Post on 25-Feb-2016
description
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Product Planning & ProcessesSaturday 22 March, 2014
Dublin Institute of TechnologyPost-Graduate Diploma in
Product Management
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Schedule
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Innovation / Uncertainty Framework
Portfolio of projectsAn intentional mix of investmentsProcess suitability
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Portfolio of Projects
Applies to a single product*
For each customer problem…How much uncertainty is there…
…About the market viability of a solution approach?…About your team’s ability to implement?
*You can use this approach for any portfolio of investments
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Understand Investments vs. Risk
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Strategy Aligns w/ Risk Profile
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2011 Ecommerce Roadmap (v1)
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2011 Ecommerce Roadmap (v2)
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Some of Your Projects
From each table…Pick a “high” priority item in each of your current products
Where is it in the layout?
What can we do to reduce risk?
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Will any Process Work?
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Will any Process Work?
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The Iron Triangle
Fixed Scope +Fixed Schedule +Fixed Resources =Sacrificed Quality
You Can Have……Cheap
…Fast…Good
Pick Two
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Timeboxes & Units of Work
Definition:Timebox =Cost x Time = Capacity
Definition:Unit of Work =Function + Quality
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It Always Happens
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What Actions Can We Take?
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Options (in Theory)
Add People to the TeamDelay the Release / Sprint
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Options (in Theory)
Sacrifice Quality Delay Less-Important Stuff
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Options (In Practice)
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Options (In Practice): Delay for Some
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Options (In Practice): Satisficing
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Process
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Process
What’s good about it?
Hint: reason it exists
What’s bad about it?
Hint: unintended consequences
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Process is Good
ProsPrevents the most egregious mistakes
Enables you to empower lower-skilled people
Tells you what to do next
Peppered with good ideas
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Process is BadConsSlows things down
Adds cost
Constrains innovative teams
Prevents you from changing “the plan”*
Full of bad ideas
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Big Corp™ Big Processes
1. Planning2. Project Definition3. Engineering4. Implementation5. Production6. Audit
1. Vision & Objectives2. Prioritization3. Sizing4. Portfolio Funding5. Program Management
a) Functional Requirements
b) Developmentc) Acceptance &
Deployment
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Rational Unified Process (RUP)
“Given today’s sophisticated software systems, it is not possible to sequentially first define the entire problem, design the entire solution, build the software and then test the product at the end.
An iterative approach is required that allows an increasing understanding of the problem through successive refinements, and to incrementally grow an effective solution over multiple iterations.”
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Rational Unified Process (RUP for System Z)
InceptionGenerate IdeaDefine RequirementsProof of Concept
ElaborationRefine RequirementsDefine ArchitectureDesign, Create, & Test
ConstructionRefine RequirementsDesign, Create, & TestBeta Release
TransitionCreate & TestRun Acceptance TestsGenerally Available (GA) Release
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Waterfall View
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Same Thing, Different View
What are the problems with this process?
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Same Thing, Different View
This is better.
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Same Thing, Different View
If this is better, why doesn’t everyone do it?
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Big Corp ™ Big Processes
1. Resource Planning & Chartering
2. Envisioning3. Planning4. Development5. Stabilization
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SDLC Overview
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Business Stakeholder View
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Product Management View
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Development View
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QA Team View
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Big Picture Process
Even at “agile” companies, the big picture process is still “waterfall” and will be for quite a while.
*excluding startups which are willing (and able) to pivot, I don’t know of a business which achieves business agility
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Strategy Drives (Product) Vision
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Vision Drives a Business Case
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Vision Initiates Requirements Work
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And a Revision of the Business Case
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Business View of Project Initiation
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New Team Works on the Details
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“Design” is a Matter of Perspective(a slight segue)
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Development& QA
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Coffee (assuming we’re still on time)
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Big ProcessExample
If this is the process…
Where do errors get introduced into the system?
Each Table
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Big ProcessExampleA real example from a process-assessment & recommendation project
Each “e” is a place where errors were being introduced into their products
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WaterfallExample
Where in the process do we (orcan we) catch theerrors that areintroduced?
