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London, march 2015
Agile product management
Angel Medinilla
angel.medinilla@proyectalis.com
www.proyectalis.com/en/AngelMedinilla
(Slides, Videos, Newsletter, Books, Blog, LinkedIn, Sketchnotes, Twitter...)
Twitter: @angel_m
(would love some instant feedback!)
<vanity>
Agile Kaizen: Agile Product Management - Course Slides
andrea darabos
angel.medinilla@proyectalis.com
www.leanadvantage.com
Twitter: @adarabos
(would love some instant feedback!)
<vanity>
Agile Kaizen: Agile Product Management - Course Slides
Agile Kaizen: Agile Product Management - Course Slides
our Pleasure!
</vanity>
Some logistics
Time shcedule?
Lunch?
Restrooms? water? snakcs?
Pictures?
LAptops, ipads
CHECK: FEEDBACK DOOR, RESOURCES BOARD, KUDOS BOARD, insights board
Free shoulder pain test
- Can you all rise your right (or left) hand?
Who do we have here today?
AVENGERS: ASSEMBLE!
product
metrics
Course structure
Kaizen culture Customer-focused
product definition
Product Development
via build-measure-
learn
Kaizen enablers
agile kaizen intro Metrics & goals
actionable metrics
funnel metrics
product management &
product development
traditional vs. agile
pm process
defining opportunities:
customer, problem, solution
validating your assumptions:
MVE, MVP, MMFS
communicating your vision:
product strategy & scope
defining your product:
structure & stories
managing your backlogusing model canvas to
gather your assumptions
Kaizen events
product
metrics
exercise: what do you want to learn?
Kaizen culture Customer-focused
product definition
Product Development
via build-measure-
learn
Kaizen enablers
agile kaizen intro Metrics & goals
actionable metrics
funnel metrics
product management &
product development
traditional vs. agile
pm process
defining opportunities:
customer, problem, solution
validating your assumptions:
MVE, MVP, MMFS
communicating your vision:
product strategy & scope
defining your product:
structure & stories
managing your backlogusing model canvas to
gather your assumptions
Kaizen events
product
metrics
Course structure
Kaizen culture Customer-focused
product definition
Product Development
via build-measure-
learn
Kaizen enablers
agile kaizen intro Metrics & goals
actionable metrics
funnel metrics
product management &
product development
traditional vs. agile
pm process
defining opportunities:
customer, problem, solution
validating your assumptions:
MVE, MVP, MMFS
communicating your vision:
product strategy & scope
defining your product:
structure & stories
managing your backlogusing model canvas to
gather your assumptions
Kaizen events
Agile kaizen
what’s kaizen
Kaizen / kaikaku
Agile kaizen
kaizen culture
Team / people kaizen
process kaizen
product kaizen
Agile kaizen
Culture: noble cause, values, behaviors, artifacts
story telling
cultural enablers / failure causes
kaizen enablers
• Purpose: show them a noble cause, a global purpose beyond profits, company growth, and stakeholder wealth. Be open to change for the sake of a greater purpose.
• Learning and Long-term vision: people must be conscious of the effects of investment over time and the expected better state. Learning must be a real priority.
Short-term urgencies must not seriously impact strategic goals.
• Whole system approach: Show them the whole picture and avoid the temptation of suboptimization. Be able to see root causes of the problems, not just their
symptoms.
• Constant communication and sustained effort: in all ways, not just from managers to employees. Communication is part of our work, not just additional work.
Continuous improvement must be sustained on a continuous base, not just on occasional events.
• Quality first: technical debt will cost more in the future than the cost of building quality into the product up front.
• Courage and the absence of fear: Everyone should be able to point at what they consider to be an impediment, a defect, or an 

improvement opportunity.
• Transparency: people should be able to question everything. Every trace of a ‘blame game’ culture must be eradicated. Internal politics 

and personalñ agendas shouldn’t drive company decisions.
• Empowerment and ownership: improving the system is everybody’s job. Ownership also means responsibility and accountability. Have 

enough resources to improve.
• Teamwork and self-organization: empowered individuals should actively seek to collaborate with each other. Teams should be able to 

plan and execute for improvement.
• Respect and Recognition: use constructive feedback and, especially, give recognition for individual and team contributions to company 

improvement. 

exercise: kaizen enablers
• Purpose
• Learning and Long-term vision
• Whole system approach
• Constant communication and
sustained effort
• Quality first
•Courage and the absence of fear
• Transparency
• Empowerment and ownership
• Teamwork and self-
organization
•Respect and Recognition
Kaizen events
Different kinds
retrospectives
10 rules for good retrospectives
retrospective canvas
exercise: product retrospective
exercise: product retrospective
Things we liked:
maximize
impediments: remove or
reduce
ideas, things to
try
Kudos!
Last retrospective plan:
what we tried, how were
the results
New plan: 4 - 5 things
we are going to try,
detailed as a plan
product
metrics
Course structure
Kaizen culture Customer-focused
product definition
Product Development
via build-measure-
learn
Kaizen enablers
agile kaizen intro Metrics & goals
actionable metrics
funnel metrics
product management &
product development
traditional vs. agile
pm process
defining opportunities:
customer, problem, solution
validating your assumptions:
MVE, MVP, MMFS
communicating your vision:
product strategy & scope
defining your product:
structure & stories
managing your backlogusing model canvas to
gather your assumptions
Kaizen events
EXERCISE: PROduct management
What’s product Management?
