Data science is still trapped on waterfall method.
Problem area lies here. Galore of opportunities arrives at the juncture of these two trends of
development. Agile big data is a development methodology which can be utilized to address the same. Session will be focused to explore new approaches and team structures to follow this methodology.
Traditionally, businesses like banking and telecom focused high on standardization and national regulation. The development lead times were long. Consequently, the solution providers developed capabilities to influence standards, develop products and interact with the end-service providers. The changing business landscape challenges providers to keep pace. In the slow-moving market, providers honed the ability to run major multi—year projects. Solution Providers became predictable development machinery with extensive mechanisms to enable predictability and control at the expense of flexibility and customer closeness. This led to organizational setups focusing on the alignment with the project structures and deepening the competencies in narrow areas both in the product and in the functional dimensions. The result? Organizational silos with multiple related hand-over challenges.
My talk will cover solutions to these challenges when multiple teams come together to deliver a solution.
Session will have different aspects of the Agile Portfolio Management.
Session is for Lean Agile Leaders which will help them manage portfolio Agile way. Lean Agile principles when applied to portfolio management, will help you keep pace with fast changing business by giving you a disciplined approach to implementing you strategic vision as realistic work plan.
Keeping up with the new pace of change requires light weight processes and an adaptive mindset. It will cover the following main pillars of Agile Portfolio Management:
Work Management
Capacity Management
Financial Management
Value Management
Continuous planning
Continuous Visibility
APM session will help you look at the portfolio in different way; and help you outpace changing business.
Change is hard and it’s an art to conceptualize a change in any organization. This session about Evolutionary approach for change would guide audience to think about the pros and cons of evolutionary approach over other generic approach.
In my proposed model of Evolutionary Approach, Change starts from Sensing the situation at real time rather proposing a ‘boxed’ solution. Every enterprise is different and to an extent with-in enterprise each organization (or projects) is different. Thus requires deeper Analysis and identification of a fit-for-purpose solution ideas followed by Implementation of solution ideas followed by Measure of the results. Measuring result guides improvement to move in right direction in-place of being biased about the ideas and assuming they would always work. Measure adds value
to manage change effectively and delivers a happier, innovative and better enterprise.
Evolutionary Change Approach’s focus is to deliver measurable business gains by implementing improvements at enterprise.
Software-driven business models are shaping the business landscape in a big way. Unprecedented growth in technology has helped to create new generation ‘born-in-the-cloud’ business models. These business models have helped newly formed organizations to catch-up with, and often catapulted past, brick & mortar organizations in less than a decade.
‘Born-in-cloud’ business models are built on NextGen systems. NextGen systems are mass personalized, massively distributed, always on and self-adapting system of systems and have broken the boundary between physical and cyber world.
Software 4.0 is a framework for creating NextGen system. It enables mind-set change, develop people competencies, establishes right methodologies for innovation & speed.
Software 4.0 framework leverages nexus of following methodologies / initiatives –
Business Model Canvas for value promise
Design thinking
Hackathon
Modular Architecture
Agile-at-scale
CLM platform & Continuous Engineering
Machine Learning
Software 4.0 ensures NextGen systems are built in iterative, incremental, self-learning and cost-effective manner with superior quality.
The Digital Technology is making the enterprises to redefine their strategies and reinvent business models. The customer and market expectations are changing dynamically forcing the organizations to adopt “Agile” processes and systems to these changing business needs. “Developing Agile Digital Architecture’” is an important element for the organizations to succeed. The speaker will address the way the digital technologies are driving the businesses to change their services and operations, and how the organizations should develop the agile digital architectures. The session also covers building business, data, and application and technology architectures in an agile way and thereby meeting the changing business requirements and eventually delivering the business goals.
Agile transformation has to be accompanied by suitable governance mechanisms such that the metrics and measures conform to newer ways of working. In waterfall methodology it is straightforward – there is a project and a plan, the metrics verify compliance with the plan on triple constraints. Change was not something seen as desirable.
How does this change for agile teams? Do we still continue with “projects”? Do we track utilization or outcomes? Last
Overall this session will delve on the lightweight governance based on #no projects theme and outcome based metrics on business value, throughput, team engagement and system capability.
