Making Products - The Modern Way
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Whirlwind tour of key concepts in a modern approach top digital product delivery: teamwork, evolutionary architecure, product development flow, value-driven, lean discovery, scientific approach, complexity theory and lean product strategy.
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Making Products - The Modern Way
- 1. MAKING PRODUCTS The modern way SHEEN YAP Just Eat Product Guild London Feb 2018
- 2. SHEEN YAP 21 YEARS IN TECH BUILT 4 UX TEAMS LED DESIGN, PRODUCT, INNOVATION, STRATEGY IMPLEMENTED LEAN, AGILE & DESIGN THINKING IN CORPORATES AND STARTUPS PRODUCT PRINCIPAL AT THOUGHTWORKS HELPING ORGANISATIONS BUILD THE RIGHT THING
- 3. ©ThoughtWorks 2017 Commercial in Confidence From Wikipedia https://en.wikipedia.org/wiki/VisiCalc#/media/File:Visicalc.png
- 4. From: Wall Street Journal https://www.wsj.com/articles/wesurvived-spreadsheets-and-well-survive-ai-1501688765
- 5. TECH@CORE 3rd IndustrialRevolution (Informationasaresource) 4th IndustrialRevolution (Technologyattheheartofvalue) BUSINESS SUPPORTING ROLE COLLABORATION TECH-LED DIFFERENTIATION Formal walls and moats Tech creates digital assets Tech / business boundaries blur Collaborative execution Tech pervades a digital business TECH From: ThoughtWorks http://www.thoughtworks.com
- 10. TEAMWORK
- 11. TEAM Two or more people working together to achieve a goal.
- 12. Patrick Lencioni, 5 dysfunctions of a team
- 17. 😠 😃 Passing on deliverables Having discussions Being an expert Bringing expertise Role ownership Situational leadership Functional teams Balanced teams JFDIs Team commitment Q: What can I sub-optimise for the greater good?
- 19. Evolution /ˌiːvəˈluːʃən/ Noun a gradual development, esp to a more complex form; the evolution of modern art https://www.thefreedictionary.com/evolution
- 20. UPFRONT DESIGN
- 21. Credit: Chris Bushell @chrisbushelloz
- 22. Knowledge Time Credit: Chris Bushell @chrisbushelloz
- 23. Credit: Chris Bushell @chrisbushelloz
- 24. Design Build Cheap (free), quick, automatable Flexible, evolvable, labour intensive, carried out by engineers Credit: Chris Bushell @chrisbushelloz
- 25. “Pure” Waterfall BDUF Agile/ evolutionary design Making it up/ hacking - Only essential decisions made up front - Most decisions made at LRM, based on learnings - Design is a team responsibility - Easier to change - Quality built in - Minimal accidental complexity - Easier to maintain - A highly disciplined approach - Random decision making process - Wild west design ownership - Impossible to change - No testing - Unbelievable amounts of accidental complexity - High bus factor - No discipline, free-for-all approach to build - Many/most decisions made up front based on predictions - Formal, top down process - Hard to change - Quality verified late in process - High levels of accidental complexity - Difficult to maintain Credit: Chris Bushell @chrisbushelloz
- 27. 😠 😃 Comprehensive specifications Capturing important bits Design as constraint Design as inspiration Once-off design/definition Regular revisions Making decisions upfront Wait till Last Responsible Moment Top-down approval Team recommendation Q: What is the simplest way to convey the information?
- 28. FLOW
- 29. “flow” refers to the manner in which work progresses through a system. “Good” flow describes a system where work moves through steadily and predictably, whereas “bad” flow describes a system where work stops and starts frequently. A consistent flow of work is essential for faster and more reliable delivery, bringing greater value to your customers, team, and organization. https://leankit.com/learn/kanban/lean-flow-metrics/
- 34. 😠 😃 Measuring velocity Measuring concept-to-cash Stuffing the backlog Prioritising the backlog Starting new tasks Finishing existing tasks Specifying what someone else needs to do Declaring what you need Working hard doing my job Help unblock WIP limit constraint Q: What are the gates (formal or informal), and can we remove or redistribute?
- 35. VALUE
- 36. Value the importance, worth, or usefulness of something as determined by the recipient
- 41. Value Created Value Captured Product/ Business Cost of Value Delivery > >= Customer
- 42. 😠 😃 Product launches Generating outcome Prioritising based on feasibility Balancing value delivery, value capture and cost of value delivery Prioritising based on user needs Balancing value delivery, value capture and cost of value delivery Tracking project progress Tracking value realisation Focus on users Focus on customers Q: How does the business generate value and how do we contribute to it?
- 43. DISCOVERY
- 48. Desirability (User Experience) Feasibility (Technology) Viability (Business) •Will this solution fill a need? •Will it fit into people’s lives? •Will it appeal to them? •Is the technology needed within reach? •How long will this take? •Can the organisation actually make it happen? •Will this help us achieve our business goals? •Will the organisation able to realise the value? •Does the solution meet the budget?
- 49. Discovery Delivery Effort/Focus/Activity start systematic testing of assumptions to learn if product is viable continuous completion of features that we are confident about Strictly private and confidential 2016 © ThoughtWorks, Ltd. All rights reserved. Periodic resyncs
- 50. 😠 😃 Design and implement solution Exploring and validating problem Build quickly Learn quickly Illusion of control Embrace uncertainty Following a plan Adaptive planning Decisions by gut feel Declaring assumptions Q: Which assumptions are high in uncertainty and has the biggest consequence if we get it wrong?
- 51. SCIENCE
- 60. 60
- 61. 😠 😃 Start experimenting Build hypothesis first Start experimenting Declare expected outcomes Start experimenting Determine measurements Jumping to conclusions Separating observations from speculations Decisions by gut feel Declaring assumptions Q: What do we need to learn to give ourselves permission to move forward?
- 62. COMPLEXITY
- 64. ©ThoughtWorks, Inc. Confidential. Do not copy. Do not distribute. SOFTWARE MEETS THE REAL WORLD Real Enterprises Real People Real Technologies - old and new Real Competition
- 65. PROBLEM: FAILURE TO SCALE
- 67. 😠 😃 Start with the first item in mind Identify the right first item to start Visualising solution Articulating contextual drivers Unit-level design Big picture MECE models Circular discussions of issues Visualise system perspective Providing simple answers Build situational awareness Q: What do we need to learn to give ourselves permission to move forward?
- 68. STRATEGY
- 69. Strategy (from Greek στρατηγία stratēgia, "art of troop leader; office of general, command, generalship"[1]) is a high level plan to achieve one or more goals under conditions of uncertainty. https://en.wikipedia.org/wiki/Strategy
- 71. Action Action Action Vision Possible Themes Possible Themes Possible Themes Other Routes Other Routes Alt Action Alt ActionAlt Action External Forces Direction and Speed of change Execution Feedback Internal capabilities Desire and ambition Revision Cycle Other Routes
- 74. LIGHTWEIGHT GOVERNANCE: CADENCE MODEL Strategy review Product review Sprint review ~2 weeks ~monthly ~ quarterly
- 75. 😠 😃 Goals are formed as solutions Goals are formed as outcomes Prioritised based on work outputs Prioritised based on business outcomes Top-down vision and strategy Evolving vision and strategy A complete presentation Adjustable models and hypothesis Q: Based on what you are seeing on the ground, how should the product strategy change?