HOW DO YOU DECIDE WHAT TO BUILD?
HOW DO YOU KNOW WHEN ARE YOU READY TO START BUILDING?
PROduct management
The “requirements gathering era”
PROduct management
The “requirements gathering era”
PROduct management
The “requirements gathering era”
PROduct management
The “requirements gathering era”
PROduct management
The “requirements gathering era”
PROduct management
The “requirements gathering era”
PROduct management
Faster horses - Product Death Cycle (david j. bland)
Nobody uses
our product
Ask customer
what features
Are missing
Build missing
features
PROduct management
Faster horses - Product Death Cycle (david j. bland)
Nobody uses
our product
Ask customer
what features
Are missing
Build missing
features
Junk garage
syndrome!
PROduct management
PRODUCT MANAGEMENT VS PRODUCT DEVELOPMENT
The visionary myth
PROduct management
faster? more? - MAXIMIZE OUTCOME, NOT OUTPUT
the terrible truth
Too few
features
Too many
features
Magic features Meh...
hate
them
sweet spot
++$$
++t
++Risk
Agile product development
old style project management
closed projects - All or nothing
Agile product development
“Project driven development”
Agile product development
Shared understanding - learn the context
collaboration, communication, conversations
early and frequent delivery of valuable product increments
adapting to change
Continuous improvement
Agile product development
iterative and incremental development
Agile product development
iterative and incremental development
Not “half baked cake”!!
exercise (20 min)
Agile is better / more effective / more efficient than waterfall because...
waterfall is better / more effective / more efficient than Agile because...
Agile product development
client-vendor anti-pattern: from waiters to doctors
Agile product development
cross functional collaboration
COLLABORATIVE WORKSHOPS VS MEETINGS
valuable, feasible, usable
keep conversations happening
Agile product development
the product management / core discovery team

“the three amigos” - triads
Agile product development
the product management / core discovery team

lean startup
the black hole in agility
lean startup
Basically: be sure there’s a market that wants your product, before you build it
Problems users have Problems R&D
team solves
???
lean startup
customer development
build-measure-learn
validated learning
assumptions and pivots
Start with a Vision
“Organize world's information, make it universally accessible”
“Find and discover anything you might want to buy online”
“ (Be) Worldwide Authority on Kids, Families and Fun”
“Be #1 car company in America & one of the great American brands”
“(Find) my iPhone”
“Flirt with people near me”
“File too big for email”
“Put a Man on the moon and back alive before 1970”
“Run your own hospital online”
Vision: verb, target, outcome
“Organize world's information, make it universally accessible”
“Find and discover anything you might want to buy online”
“ (Be) Worldwide Authority on Kids, Families and Fun”
“Be #1 car company in America & one of the great American brands”
“(Find) my iPhone”
“Flirt with people near me”
“File too big for email”
“Put a Man on the moon and back alive before 1970”
“Run your own hospital online”
Vision: make it about your customer
“Organize world's information, make it universally accessible”
“Find and discover anything you might want to buy online”
“ (Be) Worldwide Authority on Kids, Families and Fun”
“Be #1 car company in America & one of the great American brands”
“(Find) my iPhone”
“Flirt with people near me”
“File too big for email”
“Put a Man on the moon and back alive before 1970”
“Run your own hospital online”
Exercise: 20 minutes
craft your company / department / product / project / team / course group’s vision
verb, target, outcome
use words, pictures, metaphors, stories
memorable, relevant, client focused, ambitious, feasible, tangible, time bound...
pm “process”
Capture opportunities (canvas)
select / prioritize opportunities (executive board)
validate opportunities (core discovery team)
schedule opportunities (portfolio management)
deep-define opportunities (inception)
break down opportunities (grooming)
execute opportunities (backlog)
validate opportunities (demo)
pm “process”
pm “process”
Strategy meeting Strategy meeting
Portfolio Management - portfolio review meetings
projects to be launched
vision, goals, priorities…..
Strategy meeting Strategy meeting
Portfolio Management - portfolio review meetings
sprint Planning, grooming, demo
release planning - product review
vision, goals, priorities…..
projects to be launched
Business epics Business epics
storiesstoriesstories stories
Strategy meeting Strategy meeting
Portfolio Management - portfolio review meetings
sprint Planning, grooming, demo
release planning - product review
projects to be launched
vision, goals, priorities…..
