Agile Product Management - Co-Training with Angel Medinilla (c)

Agile Product Management - Co-Training with Angel Medinilla (c)

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  London, march 2015 Agileproduct management
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  Angel Medinilla angel.medinilla@proyectalis.com www.proyectalis.com/en/AngelMedinilla (Slides, Videos,Newsletter, Books, Blog, LinkedIn, Sketchnotes, Twitter...) Twitter: @angel_m (would love some instant feedback!) <vanity>
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  www.leanadvantage.co.uk
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  our Pleasure! </vanity>
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  Some logistics Time shcedule? Lunch? Restrooms?water? snakcs? Pictures? LAptops, ipads CHECK: FEEDBACK DOOR, RESOURCES BOARD, KUDOS BOARD, insights board
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  Free shoulder paintest - Can you all rise your right (or left) hand?
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  Who do wehave here today?
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  AVENGERS: ASSEMBLE!
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  product metrics Course structure Kaizen cultureCustomer-focused product definition Product Development via build-measure- learn Kaizen enablers agile kaizen intro Metrics & goals actionable metrics funnel metrics product management & product development traditional vs. agile pm process defining opportunities: customer, problem, solution validating your assumptions: MVE, MVP, MMFS communicating your vision: product strategy & scope defining your product: structure & stories managing your backlogusing model canvas to gather your assumptions Kaizen events
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  product metrics exercise: what doyou want to learn? Kaizen culture Customer-focused product definition Product Development via build-measure- learn Kaizen enablers agile kaizen intro Metrics & goals actionable metrics funnel metrics product management & product development traditional vs. agile pm process defining opportunities: customer, problem, solution validating your assumptions: MVE, MVP, MMFS communicating your vision: product strategy & scope defining your product: structure & stories managing your backlogusing model canvas to gather your assumptions Kaizen events
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  product metrics Course structure Kaizen cultureCustomer-focused product definition Product Development via build-measure- learn Kaizen enablers agile kaizen intro Metrics & goals actionable metrics funnel metrics product management & product development traditional vs. agile pm process defining opportunities: customer, problem, solution validating your assumptions: MVE, MVP, MMFS communicating your vision: product strategy & scope defining your product: structure & stories managing your backlogusing model canvas to gather your assumptions Kaizen events
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  Agile kaizen what’s kaizen Kaizen/ kaikaku
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  Agile kaizen kaizen culture Team/ people kaizen process kaizen product kaizen
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  Agile kaizen Culture: noblecause, values, behaviors, artifacts story telling cultural enablers / failure causes
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  kaizen enablers • Purpose:show them a noble cause, a global purpose beyond profits, company growth, and stakeholder wealth. Be open to change for the sake of a greater purpose. • Learning and Long-term vision: people must be conscious of the effects of investment over time and the expected better state. Learning must be a real priority. Short-term urgencies must not seriously impact strategic goals. • Whole system approach: Show them the whole picture and avoid the temptation of suboptimization. Be able to see root causes of the problems, not just their symptoms. • Constant communication and sustained effort: in all ways, not just from managers to employees. Communication is part of our work, not just additional work. Continuous improvement must be sustained on a continuous base, not just on occasional events. • Quality first: technical debt will cost more in the future than the cost of building quality into the product up front. • Courage and the absence of fear: Everyone should be able to point at what they consider to be an impediment, a defect, or an 
 improvement opportunity. • Transparency: people should be able to question everything. Every trace of a ‘blame game’ culture must be eradicated. Internal politics 
 and personalñ agendas shouldn’t drive company decisions. • Empowerment and ownership: improving the system is everybody’s job. Ownership also means responsibility and accountability. Have 
 enough resources to improve. • Teamwork and self-organization: empowered individuals should actively seek to collaborate with each other. Teams should be able to 
 plan and execute for improvement. • Respect and Recognition: use constructive feedback and, especially, give recognition for individual and team contributions to company 
 improvement. 

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  exercise: kaizen enablers •Purpose • Learning and Long-term vision • Whole system approach • Constant communication and sustained effort • Quality first •Courage and the absence of fear • Transparency • Empowerment and ownership • Teamwork and self- organization •Respect and Recognition
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  Kaizen events Different kinds retrospectives 10rules for good retrospectives retrospective canvas
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  exercise: product retrospective
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  exercise: product retrospective Thingswe liked: maximize impediments: remove or reduce ideas, things to try Kudos! Last retrospective plan: what we tried, how were the results New plan: 4 - 5 things we are going to try, detailed as a plan
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  product metrics Course structure Kaizen cultureCustomer-focused product definition Product Development via build-measure- learn Kaizen enablers agile kaizen intro Metrics & goals actionable metrics funnel metrics product management & product development traditional vs. agile pm process defining opportunities: customer, problem, solution validating your assumptions: MVE, MVP, MMFS communicating your vision: product strategy & scope defining your product: structure & stories managing your backlogusing model canvas to gather your assumptions Kaizen events
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  EXERCISE: PROduct management What’sproduct Management? HOW DO YOU DECIDE WHAT TO BUILD? HOW DO YOU KNOW WHEN ARE YOU READY TO START BUILDING?