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You are reading aheadAnd that’s good.
There’s a really good chance that the exercise on the next three slides won’t be in the session. I think there may be room to improve it, but not before the deadline for getting the materials uploaded prior to the class.Apologies if this caused any angst or dismay .
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WaterfallExample
If this is the process…And we know it has issues…
Which parts would you “fix” first?1. 20/20 game2. Dot voting
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Waterfall 20/20 [Each table]
Which parts of the process would you “fix” ?1. Identify steps worth fixing, one per sticky-
note (10m)2. Put the steps in order from most to least
important to fix (5m)
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Waterfall Dot-Voting
1. Create combined list from all tables (10m)2. Everyone gets 5 votes to spend on “what to
fix first”1. If you’re really passionate about one item, place
all 5 votes on that item2. Or spread your votes across up to 5 items
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Scrum Sprint Process Goal
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Scrum Sprint Process Mechanics
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Inside a Scrum Sprint
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Inside a Scrum Sprint
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Inside a Scrum Sprint
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Inside a Scrum Sprint
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Inside a Scrum Sprint
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Inside a Scrum Sprint
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Inside a Scrum Sprint
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A Good Definition of “Done Done”
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Kanban for Product Managers(Thanks, Claudio!)
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Lunch
Estimating a Single Task
PERT is the best form for estimating a task
Best CaseMost LikelyWorst Case
Estimating Multiple Tasks
You Can Combine PERT Estimates
Estimates Combine to Reduce UncertaintyOnly Deals with “Right Now”
Estimating Over Time
Predicting the future is HarderUncertainty Introduced
Change in ResourcesChange in StrategyChange in Priorities
3 Types of TasksWell DefinedIll-DefinedUndefined
Predicting the Release
Window of Uncertainty is larger the further you go into the future
Predicting the Near Future
Easier to Predict the next SprintLess (time) Stuff Changes
ResourcesRequirementsPriorities
Cone of Uncertainty - Prediction
After First Sprint – Re-PlanFeedback from ActualsLess Work RemainingLess Time Remaining
Less Uncertainty about Release
Fewer Tasks RemainTasks are Better Defined
Repeatable Prediction Process
Uncertainty Continues to ShrinkPredictions Become More AccurateFeedback to Stakeholders
EarlyOftenIncreasing Fidelity
Convert Prediction to Commitment
1. Use Timeboxes2. Convert “Estimated
Effort” into “Estimated Deliverables”
3. Use Backlog – Start at Top of List and Work Down.
4. Result – Prediction of Deliverables
Cone of Uncertainty
Still AppliesStill Works the Same WayNow Uncertainty is “Will This Capability Make it Into the Release?”
Confidence -> CommitmentCommit to the Lower Bound of Your EstimateCommitments of the Future have a Lower Level of ConfidenceExact % Depends on Risk Tolerance
Next Sprint 80%Overall Release 50%
Exact % Depends on Amount of Time Between Now and Release
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Commitment Increases Over Time
With each sprint, you reduce uncertainty
You can increase your commitments for the release
Recurring pattern of good news updates from the team
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Product Roadmaps
ExternalCustomers, sales, partners, (competitors)
InternalCommunication outside the teamSetting context & direction for the team
In PracticeMight need two versions of the roadmap
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Roadmaps Are High Level
Organize and prioritize at a strategic levelFor which customers are we solving what problem, in what timeframe?
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Customer Focus is One Approach
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Two Approaches
Prioritize by person Prioritize by problem
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Roadmap by Person
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Roadmap by Person
2012 Q2MVP for Jane
2012 Q3Ideal for Jane
2012 Q4Great for Joan too
2013Now supporting John
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Roadmap by Problem
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Roadmap by Problem
2012 Q2MVP for Jane & Joan
2012 Q3Better for Jane & Joan
2012 Q4MVP for JohnEven better for Jane & Joan
2013Better still, for everyone
2014Ideal for everyone
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By Person or By Problem?
