Lean Discovery - Scrum Australia 2016
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The document discusses the importance of discovery in the product development process, emphasizing alignment on vision and goals, and the need for collaboration among team members. It outlines steps for effective discovery, including framing problems, understanding customer needs, and planning work while avoiding assumptions. The author also highlights the Agile Manifesto principles that prioritize communication and teamwork in delivering valuable products.
Lean Discovery - Scrum Australia 2016
- 1. Lean Discovery Chris Chan Social Architect & Knowledge Work Artist (Enterprise Agile Coach)
- 2. 2 Where does the backlog come from? Chris Chan | @c2reflexions
- 3. 3 Focus on the details too soon Clear cause and effect from work to outcomes Disconnected pile of leaves; Unclear relationships Stories only get small and detailed just-in-time for delivery Chris Chan | @c2reflexions
- 4. 4 Chris Chan | @c2reflexions
- 6. 6 The Underpants Gnome approach Chris Chan | @c2reflexions
- 7. 7 No understanding of the business plan Chris Chan | @c2reflexions
- 8. 8 #1 Task in the process is to Chris Chan | @c2reflexions
- 9. 9 #1 Task (re-phrased): Chris Chan | @c2reflexions
- 10. 10 Where does the backlog come from? Chris Chan | @c2reflexions
- 11. 11 Discovery the missing piece Chris Chan | @c2reflexions
- 12. 12 Discovery drives development Explore: Why are we here? What problem are we solving, and for whom? What will customers value? Does the solution meet their needs? Is it feasible to build with the tools and time we have? Deliver: Describe and plan details Progressively refine backlog into smaller details Design, develop and test Measure cycle time & evaluate progress Evaluate quality Adapted by Chris Chan (@c2reflexions) from Jeff Patton Chris Chan | @c2reflexions
- 13. 13 Product development is a team sport Agile Manifesto Value Individuals and Interactions over Processes and Tools Value Customer Collaboration over Contract Negotiation Principal #4 - Business people and developers must work together daily throughout the project Principal #5 - Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. Principal #6 - The most efficient and effective method of conveying information to and within a development team is face-to-face conversation Principal #11 - The best architectures, requirements, and designs emerge from self-organizing teams
- 14. 14 Discovery is about achieving shared understanding and alignment Adapted by Chris Chan (@c2reflexions) from images by Jonathan Rasmusson We are all in agreement then Visualise & model Oh! Collaboratively develop vision for execution and iteratively model What if we did this Shared understanding & common objectivesAh ha!
- 15. 15 Have the Three Amigos Represented
- 16. 16 Desirability FeasibilityViability Human (User/Customer Experience) Do customers want this? Technology (Development) Do we have the capability to pursue this? Does the technology exist today? Business (Product Owner) Can we afford it? Is it valuable to the organisation? Will it bring us financial benefits? Chris Chan | @c2reflexions
- 17. 17 Avoid assumptions on consensus We get traction when we leave Discovery: 1. Collective understanding of the vision and goals of the product 2. Start to agree on how we will work together moving forward
- 18. 18 Collaboratively co-author Top-down approach Connect people solving the problem with the problem space and why Increase your ability to build the right thing Chris Chan | @c2reflexions
- 19. 19 MVD MINIMUM VIABLE DISCOVERY Just enough to understand and get going Chris Chan | @c2reflexions
- 20. 20 5 Step Basic Discovery Flow Frame the problem Understand the business/ customer context Frame the solution Plan the work Commit to success Chris Chan | @c2reflexions Collaborative Workshop
- 22. 22 Chris Chan | @c2reflexions Image: http://www.biography.com/people/tom-jones-21026065
- 23. 23 Vision Pixar Pitch 1. Once upon a time there was 2. Every day 3. One day 4. Because of that 5. Because of that 6. Until finally Twitter Pitch <idea> #<benefit> Chris Chan | @c2reflexions Geoffry Moore Product Vision For <target customer> Who <statement of the need> The <product name> is a <product category> That <key benefit, compelling reason to buy> Unlike <primary competitive alternative> Our product <statement of primary differentiation>
- 24. 24 Pixar Pitch: The Plot of Finding Nemo 1. Once upon a time there was a widowed fish, named Marlin, who was extremely protective of his only son, Nemo. 2. Every day Marlin warned Nemo of the oceans dangers and implored him not to swim far away. 3. One day in an act of defiance, Nemo ignores his fathers warnings and swims into the open water. 4. Because of that he is captured by a diver and ends up in the fish tank of a dentist in Sydney. 5. Because of that Marlin sets off on a journey to recover Nemo, enlisting the help of other sea creatures along the way. 6. Until finally Marlin and Nemo find each other, reunite and learn that love depends on trust.
