Building Better Products, June 2015
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Description of Extreme Programming and how it is implemented at Pivotal Labs. Includes managing team size and structure and the relationship between Designers, Developers, and Product Managers.
Building Better Products, June 2015
- 1. Building better Products Jason Fraser jafraser@pivotal.io @jfraser (twitter) June, 2015 at Pivotal Labs
- 2. @jfraser
- 3. @jfraser
- 5. @jfraser Innovation at Pivotal Pivotal Innovation Workshops ask clients to explore and validate fundamental product questions: Who is the Customer? What Problem are we solving for them? Is it a problem thats Worth Solving? Is our Solution the right solution? Is there a Market? Does market Scalability matter? Is the Business Model well thought out?
- 6. @jfraser
- 7. @jfraser Why Agile? Thinking big is not at odds with starting small. Eric Ries, Author - The Lean Startup The most successful project leaders from government and industry alike tend to deliver top-shelf stuff with a skeleton crew, a shoestring budget, and a cannonball schedule. Dan Ward, Author - F.I.R.E.
- 8. @jfraser The Agile Manifesto Individuals and Interactions over Processes and Tools Working Software over Comprehensive documentation Customer Collaboration over Contract Negotiation Responding to Change over Following a Plan
- 9. @jfraser Extreme Programming How little can we do and still build great software? Increase OPTIONS for business decisions Recover quickly from missteps Communication, Simplicity, Feedback, and Courage
- 10. @jfraser Why Simplicity? ! In discussing healthcare.gov, Larry Allen, president of Allen Federal Business Partners and a 24-year federal IT professional, called Accenture a very solid firm and said that all major contractors have some problems, because large IT projects are so complex. ! I think their error rate is pretty consistent with other large firms, Allen said. Does that excuse things they did wrong? No, but it does put it into context. Washington Post, Feb 9, 2014
- 11. @jfraser How do you approach a typical project? Analysis Plan Stakeholders Feedback Revise Budget Approval Execute Measure
- 13. @jfraser XP at Pivotal Labs Team Focused Honest Predictive rather than Prescriptive Test Driven Iterative
- 14. @jfraser Obligatory Joke How many safety directors does it take to change a lightbulb? Five. One to change it and four to hold the ladder
- 15. @jfraser XP is Team Focused
- 16. @jfraser Team Size Communicative overhead Social loa鍖ng Bystander E鍖ect
- 18. @jfraser Communicative overhead Person 1 Person 2 Person 3
- 19. @jfraser Communicative overhead Person 1 Person 2 Person 3 Person 4
- 20. @jfraser Communicative overhead Understanding happens between pairs People stop talking when they feel understood Decisions are made when people agree to stop talking Too many pairs slows everything down
- 26. @jfraser A Pivotal Labs Team
- 28. @jfraser Benefits of working as a Pair Team Continuity Reduced Errors Faster, more elegant solutions No hando鍖
- 29. @jfraser XP at Pivotal Labs Team Focused Honest Predictive rather than Prescriptive Test Driven Iterative
- 30. @jfraser XP is Honest Team Focused Honest Predictive rather than Prescriptive Test Driven Iterative
- 32. @jfraser XP at Pivotal Labs Team Focused Honest Predictive rather than Prescriptive Test Driven Iterative
- 33. @jfraser Predicting Progress Team Focused Honest Predictive rather than Prescriptive Test Driven Iterative
- 34. @jfraser XP at Pivotal Labs Team Focused Honest Predictive rather than Prescriptive Test Driven Iterative
- 35. @jfraser Test Driven Development Write the test first Write the code Test until you pass Deploy
- 36. @jfraser XP at Pivotal Labs Team Focused Honest Predictive rather than Prescriptive Test Driven Iterative
- 37. @jfraser Iterations not Sprints No sprints Commitment on Time, not Scope Focus on Customer Value Continuous Deployment
- 38. @jfraser Product Management for XP Team Focused Honest Predictive rather than Prescriptive Test Driven Iterative
- 39. @jfraser Product Owner Dev Dev Dev Dev Dev Dev Dev }Business Design Marketing Etc. Traditional Product Management
- 40. @jfraser UX&Design Dev & Eng blah blah blah PRODUCT IDEAS Biz/PM Pivotal Labs Product Management
- 41. @jfraser Pivotal Labs Product Managers: Create the specification as the project moves forward Prioritize highest customer value first Work directly with the developers planning iterations based on highest customer value and balanced by predictive workload (velocity and scoring) Manage both project risk and product risk Work with the client to refine the product vision on the fly
- 43. @jfraser Units of Customer Value
- 44. @jfraser Pivotal Labs Product Managers: Create the specification as the project moves forward Prioritize highest customer value first Work directly with the developers planning iterations based on highest customer value and balanced by predictive workload (velocity and scoring) Manage both project risk and product risk Work with the client to refine the product vision on the fly
- 45. @jfraser What does it all mean? We can build rock-solid software quickly and reliably with very little interpersonal drama.
- 46. @jfraser Leveling up The courage to speak truths, pleasant or unpleasant, fosters communication and trust. ! The courage to discard failing solutions and seek new ones encourages simplicity. ! The courage to seek real, concrete answers creates feedback. Kent Beck