agile kaizen: agile product management - course slides

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Page 1: Agile Kaizen: Agile Product Management - Course Slides

More at http://Slideshare.net/proyectalis

London, march 2015

Agile product management

Page 2: Agile Kaizen: Agile Product Management - Course Slides

Angel Medinilla

[email protected] www.proyectalis.com/en/AngelMedinilla

(Slides, Videos, Newsletter, Books, Blog, LinkedIn, Sketchnotes, Twitter...)

Twitter: @angel_m (would love some instant feedback!)

<vanity>

Page 3: Agile Kaizen: Agile Product Management - Course Slides
Page 4: Agile Kaizen: Agile Product Management - Course Slides

andrea darabos

[email protected] www.leanadvantage.com

Twitter: @adarabos (would love some instant feedback!)

<vanity>

Page 5: Agile Kaizen: Agile Product Management - Course Slides
Page 6: Agile Kaizen: Agile Product Management - Course Slides
Page 7: Agile Kaizen: Agile Product Management - Course Slides

our Pleasure! </vanity>

Page 8: Agile Kaizen: Agile Product Management - Course Slides

Some logisticsTime shcedule?

Lunch? Restrooms? water? snakcs?

Pictures? LAptops, ipads

CHECK: FEEDBACK DOOR, RESOURCES BOARD, KUDOS BOARD, insights board

Page 9: Agile Kaizen: Agile Product Management - Course Slides

Free shoulder pain test- Can you all rise your right (or left) hand?

Page 10: Agile Kaizen: Agile Product Management - Course Slides

Who do we have here today?

Page 11: Agile Kaizen: Agile Product Management - Course Slides

AVENGERS: ASSEMBLE!

Page 12: Agile Kaizen: Agile Product Management - Course Slides

product metrics

Course structure

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

Page 13: Agile Kaizen: Agile Product Management - Course Slides

product metrics

exercise: what do you 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

Page 14: Agile Kaizen: Agile Product Management - Course Slides

product metrics

Course structure

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

Page 15: Agile Kaizen: Agile Product Management - Course Slides

Agile kaizenwhat’s kaizen

Kaizen / kaikaku

Page 16: Agile Kaizen: Agile Product Management - Course Slides

Agile kaizenkaizen culture

Team / people kaizen process kaizen product kaizen

Page 17: Agile Kaizen: Agile Product Management - Course Slides

Agile kaizenCulture: noble cause, values, behaviors, artifacts

story telling cultural enablers / failure causes

Page 18: Agile Kaizen: Agile Product Management - Course Slides

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.

Page 19: Agile Kaizen: Agile Product Management - Course Slides

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

Page 20: Agile Kaizen: Agile Product Management - Course Slides

Kaizen events

Different kinds retrospectives

10 rules for good retrospectives retrospective canvas

Page 21: Agile Kaizen: Agile Product Management - Course Slides

exercise: product retrospective

Page 22: Agile Kaizen: Agile Product Management - Course Slides

exercise: product retrospective

Things we 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

Page 23: Agile Kaizen: Agile Product Management - Course Slides

product metrics

Course structure

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

Page 24: Agile Kaizen: Agile Product Management - Course Slides

EXERCISE: PROduct managementWhat’s product Management?

HOW DO YOU DECIDE WHAT TO BUILD? HOW DO YOU KNOW WHEN ARE YOU READY TO START BUILDING?

Page 25: Agile Kaizen: Agile Product Management - Course Slides

PROduct managementThe “requirements gathering era”

Page 26: Agile Kaizen: Agile Product Management - Course Slides

PROduct managementThe “requirements gathering era”

Page 27: Agile Kaizen: Agile Product Management - Course Slides

PROduct managementThe “requirements gathering era”

Page 28: Agile Kaizen: Agile Product Management - Course Slides

PROduct managementThe “requirements gathering era”

Page 29: Agile Kaizen: Agile Product Management - Course Slides

PROduct managementThe “requirements gathering era”

Page 30: Agile Kaizen: Agile Product Management - Course Slides

PROduct managementThe “requirements gathering era”

Page 31: Agile Kaizen: Agile Product Management - Course Slides

PROduct managementFaster horses - Product Death Cycle (david j. bland)

Nobody uses our product

Ask customer what features Are missing

Build missing features

Page 32: Agile Kaizen: Agile Product Management - Course Slides

PROduct managementFaster horses - Product Death Cycle (david j. bland)

Nobody uses our product

Ask customer what features Are missing

Build missing features

Junk garage syndrome!