By Person is BetterExploring new marketPenetrating existing marketFast-moving competitionDisruptive products
By Problem is BetterNew product for existing customersNo fast-moving competitionIncremental improvements
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From Problems to Capabilities
Persona’s problem space Product’s needed capabilities
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Converting Through Kano
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Backlog Derived From Goals
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Another Customer Centric View
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Boring, But Traditional View
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Parking Lot / Questions
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Coffee
What could possibly be more awesomethan robot dinosaurs with lasers?
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Switching to…Your Assignment
1. Map Your Uncertainty
Show how your current product roadmap maps into the uncertainty framework.Would you make any recommendations for change? What are the next stepsto take to make those changes?
2. Understand Your Customer
Diagram the key goals for the key customers you’re targeting with your current product
3. Relative problem importance
Optional (because it is time-consuming, not because it is optional)
Determine the relative importance of solving the identified problem for the identified customers
…and if there are multiple levels of “solving it better”
4. Reverse-Map Your Backlog
For the top requirements already in your plan, map them back to the customers & problems you’ve identified (follow the diagram, but in reverse).Identify opportunities to change
Incomplete requirements?Requirements without goals?Reprioritization needed?
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5. Diagram Your Current Process
Diagram how the product process works in your company
Where would changes provide value?What are the barriers to making those changes (in other words, what problems would you have to solve before your company is able to realize the value of your proposed changes?)
Switch Back to the Scheduled Agenda
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Thank You
Work at it. You’ll get there!
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Thank You!
Scott Sehlhorsthttps://twitter.com/sehlhorst Twitter
https://plus.google.com/110352820346292209511 Google +
http://go.tynerblain.com/sehlhorst About Me
http://www.slideshare.net/ssehlhorst Slideshare
http://tynerblain.com/blog Blog
scott@tynerblain.com Email
scott.sehlhorst Skype
Agile since 2001Started Tyner Blain in 2005
Helping CompaniesBuild The Right Thing, Right
Product Planning & ProcessesReferences
Dublin Institute of TechnologyPost-Graduate Diploma in
Product Management
References (p1)Customer-Centric & Stakeholders
Outside-in Software Development – Kessler & Sweitzer http://www.amazon.com/exec/obidos/ASIN/0131575511/ Customer-Centric Market Model – Scott Sehlhorst http://tynerblain.com/blog/2010/09/20/customer-centric-market-model/Stakeholder Goals: Principal vs. End User – Scott Sehlhorsthttp://tynerblain.com/blog/2007/10/18/stakeholder-goals-2/Customer Experience (Journey) Mapping – Chris Risdonhttp://www.slideshare.net/livebysatellite/ia-summit-2012-mapping-the-experience
Innovation ManagementJose Briones http://www.brioneja.com/ http://eyeontheworld.typepad.com/eidt/
http://www.innovationexcellence.com/blog/2012/03/18/beyond-stage-gate-repeating-disruptive-innovation/http://www.slideshare.net/Brioneja/brioneja-probabilistic-decision-analysis-and-innovation-project-management-jose-briones-110210ahttp://www.slideshare.net/Brioneja/brioneja-beyond-stagegate-a-new-approach-for-innovation