Business epics Business epics
storiesstories storiesstories
Opportunies
project-product-problem space
Opportunies
project-product-problem space
*
Opportunies
Dude’s Law
understand customers and users
understand problems and envision solutions
validate completeness
Opportunies
frame ideas through conversations
craft a vision
mile wide, inch deep
PLAN AHEAD (1-2 WEEK FOR 3-5 MONTHS)
opportunity canvas
(C) Jeff Patton - “User story mapping”
Business Model Generation Canvas
(C) alex osterwalder
Partners
Costs Revenues
Activities
Resources
Value Clients
Channels
Relationship
Value proposition canvas
(C) alex osterwalder
Lean canvas
(C) ash maurya
opportunities: Design thinking
Empathize: understand your users
define: frame the problem
Ideation: brainstorm, generate ideas
prototyping: physical form. show, don’t tell
test: validate and refine
opportunities: Design thinking
Empathize: user personas, impact mapping, empathy maps, user journeys, interviews……..
define: research, root cause analysis, journey maps
ideation: brainstorm, reverse, break the pattern, get a rule out, impose constraints...
prototyping: story boards, low.fi prototype...
test: mvp, poll, smoke test
Resource: bootcamp bootleg
EXErcise: opportunity canvas
(C) Jeff Patton - “User story mapping”
product
metrics
Course structure
Kaizen culture Customer-focused
product definition
Product Development
via build-measure-
learn
Kaizen enablers
agile kaizen intro Metrics & goals
actionable metrics
funnel metrics
product management &
product development
traditional vs. agile
pm process
defining opportunities:
customer, problem, solution
validating your assumptions:
MVE, MVP, MMFS
communicating your vision:
product strategy & scope
defining your product:
structure & stories
managing your backlogusing model canvas to
gather your assumptions
Kaizen events
Assumptions!
Core assumptions
customer-problem-solution
elevator pitch
first stage validation
validate vs. confirm
User assumption
User centered design
“the user”
users and customers
Fine grain roles
relationships
user personas
orgzonas
user persona
user persona
Exercise: user persona
assumptions
persona = assumption
you are not your customer
personas: doing it wrong
research and validate - interview, observe……..
keep personas at the center of your conversations
validating your assumptions
pre-MVP validation (TTYFU)
POST-MVP Validation (TTYFU)
iterate your assumptions using a product
Video: nordstrom innovation labs
mve / mvp
minimum is less than minimum
create value Now
what about “all or nothing”?
product is not product - Mve
mvp vs mmfs
mvp vs quality
validation: goal modelling
define key outcomes and results
how can we tell we are successfull?
how would busines change?
define key metrics for each goal
EXERCISE: MVE
SEVILLE’S HOTEL STORY….
PIVOT
Select riskiest assumptions
Run experiment
if wrong: pivot one of your assumptions
celebrate learning: learn, not launch
Some MVES / mvps
- Simple prototype
- HiFi prototype (MockUps)
- Brochure, Slides, Storyboards
- Survey
- Wizard of Oz (Flinstoning, concierge )
- Flash video
- Smoke test / 404
- A/B testing, Sub-set testing
- Batching
- Outsourcing
- Walled garden - Alpha environment
Validation board
mvp problems
- confirmation bias
- false negative
- all or nothing
- visionary complex
- too busy to learn
- needs more quality / features
opportunity —> Product
Validated! Product - market fit
core vision defined
core assumptions tested: customer, PROBLEM, solution..
now, let’s build it!
if the development team has still not been involved, now it’s time!
garrett ux stack
strategy: product vision, concept, main actors, goals, use context...
scope: specific roles and journeys<- first epics
structure: workflows, sitemaps, navigation, tasks
skeleton: UX, interface, user flow, user interaction
surface: look and feel, design
- Why are we here?
- Vision / Pitch
- Product Box
- What it’s NOT
- Meet your neighbours / Project community
- Show the solution
strategy - scope: inception deck
- What doesn’t let us sleep
- Estimate size
- Trade-offs
- How long it’s going to take
Resource “The agile samurai”
Why are we doing this? what are the goals?
who can make it? who can stop it? who can help?
how can we change people’s behavior? how can they help? how can they stop us?
what can we do to reach our goals? what can we deliver?
strategy - scope: impact map
strategy - scope: impact map
strategy - scope: impact map
strategy-scope: goal modelling
define key outcomes and results
how can we tell we are successfull?
how would busines change?
define key metrics for each goal
strategy-scope: metrix matrix
management 3.0
add several stakeholder views
add several project dimensions
measure different perspectives
perspective)
dimension) s"ckies'
ac"ons'
evals'
cycle'"me'
views'
1.) Time)
2.) Tools)
3.) People)
4.) Value)
5.) Functionality)
6.) Quality)
7.) Process)
happy'
1. Employee)
2. Team)
3. Organization)
4. Customer)
5. Manager)
6. Supplier)
7. Community)
scope: user personas
scope: user journeys
scope - structure: story boards
structure: story maps
Jeff Patton (httP://slideshare.net/nashjain/user-story-mapping)
Structure: story maps
Remember this slide?
Not “half baked cake”!!
structure: story maps
Jeff Patton (httP://slideshare.net/nashjain/user-story-mapping)
structure: story maps
Jeff Patton (httP://slideshare.net/nashjain/user-story-mapping)
structure: story maps
walking skeleton
end-to-end vs. module-based
good, better, best
see it work - make it better - make it releseable
group stories in themes (release, component, track, activity...)
show progres on map
exercise: story map
- what did you do this morning to arrive at work?
- break stories down
- What about other days?
- identify themes (clothes, hygiene, breakfast...)
- What could be included / excluded? what could be done differently?
- What if something went wrong?