Page 33: Agile Kaizen: Agile Product Management - Course Slides

PROduct managementPRODUCT MANAGEMENT VS PRODUCT DEVELOPMENT

The visionary myth

Page 34: Agile Kaizen: Agile Product Management - Course Slides

PROduct managementfaster? more? - MAXIMIZE OUTCOME, NOT OUTPUT

the terrible truth

Too few features

Too many features

Magic features Meh...hate them

sweet spot++$$

++t ++Risk

Page 35: Agile Kaizen: Agile Product Management - Course Slides

Agile product developmentold style project management

closed projects - All or nothing

Page 36: Agile Kaizen: Agile Product Management - Course Slides

Agile product development“Project driven development”

Page 37: Agile Kaizen: Agile Product Management - Course Slides

Agile product developmentShared understanding - learn the context collaboration, communication, conversations

early and frequent delivery of valuable product increments adapting to change

Continuous improvement

Page 38: Agile Kaizen: Agile Product Management - Course Slides

Agile product developmentiterative and incremental development

Page 39: Agile Kaizen: Agile Product Management - Course Slides

Agile product developmentiterative and incremental development

Not “half baked cake”!!

Page 40: Agile Kaizen: Agile Product Management - Course Slides

exercise (20 min)Agile is better / more effective / more efficient than waterfall because... waterfall is better / more effective / more efficient than Agile because...

Page 41: Agile Kaizen: Agile Product Management - Course Slides

Agile product developmentclient-vendor anti-pattern: from waiters to doctors

Page 42: Agile Kaizen: Agile Product Management - Course Slides

Agile product developmentcross functional collaboration

COLLABORATIVE WORKSHOPS VS MEETINGS valuable, feasible, usable

keep conversations happening

Page 43: Agile Kaizen: Agile Product Management - Course Slides

Agile product developmentthe product management / core discovery team

“the three amigos” - triads

Page 44: Agile Kaizen: Agile Product Management - Course Slides

Agile product developmentthe product management / core discovery team

Page 45: Agile Kaizen: Agile Product Management - Course Slides

lean startupthe black hole in agility

Page 46: Agile Kaizen: Agile Product Management - Course Slides

lean startupBasically: be sure there’s a market that wants your product, before you build it

Problems users have Problems R&D team solves

???

Page 47: Agile Kaizen: Agile Product Management - Course Slides

lean startup

customer development build-measure-learn validated learning

assumptions and pivots

Page 48: Agile Kaizen: Agile Product Management - Course Slides

Start with a Vision “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”

Page 49: Agile Kaizen: Agile Product Management - Course Slides

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”

Page 50: Agile Kaizen: Agile Product Management - Course Slides

Vision: make it about 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”

Page 51: Agile Kaizen: Agile Product Management - Course Slides

Exercise: 20 minutescraft your 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...

Page 52: Agile Kaizen: Agile Product Management - Course Slides

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)

Page 53: Agile Kaizen: Agile Product Management - Course Slides

pm “process”

Page 54: Agile Kaizen: Agile Product Management - Course Slides

pm “process”

Page 55: Agile Kaizen: Agile Product Management - Course Slides

Strategy meeting Strategy meeting

Portfolio Management - portfolio review meetings projects to be launched

vision, goals, priorities…..

Page 56: Agile Kaizen: Agile Product Management - Course Slides

Strategy meeting Strategy meeting

Portfolio Management - portfolio review meetings

sprint Planning, grooming, demo

release planning - product review

vision, goals, priorities…..

projects to be launched

Business epics Business epics

stories stories stories stories

Page 57: Agile Kaizen: Agile Product Management - Course Slides

Strategy meeting Strategy meeting

Portfolio Management - portfolio review meetings

sprint Planning, grooming, demo

release planning - product review

projects to be launched

vision, goals, priorities…..

