lean discovery - scrum australia 2016

Lean Discovery

Chris ChanSocial Architect & Knowledge Work Artist

(Enterprise Agile Coach)

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Where does the backlog come from?

Chris Chan | @c2reflexions

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Focus on the details too soon

Clear cause and effect from

work to outcomesDisconnected “pile of leaves”;

Unclear relationships

Stories only get small and detailed just-in-time for delivery


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No Alignment

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The Underpants Gnome approach


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No understanding of the business plan


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#1 Task in the process is to


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#1 Task (re-phrased):


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Where does the backlog come from?


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Discovery – the missing piece


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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


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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

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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 objectives“Ah ha!”

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Have the Three Amigos Represented

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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?


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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

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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


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MVDMINIMUM VIABLE DISCOVERY

Just enough to understand and get going


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5 Step Basic Discovery Flow

Frame

the

problem

Understand

the business/

customer

context

Frame

the

solution

Plan

the

work

Commit

to

success


Collaborative Workshop

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FRAME THE PROBLEM

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Chris Chan | @c2reflexions Image: http://www.biography.com/people/tom-jones-21026065

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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>


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>

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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 ocean’s dangers and

implored him not to swim far away.

3. One day … in an act of defiance, Nemo ignores his father’s

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.

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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


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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


http://www.romanpichler.com/tools/product-roadmap/

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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:


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UNDERSTAND THE

BUSINESS/CUSTOMER

CONTEXT

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Personas

Makes users more tangible, less ambiguous, easier to envision, easier to

empathise with.

Understand behaviours and user needs and goals.


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Empathy Map


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User Journeys

User’s (persona) experience

Key interactions

Identify opportunities for

change and improvement

Interactions Pain points

Tasks Distractions

Emotions


Channels

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FRAME THE SOLUTION

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Architecture Vision and Technical

Solution

High level only

Discuss and

validate

architectural

approach


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Story Mapping is

an approach to

Organising and

Prioritising user

stories- Jeff Patton

Story Mapping is for telling bigger stories


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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

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Mockups / Sketching

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PLAN THE WORK

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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

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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

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Small Medium Large TripleShot!!

Guesstimation: Size the Work


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Prioritise and identify the MVPs

End-to-end use

MVP

MMF

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Slice releases from the story map

End-to-end use

First Release

Second Release

Third Release

MVP

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Create the backlog

First ReleaseMVP Product Backlog

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MVP


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Roman Pichler

Update Product Roadmap

Update

Roadmap

based on what

we have

discovered

Add what

features are

needed from

Story Map

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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!


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31 October February Q2 Q3

Version 1Cheetah

Version 1.5Mountain Lion

Version 2Yosemite

Version 3Kangaroo

CustomerAcquisition

Improved orderingexperience

RetentionCustomerAcquisition: 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 usersReferrals

A sample roadmap

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Risks


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COMMIT TO SUCCESS

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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.


Did we achieve the

workshop objectives?

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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

Don’t be surprised to “discover” something new

Visualisation is awesome!


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IMPERFECT


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Vision

Product Goals

& Outcomes

Personas

User Journeys

Wireframes

Technical Solution

Architecture Vision &

Design Principles#MVDMinimum Viable Discovery

Product Roadmap

Story Map

R1

R2

R3

Deliver and deploy

Identify MVPs

and Releases

Product

Backlog


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The 3Ds - Discovery, Development and Delivery is ongoing

Deliver it

Frequently

and Validate


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At the end of the Discovery the team will

be ready to commence working


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@c2reflexions

linkedin.com/in/chanchris

c2reflexions.com

[email protected]

[email protected]

I hope to be a disruptive force

to those who think the way we

develop products and services is

just fine