Backlog Refinery - Adarsh Sridhar and Rajeev Nair, ThoughtWorks
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From our experience of working with various clients, we would like to share the various innovative methods the Product/Project directors use to prioritize the feature/product backlog and how it varies from business to business. For eg: Concept triage, Email campaigns etc.
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Backlog Refinery - Adarsh Sridhar and Rajeev Nair, ThoughtWorks
- 1. Rajiv Nair - @rajeev_nair_tw Adarsh - @aadarsh__
- 2. What forms your Backlog? ü New Features ü Defects ü Code Refactors, Redesigns, Technology Upgrades
- 3. Backlog - Challenges Flickr photo courtesy - Jaaron
- 6. Need for a Refined Backlog ü Value Maximization ü Balance ü Business Alignment
- 9. Concept Triage - What? ü What ? Product Sponsor/Owner is responsible for creating a business case that demonstrates why we should do a project and where the business value is derived from.
- 10. Concept Triage - How? ü How is it done ? PO/Business presents the case to a larger audience. Like pitching a new Idea to a bunch of VC’s…
- 11. Concept Triage - Who? ü Who is involved? – PO’s, – Tech leads, – BA’s, – QA’s, – Marketing, – Ops, – IS – Legal – Compliance
- 12. Concept Triage - Key Inputs ü Problem/Opportunity Statement – Implementation approach should be avoided as much as possible. ü Financial (Business Case & Business Value) – Regulatory/Mandatory – Maintenance/Replacement – Enhancements – ROI Projects – Risk Mitigation – Client Funded
- 13. Concept Triage - Key Inputs ü Key Drivers – Why should this feature be in our Product ü Benefit Analysis – Increases or protects Revenue – Increases or protects Cash Flow – Decreases or protects Cost in line with Company Strategy ü Success Criteria – how would we define success – This should tie directly back to the benefit analysis
- 14. Concept Triage - Key Inputs ü Trade Offs BudgetMost negotiatiable Least negotiatiable TimeMost negotiatiable Least negotiatiable Most negotiatiable Least negotiatiable Scope Most negotiatiable Least negotiatiable QualityMost negotiatiable Least negotiatiable Customer Experience
- 15. Concept Triage - Key Outputs ü T-Shirt Size(s) ü Concept Evaluation Recommendation – Can this concept go to discovery – Back to the customer for more feedback – If the business case doesn't match the high level T-Shirt size, call it out now, rather than recommending a full discovery. T-Shirt Cost (Lower) Iterations Cost (Upper) Iterations Band Size XXS < £25,000 0.5 £25,000 XS £25,000 0.5 £50,000 1 £25,000 S £50,000 1 £100,000 2 £50,000 M £100,000 2 £250,000 5 £150,000 L £250,000 5 £500,000 10 £250,000 XL £500,000 10 £1,000,000 20 £500,000 XXL £1,000,000 20 £2,000,000 40 £1,000,000 E > £2,000,000 40
- 16. Concept Triage ü Ideas get questioned ü Business case gets validated ü Involvement of business, IT, compliance, IS ü Rough idea of size & cost ü Collective Wisdom!
- 17. Concept Triage ü Good ideas may get trashed due to cost ü Another process before development
- 19. Customer Insights - What ü What ? – Include customers in the process of Refining Backlog. Engage customers until you get to understand the minimum set of features required to satisfy what you try to achieve/what the customer need.
- 20. Customer Insights - How ü How is it done ? – A simple communication is sent to customers briefing them about the new product/ Feature - what the feature does and why it exists - what are the features and benefits – Ask for their interest or feedback about a product (yet to be launched). – A twitter handler is created and circulated to understand market sentiments
- 21. Silver Users Platinum Users Gold Users 48+ tx in 12mnts6 - 12+ trxn in 12months 12 - 48+ trxn in 12months ü Who is involved? – PO's. – Marketing Team – Customers (Platinum or gold customers) – Internal Employees Customer Insights - How
- 22. Customer Insights - Pros ü Tap the loyal customer base who are power users ü Feedback valuable and as they will use n market the product ü fleshing out the concept and achieving clarity of thought about what we will ultimately go off and build
- 23. Customer Insights - Pros ü One section of users are ignored ü Customers do not like to fill surveys without incentive ü People may not really know What they want
- 24. The Systemico Model Source : http://barryoreilly.com/
- 25. Common anti patterns ü Focus on managing cost and not value. ü Prioritize with size as the most important input.
- 26. We create value !
- 27. But how do we prioritize value ?
- 28. Sytemico model
- 29. User goals “I want to login” “I want to search for tickets” “I want to select different delivery options”
- 30. User engagement ü Core – Functionality that satisfies users’ basic needs ü Use – Enhanced functionality that increases the usability of the product ü Engage – Functionality that draws the user to interact with the product ü Explore – Functionality that entices the user to go beyond simple interactions
- 31. Applying user stories to the Systemico model
- 32. Example
- 33. That’s what we need to build !!
- 34. That’s when we will build !
- 35. Systemico : Pros ü Provides additional dimensions which helps in prioritization ü Very useful when there is little validated learning in the product space
- 36. Systemico : Cons ü May not be the best framework for matured products
- 37. Lets recap.. Concept Triage Customer Insights Systemico Model What ? Present the business case Seek feedback from actual users Prioritize value How ? Like you pitch to a VC Email campaigns, Social media User goal & User engagement Ideas gets questioned & sized Feedback from early adapters/power users Additional dimensions Too much focus on cost Feedback limited to the chosen customer set Matured products ?