What does "speed" mean in software product delivery?

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Jason Yip

QCon NYC 2017 talk on feeling fast versus actually being fast in software product delivery

Technology

By “refined annoyance”, I mean the
refusal to accept friction of any sort.

https://blog.crisp.se/2016/06/08/henrikkniberg/spotify-rhythm

Should I talk to you? Should I talk to
you?

Step back: what are we dealing with
here? Some of these concepts aren’t
new. Why are we still solving these
problems?

I don’t want to give the impression that
friction doesn’t matter.

What does "speed" mean in software product delivery?

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Companies like Zoom and Slack have proven that creating product-led organizations can lead to massive growth. How can your teams operationalize a product-led approach? In this webinar for product and engineering teams, GLIDR’s Head of Product, Jonathan Wylie, and Pendo’s Founder & Chief Evangelist, Eric Boduch, will show you how to use continuous discovery to place the product experience at the center of your business and maintain zero distance from your customers. Watch the recording here: https://youtu.be/g81ueXZuX0s

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Presentation for Boston SPIN, Nov 2013 by Ellen Gottesdiener, EBG Consulting. If you're managing your portfolio using projects—and not products—you may be missing the point. After all, the product-to-be is the basis for the vision, goals, and expected outcome. A product roadmap articulates how you will continually deliver a valued product over a long time horizon and provides a framework for decision-making, focusing all stakeholders on the strategic view, guiding changes in the near-term plans. Ellen Gottesdiener explains how product roadmaps give you a framework for ongoing decision making. Find out how using collaborative processes to create and evolve your roadmap allows you to re-envision and adapt your product to maximize each release.

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Cards.ui-patterns.com Traditionally, UI design has its focus on improving usability for the user. Persuasive design has its focus on improving motivation. Learn how to apply psychology to design engaging digital experiences that make people take action. For this, we will examine how we are as humans, how we think and what behavioral patterns drive our journey through an interface. You will learn what motivate users when they make decisions and how they make decisions. The appropriate approach to engaging your users, depend on where they are in a product's lifecycle. We will examine a selection of important stages of the user-relationship: - How to build trust - How to get user to understand what difference your product makes. - How to get users started - How to get users discovering the complete offer - How to make them stick around and come back - And how to make them love your product and talk about it Learn more at UI-Patterns.com

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Você já facilitou alguma reunião ou dinâmica? Já aconteceu das pessoas discutirem e ficar um clima ruim? Ou você reunir pessoas que não se conhecem e fluir super bem a dinâmica? Melhor ainda quando ocorre de ter um clima pesado no início e com o passar da dinâmica as pessoas se entrosam e se motivam? Tem como a pessoa facilitadora desenvolver características de facilitação que irão apoiar e desenvolver seu papel com muito mais sucesso levando os participantes ao objetivo desejado. O papel do facilitador está focado em ser um guia que estará “liderando as discussões” dos participantes durante a dinâmica. Para isto, o facilitador é uma pessoa com familiaridade e/ou com experiência no formato da dinâmica. Estude bem a dinâmica, o objetivo e o tempo para após aplicar com o grupo. Mas veja que o papel de liderar a discussão não implica que o facilitador seja o participante principal, mas constitui um guia para propiciar o fluxo de ideias e conversações ativas entre todos os participantes da dinâmica. Consequentemente, o trabalho do facilitador é garantir que os participantes tenham responsabilidade, liderança e colaboração ao longo de todas as atividades planejadas. Links que estão na apresentação (na ordem dos slides): http://www.viamosaico.com.br/site/facilitacao-grafica/ http://www.funretrospectives.com/ https://jorgekotickaudy.wordpress.com/jogos-360/ http://www.kombo.com.br/materiais-rh/dinamicas-grupo http://tastycupcakes.org/ http://toolbox.hyperisland.com/ http://pt.slideshare.net/danielasipert/110-dinmicas-de-grupo?from_action=save https://www.blankcanvas.io/ https://realtimeboard.com/ https://awwapp.com/ https://drive.google.com/a/thoughtworks.com/file/d/0B1tVry7FBuEbcVNaTmNnbWJhZjA/view http://www.slideshare.net/MayraRodriguesDeSouz/pratica-de-ideacao http://www.slideshare.net/MayraRodriguesDeSouz/pratica-de-ideacao-2 http://www.online-stopwatch.com/ http://www.scielo.br/pdf/estpsi/v15n2/03.pdf