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  PROduct management The “requirementsgathering era”
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  PROduct management The “requirementsgathering era”
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  PROduct management The “requirementsgathering era”
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  PROduct management The “requirementsgathering era”
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  PROduct management The “requirementsgathering era”
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  PROduct management The “requirementsgathering era”
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  PROduct management Faster horses- Product Death Cycle (david j. bland) Nobody uses our product Ask customer what features Are missing Build missing features
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  PROduct management Faster horses- Product Death Cycle (david j. bland) Nobody uses our product Ask customer what features Are missing Build missing features Junk garage syndrome!
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  PROduct management PRODUCT MANAGEMENTVS PRODUCT DEVELOPMENT The visionary myth
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  PROduct management faster? more?- MAXIMIZE OUTCOME, NOT OUTPUT the terrible truth Too few features Too many features Magic features Meh... hate them sweet spot ++$$ ++t ++Risk
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  Agile product development oldstyle project management closed projects - All or nothing
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  Agile product development “Projectdriven development”
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  Agile product development Sharedunderstanding - learn the context collaboration, communication, conversations early and frequent delivery of valuable product increments adapting to change Continuous improvement
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  Agile product development iterativeand incremental development
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  Agile product development iterativeand incremental development Not “half baked cake”!!
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  exercise (20 min) Agileis better / more effective / more efficient than waterfall because... waterfall is better / more effective / more efficient than Agile because...
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  Agile product development client-vendoranti-pattern: from waiters to doctors
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  Agile product development crossfunctional collaboration COLLABORATIVE WORKSHOPS VS MEETINGS valuable, feasible, usable keep conversations happening
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  Agile product development theproduct management / core discovery team
 “the three amigos” - triads
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  Agile product development theproduct management / core discovery team

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  lean startup the blackhole in agility
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  lean startup Basically: besure there’s a market that wants your product, before you build it Problems users have Problems R&D team solves ???
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  lean startup customer development build-measure-learn validatedlearning assumptions and pivots
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  Start with aVision “Organize world's information, make it universally accessible” “Find and discover anything you might want to buy online” “ (Be) Worldwide Authority on Kids, Families and Fun” “Be #1 car company in America & one of the great American brands” “(Find) my iPhone” “Flirt with people near me” “File too big for email” “Put a Man on the moon and back alive before 1970” “Run your own hospital online”
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  Vision: verb, target,outcome “Organize world's information, make it universally accessible” “Find and discover anything you might want to buy online” “ (Be) Worldwide Authority on Kids, Families and Fun” “Be #1 car company in America & one of the great American brands” “(Find) my iPhone” “Flirt with people near me” “File too big for email” “Put a Man on the moon and back alive before 1970” “Run your own hospital online”
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  Vision: make itabout your customer “Organize world's information, make it universally accessible” “Find and discover anything you might want to buy online” “ (Be) Worldwide Authority on Kids, Families and Fun” “Be #1 car company in America & one of the great American brands” “(Find) my iPhone” “Flirt with people near me” “File too big for email” “Put a Man on the moon and back alive before 1970” “Run your own hospital online”
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  Exercise: 20 minutes craftyour company / department / product / project / team / course group’s vision verb, target, outcome use words, pictures, metaphors, stories memorable, relevant, client focused, ambitious, feasible, tangible, time bound...
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  pm “process” Capture opportunities(canvas) select / prioritize opportunities (executive board) validate opportunities (core discovery team) schedule opportunities (portfolio management) deep-define opportunities (inception) break down opportunities (grooming) execute opportunities (backlog) validate opportunities (demo)
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  pm “process”
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  pm “process”
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  Strategy meeting Strategymeeting Portfolio Management - portfolio review meetings projects to be launched vision, goals, priorities…..
