Maneuver Warfare and Other Badass Habits of a Lean Product Developer
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Transcript of Maneuver Warfare and Other Badass Habits of a Lean Product Developer
Maneuver Warfare and Other Badass Habits of a Lean Product Developer
Marko TaipaleTampere Goes Agile 2011
Lean Product Developer = Developer of business, products and software
Why this topic is important for you?
2 reasons...
We are wasting time and efforton doing the wrong thing
1
Lean: respect people
16%13%
7%
45%
19%
Features used
SometimesOftenAlwaysNeverRarely
XP2002 CHAOS report
20% valuable
We do not see the purpose in our workor
We do not know if the work we do has a purpose
53% of us don’t know what the company is trying to achieve
2TBWA North - Study on 2010
Lean product developer
Respects the people
Understands, establishes and clarifies the purpose
Improves continuously by learning
How to become a lean product developer?
Cycle as fast as possible
Habits of a lean product developer
1. "Lean" your business ideas
2. Build faster (or not at all!)
3. Measure it!
4. Learn Faster
IDEAS
BUILD
MEASURE
LEARN
1. "Lean" your business ideas
2. Build faster (or not at all!)
3. Measure it!
4. Learn Faster
What is a ”business idea”?
What is a ”business idea”?
This guy is guessing...
It is just a “series of guesses”
How to communicate your business idea?
1 23
4
5
67
8
9
So where is the guess?
Remember this guy?
How to validate the guesses?
Customer Development
Customer Discovery
Customer Validation
Customer Creation
Company Building
Problem /Solution Fit
ProposedMVP
ProposedFunnels
Product /Market Fit
Business Model
Sales & MarketingRoadmap
ScaleExecution
ScaleOrganization
ScaleOperations
Customers are part of the system
Customer Development
Customer Discovery
Customer Validation
Customer Creation
Company Building
Problem /Solution Fit
ProposedMVP
ProposedFunnels
Product /Market Fit
Business Model
Sales & MarketingRoadmap
ScaleExecution
ScaleOrganization
ScaleOperations
Get out of the building!
Customers are part of the system
Customer Discovery
Customer Validation
Customer Creation
Company Building
Product Development
data, feedback, insights
hypotheses, experiments,
insights
Customer Discovery
Customer Validation
Customer Creation
Company Building
Product Development
data, feedback, insights
hypotheses, experiments,
insights
Problem Team
Solution Team
Lean Business Idea - Summary
• Business idea is just a series of guesses
• You can validate the guesses with the help of Customer Development
• Business Model Canvas is effective tool to communicate your business ideas
1. "Lean" your business ideas
2. Build faster (or not at all!)
3. Measure it!
4. Learn Faster
The Concept of an inventory
Business case
Development
Testing Deployment
Design
The Concept of an inventory
Business case
Development
Testing Deployment
Design
82 10
5
25
Don’t write the code!
Business case
Development
Testing Deployment
Design
It is an investment that does not produce anything!Cheapest solution
Don’t write the code!
Business case
Development
Testing Deployment
Design
If you write the code..
Inventory with ATDD
Business case
Development& Test
Deployment
Design
82 5
15
ArchitectureVisionRealisation
Update both, JIT implementation, JIT Scalability, Think big, implement small
Inventory with ATDD + JIT Architecture
Business case
Design, Development& Test
Deployment
2 5
7
Get the stuff from VCS Build & deploy Test & Report
Backup Deploy to production
Monitor & Alert+
Continuous Integration
Continuous Deployment
Continuous Integration & Deployment
coordination and transaction cost
Inventory with ATDD + JIT Architecture + CD
Business case
Design, Development& ATDD & Continuous
Deployment
2
2
What about design of the product?
• UX
• Business model pivots etc.
• Some inventories are needed - they are actually buffers
Example value stream
Summary- Build faster
• Think timing (Just-In-Time)
• Think big, implement small (and fast)
• be aware of the inventory (queues) in your product development process (system)
1. "Lean" your business ideas
2. Build faster (or not at all!)
3. Measure it!
4. Learn Faster
What are things we NEED to measure?• How do you know you’re done?
• How do you know something is more important/valuable than something else?
• How do you know how are you doing?
• How do you choose between two or more solutions?
Number One Waste?
16%13%
7%
45%
19%
Features used
SometimesOftenAlwaysNeverRarely
XP2002 CHAOS report
Measure the usage, think measurements BEFORE your implementMonitor continuously
Measuring if it is used
Comments for service offers and requests
Owner: Marko
QUEUE: 1.6.2010READY: 3.6.2010
DONE: 6.6.20105 days
3 days
Size: S
Levels of monitoringMonitoring
Business
Application
Containers & DB
OS & Services
Hardware
Biz reports
Hearbeat.rb & navigator
Hearbeat.rb & Monit
Monit & Nagios
Monit & Nagios
Funnel analysis
Acquisition
Activation
Retention
Referral
Revenue
Testing hypotheses with Split Testing
BA
Acquisition
Activation
Retention
Referral
Revenue
20%
Acquisition
Activation
Retention
Referral
Revenue
40%Front page 1, Front Page 2Learning vs. measuring
Summary - Measure it
• Measure what matters to you
• Measure to throw away the waste (optimize the whole system)
• Think measuring when implementing the solution
• Measure the business (not only tech)
1. "Lean" your business ideas
2. Build faster (or not at all!)
3. Measure it!
4. Learn Faster
Ship it! - learning inventory
Business case
Design, Development& ATDD & Continuous
Deployment
2
Amazon: new deployment every 11.6 secondsFacebook: continuous deployment
Flickr: same thingIMVU, KaChing, KISSMetrics...
Elisa, Huitale...
Continuous deployment is a way to reduce learning inventory
Get out of the building
meet your customers
Testing hypotheses with Split Testing
BA
Acquisition
Activation
Retention
Referral
Revenue
20%
Acquisition
Activation
Retention
Referral
Revenue
40%Front page 1, Front Page 2 (tee balsamiq?)Learning vs. measuring
Everything is a guess
So how to formulate that as hypotheses?
A way of learning
5 whys
remember economicsremember to choose the levels of “whys” to attack
A3 template for problem solving
http://www.crisp.se/lean/a3-template
using this as impediment description template
Customer Discovery
Customer Validation
Customer Creation
Company Building
Product Development
data, feedback, insights
hypotheses, experiments,
insights
Problem Team
Solution Team
wider bandwidth (than single PO model)
Summary - Learn faster
• Truth is out there: Ship It & Get out from the building
• Identify root causes and use A3 for problem solving
Tie every action to the big pictureMeasure customer satisfaction and profitCustomers are part of the system
End Slide
• Stop wasting people’s time
• Communicate the purpose to engage people around you
Never doubt that a small group of thoughtful, committed people can
Change the World
Indeed, it is the only thing that ever has
Margaret Mead
Marko Taipale@markotaipale
huitale.blogspot.com
I help companies to improve by showing what I have done, how I have done it and what I have learned about it
I am also a CTO of