product development decision-making down to those closest to the work maximize high upside potential...
TRANSCRIPT
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@GoAgileCamp
#AgileCamp2017
2017
Product Development
Shaun Childers
Effective Practices for Building Great Products and High-Performing Teams
@childershaun
Product Development Leader
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We’ve lost sight of Agile along the way
• Was Agile invited to the party?
• Doing Agile (aka, following the rules) has become the thing
• Frameworks have become:• Safe place to hide; roles for everyone
• Accountability mitigation tools
• More important than Agile
• Values-based Agile has taken a backseat to profit-based “Agile” (frameworks, consulting, certifications)
• Today’s “Agile” mimics the subway and we shouldn’t need a map
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Our new normal:“Process Theatre”• Point normalization so we can predict across teams, orgs, “trains”
• CoEs resembling PMOs
• Top-down, process-heavy, prescriptive rules
• Recorded demos to watch with no ability for direct feedback
• Business is good, it’s an IT problem
• Made-up roles (Conway’s Law)
• Fake customers
• Managing cross-team dependencies instead of removing them
• One-size-fits-all frameworks
• Development teams work in bubbles (no idea what real-world software is)
• Organization design problems ignored while “scaling” problems explored
• Agile “health” checks
• Hundreds of books with hundreds and hundreds of pages to describe the 17.5 page Scrum Guide; Manifesto is 4 values, 12 principles
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A tale of perspectives, are they both right?
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VersionOne 11th Annual State of Agile Survey (2017)
• At some point some of those claiming how great Agile is will become obsolete (and part of the statistic).
• It doesn’t matter how Agile you are, but if you don’t take a holistic perspective to understand and manage your company’s products and their position in the marketplace, you won’t survive.
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ValuesPrinciples
Self-Organizing TeamsPrioritized Backlogs
User StoriesFeedback Loops
InspectionTransparency
Adaptation
BottlenecksVisualize work (kanban)
Remove wasteWork In-Process Limits
Pull SystemValue Stream
Customer valueSystem Optimization
Level FlowLead/Cycle time
Continuous Improvement
+Agile LeanProduct
Development
Explore the ProblemProducts
ExperiencesPersonas & Journey MapsCustomer Development
Customer FeedbackMarketsIndustry
Gap AnalysisCompetitor Analysis
Investment MixHypotheses
Continuous Discovery
+
Agile alone can’t make you great
BUILD DELIVER VALUE
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Agile alone can’t make you great
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• Understand where you are in the product life cycle
• Achieving PMF is great, but those ideas have to come from somewhere and at some point we still have to manage a declining product
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Are Low-code Platforms the Holy Grail?
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• IT disappearing act…shadow IT no more
• Futile to invest in IT/teams being “Agile”?
• Justify investments holistically - remove battles for limited funds across competing interests
• When you remove IT, does Agile (and big, fancy frameworks with excess process) go away?
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• How fast can you get feedback? Accelerate learning…
• Junk in = Junk out (going fast is only beneficial if you’re delivering value)
• Slay your bottlenecks, including DevOps (Theory of Constraints)
• Focus on organizational agility (not on making IT/Engineering “Agile”)
• Continuous discovery (more ideas = more chances to win)
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“Our designs are only important if they make (or support making) money via customer happiness (implied value). Making money only happens if we can convert our designs into value faster than our competitors can. The ability of a design to make money is affected by time.”
– Don Reinertsen
“The only sustainable competitive advantage is your organization’s ability to learn faster than the competition.”
– Peter Senge
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#1 Competitive Factor: Time
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LeanAgile
CustomerExperience
ProductIdeas
HypothesesDiscovery
. . .
• Stop trying to redefine Agile, Lean, etc.
• Stop waiting on “requirements” to show up at your (IT) doorstep - seek them out
• Business and IT should be on the same team, focused on market needs
• Embrace products and product development to exploit your opportunities
We’re in an age of opportunity{ }
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How to optimize product development
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Centralized coordination in support of decentralized executionBecome product-centric
Assemble a product management team
Create 1..n cross-functional product teams
Push decision-making down to those closest to the work
Maximize high upside potential while minimizing high downside riskMaximize the value of your product, product line, and product portfolio
Focus on 5Cs
Diversify your investments
Adopt practices to align strategic management and tactical execution
(and the ability to exploit opportunities)
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Become product-centric
Centralized coordination in support of decentralized execution
Assemble a product management team
Create 1..n cross-functional product
teams
Push decision-making down to those closest
to the workProduct Portfolio
Product Line 1
Product Line 2
ProductProduct
• Containing all skills to deliver value without handoffs
• Multi-skilled (T-shaped)• Maximum throughput via
many routes• Modelled after the Internet
and packet routing
• Remove the need for approval
• Trust your teams know best• The speed of movement
necessary to adapt while still achieving overall objective
• Modelled after the military
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• Organization• Taxonomy• Funding• Master Library
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Maximize the value of your product
portfolio
Maximize high upside potentialwhile minimizing high downside risk
Situation Analysis: Focus on 5Cs
Diversify yourinvestments
Align strategic management and tactical execution
• New versus existing• Balance number of initiatives• Mix of innovation types• Mix of risk types
Long-term, short-termHigh risk, low risk
• Balance initiatives against resource availability
• Vision• Strategy• Demand Management:
Demand PlanningCapacity PlanningBalancingReview
• Product Review• Product Portfolio Review
• Company• Customers• Competitors• Collaborators• Climate
• (Re)Align priorities against strategic objectives
• Assess ROI of initiatives• Holistic picture
DemandCapacityFundingPrioritiesMarketValue
• Product performance data• Ensure proper funding levels
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Align strategic management and tactical execution
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PRODUCT DEVELOPMENT
EXECUTIONMANAGEMENT
STRATEGY
DEMAND MANAGEMENT
INPUTS:
Customer FeedbackCTO -> Technology DirectionCompetitive LandscapeIndustry TrendsCorporate StrategyData
…
PRODUCT BACKLOG
AGILE TEAM(S)
PRODUCT RELEASES
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Customer(user)
Customer(influencer)
Company
Company
Bank Insurance Financial Services
Infrastructure
Operations
Suppliers
MonitorDBBuild Deploy
Product Organization
Cloud App Server
Infrastructure
Tools Frameworks Pipelines
ProductPortfolio
Solutions
ProductLines
Products
Head of Product
= Product Manager
Vision
Biz Logic +UI
Biz Logic +UI
Deploy
(Months+)
(Minutes)
App Server
Cloud
Market Share:
4%INTRO
Market Share:
96%DECLILNE
• Focus on your market and value• Operate like a venture capitalist
• Establish a product taxonomy• Maximize the value of the portfolio
• Organize around products (persistent)• Run your product org like a company
IT IT IT
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= Roadmap
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Tact
ical
Stra
tegi
cProduct Review
CRM (Focus Group)SRM
Q1 Q2 Q3 Q4
Demand Management:• Demand Planning• Capacity Planning• Balancing• Review
Product Portfolio ReviewCRM (CAB)
Additional ongoing activities:• Marketing/Communications• CTO• Market Analysis• Competitor Analysis• Financial Analysis• Support• Professional Services
Strategic Planning
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Key TakeawaysDon’t become a victim of “process theatre”
Recognize Agile for what it is, nothing more; aim for agility
Your biggest competitive advantage is time
Become product-centric and optimize product development
Exploit market opportunities
Diversify risks across the product portfolio (act like a venture capitalist)
Start now, continuously improve, and build great products
Disclaimer: No Agile coaches or consultants were harmed in the making of this presentation.