Mainframe often termed old world juggernaut of software industry, but still holds large trillions of data in Banking, Insurance, Travel, Hospitality industry, has an impeccable track record of robust processing and security. But often the fast changing Digital world and Mobile eco system, manifests a challenge to Mainframe systems, in terms seamless compatibility. So that organizations can leverage competitive edge to have mobile eco system as part of their IT solution to gain the dynamic edge yet leverage Mainframe as their system of records to leverage stability.
In this talk will share a generic case study of major bank how they leveraged in making their Mainframe eco system nimble and compatible with Mobile eco system using Agile, Devops and Micro services in tandem to leverage competitive advantage and cost savings.
With the increase in population that separates ‘work’ from ‘life’, as if work is absence of life, it becomes increasingly important to study about what happiness means to people at work, so that they can be made to feel alive in their offices too. This session is aimed at introducing two interesting research studies that aimed to do just that. Also, this session helps people understand if business agility keeps us happy in the true sense.
The two studies that this session will discuss about are as follows:
Richard M. Ryan et al’s Self Determination Theory – led to a book Drive by Dan Pink
Mihaly’s Measurement of Flow in Everyday’s life – led to book Flow by Mihaly himself
This session does not just explain these two research works but also will find the commonalities between these and will engage the audience with discussions using leading questions, thereby bringing out personal examples that they can relate to.
We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results.
Wave 2 is about Living Agile. It is in how we show up. It is in how we work with people and organizations to shape the culture. It is living Mahatma Gandhi's truth:
“Be the change that you want to see in the world”.
When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations.
“To be or not to be? That is the question.”
In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session.
In this session, we will briefly introduce the original configuration and see how modern tooling and techniques enable the improved environment to be established in a fraction of the time, enabling even greater agility in our engineering environment.
There’s a lot left unsaid about achieving and maintaining “enterprise” agility for large MNCs. For geo-distributed teams that are in the “Forming”, and even, “Norming” stages, there is perceived chaos while envisioning and building v1 products. Unlike teams that are already “norming” or “performing”, and have then adopted Agile, these “v1 teams” have a steeper trek to agility. Often, Agile process gives way to tactical execution. This session deals talks about dealing with this situation and maintaining business agility.
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments.
Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.
In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session.
In this session, we will briefly introduce the original configuration and see how modern tooling and techniques enable the improved environment to be established in a fraction of the time, enabling even greater agility in our engineering environment.
We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results.
Wave 2 is about Living Agile. It is in how we show up. It is in how we work with people and organizations to shape the culture. It is living Mahatma Gandhi's truth:
“Be the change that you want to see in the world”.
When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations.
“To be or not to be? That is the question.”
The world of work is transforming at an unrelenting pace – product development is increasingly complex and uncertain, the speed of decisions and delivery are escalating at an exponential pace, customers are demanding more attention and responsiveness, and the workforce is entering with new expectations of engagement. Through all of this, 80% of managers continue to believe they are operating effectively with their employees, yet only 25% of employees agree. Something is wrong! Most leaders are unaware of how their own thoughts and actions are working against their leadership objectives. Ineffective leadership fuels the top impediments limiting organizational agility and growth – the fear of losing control, the resistance to change and contrasting values.
Pete illustrates how leadership agility improves self-awareness, amplifies decision-making, improves outcomes and grows organizational resilience and capacity in highly complex and fast-paced environments. Through the art of story telling from his two decades of personal experience, as well as the experiences of other senior leaders with whom he has coached, Pete spotlights six critical mistakes you may be unaware of in your own leadership practice, how they may be working against your intent, and how to reorient your focus to improve your leadership outcomes.
Projects are initiated to improve the Business process and optimize the utilization of the Organization resources. Project Managers or Scrum Masters or Product Owners have challenge in getting the right type of resources (man power, machines & material) who are key in making the Projects success. This session helps in understanding where is the real POWER, how to empower the POWER & get the needed resources.
Topics covered in the session are 1) Organization types (Projectized/Matrix/Functional) 2) Stake holder Analysis (Power/Interest) or (Power /Involvement matrix etc) 3) Project Manager/Product Owner/Scrum Master setting the expectations by drawing (RACI Matrix for getting POWER involvement) 4) Project Manager/Product Owner/Scrum Master Selling his Release Plan to POWER & get the Resources allocated 5) Project Manager/Product Owner/Scrum Master Selling empower the POWER and turn Forbidden POWER in various Scrum Ceremonies.