- explore minimum set; explore aspirational / high added value set
stories
customer, problem, solution
who, why, what
stories are not tasks
card, conversation, confirmation
“done, done”
breaking down stories
business size (goal) -> user size (need) -> development size (1-3 days)
faster, smaller, less riskier, more affordable products
show progress, capture feedback, accelerate learning
don’t break huge things into tasks - build smaller things with smaller tasks
breaking down stories
what can you defer (functionality, scalability, users, performance, automation, validation,
look’n feel...)?
Look for “and”, “or”, “then”...
breaker tool: conversations!!!!
exercise: elephant carpaccio
- 3 Inputs: How many items, price per item, 2-letter state code
- Output total price
- Discounts:
- $1K : 3% $5K : 5% $7K : 7% $10k : 10% $50k : 15%
- State tax (over discounted price):
- UT : 6.85% NV : 8% TX : 6.25% Al : 4% CA : 8.25%
- We want 10-20 User Stories (Slices)
- Each Slice: UI, input, output, visibly different from previous slice
- 5 states comes before any discounts
- Validation and fancy GUI after 5 states, 5 discounts
slicing heuristics
workflow steps
user roles
user tasks / activities
screens
screen elements
happy / unhappy path
functionality
zero, one, many
test cases / use cases
acceptance criteria
business rules
complexity, risk
data types / interfaces
single / multi user
transient / persistent
external dependencies
manual / automate
api / UI / gui
alternate paths
components
platforms
UX requirements
surface: low-fi prototypes
as seen in...
Backlog management
prioritization
backlog is a funnel, not a tunnel
there’s always more to do than capactity
focus means saying “no” -> if you can’t say no, your “yes” means nothing
you need regular backlog grooming and trimming
prioritization
prioritize outcome and goals, not stories or features
you won’t make everyone happy
have a publicly known selection and prioritization framework
prioritization frameworks
- “hippo” (highest paid person’s oppinion ;)
- Kano model (must have, one dimensionals, delighters)
- differenciator, spoiler, cost reduction, table stakes
- satisfaction vs. importance
- risk vs. opportunity
- cost vs. benefit
- cost of delay
- “buy me a feature”
- user poll
- urgent vs. important
- goal scoring / theme screening
release planning
estimation
Estimation
The nature of estimates
uncertainty cone
Estimation
“two additional stories for every story”(Alistair cockburn)
uncertainty grows exponentially with size
estimation vs. forecasting
uncertainty buffers / joe’s bucket / scrumban
build less!
product
metrics
Course structure
Kaizen culture Customer-focused
product definition
Product Development
via build-measure-
learn
Kaizen enablers
agile kaizen intro Metrics & goals
actionable metrics
funnel metrics
product management &
product development
traditional vs. agile
pm process
defining opportunities:
customer, problem, solution
validating your assumptions:
MVE, MVP, MMFS
communicating your vision:
product strategy & scope
defining your product:
structure & stories
managing your backlogusing model canvas to
gather your assumptions
Kaizen events
metrics and goals
- qualitative & quantitative metrics
- Building metrics into goals
example: quicken
(c) Dan olsen
example: quicken
http://www.slideshare.net/dan_o/early-stage-web-product-management-by-dan-olsen
(c) Dan olsen
example: quicken
http://www.slideshare.net/dan_o/early-stage-web-product-management-by-dan-olsen
(c) Dan olsen
building metrics into goals
- we believe that (customer segment) type of users have (problem description) type of
problem, which can be solved by (solution). We will know we are right when
(quantitative metric outcome) and (qualitative metric outcome), which will lead to (KPI)
building metrics into goals
- we believe that (new users) type of users have (completing the registration process)
type of problem, which can be solved by (an improved ux on the registration process). We
will know we are right when (percentage of drop offs diminishes) and (user satisfaction
increases), which will lead to (increased conversion rate)
actionable metrics vs. vanity metrics
- metrics should hurt
- a change in a metric should move us to do something
- everything we do should be an attempt to influence a metric
example: quicken
funnel
- Acquisition
- activation
- recurrence
- referral
- revenue
Conversion rate
- Acquisition
- activation
- recurrence
- referral
- revenue
funnel metrics (web)
- Acquisition: CAC, campaign efficiency, channel effectiveness, unique visitors…..
- activation: time spent, bounce rate, registration completion
- recurrence: repeat visitors, LTV, churn, cohort analysis
- referral: net promoter score, viral coefficient, customer satisfaction
- revenue: ARPU, MRR
kpi’s
- Acquisition: CAC, campaign efficiency, channel effectiveness, unique visitors…..
- activation: time spent, bounce rate, registration completion
- recurrence: repeat visitors, LTV, churn, cohort analysis
- referral: net promoter score, viral coefficient, customer satisfaction
- revenue: ARPU, MRR
Other metrics
- usability
- performance
- Community
- competitors
- …...
Exercise: restaurant actionable metrics
- Acquisition: ??…..
- activation: ??..
- recurrence: ??..
- referral: ??..
- revenue: ??..
- Other metrics: ??..
some math...
- churn = 1 / life time (months)
- ltv = arpu / churn
- sample goals: ltv > 3 * CAC, CAC payback < 12 months…, conversion rate > 2%
retention is key!
- high cost of acquiring customers = many customer unprofitable during their early life
- increasing customer retention rates by 5% increases profits by 25% to 95% across a
wide range of industries (fred reichheld, “the loyalty effect”)
- 1% to 2% retention = 2*LTV, 1/2 CAC
be careful!
