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Build the Product the Market Wants - Integrating UX and Agile Ways of Working

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Build the Product the Market Wants - Integrating UX and Agile Ways of Working

  1. 1. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐1-­‐
  2. 2. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐2-­‐ $600  Million  IT  Budget 88%  of  the  client’s   software  functionality   was  rarely  or  never   used
  3. 3. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐3-­‐ There  Has  To  Be  A  Better  Way!
  4. 4. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐4-­‐ Devin  Hedge • Eliassen  Group’s  Agile  Practice – Regional  Delivery  Lead – Agile  Coaching – Training – Executive  Coaching  and  Mentoring – Career  Coaching – Enterprise  Digital  and  Agile  Transformation – Product  Focused • 25  years  of  IT:  small  co-­‐located  teams  to  multi-­‐national  enterprises,  government/ • Taught  Agile  techniques  to  thousands  of  people • Programmer  to  Program  Manager  to  Entrepreneur  to  Change  Leader  and  Mentor • Defense,  Telecom,  Government,   Intelligence  Community,  Banking,  Financial  Services,   Insurance,  Healthcare,  Pharma,  Aviation @agiledevin dhedge@eliassen.com http://www.egagile.com
  5. 5. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐5-­‐ Eliassen  Group  Overview Vital Statistics • 25  year  old  privately  held  company • $200  Million  in  Revenue • 13  offices • 1,200  consultants  (160  @  Fidelity) Agile Experts • Agile  practice  established  in  2008 • Core  team  comprised  of  industry  experts • Serving  entire  US  with  international   coverage  as  needed • Scalable  Agile  transformation  approach • Enterprise  wide  Agile  curriculum • Vast  coaching  network  with  local  coverage  in  most  places • 150  currently  on  engagement Agile Offerings • Coaching  – Executive,  Program,  Team,  Technical • Training  – Leadership,  Technical,  CSM,  CSPO,  CST,  SAFe • Advisory  – Industry  benchmarking  &  Consulting
  6. 6. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐6-­‐ Sample  of  our  200+  Agile  Clients
  7. 7. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐7-­‐ Brief  History  of  UX
  8. 8. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐8-­‐ Early  User  Experience  (UX)  Design THAT’S  WHAT  I  WANT!!!
  9. 9. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐9-­‐ Then  Came  Formal  Study  of  Human  User  Interaction
  10. 10. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐10-­‐ THEN  CAME  USER  CENTRIC  DESIGN  (UCD)  AND  DESIGN  THINKING
  11. 11. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐11-­‐ Delighted  Customer slow  to  market
  12. 12. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐12-­‐ Overview  of  UX  Product  Discovery  Methodology
  13. 13. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐13-­‐ TYPICAL  UX  CYCLE  (EXAMPLE  1) 6  to  9  months rush  to  get  it  done
  14. 14. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐14-­‐ TYPICAL  UX  CYCLE  (EXAMPLE  2)
  15. 15. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐15-­‐ TYPICAL  RESULTS YOU   COULDN’T   HIRE  A   DESIGNER? IT  TOOK  YOU   NINE  MONTHS  TO   BUILD  THIS?
  16. 16. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐16-­‐ Overview  of  Scrum  and  Kanban  Product  Development  Methodology
  17. 17. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐17-­‐ AGILE  VALUES We  are  uncovering  better  ways  of  developing software  by  doing  it  and  helping  others  do  it. Through  this  work  we  have  come  to  value: Individuals  and  interactions over  processes  and  tools Working  software over  comprehensive  documentation Customer  collaborationover  contract  negotiation Responding  to  change over  following  a  plan That  is,  while  there  is  value  in  the  items  on the  right,  we  value  the  items  on  the  left  more. Source:  http://agilemanifesto.org
  18. 18. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐18-­‐ AGILE  VALUES  AS  TYPICALLY  INSTALLED We  are  uncovering  better  ways  of  developing software  by  doing  it  and  helping  others  do  it. Through  this  work  we  have  come  to  value: Individuals  and  interactions over  processes  and  tools Working  software over  comprehensivedocumentation Customer  collaborationover  contract  negotiation Responding  to  change over  following  a  plan That  is,  while  there  is  value  in  the  items  on the  right,  we  value  the  items  on  the  left  more. Source:  http://agilemanifesto.org no hacking together some stuff mostly mostly guessing not no BAD  THINGS HAPPENED
