agile kaizen: agile product management - course slides
TRANSCRIPT
More at http://Slideshare.net/proyectalis
London, march 2015
Agile product management
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>
andrea darabos
[email protected] www.leanadvantage.com
Twitter: @adarabos (would love some instant feedback!)
<vanity>
our Pleasure! </vanity>
Some logisticsTime shcedule?
Lunch? Restrooms? water? snakcs?
Pictures? LAptops, ipads
CHECK: FEEDBACK DOOR, RESOURCES BOARD, KUDOS BOARD, insights board
Free shoulder pain test- Can you all rise your right (or left) hand?
Who do we have here today?
AVENGERS: ASSEMBLE!
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
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
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
Agile kaizenwhat’s kaizen
Kaizen / kaikaku
Agile kaizenkaizen culture
Team / people kaizen process kaizen product kaizen
Agile kaizenCulture: noble cause, values, behaviors, artifacts
story telling cultural enablers / failure causes
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.
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
Kaizen events
Different kinds retrospectives
10 rules for good retrospectives retrospective canvas
exercise: product retrospective
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
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
EXERCISE: PROduct managementWhat’s product Management?
HOW DO YOU DECIDE WHAT TO BUILD? HOW DO YOU KNOW WHEN ARE YOU READY TO START BUILDING?
PROduct managementThe “requirements gathering era”
PROduct managementThe “requirements gathering era”
PROduct managementThe “requirements gathering era”
PROduct managementThe “requirements gathering era”
PROduct managementThe “requirements gathering era”
PROduct managementThe “requirements gathering era”
PROduct managementFaster horses - Product Death Cycle (david j. bland)
Nobody uses our product
Ask customer what features Are missing
Build missing features
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!
PROduct managementPRODUCT MANAGEMENT VS PRODUCT DEVELOPMENT
The visionary myth
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
Agile product developmentold style project management
closed projects - All or nothing
Agile product development“Project driven development”
Agile product developmentShared understanding - learn the context collaboration, communication, conversations
early and frequent delivery of valuable product increments adapting to change
Continuous improvement
Agile product developmentiterative and incremental development
Agile product developmentiterative and incremental development
Not “half baked cake”!!
exercise (20 min)Agile is better / more effective / more efficient than waterfall because... waterfall is better / more effective / more efficient than Agile because...
Agile product developmentclient-vendor anti-pattern: from waiters to doctors
Agile product developmentcross functional collaboration
COLLABORATIVE WORKSHOPS VS MEETINGS valuable, feasible, usable
keep conversations happening
Agile product developmentthe product management / core discovery team
“the three amigos” - triads
Agile product developmentthe product management / core discovery team
lean startupthe black hole in agility
lean startupBasically: be sure there’s a market that wants your product, before you build it
Problems users have Problems R&D team solves
???
lean startup
customer development build-measure-learn validated learning
assumptions and pivots
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”
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”
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”
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...
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)
pm “process”
pm “process”
Strategy meeting Strategy meeting
Portfolio Management - portfolio review meetings projects to be launched
vision, goals, priorities…..
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
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
Opportuniesproject-product-problem space
Opportuniesproject-product-problem space
*
OpportuniesDude’s Law
understand customers and users understand problems and envision solutions
validate completeness
Opportuniesframe ideas through conversations
craft a vision mile wide, inch deep
PLAN AHEAD (1-2 WEEK FOR 3-5 MONTHS)
opportunity canvas
(C) Jeff Patton - “User story mapping”
Business Model Generation Canvas
(C) alex osterwalder
Partners
Costs Revenues
Activities
Resources
Value Clients
Channels
Relationship
Value proposition canvas
(C) alex osterwalder
Lean canvas
(C) ash maurya
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
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
EXErcise: opportunity canvas
(C) Jeff Patton - “User story mapping”
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
Assumptions!Core assumptions
customer-problem-solution elevator pitch
first stage validation validate vs. confirm
User assumptionUser centered design “the user”
users and customers Fine grain roles relationships user personas
orgzonas
user persona
user persona
Exercise: user persona
assumptionspersona = assumption
you are not your customer personas: doing it wrong
research and validate - interview, observe…….. keep personas at the center of your conversations
validating your assumptionspre-MVP validation (TTYFU) POST-MVP Validation (TTYFU)
iterate your assumptions using a product
Video: nordstrom innovation labs
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
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
EXERCISE: MVESEVILLE’S HOTEL STORY….
PIVOTSelect riskiest assumptions
Run experiment if wrong: pivot one of your assumptions celebrate learning: learn, not launch
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
Validation board
mvp problems- confirmation bias - false negative - all or nothing
- visionary complex - too busy to learn
- needs more quality / features
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!
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
- 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”
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
strategy - scope: impact map
strategy - scope: impact map
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
strategy-scope: metrix matrixmanagement 3.0
add several stakeholder views add several project dimensions measure different perspectives
perspective)
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1.) Time)2.) Tools)3.) People)4.) Value)5.) Functionality)6.) Quality)7.) Process)
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Employ
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Organ
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scope: user personas
scope: user journeys
scope - structure: story boards
structure: story maps
Jeff Patton (httP://slideshare.net/nashjain/user-story-mapping)
Structure: story mapsRemember this slide?
Not “half baked cake”!!
structure: story maps
Jeff Patton (httP://slideshare.net/nashjain/user-story-mapping)
structure: story maps
Jeff Patton (httP://slideshare.net/nashjain/user-story-mapping)
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
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
stories
customer, problem, solution who, why, what
stories are not tasks card, conversation, confirmation
“done, done”
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
breaking down storieswhat can you defer (functionality, scalability, users, performance, automation, validation,
look’n feel...)? Look for “and”, “or”, “then”... breaker tool: conversations!!!!
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
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
surface: low-fi prototypes
as seen in...
Backlog management
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
prioritizationprioritize outcome and goals, not stories or features
you won’t make everyone happy have a publicly known selection and prioritization framework
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
release planning
estimation
EstimationThe nature of estimates
uncertainty cone
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!
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
metrics and goals- qualitative & quantitative metrics
- Building metrics into goals
example: quicken
(c) Dan olsen
example: quicken
http://www.slideshare.net/dan_o/early-stage-web-product-management-by-dan-olsen
(c) Dan olsen
example: quicken
http://www.slideshare.net/dan_o/early-stage-web-product-management-by-dan-olsen
(c) Dan olsen
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)
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)
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
example: quicken
funnel- Acquisition - activation - recurrence - referral - revenue
Conversion rate- Acquisition - activation - recurrence - referral - revenue
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
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
Other metrics- usability
- performance - Community
- competitors - …...
Exercise: restaurant actionable metrics- Acquisition: ??….. - activation: ??.. - recurrence: ??.. - referral: ??.. - revenue: ??..
- Other metrics: ??..
some math...- churn = 1 / life time (months)
- ltv = arpu / churn - sample goals: ltv > 3 * CAC, CAC payback < 12 months…, conversion rate > 2%
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
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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Thank you and... BLOG IT!!
(Oh, yes, and buy the books!) http://www.proyectalis.com/en/AngelMedinilla
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
Special thanks for this one to Eric Ries, alex osterwalder, ash maurya, and Jeff Patton