Goal-Based Priorization - Ágiles 2013
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Talk about goal-based priorization presented with Lourenço Soares at Agiles 2013, in Lima, Peru.
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Goal-Based Priorization - Ágiles 2013
- 1. Goal-based Priorization Lourenço P. Soares | Alexandre Klaser
- 5. Ok, but...
- 6. Ok, but... ...if there’s no backlog, what is there?
- 9. Effort aligned to business goals Independent streams of work Just enough to meet the goal
- 11. Effort aligned to business goals ! What’s the expected result when we implement a given functionality? ! How can we guarantee we are doing what must be done? http://www.flickr.com/photos/morganhh/
- 12. ... WE BELIEVE THAT FOR... WILL ACHIEVE... Hypoth esis Mode l N... SUCCESSFUL WHE ARE WE WILL KNOW WE
- 13. Once upon a time...
- 15. . E T e .. 1IEVThHATg.oal WE BEL FOR... WILL ACHIEVE... protection agains t the weather N... SUCCESSFUL WHE ARE WE WILL KNOW WE
- 16. ... WE BELIEVE THAT FOR... WILL ACHIEVE... 2. What we measure protection agains t the weather ... UCCESSFUL WHEN ARE S WE WILL KNOW WE e is dry and the temperatur we are between 15 and 35°C
- 17. ... WE BELIEVE THAT FOR... a family WILL ACHIEVE... For whom 3. protection agains t the weather N... SUCCESSFUL WHE ARE WE WILL KNOW WE e is dry and the temperatur we are between 15 and 35°C
- 18. ... WE BELIEVE THAT FOR... a family WILL ACHIEVE... building a cabin protection agains t the weather N... SUCCESSFUL WHE ARE WE WILL KNOW WE What we will do 4. e is dry and the temperatur we are between 15 and 35°C
- 19. ... WE BELIEVE THAT FOR... a family WILL ACHIEVE... building a cabin protection agains t the weather N... SUCCESSFUL WHE ARE WE WILL KNOW WE e is dry and the temperatur we are between 15 and 35°C
- 20. Independent streams of work ! What to do when a hypothesis is wrong or cannot be validated? ! How to prioritize streams of work and maintain business alignment? http://www.flickr.com/photos/elsie/
- 21. Multiple hypothesis ... THAT EVE BELI WE .. FOR. .. HEN. UL W SSF CCE LA WIL E SU E AR W KNOW ILL WE W E... HIEV C
- 22. Prioritized by value User value High Low Low Business Value High
- 23. Prioritized by value User value High Low Low Business Value High
- 24. Prioritized by value User value High Low Low Business Value High
- 25. Prioritized by value High H3 User value H5 H2 H6 H1 H4 H7 Low Low Business Value High
- 26. Just enough to meet the goal ! How to validate a hypothesis with the least possible effort? ! How to avoid that dependency between stories prevent progress in small increments? http://www.flickr.com/photos/pasukaru76/
- 30. Hypothesis are like onions … We believe For… v e… Will achie o w w h e n… We will kn
- 31. Satisfaction Kano Model Implementation Basic met ≠ J not met = L Adapted from: http://en.wikipedia.org/wiki/Kano_model
- 32. Satisfaction Kano Model Performance met = J not met = L Implementation Basic met ≠ J not met = L Adapted from: http://en.wikipedia.org/wiki/Kano_model
- 33. Excitement met = J not met ≠ L Satisfaction Kano Model Performance met = J not met = L Implementation Basic met ≠ J not met = L Adapted from: http://en.wikipedia.org/wiki/Kano_model
- 34. We believe that building a cabin a family er gainst the weath tion a achieve protec will e dry ul when we ar successf ill know we are we w etween 15 and b e temperature is and th 35°C for
- 36. Provide Levels of attainment of goals ! Basic mechanics ! It is impossible to know if it is doable before validating this much ! You need to know it to use it
- 37. Provide Levels of attainment of goals ! Basic mechanics ! It is impossible to know if it is doable before validating this much ! You need to know it to use it “It’s a proof of concept... Without this, the experience is broken... I would never go live with only this...”
- 39. Provide ! Basic mechanics ! It is impossible to know if it is doable before validating this much ! You need to know it to use it Satisfy Levels of attainment of goals ! Basic functionality ! Meets user needs ! Anyone with minimum knowledge should be able to use it “It’s a proof of concept... Without this, the experience is broken... I would never go live with only this...”
- 40. Provide ! Basic mechanics ! It is impossible to know if it is doable before validating this much ! You need to know it to use it “It’s a proof of concept... Without this, the experience is broken... I would never go live with only this...” Satisfy Levels of attainment of goals ! Basic functionality ! Meets user needs ! Anyone with minimum knowledge should be able to use it “All of our competitors have it... I would expect it to work... It’s something even my mom would understand...”
- 42. Provide ! Basic mechanics ! It is impossible to know if it is doable before validating this much ! You need to know it to use it “It’s a proof of concept... Without this, the experience is broken... I would never go live with only this...” Satisfy ! Basic functionality ! Meets user needs ! Anyone with minimum knowledge should be able to use it “All of our competitors have it... I would expect it to work... It’s something even my mom would understand...” Excel Levels of attainment of goals ! Diferentiating proposition ! Only the main features of the product should be at this level ! Draw users to the product
- 43. Provide ! Basic mechanics ! It is impossible to know if it is doable before validating this much ! You need to know it to use it “It’s a proof of concept... Without this, the experience is broken... I would never go live with only this...” Satisfy ! Basic functionality ! Meets user needs ! Anyone with minimum knowledge should be able to use it “All of our competitors have it... I would expect it to work... It’s something even my mom would understand...” Excel Levels of attainment of goals ! Diferentiating proposition ! Only the main features of the product should be at this level ! Draw users to the product “Only your product does this... Makes me come back time and time again... Everyone is talking about it...”