  19. 19. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐19-­‐ 12  AGILE  PRINCIPLES 1. Our  highest  priority  is  to  satisfy  the  customer   through  early  and  continuous   delivery  of   valuable  software.   2. Welcome   changing  requirements,   even  late  in   development.   Agile  processes  harness   change   for  the  customer's   competitive  advantage.   3. Deliver  working  software  frequently,   from  a   couple  of  weeks  to  a  couple  of  months,   with  a   preference  to  the  shorter  timescale.   4. Business   people  and  developers   must  work   together  daily  throughout  the  project.   5. Build  projects  around  motivated  individuals.   Give  them  the  environment   and  support   they   need,  and  trust  them  to  get  the  job  done.   6. The  most  efficient  and  effective  method  of   conveying  information   to  and  within  a   development   team  is  face-­‐to-­‐face   conversation.   7. Working   software  is  the  primary  measure  of   progress.   8. Agile  processes   promote  sustainable   development.   The  sponsors,   developers,   and   users  should   be  able  to  maintain  a  constant   pace  indefinitely.   9. Continuous   attention  to  technical  excellence   and  good  design  enhances   agility.   10.Simplicity-­‐-­‐the   art  of  maximizing  the  amount  of   work  not  done-­‐-­‐is   essential.   11.The  best  architectures,  requirements,   and   designs  emerge  from  self-­‐organizing  teams.   12.At  regular  intervals,  the  team  reflects  on  how   to  become  more  effective,  then  tunes  and   adjusts  its  behavior  accordingly.   Source:    Agile   Manifesto  http://agilemanifesto.org/
  20. 20. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐20-­‐ ! WHERE  DOES  UCD  HAPPEN?
  21. 21. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐21-­‐ KANBAN ! WHERE  DOES  UCD  HAPPEN? 1. Identify  Value 2. Map  the  Value  Stream 3. Create  Flow 4. Establish  Pull 5. Seek  Perfection LEAN  THINKING KANBAN  STEPS 1. Visualize  The  Flow 2. Limit  Work  in  Process 3. Measure  &  Manage  Flow 4. Make  Process  Policies  Explicit 5. Use  Models  to  Recognize   Opportunities
  22. 22. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐22-­‐ Overview  of  Lean  UX  integrated  with  Scrum
  23. 23. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐23-­‐ TWO-­‐TRACK  SYSTEM UCD  TEAM FEATURE  TEAM
  24. 24. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐24-­‐ NOT  SOPHISTICATED  ENOUGH
  25. 25. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐25-­‐ Problem  /  Solution  Fit
  26. 26. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐26-­‐ Product  /  Market  Fit
  27. 27. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐27-­‐ Product  /  Market  Fit Problem  /  Solution  Fit
  28. 28. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐28-­‐ PROJECTS  =  EXPERIMENTS
  29. 29. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐29-­‐ REQUIREMENTS  =  HYPOTHESES
  30. 30. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐30-­‐ REQUIREMENTS  =  HYPOTHESES Be Prepared to Change
  31. 31. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐31-­‐ Minimum Viable Minimum  Viable  Product Source:  Adapted  from  Eric  Ries  The  Lean  Startup To  find  a  problem/solution  fit,  you’ll  need  to  build  an  MVP  to  learn  about  your  customers.
  32. 32. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐32-­‐ Valuable Usable & Desirable Feasible How  does  the   business  paying   for  the  software   benefit? To  get  benefit   from  the   software,  it  must   be  used To  get  benefit  from  the   software,  it  must  be  cost   effective  to  build ©  2010  Jeff  Patton,  all  rights  reserved,  www.AgileProductDesign.com Finding  the  Sweet  Spot The  “Sweet  Spot”   Of Market  Differentiation
  33. 33. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐33-­‐ Concept  from  ©  2010  Jeff  Patton,  all  rights  reserved,  www.AgileProductDesign.com Balance  Product  Discovery  with  Delivery Delivery Discovery Understanding  the  right  product   to  build Building  product  right
  34. 34. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐34-­‐ Image  Source:  Eric  Ries  The  Lean  Startup Ideas Build Product Measure Data Learn
  35. 35. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐35-­‐ Ideas Build Product Measure Data Learn Image  Source:  Eric  Ries  The  Lean  Startup start   here
  36. 36. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐36-­‐ Ideas Build Product Measure Data Learn Image  Source:  Eric  Ries  The  Lean  Startup Stay  the  Course? Or Pivot?