Business epics Business epics

stories stories stories stories

Page 58: Agile Kaizen: Agile Product Management - Course Slides

Opportuniesproject-product-problem space

Page 59: Agile Kaizen: Agile Product Management - Course Slides

Opportuniesproject-product-problem space

*

Page 60: Agile Kaizen: Agile Product Management - Course Slides

OpportuniesDude’s Law

understand customers and users understand problems and envision solutions

validate completeness

Page 61: Agile Kaizen: Agile Product Management - Course Slides

Opportuniesframe ideas through conversations

craft a vision mile wide, inch deep

PLAN AHEAD (1-2 WEEK FOR 3-5 MONTHS)

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opportunity canvas

(C) Jeff Patton - “User story mapping”

Page 63: Agile Kaizen: Agile Product Management - Course Slides

Business Model Generation Canvas

(C) alex osterwalder

Partners

Costs Revenues

Activities

Resources

Value Clients

Channels

Relationship

Page 64: Agile Kaizen: Agile Product Management - Course Slides

Value proposition canvas

(C) alex osterwalder

Page 65: Agile Kaizen: Agile Product Management - Course Slides

Lean canvas

(C) ash maurya

Page 66: Agile Kaizen: Agile Product Management - Course Slides

opportunities: Design thinkingEmpathize: understand your users

define: frame the problem Ideation: brainstorm, generate ideas

prototyping: physical form. show, don’t tell test: validate and refine

Page 67: Agile Kaizen: Agile Product Management - Course Slides

opportunities: Design thinkingEmpathize: 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

Page 68: Agile Kaizen: Agile Product Management - Course Slides

EXErcise: opportunity canvas

(C) Jeff Patton - “User story mapping”

Page 69: Agile Kaizen: Agile Product Management - Course Slides

product metrics

Course structure

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

Page 70: Agile Kaizen: Agile Product Management - Course Slides

Assumptions!Core assumptions

customer-problem-solution elevator pitch

first stage validation validate vs. confirm

Page 71: Agile Kaizen: Agile Product Management - Course Slides

User assumptionUser centered design “the user”

users and customers Fine grain roles relationships user personas

orgzonas

Page 72: Agile Kaizen: Agile Product Management - Course Slides

user persona

Page 73: Agile Kaizen: Agile Product Management - Course Slides

user persona

Page 74: Agile Kaizen: Agile Product Management - Course Slides

Exercise: user persona

Page 75: Agile Kaizen: Agile Product Management - Course Slides

assumptionspersona = assumption

you are not your customer personas: doing it wrong

research and validate - interview, observe…….. keep personas at the center of your conversations

Page 76: Agile Kaizen: Agile Product Management - Course Slides

validating your assumptionspre-MVP validation (TTYFU) POST-MVP Validation (TTYFU)

iterate your assumptions using a product

Page 77: Agile Kaizen: Agile Product Management - Course Slides

Video: nordstrom innovation labs

Page 78: Agile Kaizen: Agile Product Management - Course Slides

mve / mvpminimum is less than minimum

create value Now what about “all or nothing”? product is not product - Mve

mvp vs mmfs mvp vs quality

Page 79: Agile Kaizen: Agile Product Management - Course Slides

validation: goal modelling

define key outcomes and results how can we tell we are successfull?

how would busines change? define key metrics for each goal

Page 80: Agile Kaizen: Agile Product Management - Course Slides

EXERCISE: MVESEVILLE’S HOTEL STORY….

Page 81: Agile Kaizen: Agile Product Management - Course Slides

PIVOTSelect riskiest assumptions

Run experiment if wrong: pivot one of your assumptions celebrate learning: learn, not launch

Page 82: Agile Kaizen: Agile Product Management - Course Slides

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

Page 83: Agile Kaizen: Agile Product Management - Course Slides

Validation board

Page 84: Agile Kaizen: Agile Product Management - Course Slides

mvp problems- confirmation bias - false negative - all or nothing

- visionary complex - too busy to learn

- needs more quality / features

Page 85: Agile Kaizen: Agile Product Management - Course Slides

opportunity —> ProductValidated! 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!

Page 86: Agile Kaizen: Agile Product Management - Course Slides

garrett ux stackstrategy: 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

Page 87: Agile Kaizen: Agile Product Management - Course Slides

- Why are we 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”

Page 88: Agile Kaizen: Agile Product Management - Course Slides

Why are we doing 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

Page 89: Agile Kaizen: Agile Product Management - Course Slides

strategy - scope: impact map

Page 90: Agile Kaizen: Agile Product Management - Course Slides

strategy - scope: impact map

Page 91: Agile Kaizen: Agile Product Management - Course Slides

strategy-scope: goal modelling

define key outcomes and results how can we tell we are successfull?

how would busines change? define key metrics for each goal

Page 92: Agile Kaizen: Agile Product Management - Course Slides

strategy-scope: metrix matrixmanagement 3.0

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'

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Employ

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2. 

Team

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3. 

Organ

ization)

4. 

Custom

er)

5. 

Man

ager)

6. 

Supp

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7. 