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O Product Backlog bem construído é bastante importante para o cliente compartilhar suas necessidades e prioridades de forma clara e objetiva, assim como também para o Product Owner, ajudando-os a tomar decisões de planejamento e gerenciamento eficaz dos requisitos. A qualidade da construção de um Backlog ajuda a manter um ritmo sustentável de entregas relevantes e constantes de valor. Esta palestra fornece técnicas e conceitos para construção de um Backlog facilitando a descoberta e compreensão de produtos, onde seu principal objetivo é a “Concepção de um product backlog efetivo”, vivenciando na prática a construção de um Backlog através do Product Backlog Building (PBB).

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After 15 years of the signing of the Agile Manifesto, Agile has stopped being something exclusive for development teams to become a business imperative for companies that want greater flexibility in delivering their products, market competitiveness and customer satisfaction. Through this talk will explore the evolution of Agile through the years, the Agile approach to achieving business agility and the role of Agile Coaches in this new context.

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Ever wonder why Agile teams swear by relative estimation? My teams improved sprint planning efforts by a factor or 3, once we started using relative estimation. Without understanding Agile relative estimation, teams tend to fall back to using time-based methods. This often leads them to spend way too much time on obsolete estimates that will be made even more complex with all the unknowns and constant emergent requirements of an Agile world! “It's better to be roughly right, than precisely wrong!” ~ John Maynard Keyenes The Solution is simple: understand that relative estimation is only a rough order of magnitude estimate to quickly organize the product backlog. This empowers your product owners (PO) to quickly make value based trade-offs on backlog items and decide on what stories the team should work next. This gives the business the highest bang for their buck! PROBLEMS WITH TIME-BASED ESTIMATES -Teams spend too much time trying to get it right -Lack of confidence/experience can lead to people being either optimistic or pessimistic -Timeline you are estimating may be too far in the future -Due to long timeline, there are too many risks, unknowns, changes or dependencies! WHY USE RELATIVE ESTIMATION? -Allows a quick comparison of stories in the backlog -Allows you to select a predictable volume of work to do in a sprint -Uses a simple arbitrary scale -Allows PO to make trade-offs and take on the most valuable stories next ESTIMATION TIPS -Relative points or equivalent Tshirt sizes are used to estimate stories, leveraging the Fibonacci sequence modified for Agile. -The team estimates the story, not management nor the customer. -Story estimates account for three things: effort, complexity, and unknowns. Don’t short sell yourself by estimating effort alone, that’s where waterfall projects face issues. -Remember to estimate all Stories, user stories or technical stories. Even estimate research or discovery spikes. -Refine your backlog as a team on a continuous basis, to get your stories to meet the Definition of Ready. -Only pull into your sprint, stories that are refined and estimated. -Break down stories that are large, into smaller slivers of value to optimize your flow. -Don’t sweat it if you get it wrong, teams often do early on but improve over time.

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"In my presentation I will share my personal learnings with two aspects of Product Management at XING: Mainly I will talk about our approach to scaling mobile product management. Like many other digital companies started before 2010, XING’s approach to product management was strongly web-oriented and mobile had been treated as a by-product handled by a small silo of specialists. What we aim for today is a full-stack product thinking in which a product team not just owns the domain specific business logic and the web representation of their product, but also all other touchpoints and in particular mobile. As a result we now build our native core apps as a distributed and collaborative effort of several teams. I will share my learnings from managing the change process of „unleashing mobile“ across XING and what it means for the product managers involved. As a second topic I will dive deeper into one question which is closely connected to this distributed, collaborative approach: How to create the necessary alignment between autonomous teams? I will present a framework for alignment which we call „Auftragsklärung“ (rough translation: „assignment clarification“ – I will explain why I prefer the German terminology). Auftragsklärung has helped to add a lot of clarity to the way we manage products and also be applied in other contexts such as start-ups or agency work."

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