- Not everything that counts can be counted
- be careful with moral hazard
- be careful with analysis paralysis
- correlation is not causation
- don’t cargo cult metrics
More at http://Slideshare.net/proyectalis
Thank you and... BLOG IT!!
(Oh, yes, and buy the books!)
http://www.proyectalis.com/en/AngelMedinilla
More at http://Slideshare.net/proyectalis
http://creativecommons.org/licenses/by-nc-nd/3.0/
This presentation is based upon the ideas and work of many people.
And while I’ve tried to recognize copyrights and give credit and
attribution where possible, I cannot possibly list them all, so if
you feel like there’s something that should be added, changed or
removed from this presentation, please drop me an e-mail at
angel.medinilla@proyectalis.com
Special thanks for this one to Eric Ries, alex osterwalder, ash
maurya, and Jeff Patton
Agile Kaizen: Agile Product Management - Course Slides

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Agile Kaizen: Agile Product Management - Course Slides

  • 1. More at http://Slideshare.net/proyectalis London, march 2015 Agile product management
  • 2. Angel Medinilla angel.medinilla@proyectalis.com www.proyectalis.com/en/AngelMedinilla (Slides, Videos, Newsletter, Books, Blog, LinkedIn, Sketchnotes, Twitter...) Twitter: @angel_m (would love some instant feedback!) <vanity>
  • 8. Some logistics Time shcedule? Lunch? Restrooms? water? snakcs? Pictures? LAptops, ipads CHECK: FEEDBACK DOOR, RESOURCES BOARD, KUDOS BOARD, insights board
  • 9. Free shoulder pain test - Can you all rise your right (or left) hand?
  • 10. Who do we have here today?
  • 12. product metrics Course structure Kaizen culture Customer-focused product definition Product Development via build-measure- learn Kaizen enablers agile kaizen intro Metrics & goals actionable metrics funnel metrics product management & product development traditional vs. agile pm process defining opportunities: customer, problem, solution validating your assumptions: MVE, MVP, MMFS communicating your vision: product strategy & scope defining your product: structure & stories managing your backlogusing model canvas to gather your assumptions Kaizen events
  • 13. product metrics exercise: what do you want to learn? Kaizen culture Customer-focused product definition Product Development via build-measure- learn Kaizen enablers agile kaizen intro Metrics & goals actionable metrics funnel metrics product management & product development traditional vs. agile pm process defining opportunities: customer, problem, solution validating your assumptions: MVE, MVP, MMFS communicating your vision: product strategy & scope defining your product: structure & stories managing your backlogusing model canvas to gather your assumptions Kaizen events
  • 14. product metrics Course structure Kaizen culture Customer-focused product definition Product Development via build-measure- learn Kaizen enablers agile kaizen intro Metrics & goals actionable metrics funnel metrics product management & product development traditional vs. agile pm process defining opportunities: customer, problem, solution validating your assumptions: MVE, MVP, MMFS communicating your vision: product strategy & scope defining your product: structure & stories managing your backlogusing model canvas to gather your assumptions Kaizen events
  • 16. Agile kaizen kaizen culture Team / people kaizen process kaizen product kaizen
  • 17. Agile kaizen Culture: noble cause, values, behaviors, artifacts story telling cultural enablers / failure causes
  • 18. kaizen enablers • Purpose: show them a noble cause, a global purpose beyond profits, company growth, and stakeholder wealth. Be open to change for the sake of a greater purpose. • Learning and Long-term vision: people must be conscious of the effects of investment over time and the expected better state. Learning must be a real priority. Short-term urgencies must not seriously impact strategic goals. • Whole system approach: Show them the whole picture and avoid the temptation of suboptimization. Be able to see root causes of the problems, not just their symptoms. • Constant communication and sustained effort: in all ways, not just from managers to employees. Communication is part of our work, not just additional work. Continuous improvement must be sustained on a continuous base, not just on occasional events. • Quality first: technical debt will cost more in the future than the cost of building quality into the product up front. • Courage and the absence of fear: Everyone should be able to point at what they consider to be an impediment, a defect, or an 
 improvement opportunity. • Transparency: people should be able to question everything. Every trace of a ‘blame game’ culture must be eradicated. Internal politics 
 and personalñ agendas shouldn’t drive company decisions. • Empowerment and ownership: improving the system is everybody’s job. Ownership also means responsibility and accountability. Have 
 enough resources to improve. • Teamwork and self-organization: empowered individuals should actively seek to collaborate with each other. Teams should be able to 
 plan and execute for improvement. • Respect and Recognition: use constructive feedback and, especially, give recognition for individual and team contributions to company 
 improvement. 