- 25. 25 Product Objectives and Success Measures Business drivers What are the Success Measures for the product? Revenue Market share New users Increased usage Increased customer satisfaction (NPS) Other? IRACIS Primary Driver Secondary Driver Tertiary Driver Improve Revenue Avoid Cost Improve Service Chris Chan | @c2reflexions
- 26. 26 Roman Pichler Start building the Roadmap We will come back to Features later Is a high-level, strategic plan Provides a longer-term outlook on the product Creates a continuity of purpose Sets expectations, aligns stakeholders, and facilitates prioritisation Chris Chan | @c2reflexions http://www.romanpichler.com/tools/product-roadmap/
- 27. 27 Trade-off sliders What is really important to the stakeholders, what are they prepared to trade-off Fixed / Critical Flexible / Unimportant User experience: Feature completeness: Quality: Speed to market: Security: Minimise cost: Chris Chan | @c2reflexions
- 29. 29 Personas Makes users more tangible, less ambiguous, easier to envision, easier to empathise with. Understand behaviours and user needs and goals. Chris Chan | @c2reflexions
- 30. 30 Empathy Map Chris Chan | @c2reflexions
- 31. 31 User Journeys Users (persona) experience Key interactions Identify opportunities for change and improvement Interactions Pain points Tasks Distractions Emotions Chris Chan | @c2reflexions Channels
- 33. 34 Architecture Vision and Technical Solution High level only Discuss and validate architectural approach Chris Chan | @c2reflexions
- 34. 35 Story Mapping is an approach to Organising and Prioritising user stories - Jeff Patton Story Mapping is for telling bigger stories Chris Chan | @c2reflexions
- 35. 36 Create Story Map Customer Journey End-to-end use Necessity UI details Flexibility . Features Business/User Goals Activity Customer journey image from www.servicedesigntools.org
- 37. 38 PLAN THE WORK
- 38. 39 Vision Roadmap Release Iteration Daily Multi-level planning Daily task planning by the individuals Every iteration (1-4 weeks) by PO & Team 1-3 months by PO & Team Quarterly by PO, Stakeholders & Team Yearly by PO, Executives
- 39. 40 Vision Roadmap Release Iteration Daily Multi-level planning Daily task planning by the individuals Every iteration (1-4 weeks) by Team & PO 1-3 months by Team & PO Quarterly by Team, PO, Stakeholders Yearly by PO, Stakeholders Discovery
- 40. 41 Small Medium Large Triple Shot!! Guesstimation: Size the Work Chris Chan | @c2reflexions
- 41. 42 Prioritise and identify the MVPs End-to-end use MVP MMF
- 42. 43 Slice releases from the story map End-to-end use First Release Second Release Third Release MVP
- 43. 44 Chris Chan | @c2reflexions Create the backlog First ReleaseMVP Product Backlog
- 44. 45 MVP Chris Chan | @c2reflexions
- 45. 46 Roman Pichler Update Product Roadmap Update Roadmap based on what we have discovered Add what features are needed from Story Map
- 46. 47 http://www.romanpichler.com/tools/product-roadmap/ Near term more confident Further out details are more vague Roadmap is not a fixed plan it will change! Chris Chan | @c2reflexions
- 47. 48 31 October February Q2 Q3 Version 1 Cheetah Version 1.5 Mountain Lion Version 2 Yosemite Version 3 Kangaroo Customer Acquisition Improved ordering experience Retention Customer Acquisition: new segment Basic catalog Pay using Paypal Facebook integration Stock availability Multiple shipping options Credit card payments 100 new user signups per day 20% of signups make a purchase Repeat purchases Enhanced visual design New products Promotions Mobile New users Referrals A sample roadmap
- 48. 49 Risks Chris Chan | @c2reflexions
- 50. 51 DISCOVERY Are we all committed to this? The outcome is a team is prepared to execute and able to adapt as they discover and learn more as they move forward. Chris Chan | @c2reflexions Did we achieve the workshop objectives?
- 51. 52 Considerations Timebox Discovery to 1 day to 2 weeks Co-location is essential No digital tools! Avoid committing to too much detail early Involve the right people, including key stakeholders Facilitation skills Dont be surprised to discover something new Visualisation is awesome! Chris Chan | @c2reflexions
- 52. 53 IMPERFECT Chris Chan | @c2reflexions
- 53. 54 Vision Product Goals & Outcomes Personas User Journeys Wireframes Technical Solution Architecture Vision & Design Principles#MVD Minimum Viable Discovery Product Roadmap Story Map R1 R2 R3 Deliver and deploy Identify MVPs and Releases Product Backlog Chris Chan | @c2reflexions
- 54. 55 The 3Ds - Discovery, Development and Delivery is ongoing Deliver it Frequently and Validate Chris Chan | @c2reflexions
- 55. 56 At the end of the Discovery the team will be ready to commence working Chris Chan | @c2reflexions
- 56. 57 @c2reflexions linkedin.com/in/chanchris c2reflexions.com chris.chan@objectconsulting.com.au chris@c2reflexions.com I hope to be a disruptive force to those who think the way we develop products and services is just fine