The document presents a session on utilizing SharePoint in lean development practices to enhance time to value for customer solutions. It emphasizes the importance of validated learning, rapid iteration, and the integration of user feedback in product development. Key risks to success highlighted include cultural resistance, budget constraints, and the dangers of over-engineering.

1. 10/06/2012
SharePoint &
Lean Development
Critical Factors for Accelerating Time to Value
presented by
Dave Healey
dhealey@chrysalisbts.com
(206) 734-9414

2. Welcome & Introductions
• Who am I? Who is Chrysalis | BTS?
• Who are you?
• Name, Company, Title
• How are you using SharePoint today?
• What do you hope to get out of this session?

3. “Success is not delivering a feature;
success is solving the customer’s problems.”
– Mark Cook, VP Products
Kodak Gallery
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4. The Lean Startup
Based on Lean Methodology
• Deliver a new solution under
conditions of uncertainty
• Scientific approach to get a
desired solution into
customers’ hands faster
• Validated learning about
customers requirements

5. Build-Measure-Learn Feedback Loop
Ideas
Learn Build
Data Product
Measure Minimize Total Time
Through The Loop
5

6. Idea, Build
• Experiment with
product and process
• Incremental / Disruptive
• Start small
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7. Zappos
Hypothesis and Validated Learning

8. Idea, Build
• For internal users,
perform customer
discovery & interview
them
• Identify users that
impact business metrics
• Start small
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9. Transportation Safety Board
Vision
• More consistent, less complex information
management practices
• More efficient, effective, reproducible and defensible
analysis
• Better utilization of knowledge nationally
• Ability to find information and records in response to
any challenge
• Less expenditure at local levels on non-standard
software

10. Iterative, Validated Learning Approach
Business Process Reengineering
Business Process Reengineering
• Analysis and design of workflows and
processes within an organization
Defines Executes Considers Employs
Work
Mission Decisions Information Technology
Processes
Accomplish Guides Supports Processes

11. Agile Modeling
Epics, Stories and Sprints
• Iteration 01
• E-Workspace
• Report Workflow and Production
• IS/IM Tools Re-Design
• Development and Configuration Management Tools
• Iteration 02
• E-Workspace
• Data/Information Collection Tools
• Investigation Milestone & Cost Tracking
• Corporate Information Management
• Iteration 03
• Report Production Workflow
• Fatigue Assessment Re-Design

12. TSB Information Gateway
Iteration 2

13. Idea, Build
• If you have User Stories,
add a hypothesis that
states the expected
outcome on a specific
metric
• Feed the learning back
into the product
backlog…
• Start small
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14. Critical Factors
Risks to Success
• Cultural
• Budget constraints
• Internal resistance

15. Recognizing Opportunities for Lean
Problem Solution Process
Known Known Waterfall, Agile
Known Unknown Agile
Unknown Unknown Lean
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16. Product, Measure
• Customer interviews
• Walkthroughs of
wireframes
• Minimum Viable Product
• Minimum you need to test
validity
• Some include Wireframes,
Landing Pages, CRPs, PoCs,
Concierge Product
• Iterate (Agile) from there
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17. Critical Factors
Risks to Success
• Cultural
• Working forward from the technology instead of
working backward from the business results
• “Get out of the building.”

18. Code, Measure
• Decouple from your
existing brand
• Ensure the right
prototype fidelity
• If you experiment in
code, come back to:
• clean it up
• iterate
• productize
• refactor
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19. Critical Factors
Risks to Success
• Cultural
• Wrong level of prototype fidelity
• Too little / No user input
• No validated learning

20. Critical Factors
Risks to Success
• Cultural / Engineering
• Lack of understanding of the platform
• Unwilling to refactor

21. Product, Measure
• Don’t release it to
everyone all at once
• Target specific cohorts
with a/b testing
• You cannot learn if your
feedback loops are
broken
• Just because you can
measure it, does not
mean you should
measure it
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22. Critical Factors
Risks to Success
• Engineering
• Over-engineering too early
• Breaking the feedback loop

23. Over Engineering Too Early
• Identity Federation – third party authentication authority
support and integration
• OAuth, OpenID, Shibboleth
• Integration with other systems
• Continuous Integration
(automated build, test, & deployment)
• Visual Studio vs SharePoint Designer
• Crippled “Build-Measure-Learn”
feedback loop
• Dramatically slowed speed through the loop
“Don’t build what the customer isn’t asking for.”
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24. Challenge
Risks to Success
• Economic
• Licensing
• Cost containment
• Cloud options and impacts

25. Data, Learn
• Interviews
• Surveys
• Observation
• Web analytics
• Telemetry data
• System generated data
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26. Critical Factors
Risks to Success
• Cultural
• Track the “right” metrics
• Beware “vanity metrics”
• Be prepared to “Pivot”

27. Pivot
• Change direction
• Change the model
• Formulate new
hypotheses
• Generate new ideas
Reboot
Forward
27

28. Challenge
Risks to Success
• Cultural
• Review and question your hypotheses
• No “sacred cows”
• Engineering
• Technology selection
• Design strategy
• Experiment to align
customer & solution

29. Idea, Build
• Begin the loop again
• Lather, Rinse, Repeat
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30. Resources and Contact
Chrysalis Business Technology Solutions
SharePoint & Lean Development Presentation
• www.slideshare.net/dhealey27
A Deeper Look at PM Maturity Framework
Deeper insight into the implementing advanced SharePoint solutions including
• Assessing Business Application Maturity
• Understanding SharePoint Capability Maturity and
SharePoint Maturity by SKU
• Sub-Capability Maturity, Workflow
Send me a mail at dhealey@chrysalisbts.com
Dave Healey
• dhealey@chrysalisbts.com
• @dhealey27

31. &
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32. Thank You!
SharePoint Saturday Bend Sponsors
Don’t forget SharePint at Greg’s Grill

33. presented by
Dave Healey
dhealey@chrysalisbts.com
(206) 734-9414
33