Education brings in awareness which is an important surge for any growing economy and for India to be as Developed Nation. The education system needs primary focus in Rural India. How do we empower rural schools with quality education? What forces can help bring the light in every home and touch every life? What should be the agility of the approach, architecture, design and developing strategies for Digital India?
2. Agenda
Introduction to Innovation Games
Games for Product Owners
Game 1: Hot Air Balloon
Game 2: Prune the Product Tree
Game 3: What a Volunteer Wants?
Agile Innovation Games for Chapter Strategies
3. Games are Fun!
Everyone loves to play games!
Agile Innovation Games for Chapter Strategies
4. Innovation Games
Introduced by Luke Hohmann.
Fun way to get feedback from the
participants.
Visual and experiential way of sharing
thoughts.
Participation by actual customers or end
users.
Collect feedback on a current / new products
or services.Agile Innovation Games for Chapter Strategies
5. Benefits
Organizing thoughts / ideas /
suggestions together.
Understanding the customer
expectations.
Identifying desired features / services.
Identifying strategy or making strategic
decisions.
Prioritizing most important features.
Agile Innovation Games for Chapter Strategies
6. Games for Product Owners
Use at Strategic / Operational planning
sessions.
Play with customers to understand their
expectations.
Understand customer’s grievances.
Get feedback on current products, projects,
services, benefits etc.
Enhance collaboration within the community.
Agile Innovation Games for Chapter Strategies
7. Games for Organizations
Executives: Generate / Prioritize new
ideas.
Marketing: Conduct market research –
What the customer wants?
Product Management: Identify
enhancements to existing solutions &
Stakeholder prioritization.
HR/Admin: Get feedback from
employees on work environment /
policies etc.Agile Innovation Games for Chapter Strategies
8. A Product Vision Box
Front:
- Name
- Picture or drawing (if possible)
- Slogan
- 3 / 4 Bullets arguments for Sale / Selling points
Back:
-A more detailed view with more functionality
- The pre-requisites.
- Operating requirements
9. Product Vision Box
Conference organizers are asked to use
cardboard box and sell the conference key
highlights using it.
Put the vision statement or USP clearly.
Highlight the value or benefits of the
conference, agenda/speakers etc.
Highlight the key points:
◦ Date / Venue
◦ Cost
Agile Innovation Games for Chapter Strategies
10. Game 1 – Hot Air Balloon
Objective: Identify what would make an Product
Owner team fly high up in the sky and what
would be the obstructions.
Identify the drivers that would help the team
grow.
Identify the potential issues that would prevent
the growth.
Brainstorm on the strategy for growth of the
team.
Manage the potential risks and identify mitigation
plans.Agile Innovation Games for Chapter Strategies
11. Strategic Planning
Preparations:
◦ A whiteboard or large sheet of paper
◦ A picture of a balloon & ropes
◦ Index card or sticky notes for the
participants
Agile Innovation Games for Chapter Strategies
12. Strategic Planning
How it works:
◦ The balloon wants to fly high up in the sky
(denotes growth of the team).
◦ The air pushes the balloon upwards (positive
push).
◦ The ropes tied up with the balloon prevents it
from flying (negative push) .
◦ Participants write their inputs on sticky notes.
◦ Participants brainstorms to define the strategy.
Agile Innovation Games for Chapter Strategies
15. Guidelines
Refrain from giving judgment or trying to
fix the problem during the game.
Focus on understanding the feedback
shared by the participants.
Same issues identified by multiple
members indicate gravity of the situation.
Review the final results, organized by
priority.
Agile Innovation Games for Chapter Strategies
16. Lets Play!
Strategic Planning for building a PO team.
Identify what would make the team
successful.
Identify any potential risks that would impact
the team.
Place the positive and negative push on the
board.
Brainstorm on the strategies to make the
team successful.Agile Innovation Games for Chapter Strategies
17. Where to use?
To identify strategic objectives of the
organization / team.
To define the operational plan / new
initiatives.
To create a risk management plan.
Establish the team common goals /
guidelines.
Establish areas to focus on (Marketing, HR
etc.)Agile Innovation Games for Chapter Strategies
18. Game 2 – Prune the Tree
Objective: Identify the core features and
stretch goals to define a product roadmap.
