Team- Based Product Ownership

Jeff Patton Jeff Gothelf

Themes

Develop Shared Understanding

Map the User Story

Keep It Lean

Shared Understanding

Shared Understanding

Shared Understanding

Shared Understanding

Shared Understanding

Shared Understanding1. Exactly what problem will this solve? (value proposition)

2. For whom do we solve that problem? (target market)

3. How will we measure success? (business metrics)

4. How big is the opportunity? (market size)

5. What alternatives are out there? (competitive landscape)

6. Why are we best suited to pursue this? (our differentiator)

7. Why now? (market window)

8. How will we launch this product? (go to market strategy)

9. What factors are critical to success? (solution requirements/risks)

10.Given the above, what’s the recommendation? (go or no-go)

Opportunity CanvasUsers & Customers What types of users and customers have the challenges your solution addresses? Look for differences in user’s goals or uses that would affect their use of the product. Separate users and customers into different types based on those differences that make a difference. It’s a bad idea to target “everyone” with your product.

Problems What problems do prospective users and customers have today that your solution addresses?

Solution ideas List product, feature, or enhancement ideas that solve problems for your target audience.

User Value If your target audience has your solution, how can they do things differently as a consequence? And, how will that benefit them?

User Metrics What user behaviors can you measure that will indicate they adopt, use, and place value in your solution?

Solutions Today How do users address their problems today? List competitive products or work-around approaches your users have for meeting their needs.

Adoption Strategy How will customers and users discover and adopt your solution?

Business Problems What problem for your business does building this product, feature, or enhancement solve for your business?

Business Metrics What business performance metrics will be affected by the success of this solution? These usually change as a consequence of behavior metrics changing.

Title: Date:

Iteration:

1 2 1 3

4

6 5 7

8 9 Budget What’s it worth to you? How much money and/or development would you budget to discover, build, and refine this solution?

Download at:  http://jpattonassociates.com/opportunity-canvas/

10

Shared Understanding

Valuable

UsableFeasible

Shared Understanding

Talk to stakeholders

Collocate

Iterate

Be flexible

Make assumptions

Impose an idea

Group think

Let HiPPO’s steer

DO DON’T

Map the User Story

Who are we building for?

What are their goals?

Why are we building the product?

How will users benefit?

Map the User Story

(1) Frame - What? - Who? - Why?

(2) Map the Big Picture - Get the whole story - Start with user most critical to success - Identify user activities - Add additional users

(3) Explore - Fill the body of your story map - Think “blue sky” - Play “Wouldn’t it be cool if…” - Look for variations - Look for exceptions - Consider other users - Add in other product details - Involve others

(4) Slice Out Viable Releases - Slice your map into holistic product releases - Name the large outcomes and impacts - Identify product success metrics

(5) Slice Out a Development Strategy - Slice release into delivery phases - Opening Game: build a “functional walking skeleton” - Mid Game: complete major functionality - End Game: refine the product - Plan the work necessary to refine stories - Workshop stories to agree on acceptance criteria - Plan development and testing - Build and verify parts of working software

Map the User Story

“It’s a matter of perspective. From up high, user needs look very similar. From

street level, user needs appear very different.”

Map the User Story

“Generally, it is a bad design strategy to try to please everyone.”

Map the User Story

“Eliminating people with specific needs makes the product better.”

Map the User Story

Splash Zone

Keep It Lean

Rapid Iteration

Keep It Lean

Flexibility & Time to Value

Keep It Lean“The job of the product team is to identify

the minimal possible product that meets the objectives and provides the desired user

experience – minimizing time to market, user and implementation complexity”

Keep It Lean

Output Minimizer

DesignImplementation

OpportunitiesDiscovery

Roadmap

Keep It Lean

“Stakeholder ideas are wrong most of the time.”

Keep It Lean

“The essence of strategy is choosing what not to do.”

Keep It Lean“You have to pick carefully.

I'm actually as proud of the things we haven't done as the things I have done.

Innovation is saying ‘no’ to 1,000 things.”

Keep It Lean

Keep It Lean

Outcome > Output

References

http://jpattonassociates.com/

http://www.jeffgothelf.com/

http://svpg.com/