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  Strategy meeting Strategymeeting Portfolio Management - portfolio review meetings sprint Planning, grooming, demo release planning - product review vision, goals, priorities….. projects to be launched Business epics Business epics storiesstoriesstories stories
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  Strategy meeting Strategymeeting Portfolio Management - portfolio review meetings sprint Planning, grooming, demo release planning - product review projects to be launched vision, goals, priorities….. Business epics Business epics storiesstories storiesstories
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  Opportunies project-product-problem space
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  Opportunies project-product-problem space *
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  Opportunies Dude’s Law understand customersand users understand problems and envision solutions validate completeness
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  Opportunies frame ideas throughconversations craft a vision mile wide, inch deep PLAN AHEAD (1-2 WEEK FOR 3-5 MONTHS)
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  opportunity canvas (C) JeffPatton - “User story mapping”
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  Business Model GenerationCanvas (C) alex osterwalder Partners Costs Revenues Activities Resources Value Clients Channels Relationship
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  Value proposition canvas (C)alex osterwalder
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  Lean canvas (C) ashmaurya
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  opportunities: Design thinking Empathize:understand your users define: frame the problem Ideation: brainstorm, generate ideas prototyping: physical form. show, don’t tell test: validate and refine
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  opportunities: Design thinking Empathize:user personas, impact mapping, empathy maps, user journeys, interviews…….. define: research, root cause analysis, journey maps ideation: brainstorm, reverse, break the pattern, get a rule out, impose constraints... prototyping: story boards, low.fi prototype... test: mvp, poll, smoke test Resource: bootcamp bootleg
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  EXErcise: opportunity canvas (C)Jeff Patton - “User story mapping”
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  product metrics Course structure Kaizen cultureCustomer-focused product definition Product Development via build-measure- learn Kaizen enablers agile kaizen intro Metrics & goals actionable metrics funnel metrics product management & product development traditional vs. agile pm process defining opportunities: customer, problem, solution validating your assumptions: MVE, MVP, MMFS communicating your vision: product strategy & scope defining your product: structure & stories managing your backlogusing model canvas to gather your assumptions Kaizen events
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  Assumptions! Core assumptions customer-problem-solution elevator pitch firststage validation validate vs. confirm
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  User assumption User centereddesign “the user” users and customers Fine grain roles relationships user personas orgzonas
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  user persona
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  user persona
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  Exercise: user persona
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  assumptions persona = assumption youare not your customer personas: doing it wrong research and validate - interview, observe…….. keep personas at the center of your conversations
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  validating your assumptions pre-MVPvalidation (TTYFU) POST-MVP Validation (TTYFU) iterate your assumptions using a product
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  Video: nordstrom innovationlabs
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  mve / mvp minimumis less than minimum create value Now what about “all or nothing”? product is not product - Mve mvp vs mmfs mvp vs quality
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  validation: goal modelling definekey outcomes and results how can we tell we are successfull? how would busines change? define key metrics for each goal
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  EXERCISE: MVE SEVILLE’S HOTELSTORY….
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  PIVOT Select riskiest assumptions Runexperiment if wrong: pivot one of your assumptions celebrate learning: learn, not launch
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  Some MVES /mvps - Simple prototype - HiFi prototype (MockUps) - Brochure, Slides, Storyboards - Survey - Wizard of Oz (Flinstoning, concierge ) - Flash video - Smoke test / 404 - A/B testing, Sub-set testing - Batching - Outsourcing - Walled garden - Alpha environment
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  Validation board
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  mvp problems - confirmationbias - false negative - all or nothing - visionary complex - too busy to learn - needs more quality / features
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  opportunity —> Product Validated!Product - market fit core vision defined core assumptions tested: customer, PROBLEM, solution.. now, let’s build it! if the development team has still not been involved, now it’s time!
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  garrett ux stack strategy:product vision, concept, main actors, goals, use context... scope: specific roles and journeys<- first epics structure: workflows, sitemaps, navigation, tasks skeleton: UX, interface, user flow, user interaction surface: look and feel, design
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  - Why arewe here? - Vision / Pitch - Product Box - What it’s NOT - Meet your neighbours / Project community - Show the solution strategy - scope: inception deck - What doesn’t let us sleep - Estimate size - Trade-offs - How long it’s going to take Resource “The agile samurai”
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  Why are wedoing this? what are the goals? who can make it? who can stop it? who can help? how can we change people’s behavior? how can they help? how can they stop us? what can we do to reach our goals? what can we deliver? strategy - scope: impact map
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  strategy - scope:impact map
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  strategy - scope:impact map
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  strategy-scope: goal modelling definekey outcomes and results how can we tell we are successfull? how would busines change? define key metrics for each goal
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  strategy-scope: metrix matrix management3.0 add several stakeholder views add several project dimensions measure different perspectives perspective) dimension) s"ckies' ac"ons' evals' cycle'"me' views' 1.) Time) 2.) Tools) 3.) People) 4.) Value) 5.) Functionality) 6.) Quality) 7.) Process) happy' 1. Employee) 2. Team) 3. Organization) 4. Customer) 5. Manager) 6. Supplier) 7. Community)
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  scope: user personas
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  scope: user journeys
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  scope - structure:story boards
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  structure: story maps JeffPatton (httP://slideshare.net/nashjain/user-story-mapping)
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  Structure: story maps Rememberthis slide? Not “half baked cake”!!
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  structure: story maps JeffPatton (httP://slideshare.net/nashjain/user-story-mapping)
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  structure: story maps JeffPatton (httP://slideshare.net/nashjain/user-story-mapping)
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  structure: story maps walkingskeleton end-to-end vs. module-based good, better, best see it work - make it better - make it releseable group stories in themes (release, component, track, activity...) show progres on map