  • 19. exercise: kaizen enablers • Purpose • Learning and Long-term vision • Whole system approach • Constant communication and sustained effort • Quality first •Courage and the absence of fear • Transparency • Empowerment and ownership • Teamwork and self- organization •Respect and Recognition
  • 20. Kaizen events Different kinds retrospectives 10 rules for good retrospectives retrospective canvas
  • 22. exercise: product retrospective Things we liked: maximize impediments: remove or reduce ideas, things to try Kudos! Last retrospective plan: what we tried, how were the results New plan: 4 - 5 things we are going to try, detailed as a plan
  • 23. product metrics Course structure Kaizen culture Customer-focused product definition Product Development via build-measure- learn Kaizen enablers agile kaizen intro Metrics & goals actionable metrics funnel metrics product management & product development traditional vs. agile pm process defining opportunities: customer, problem, solution validating your assumptions: MVE, MVP, MMFS communicating your vision: product strategy & scope defining your product: structure & stories managing your backlogusing model canvas to gather your assumptions Kaizen events
  • 24. EXERCISE: PROduct management What’s product Management? HOW DO YOU DECIDE WHAT TO BUILD? HOW DO YOU KNOW WHEN ARE YOU READY TO START BUILDING?
  • 31. PROduct management Faster horses - Product Death Cycle (david j. bland) Nobody uses our product Ask customer what features Are missing Build missing features
  • 32. PROduct management Faster horses - Product Death Cycle (david j. bland) Nobody uses our product Ask customer what features Are missing Build missing features Junk garage syndrome!
  • 33. PROduct management PRODUCT MANAGEMENT VS PRODUCT DEVELOPMENT The visionary myth
  • 34. PROduct management faster? more? - MAXIMIZE OUTCOME, NOT OUTPUT the terrible truth Too few features Too many features Magic features Meh... hate them sweet spot ++$$ ++t ++Risk
  • 35. Agile product development old style project management closed projects - All or nothing
  • 36. Agile product development “Project driven development”
  • 37. Agile product development Shared understanding - learn the context collaboration, communication, conversations early and frequent delivery of valuable product increments adapting to change Continuous improvement
  • 38. Agile product development iterative and incremental development
  • 39. Agile product development iterative and incremental development Not “half baked cake”!!
  • 40. exercise (20 min) Agile is better / more effective / more efficient than waterfall because... waterfall is better / more effective / more efficient than Agile because...
  • 41. Agile product development client-vendor anti-pattern: from waiters to doctors
  • 42. Agile product development cross functional collaboration COLLABORATIVE WORKSHOPS VS MEETINGS valuable, feasible, usable keep conversations happening
  • 43. Agile product development the product management / core discovery team
 “the three amigos” - triads
  • 44. Agile product development the product management / core discovery team

  • 45. lean startup the black hole in agility
  • 46. lean startup Basically: be sure there’s a market that wants your product, before you build it Problems users have Problems R&D team solves ???
  • 48. Start with a Vision “Organize world's information, make it universally accessible” “Find and discover anything you might want to buy online” “ (Be) Worldwide Authority on Kids, Families and Fun” “Be #1 car company in America & one of the great American brands” “(Find) my iPhone” “Flirt with people near me” “File too big for email” “Put a Man on the moon and back alive before 1970” “Run your own hospital online”
  • 49. Vision: verb, target, outcome “Organize world's information, make it universally accessible” “Find and discover anything you might want to buy online” “ (Be) Worldwide Authority on Kids, Families and Fun” “Be #1 car company in America & one of the great American brands” “(Find) my iPhone” “Flirt with people near me” “File too big for email” “Put a Man on the moon and back alive before 1970” “Run your own hospital online”
  • 50. Vision: make it about your customer “Organize world's information, make it universally accessible” “Find and discover anything you might want to buy online” “ (Be) Worldwide Authority on Kids, Families and Fun” “Be #1 car company in America & one of the great American brands” “(Find) my iPhone” “Flirt with people near me” “File too big for email” “Put a Man on the moon and back alive before 1970” “Run your own hospital online”
  • 51. Exercise: 20 minutes craft your company / department / product / project / team / course group’s vision verb, target, outcome use words, pictures, metaphors, stories memorable, relevant, client focused, ambitious, feasible, tangible, time bound...
  • 52. pm “process” Capture opportunities (canvas) select / prioritize opportunities (executive board) validate opportunities (core discovery team) schedule opportunities (portfolio management) deep-define opportunities (inception) break down opportunities (grooming) execute opportunities (backlog) validate opportunities (demo)
  • 55. Strategy meeting Strategy meeting Portfolio Management - portfolio review meetings projects to be launched vision, goals, priorities…..