Rita Gunther McGrath http://ritamcgrath.com/blog/ http://blogs.hbr.org/hbr/mcgrath/http://www.amazon.com/Entrepreneurial-Mindset-Continuously-Opportunity-Uncertainty/dp/0875848346http://www.leighbureau.com/speakers/rmcgrath/essays/mindset.pdfhttp://ritamcgrath.com/ee/images/uploads/Discovery_Driven_Planning.pdfhttp://www.cfar.com/Documents/options.pdf
References (p2)Market Problems
Scott Sehlhorst - http://tynerblain.com/blog/http://tynerblain.com/blog/2008/08/26/market-driven-advantage/http://tynerblain.com/blog/2011/11/15/comparing-products-1/ (8-part series)http://tynerblain.com/blog/2010/09/20/customer-centric-market-model/http://www.slideshare.net/ssehlhorst/kano-analysis20090923
Lean Software Development ProcessGiff Constable http://giffconstable.com/Experiments & MVP http://www.slideshare.net/giffc/mvpexperiments-talk-at-sva-ixd-program (pp.20-31)
AgileMike Cohn http://blog.mountaingoatsoftware.com/
Presentation (two parts) http://www.youtube.com/watch?v=fb9Rzyi8b90 http://www.youtube.com/watch?v=jeT0pOVg0EI Agile Estimating and Planning http://www.amazon.com/exec/obidos/ASIN/0131479415/
Scott Sehlhorst http://tynerblain.com/blog/2011/08/09/agile-estimation/http://tynerblain.com/blog/2010/08/24/inside-a-scrum-sprint/http://tynerblain.com/blog/2010/09/08/sprint-backlog-splitting-user-stories/
References (p3)Goal-Driven Development
Scott Sehlhorst http://tynerblain.com/blog/2006/03/22/how-to-create-personas-for-goal-driven-development/http://tynerblain.com/blog/2006/04/17/persona-grata/http://tynerblain.com/blog/2008/07/22/buyers-and-users/
Structured RequirementsScott Sehlhorst
http://tynerblain.com/blog/2006/01/04/foundation-series-structured-requirements/http://tynerblain.com/blog/2006/03/21/interaction-design-process-overview/http://tynerblain.com/blog/2006/03/23/interaction-design-and-structured-requirements/http://tynerblain.com/blog/2006/05/23/non-functional-requirements-era/http://tynerblain.com/blog/2006/05/25/writing-good-requirements-the-big-ten-rules/ (Series of 12 articles)
Karl WiegersSoftware Requirements, 2nd Edition http://www.amazon.com/Software-Requirements-2-Karl-Wiegers/dp/0735618798More About Software Requirements http://www.amazon.com/More-About-Software-Requirements-Practical/dp/0735622671
References (p4)Use Cases & User Stories
Alistair CockburnWriting Effective Use Cases http://www.amazon.com/exec/obidos/ASIN/0201702258/ Patterns for Effective Use Cases http://www.amazon.com/exec/obidos/ASIN/0201721848/ http://alistair.cockburn.us/A+user+story+is+to+a+use+case+as+a+gazelle+is+to+a+gazebo
Mike CohnUser Stories Applied http://www.amazon.com/exec/obidos/ASIN/0321205685
Scott SehlhorstUser Stories and Use Cases http://tynerblain.com/blog/2009/02/02/user-stories-and-use-cases/How To Read a Formal Use Case http://tynerblain.com/blog/2006/06/26/foundation-series-how-to-read-a-formal-use-case/Informal Use Case http://tynerblain.com/blog/2005/12/21/use-case-series-informal-use-case/Agile Development of Use Cases http://tynerblain.com/blog/2007/04/02/agile-development-of-use-cases/
Scott AmblerIntroduction to User Stories http://www.agilemodeling.com/artifacts/userStory.htm
The Ambiguity Handbook – Daniel Berry http://se.uwaterloo.ca/~dberry/handbook/ambiguityHandbook.pdf
References (p5)Planning & Estimation
IBM (RUP)http://www.ibm.com/developerworks/rational/library/jun07/peraire/index.htmlhttp://www.ibm.com/developerworks/rational/library/content/03July/1000/1251/1251_bestpractices_TP026B.pdf
Frederick Brooks - The Mythical Man Month: Essays on Software Engineering http://www.amazon.com/Mythical-Man-Month-Software-Engineering-Anniversary/dp/0201835959
Scott Ambler http://www.ambysoft.com http://www.agilemodeling.comhttp://www.ambysoft.com/essays/brokenTriangle.htmlhttp://www.agilemodeling.com/essays/initialRequirementsModeling.htmhttp://www.agilemodeling.com/essays/agileModelingRUP.htm