- 48. Now add stories Excel Satisfy Provide H1 H2 H3 H4 H5 on sssspers sony er p ele ho e n m s sa ahommelof overthe usually AA o o a an r ll wwnt ta a wa II et ad heainy sidedon’t lget w in t ess ra r I o othat t I ige dy ha a ns n SS t i r hen nitit is w wwhe H6 H7
- 56. Identifying scope creep Excel Satisfy Provide H1 Story H2 Story Story H3 Story Story Story Story Story Story Story Story Story Story Story Story Story Story H4 Story Story Story H5 Story Story H6 Story Story Why is this in scope? Story Story Story Story Story Story Story Story Story H7 Story Story Story
- 60. Small finite increments Provide Story Excel ü Satisfy H1 H2 ü Story H3 Story Story ü Story Story Story Story Story Story Story Story Story Story H4 Story Story H5 Story H6 Story Story tests Can have functional ü Story Story Story Story Storyoduction Story Can be deployed in pr ü r experience Story Can test useStory Story ü Story H7 Story Story Story
- 61. Small finite increments Provide Story Excel ü Satisfy H1 H2 ü Story H3 Story Story ü Story Story Story Story Story Story Story Story Story Story H4 Story Story H5 Story H6 Story Story H7 Story Story Story tests Can have functional ü Story Story Story Story Storyoduction Story Can be deployed in pr ü r experience Story Can test useStory Story ü VAL ID LEA ATED RNIN G! Story
- 62. It works in practice… Actual product owner using the board
- 63. The whole team using the board “It helps a great deal when finding the most important stories”
- 65. Recaptulando...reading Further ! Beyond Good Enough – Darius Kumana (bit.ly/darius_bge) ! Systemico Model – Barry O’Rilley & Lourenço P. Soares (bit.ly/systemico) ! Kano Model – Jason Mesut (bit.ly/kano_model) ! Replacing Requirements with Hypotheses– Josh Seiden (bit.ly/josh_hdd) ! INVEST in Good Stories, and SMART Tasks – Bill Wake (bit.ly/invest_stories) aklaser@thoughtworks.com @alklaser lous@thoughtworks.com about.me/lous
Editor's Notes
- Apresentaçãopessoal1 - QuemaquiéAnalista de Negócio?2 - Quemestáàespera de umapalestrasobreprincípios?Vamosfalar de uma PRÁTICA – “priorizaçãoporobjetivos”Disclaimer: nãoé silver bullet – uma entre outrastantas
- When we shifted from waterfall to agile we reduced major analysis upfront, but we’re left with a big story list describing the entire scope in order to keep track of everything that needs to be delivered.
- This leads to a huge inventory of stories that need to be tracked and managed, which is one of the seven types of waste. Other waste here is waiting.And when business circumstances change, there is a lot of effort to reprioritize and understand them.Story card hell – James ShoreWhat should we do then?
- Let’s try to reduce another type of waste, over-processing, and think about what we really need when we create scope for the project…
- Similar to Impact Mapping – first define goals then derive from itFocus on doing just the necessary to reach the business goalsDeviations: political pressure, “gold plating”Examples: demanda de tráfegocarrinho de compras com íconeanimadoBUT… UX can be relevant to the business goals!
- Value is not linear…We can’t know that the top priority hypothesis is the one that will bring more value to the customerDiversifying risk: if one work stream gets blocked, it’s possible to keep on with the otherDon’t put all your eggs in one basket
- Not too big, not too small… just enough to reach the goal.Avoid spending too much time developing a feature before getting feedback (anticipate TTM)Waste: over-production
- Do the right thing + more than one thing + of the right size
- What is the expected result?
- Hypothesismodel: Josh Seiden
- Setting the context…A happy family (in the countryside, desert island…)
- What is the goal?
- KPIs
- A different goal can be “be well fed”…
- Differencebetweenuservalueand businessvalue. Example: tracking cookies
- How much effort is enough to get feedback?This helps us to think in a division of stories that aims to minimize the feedback timeExample… (TV channel)
- Bill Wake
- Bill Wake
- Bill Wake
- To tell stories, we begin from the center of the problem – the most important part – and then add layers around itYou can’t have outer layers without the inner layers, the same way it isn’t worth to have a pole without a traffic light.Naturally, in a bigger system, it’s hard to avoid some order relation between stories, this is natural and expected
- The Kano model is a theory of product development and customer satisfaction, developed in the 80s by professor Noriaki Kano.Example: Hotmail vs. Gmail – let’s go back to 2007Basic: login
- Hotmail: 2 MB (“it should be enough for anybody”)Gmail: 1 GB
- Hotmail: foldersGmail: labels and threaded conversations!Over time, extraordinary things end up becoming commodity- Gmail pioneered the use of Ajax.
- How do you start building a cabin?(Perguntarpara a audiência?)what would be the first thing to do?
- Até uma caverna é melhor que isso!Mas já estamos aprendendoCuidar com a analogia da fundação, ela pode deixar as pessoas inseguras. Tem que deixar claro que temos diversas hipóteses, e outra pode lidar com a durabilidade da obra. Lembrar que DESENVOLVIMENTO de software é diferente de PRODUÇÃO. A primeira pessoas que resolveu construir sua casa não começou pela fundação... Comparar aprendizado proporcionado/chance de dar certo
- Darius Kumana
- DariusKumanaStories: good for developmentbutnotholisticEpics:notestimable
- We killed the linear backlog, placing stories in a multi-threaded processing
- When can you measure if the goal was reached?
- When can you measure if the goal was reached?Max & Michael talk