  • 56. Strategy meeting Strategy meeting Portfolio Management - portfolio review meetings sprint Planning, grooming, demo release planning - product review vision, goals, priorities….. projects to be launched Business epics Business epics storiesstoriesstories stories
  • 57. Strategy meeting Strategy meeting Portfolio Management - portfolio review meetings sprint Planning, grooming, demo release planning - product review projects to be launched vision, goals, priorities….. Business epics Business epics storiesstories storiesstories
  • 60. Opportunies Dude’s Law understand customers and users understand problems and envision solutions validate completeness
  • 61. Opportunies frame ideas through conversations craft a vision mile wide, inch deep PLAN AHEAD (1-2 WEEK FOR 3-5 MONTHS)
  • 62. opportunity canvas (C) Jeff Patton - “User story mapping”
  • 63. Business Model Generation Canvas (C) alex osterwalder Partners Costs Revenues Activities Resources Value Clients Channels Relationship
  • 64. Value proposition canvas (C) alex osterwalder
  • 66. opportunities: Design thinking Empathize: understand your users define: frame the problem Ideation: brainstorm, generate ideas prototyping: physical form. show, don’t tell test: validate and refine
  • 67. opportunities: Design thinking Empathize: user personas, impact mapping, empathy maps, user journeys, interviews…….. define: research, root cause analysis, journey maps ideation: brainstorm, reverse, break the pattern, get a rule out, impose constraints... prototyping: story boards, low.fi prototype... test: mvp, poll, smoke test Resource: bootcamp bootleg
  • 68. EXErcise: opportunity canvas (C) Jeff Patton - “User story mapping”
  • 69. product metrics Course structure Kaizen culture Customer-focused product definition Product Development via build-measure- learn Kaizen enablers agile kaizen intro Metrics & goals actionable metrics funnel metrics product management & product development traditional vs. agile pm process defining opportunities: customer, problem, solution validating your assumptions: MVE, MVP, MMFS communicating your vision: product strategy & scope defining your product: structure & stories managing your backlogusing model canvas to gather your assumptions Kaizen events
  • 71. User assumption User centered design “the user” users and customers Fine grain roles relationships user personas orgzonas
  • 75. assumptions persona = assumption you are not your customer personas: doing it wrong research and validate - interview, observe…….. keep personas at the center of your conversations
  • 76. validating your assumptions pre-MVP validation (TTYFU) POST-MVP Validation (TTYFU) iterate your assumptions using a product
  • 78. mve / mvp minimum is less than minimum create value Now what about “all or nothing”? product is not product - Mve mvp vs mmfs mvp vs quality
  • 79. validation: goal modelling define key outcomes and results how can we tell we are successfull? how would busines change? define key metrics for each goal
  • 81. PIVOT Select riskiest assumptions Run experiment if wrong: pivot one of your assumptions celebrate learning: learn, not launch
  • 82. Some MVES / mvps - Simple prototype - HiFi prototype (MockUps) - Brochure, Slides, Storyboards - Survey - Wizard of Oz (Flinstoning, concierge ) - Flash video - Smoke test / 404 - A/B testing, Sub-set testing - Batching - Outsourcing - Walled garden - Alpha environment
  • 84. mvp problems - confirmation bias - false negative - all or nothing - visionary complex - too busy to learn - needs more quality / features
  • 85. opportunity —> Product Validated! Product - market fit core vision defined core assumptions tested: customer, PROBLEM, solution.. now, let’s build it! if the development team has still not been involved, now it’s time!
  • 86. garrett ux stack strategy: product vision, concept, main actors, goals, use context... scope: specific roles and journeys<- first epics structure: workflows, sitemaps, navigation, tasks skeleton: UX, interface, user flow, user interaction surface: look and feel, design
  • 87. - Why are we here? - Vision / Pitch - Product Box - What it’s NOT - Meet your neighbours / Project community - Show the solution strategy - scope: inception deck - What doesn’t let us sleep - Estimate size - Trade-offs - How long it’s going to take Resource “The agile samurai”
  • 88. Why are we doing this? what are the goals? who can make it? who can stop it? who can help? how can we change people’s behavior? how can they help? how can they stop us? what can we do to reach our goals? what can we deliver? strategy - scope: impact map
  • 89. strategy - scope: impact map
  • 90. strategy - scope: impact map
  • 91. strategy-scope: goal modelling define key outcomes and results how can we tell we are successfull? how would busines change? define key metrics for each goal
  • 92. strategy-scope: metrix matrix management 3.0 add several stakeholder views add several project dimensions measure different perspectives perspective) dimension) s"ckies' ac"ons' evals' cycle'"me' views' 1.) Time) 2.) Tools) 3.) People) 4.) Value) 5.) Functionality) 6.) Quality) 7.) Process) happy' 1. Employee) 2. Team) 3. Organization) 4. Customer) 5. Manager) 6. Supplier) 7. Community)
  • 95. scope - structure: story boards
  • 96. structure: story maps Jeff Patton (httP://slideshare.net/nashjain/user-story-mapping)
  • 97. Structure: story maps Remember this slide? Not “half baked cake”!!
  • 98. structure: story maps Jeff Patton (httP://slideshare.net/nashjain/user-story-mapping)
  • 99. structure: story maps Jeff Patton (httP://slideshare.net/nashjain/user-story-mapping)
  • 100. structure: story maps walking skeleton end-to-end vs. module-based good, better, best see it work - make it better - make it releseable group stories in themes (release, component, track, activity...) show progres on map
  • 101. exercise: story map - what did you do this morning to arrive at work? - break stories down - What about other days? - identify themes (clothes, hygiene, breakfast...) - What could be included / excluded? what could be done differently? - What if something went wrong? - explore minimum set; explore aspirational / high added value set
  • 102. stories customer, problem, solution who, why, what stories are not tasks card, conversation, confirmation “done, done”
  • 103. breaking down stories business size (goal) -> user size (need) -> development size (1-3 days) faster, smaller, less riskier, more affordable products show progress, capture feedback, accelerate learning don’t break huge things into tasks - build smaller things with smaller tasks
  • 104. breaking down stories what can you defer (functionality, scalability, users, performance, automation, validation, look’n feel...)? Look for “and”, “or”, “then”... breaker tool: conversations!!!!