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ity)

Page 93: Agile Kaizen: Agile Product Management - Course Slides

scope: user personas

Page 94: Agile Kaizen: Agile Product Management - Course Slides

scope: user journeys

Page 95: Agile Kaizen: Agile Product Management - Course Slides

scope - structure: story boards

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structure: story maps

Jeff Patton (httP://slideshare.net/nashjain/user-story-mapping)

Page 97: Agile Kaizen: Agile Product Management - Course Slides

Structure: story mapsRemember this slide?

Not “half baked cake”!!

Page 98: Agile Kaizen: Agile Product Management - Course Slides

structure: story maps

Jeff Patton (httP://slideshare.net/nashjain/user-story-mapping)

Page 99: Agile Kaizen: Agile Product Management - Course Slides

structure: story maps

Jeff Patton (httP://slideshare.net/nashjain/user-story-mapping)

Page 100: Agile Kaizen: Agile Product Management - Course Slides

structure: story mapswalking skeleton

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

Page 101: Agile Kaizen: Agile Product Management - Course Slides

exercise: story map - what did you do this morning to arrive at work?

- break stories down - What about other days?

- identify themes (clothes, hygiene, breakfast...) - What could be included / excluded? what could be done differently?

- What if something went wrong? - explore minimum set; explore aspirational / high added value set

Page 102: Agile Kaizen: Agile Product Management - Course Slides

stories

customer, problem, solution who, why, what

stories are not tasks card, conversation, confirmation

“done, done”

Page 103: Agile Kaizen: Agile Product Management - Course Slides

breaking down storiesbusiness size (goal) -> user size (need) -> development size (1-3 days)

faster, smaller, less riskier, more affordable products show progress, capture feedback, accelerate learning

don’t break huge things into tasks - build smaller things with smaller tasks

Page 104: Agile Kaizen: Agile Product Management - Course Slides

breaking down storieswhat can you defer (functionality, scalability, users, performance, automation, validation,

look’n feel...)? Look for “and”, “or”, “then”... breaker tool: conversations!!!!

Page 105: Agile Kaizen: Agile Product Management - Course Slides

exercise: elephant carpaccio- 3 Inputs: How many items, price per item, 2-letter state code

- Output total price - Discounts:

- $1K : 3% $5K : 5% $7K : 7% $10k : 10% $50k : 15% - State tax (over discounted price):

- UT : 6.85% NV : 8% TX : 6.25% Al : 4% CA : 8.25% - We want 10-20 User Stories (Slices)

- Each Slice: UI, input, output, visibly different from previous slice - 5 states comes before any discounts

- Validation and fancy GUI after 5 states, 5 discounts

Page 106: Agile Kaizen: Agile Product Management - Course Slides

slicing heuristicsworkflow steps

user roles user tasks / activities

screens screen elements

happy / unhappy path functionality

zero, one, many test cases / use cases acceptance criteria

business rules

complexity, risk data types / interfaces

single / multi user transient / persistent external dependencies manual / automate

api / UI / gui alternate paths

components platforms

UX requirements

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surface: low-fi prototypes

Page 108: Agile Kaizen: Agile Product Management - Course Slides

as seen in...

Page 109: Agile Kaizen: Agile Product Management - Course Slides

Backlog management

Page 110: Agile Kaizen: Agile Product Management - Course Slides

prioritizationbacklog is a funnel, not a tunnel

there’s always more to do than capactity focus means saying “no” -> if you can’t say no, your “yes” means nothing

you need regular backlog grooming and trimming

Page 111: Agile Kaizen: Agile Product Management - Course Slides

prioritizationprioritize outcome and goals, not stories or features

you won’t make everyone happy have a publicly known selection and prioritization framework

Page 112: Agile Kaizen: Agile Product Management - Course Slides

prioritization frameworks- “hippo” (highest paid person’s oppinion ;)

- Kano model (must have, one dimensionals, delighters) - differenciator, spoiler, cost reduction, table stakes

- satisfaction vs. importance - risk vs. opportunity

- cost vs. benefit - cost of delay

- “buy me a feature” - user poll

- urgent vs. important - goal scoring / theme screening

Page 113: Agile Kaizen: Agile Product Management - Course Slides

release planning

Page 114: Agile Kaizen: Agile Product Management - Course Slides

estimation

Page 115: Agile Kaizen: Agile Product Management - Course Slides

EstimationThe nature of estimates

uncertainty cone

Page 116: Agile Kaizen: Agile Product Management - Course Slides

Estimation“two additional stories for every story”(Alistair cockburn)

uncertainty grows exponentially with size estimation vs. forecasting

uncertainty buffers / joe’s bucket / scrumban build less!