Jeff Atwood http://www.codinghorror.com/blog/http://www.codinghorror.com/blog/2006/10/the-iron-stool.html
Alistair Cockburnhttp://alistair.cockburn.us/Process%3a+the+4th+dimension
Scott Sehlhorsthttp://tynerblain.com/blog/2006/04/12/how-to-use-timeboxes-for-scheduling-software-delivery/http://tynerblain.com/blog/2008/11/12/satisficing-sprints/http://tynerblain.com/blog/2006/04/13/foundation-series-basic-pert-estimate-tutorial/ http://tynerblain.com/blog/2009/06/18/advanced-pert-estimation/ http://tynerblain.com/blog/2009/06/18/advanced-pert-estimation/2/
References (p6)Process
IBM (RUP)http://www.ibm.com/developerworks/rational/library/jun07/peraire/index.htmlhttp://www.ibm.com/developerworks/rational/library/content/03July/1000/1251/1251_bestpractices_TP026B.pdf
frog designhttp://www.slideshare.net/frogdesign/work-states
OtherScott Sehlhorst
http://tynerblain.com/blog/2012/02/21/strategic-product-manager/
Marty Cagan (Silicon Valley Product Group)http://www.svpg.com/dual-track-scrum
From My BookshelfThe Art of Product Management – Rich MironovThe Product Manager’s Desk Reference – Stephen HainesWriting Effective Use Cases – Alistair CockburnPatterns for Effective Use Cases – Adolph, Bramble, Cockburn, PolsSoftware Requirements, 2nd Edition – Karl WiegersUser Stories Applied – Mike CohnRequirements by Collaboration – Ellen GottesdienerThe Innovator’s Dilemma – Clayton ChristensenThe Back of the Napkin – Dan RoamUML for the IT Business Analyst – Howard PodeswaTuned In – Stull, Meyers, ScottInnovation Games – Luke Hohmann
The Design of Everyday Things – Donald NormanImpact Mapping – Gojko AdzicThe 22 Immutable Laws of Marketing – Ries & TroutMarketing Warfare – Ries & TroutThe Long Tail – Chris AndersonOutliers – Malcolm GladwellNudge – Thaler & SunsteinThe Paradox of Choice – Barry SchwartzBlue Ocean Strategy – Kim & MauborgneThe Design of Design – Frederick BrooksThe Inmates are Running the Asylum – Alan CooperDiscover to Deliver – Gottesdiener & GormanThe Elements of User Experience – Jesse James Garrett
Additional ReferencesThese all relate to discussion topics that came up during the 2012 or 2013 cohortsOutsourced Development
http://tynerblain.com/blog/2006/04/05/outsourcing-conversation-one-topic-two-blogs-three-cs/http://tynerblain.com/blog/2007/11/01/outsourcing-debate/http://tynerblain.com/blog/2006/03/31/four-outsourcing-models-for-software-development/http://tynerblain.com/blog/2008/05/05/offshore-development/http://tynerblain.com/blog/2008/05/14/offshore-design/http://tynerblain.com/blog/2006/08/23/making-agile-offshore-teams-work/
CMMI http://tynerblain.com/blog/2006/03/10/foundation-series-cmmi-levels-explained/http://tynerblain.com/blog/2006/03/12/what-cmmi-level-should-we-use/http://tynerblain.com/blog/2007/01/25/cmmi-and-rmm-intro/http://tynerblain.com/blog/2007/01/26/cmmi-and-rmm-level-1/http://tynerblain.com/blog/2007/01/29/cmmi-and-rmm-level-2/http://tynerblain.com/blog/2007/01/30/cmmi-and-rmm-level-3/http://tynerblain.com/blog/2007/01/31/cmmi-and-rmm-level-4/http://tynerblain.com/blog/2007/02/01/cmmi-and-rmm-level-5/
Agile and UX http://tynerblain.com/blog/2006/03/03/foundation-series-user-experience-disciplines/http://tynerblain.com/blog/2010/11/10/agile-and-ux/http://tynerblain.com/blog/2009/10/19/agile-prioritization/http://tynerblain.com/blog/2010/10/25/a-prototype-is-worth-a-kloc/
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Credits
All the cool watches• Gábor Balogh - designer
• https://www.behance.net/gallery/Smartwatch-Concept/14929833• http://www.theverge.com/2014/3/7/5477768/gabor-balogh-circular-smartwatch-concept • http://imgur.com/gallery/9afxv