Agile Innovation - Product Management in Turbulent times
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In today’s world we are constantly confronted with the message that the competition is breeding down our necks, that the market and environment are changing and we need to change with them. And most importantly, we are told that we need to listen to our customers to be able to provide the right products. We as a Product Managers need to be able to see beyond the basic product decisions, e.g. do we add feature A or feature B? We need to think beyond the silo of our function.
Transcript of Agile Innovation - Product Management in Turbulent times
Vasco Duarte
@duarte_vascohttp://bit.ly/vasco_bloghttp://bit.ly/vasco_slideshare
Portfolio
Do we have the right things in our portfolio?
Next?isWhat
Business at warp speed…How to Cope?
How to tackle these changes?ACT I – tackling the challenges
What have you done for
me lately?
Idea
Meetings to get idea approved
Trying to get the project started
Time is ticking
Dude, Where’s my product?
Slow Processes: a (BAD) example
Time
Ad
ded
Valu
e
6 months trying to get the project approved
One dayBrainstorming new product idea 6 months
product development
Consequences of slow processes:
• Higher costs -> due to the amount of work that is pending while the costs are accruing
• Lower quality -> slow processes allow for “dirty” workarounds and hide quality problems (which in turn increase costs due to rework)
Corollary of fast processes
For any given process, if you can reduce the Time it takes to execute it, you will consequently reduce Costs and increase Quality
CASE I: How to reduce the time it takes to execute a particular process
Action Value added (in min) Waste (in min)Partner calls in with an order (100 CDs)
5 min 0 min
Order is added to in-house system
1 min 10 min
Order is assigned in factory 0 min 5 minOrder waits for a minimum batch size (e.g. 1000)
0 min ~2 day (2880 min)
Order box is created 1 min x # of CDs = 100 min 5 min x #CDs = 500 minOrder mail package created 0 min 10 minMail Packages are created for all orders
5 min 50 min (1 of 10 orders on average)
Mail Packages shipped 5 min 50 min (1 / 10 on average)Mail delay 0 min ~2 day (2880 min)
Total 116 min 6385 min
116 / 6385 = 1.8% Value
Added!
Technique 1: Value Stream MappingSimple example
What have you done for
me lately?
Input
Result
What happens if you improve the activity that is NOT a bottleneck?
And don’t forget the Little law!
Faster? Sure! But why?
You
Customer
+=
Best ProductManager
CASE II: Flexible Requirements Management
Different content abstractions for different stakeholders
User Stories
Features
EpicsPortfolio Items – Customer marketable
Longer term planning (more than 1 iteration)
Where the rubber meets the road – what we do in one iteration
Product Marketing and
Portfolio
Product Owner + Architect + UX
Team + Product
Owner
Different ways to manage a portfolio of Epics/Features
Epic
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Epic Epic
Feature
Feature
Feature
Epic
Feature
Feature
Feature
Epic Option 1:• Many epics• Shallow implementation• New market / new business
innovation• Typical goal: catch up (me too
or tick-in-box products for reviews)
Epic
Feature
Feature
Feature
Feature
Feature
Feature
Epic
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Option 2:• Few epics• Deep implementation• Technological innovation• Typical goal: Hero products,
unique experiences, Niche-focused products
WHAT IS YOUR G
OAL?
Feedback is essential to get it right
When I grow up I want to learn…
Bug evolution in a non-agile project
OpenClosedSubmit
Timeline
Nu
mb
er
of
Bu
gs
Development phase Desperately testing and fixing phase
Waterfall
Your Team is the best design team!
CASE III: The learning process for the whole company
DiscontinuationGeneral AvailabilityProduct Realization
S3 R1S1 V3 V1V2
ReleaseDevelopment
D1S2 R2
IdeaScreening
ReleasePlanning
FeasibiltyStudy
SystemTest
BetaValidation
RCValidation
LaunchPreparationDevelopment Iterations
MarketLaunch
Screening and Initiation Validation
D2
Product life-cycle and product realization cycle
DA Dn ...
ProjectInitiation
Step 1: A classic waterfall-like process framework
• Learning comes too late• Requires the world to be perfect• Not flexible to changes (especially late changes)
Step 2: Agile process framework for the whole company
• Includes feedback/learning cycles for major company processes
• Regular reviews allow us to adapt to change
Now for the real challenge…ACT III – How to take this into practice?
Workout
Work OUT!OR…
Epic Epic Epic Epic Epic
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Dep
th o
f th
e p
ort
folio
Is t
his
Epic
a “
kick
-ass
” or
a “
me
too”
or
a “
check
in b
ox”?
Breadth of the portfolioHow many experiences do we offer our customers?
Flexible Scope techniques
Design a learning process
Source: Eric Ries, Lean Startup
Stop starting, start finishing!
Here’s a tip you can take to the bank: Hire someone who has done it before.
Currently an Agile Coach at Avira, Vasco Duarte is an experienced Product and Project Manager. Having worked in the software industry since 1997, Vasco has also been an Agile practitioner since 2004, he is one of the leaders and catalysts of Agile methods and Agile culture adoption at Avira and previously at Nokia and F-Secure.
Vasco's contributions to the development of the Software industry and professions can be read at his blog: http://SoftwareDevelopmentToday.blogspot.com
Or you can follow Vasco on Twitter: @duarte_vasco
Tweet or send me an e-mail: [email protected]