Page 117: Agile Kaizen: Agile Product Management - Course Slides

product metrics

Course structure

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

Page 118: Agile Kaizen: Agile Product Management - Course Slides

metrics and goals- qualitative & quantitative metrics

- Building metrics into goals

Page 119: Agile Kaizen: Agile Product Management - Course Slides

example: quicken

(c) Dan olsen

Page 120: Agile Kaizen: Agile Product Management - Course Slides

example: quicken

http://www.slideshare.net/dan_o/early-stage-web-product-management-by-dan-olsen

(c) Dan olsen

Page 121: Agile Kaizen: Agile Product Management - Course Slides

example: quicken

http://www.slideshare.net/dan_o/early-stage-web-product-management-by-dan-olsen

(c) Dan olsen

Page 122: Agile Kaizen: Agile Product Management - Course Slides

building metrics into goals- we believe that (customer segment) type of users have (problem description) type of

problem, which can be solved by (solution). We will know we are right when (quantitative metric outcome) and (qualitative metric outcome), which will lead to (KPI)

Page 123: Agile Kaizen: Agile Product Management - Course Slides

building metrics into goals- we believe that (new users) type of users have (completing the registration process) type of problem, which can be solved by (an improved ux on the registration process). We will know we are right when (percentage of drop offs diminishes) and (user satisfaction

increases), which will lead to (increased conversion rate)

Page 124: Agile Kaizen: Agile Product Management - Course Slides

actionable metrics vs. vanity metrics- metrics should hurt

- a change in a metric should move us to do something - everything we do should be an attempt to influence a metric

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example: quicken

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funnel- Acquisition - activation - recurrence - referral - revenue

Page 127: Agile Kaizen: Agile Product Management - Course Slides

Conversion rate- Acquisition - activation - recurrence - referral - revenue

Page 128: Agile Kaizen: Agile Product Management - Course Slides

funnel metrics (web)- Acquisition: CAC, campaign efficiency, channel effectiveness, unique visitors…..

- activation: time spent, bounce rate, registration completion - recurrence: repeat visitors, LTV, churn, cohort analysis

- referral: net promoter score, viral coefficient, customer satisfaction - revenue: ARPU, MRR

Page 129: Agile Kaizen: Agile Product Management - Course Slides

kpi’s- Acquisition: CAC, campaign efficiency, channel effectiveness, unique visitors…..

- activation: time spent, bounce rate, registration completion - recurrence: repeat visitors, LTV, churn, cohort analysis

- referral: net promoter score, viral coefficient, customer satisfaction - revenue: ARPU, MRR

Page 130: Agile Kaizen: Agile Product Management - Course Slides

Other metrics- usability

- performance - Community

- competitors - …...

Page 131: Agile Kaizen: Agile Product Management - Course Slides

Exercise: restaurant actionable metrics- Acquisition: ??….. - activation: ??.. - recurrence: ??.. - referral: ??.. - revenue: ??..

- Other metrics: ??..

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some math...- churn = 1 / life time (months)

- ltv = arpu / churn - sample goals: ltv > 3 * CAC, CAC payback < 12 months…, conversion rate > 2%

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retention is key!- high cost of acquiring customers = many customer unprofitable during their early life - increasing customer retention rates by 5% increases profits by 25% to 95% across a

wide range of industries (fred reichheld, “the loyalty effect”) - 1% to 2% retention = 2*LTV, 1/2 CAC

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be careful!- Not everything that counts can be counted

- be careful with moral hazard - be careful with analysis paralysis

- correlation is not causation - don’t cargo cult metrics

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More at http://Slideshare.net/proyectalis

Thank you and... BLOG IT!!

(Oh, yes, and buy the books!) http://www.proyectalis.com/en/AngelMedinilla

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More at http://Slideshare.net/proyectalis

http://creativecommons.org/licenses/by-nc-nd/3.0/

This presentation is based upon the ideas and work of many people. And while I’ve tried to recognize copyrights and give credit and attribution where possible, I cannot possibly list them all, so if you feel like there’s something that should be added, changed or

removed from this presentation, please drop me an e-mail at

[email protected]

Special thanks for this one to Eric Ries, alex osterwalder, ash maurya, and Jeff Patton

Page 137: Agile Kaizen: Agile Product Management - Course Slides