  • 105. exercise: elephant carpaccio - 3 Inputs: How many items, price per item, 2-letter state code - Output total price - Discounts: - $1K : 3% $5K : 5% $7K : 7% $10k : 10% $50k : 15% - State tax (over discounted price): - UT : 6.85% NV : 8% TX : 6.25% Al : 4% CA : 8.25% - We want 10-20 User Stories (Slices) - Each Slice: UI, input, output, visibly different from previous slice - 5 states comes before any discounts - Validation and fancy GUI after 5 states, 5 discounts
  • 106. slicing heuristics workflow steps user roles user tasks / activities screens screen elements happy / unhappy path functionality zero, one, many test cases / use cases acceptance criteria business rules complexity, risk data types / interfaces single / multi user transient / persistent external dependencies manual / automate api / UI / gui alternate paths components platforms UX requirements
  • 110. prioritization backlog is a funnel, not a tunnel there’s always more to do than capactity focus means saying “no” -> if you can’t say no, your “yes” means nothing you need regular backlog grooming and trimming
  • 111. prioritization prioritize outcome and goals, not stories or features you won’t make everyone happy have a publicly known selection and prioritization framework
  • 112. prioritization frameworks - “hippo” (highest paid person’s oppinion ;) - Kano model (must have, one dimensionals, delighters) - differenciator, spoiler, cost reduction, table stakes - satisfaction vs. importance - risk vs. opportunity - cost vs. benefit - cost of delay - “buy me a feature” - user poll - urgent vs. important - goal scoring / theme screening
  • 115. Estimation The nature of estimates uncertainty cone
  • 116. Estimation “two additional stories for every story”(Alistair cockburn) uncertainty grows exponentially with size estimation vs. forecasting uncertainty buffers / joe’s bucket / scrumban build less!
  • 117. product metrics Course structure Kaizen culture Customer-focused product definition Product Development via build-measure- learn Kaizen enablers agile kaizen intro Metrics & goals actionable metrics funnel metrics product management & product development traditional vs. agile pm process defining opportunities: customer, problem, solution validating your assumptions: MVE, MVP, MMFS communicating your vision: product strategy & scope defining your product: structure & stories managing your backlogusing model canvas to gather your assumptions Kaizen events
  • 118. metrics and goals - qualitative & quantitative metrics - Building metrics into goals
  • 122. building metrics into goals - we believe that (customer segment) type of users have (problem description) type of problem, which can be solved by (solution). We will know we are right when (quantitative metric outcome) and (qualitative metric outcome), which will lead to (KPI)
  • 123. building metrics into goals - we believe that (new users) type of users have (completing the registration process) type of problem, which can be solved by (an improved ux on the registration process). We will know we are right when (percentage of drop offs diminishes) and (user satisfaction increases), which will lead to (increased conversion rate)
  • 124. actionable metrics vs. vanity metrics - metrics should hurt - a change in a metric should move us to do something - everything we do should be an attempt to influence a metric
  • 126. funnel - Acquisition - activation - recurrence - referral - revenue
  • 127. Conversion rate - Acquisition - activation - recurrence - referral - revenue
  • 128. funnel metrics (web) - Acquisition: CAC, campaign efficiency, channel effectiveness, unique visitors….. - activation: time spent, bounce rate, registration completion - recurrence: repeat visitors, LTV, churn, cohort analysis - referral: net promoter score, viral coefficient, customer satisfaction - revenue: ARPU, MRR
  • 129. kpi’s - Acquisition: CAC, campaign efficiency, channel effectiveness, unique visitors….. - activation: time spent, bounce rate, registration completion - recurrence: repeat visitors, LTV, churn, cohort analysis - referral: net promoter score, viral coefficient, customer satisfaction - revenue: ARPU, MRR
  • 130. Other metrics - usability - performance - Community - competitors - …...
  • 131. Exercise: restaurant actionable metrics - Acquisition: ??….. - activation: ??.. - recurrence: ??.. - referral: ??.. - revenue: ??.. - Other metrics: ??..
  • 132. some math... - churn = 1 / life time (months) - ltv = arpu / churn - sample goals: ltv > 3 * CAC, CAC payback < 12 months…, conversion rate > 2%
  • 133. retention is key! - high cost of acquiring customers = many customer unprofitable during their early life - increasing customer retention rates by 5% increases profits by 25% to 95% across a wide range of industries (fred reichheld, “the loyalty effect”) - 1% to 2% retention = 2*LTV, 1/2 CAC
  • 134. be careful! - Not everything that counts can be counted - be careful with moral hazard - be careful with analysis paralysis - correlation is not causation - don’t cargo cult metrics
  • 135. More at http://Slideshare.net/proyectalis Thank you and... BLOG IT!! (Oh, yes, and buy the books!) http://www.proyectalis.com/en/AngelMedinilla
  • 136. More at http://Slideshare.net/proyectalis http://creativecommons.org/licenses/by-nc-nd/3.0/ This presentation is based upon the ideas and work of many people. And while I’ve tried to recognize copyrights and give credit and attribution where possible, I cannot possibly list them all, so if you feel like there’s something that should be added, changed or removed from this presentation, please drop me an e-mail at angel.medinilla@proyectalis.com Special thanks for this one to Eric Ries, alex osterwalder, ash maurya, and Jeff Patton