Identify the importance of various features.
What would provide most value to the
customers?
Identify the timelines for providing the
features.
Identify the features and release timeframe
for delivering those features.
Agile Innovation Games for Chapter Strategies
19. Prune the Tree
Preparations:
◦ A whiteboard or large sheet of paper
◦ A picture of a Tree
◦ Index card or sticky notes for the
participants
Agile Innovation Games for Chapter Strategies
20. Prune the Tree
How it works:
◦ Write different current or proposed features
as leaves.
◦ Customers would add the core features at
the center of the tree and extended features
at the outer edge.
◦ Add or remove the leaves on the tree to
balance the set of features.
◦ Identify the roots – support framework for the
product.
Agile Innovation Games for Chapter Strategies
23. Lets Play!
Identify the core & extended features of a
Agile Program Management Product.
Use sticky notes as leaves. Place core
features at the center of the tree and
extended features at the outer edge.
If some of the features do not add any values
then remove such leaves from the tree.
Identify the priorities of providing various
features through its placement.
Agile Innovation Games for Chapter Strategies
24. Where to use?
To identify the core features required in any
product.
To identify the required membership services.
To identify the unused features and prune
them.
To identify the customer care infrastructure
(roots).
Identify the features that provide value and
develop release plan.
Agile Innovation Games for Chapter Strategies
25. Game 3 – Plan the Conference
Budget
Objective: Identify the core tasks for
organizing Agile Tour 2015, with the available
budget.
Identify the investments to be made in the
next year.
Identify the right features for a product
release.
Prioritize the set of features.
Get the customer perspective.Agile Innovation Games for Chapter Strategies
26. Game 3 – Plan the Conference
Budget
Team has Total 500 Rs.
Task List with cost:
◦ Hotel expenses: 300 Rs.
◦ Speakers Travel: 100 Rs.
◦ Participant Kit: 50 Rs.
◦ Video recording: 150 Rs.
◦ Logistics (like notepad, pens, tags): 50 Rs.
◦ Conference Souvenir: 80 Rs.
Agile Innovation Games for Chapter Strategies
27. Game 4 – Cruise for Potential
Members
Use outrageous services to identify the
value customers are looking for.
The participants would brainstorm
amongst themselves about their
expectations from membership.
Fancy language or crazy ideas would
trigger the participants to clarify their
expectations.
The less valuable ideas would get
rejected.Agile Innovation Games for Chapter Strategies
28. Game 4 – Cruise for Potential
Members
Create set of index cards with crazy
ideas.
Share outrageous ideas like,
◦ Free cruise every month
◦ Free trip to Hawaii
◦ Big news about membership
Let the participants brainstorm about
these ideas and identify what is most
valuable for them and what they would
be willing to pay for.
Agile Innovation Games for Chapter Strategies
29. Game 5 – Speedboat
Agile Innovation Games for Chapter Strategies
30. Game 5 – Speedboat
Agile Innovation Games for Chapter Strategies
34. Role of Games Facilitator
Explain the objective of the game and its
steps.
Work across groups, answer any queries &
stay focused.
Facilitate healthy discussions / brainstorming
amongst the participants.
Initiate the review process and support in
developing objective outcome during the
session.
Agile Innovation Games for Chapter Strategies
35. Games for Agile Environment
Agile Manifesto:
◦ Individuals and interactions over processes and tools
◦ Customer collaboration over contract negotiation
Identify what provides most value to the
customer.
Identify customer’s inputs on priorities for the
features.
Direct communication between the customer and
teams.
Understand different views / perspectives of
peers.
36. Games to Build Collaboration
Use various games effectively to facilitate
collaboration amongst the chapter members,
board members and potential members /
volunteers.
Understand the member / volunteer expectations
and concerns.
Project Managers can facilitate these games to
build team bonding and collaborative
environment.
Customer expectations can be understood more
effectively.
Agile Innovation Games for Chapter Strategies
37.
38. References
Innovation Games®: Creating
Breakthrough Products Through
Collaborative Play - Luke Hohmann
http://innovationgames.com
Agile Innovation Games for Chapter Strategies
39. Let’s start the Game!
Thank You!
- Rahul Sudame
9890021139
rahulsudame@yahoo.com
Agile Innovation Games for Chapter Strategies