  37. 37. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐37-­‐ PIVOT “A  CHANGE  IN  STRATEGY  WITHOUT             A  CHANGE  IN  VISION”
  38. 38. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐38-­‐
  39. 39. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐39-­‐ Three  Tiers  of  Experimentation Portfolio Product Feature  Team
  40. 40. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐40-­‐ Five  Levels  of  Planning Visioning User Personas/Empat hy Maps Business Model Canvas/Lean Canvas Experiment Map Vision Statement Product Roadmap Release Sprint Daily Feature Map (Working Skeleton) Story Map Release Map Sprint Backlog Release Backlog Product Backlog
  41. 41. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐41-­‐ The  Five  Levels  of  Planning
  42. 42. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐42-­‐ Steps  of  Tier  1  Experimentation  (Business/Portfolio) 2-­‐Week  Time  Box Build Measure Learn Customer  Identification Build Measure Learn User  Journey Build Measure Learn Business  Model Build Measure Learn Business  Capability  Model
  43. 43. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐43-­‐ Tools  of  Tier  1  Experimentation Business  Model   Canvas Empathy  Map Experiment  Map User  Journey Business  Capability   Model
  44. 44. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐44-­‐ ©  2009-­‐2011   Jeff  Patton,  all  rights  reserved,  www.AgileProductDesign.com Jeff  Patton’s  Pragmatic  Personas 35
  45. 45. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐‹#›-­‐ 45
  46. 46. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐‹#›-­‐ Empathy  Map  -­‐ eStudentLS http://estudentls.files.wordpress.com/2012/11/the-­‐empathy-­‐map2.jpg
  47. 47. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐47-­‐ Using  the  BMC  to  Discovery  Your  Vision
  48. 48. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐48-­‐ Business  Model  Canvas  -­‐ eStudentLS 41 http://estudentls.files.wordpress.com/2012/11/the-­‐empathy-­‐map2.jpg
  49. 49. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐49-­‐ Steps of  Tier  2  Experimentation  (Product/Feature) 2-­‐Week  Time  Box Build Measure Learn Business  Capability  Model Build Measure Learn PretotypeTesting Build Measure Learn Feature  Testing Pe rson  wants  to  se nd   a happy  birthday  card,  a  vale ntin e’s  d ay   card,  or  a  Christmas  card  with  a  gift   card  using  e ithe r  Fe dex or  UPS   ove rnight  or  ground Pe rson  wants to  se nd  a   happy   birthday  card Pe rson  wants to  se nd  a   vale ntine ’s   day  card Pe rson  wants to  se nd  a   Christmas   card Pe rson  wants to  se nd  a  gift   card Pe rson  wants to  se nd  via   UPS  ground Product  Backlog
  50. 50. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐50-­‐ Tools  of  Tier  2  Experimentation • Surveys • Alpha-­‐Group  Test  Lab • Focus  Groups • Prototyping  Tools • Remote  Desktop  Sharing  Tools
  51. 51. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐51-­‐ Tools  of  Tier 3  Experimentation  (Feature/User  Story) 2-­‐Week  Time  Box Prioritized  Backlog Potentially  Shippable  Product Build-­‐It Multivariate  Testing  (Narrow) Build Measure Learn Multivariate  Testing  (Wide) Build Measure Learn
  52. 52. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐52-­‐ Tools  of  Tier  3  Experimentation Use  the  Appropriate  Tool  Based  on  the  Product/System  Maturity  Level
  53. 53. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐53-­‐ Product  Development  Life  Cycle 5 3 Source:  Adapted  from  Geoffrey  Moore MMFs Rest  of  Product   Development  Here Operations  & Maintenance  Here
  54. 54. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐54-­‐ Early  Stage  Product  Development 5 4 Source:  Adapted  from  Geoffrey  Moore Interviews Fake  Door Concierge Pretend-­‐to-­‐Own
  55. 55. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐55-­‐ CAUTION regarding INTERVIEWS! 5 5 This  is  a  Customer Interview,  not  a     Solution  Monologue
  56. 56. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐56-­‐ Fake  Door
  57. 57. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐57-­‐ Concierge
  58. 58. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐58-­‐ Pretend-­‐to-­‐Own Source:  Pretotype  It
  59. 59. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐59-­‐ High-­‐Growth  Product  Enhancement 5 9 Source:  Adapted  from  Geoffrey  Moore Feature  Fakes A/B  Tests Re-­‐labels
  60. 60. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐60-­‐ Feature  Fake
  61. 61. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐61-­‐ Multi-­‐Variant  “A/B”  Tests
  62. 62. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐62-­‐ Re-­‐Label
  63. 63. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐63-­‐ Case  Study  of  Lean  UX  integrated  with  Scrum
  64. 64. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐64-­‐ Situation • Super  Regional  Financial  Services  Corp • Great  Design  Chops • Faced  with  Banking  Centers  going  the  way  of  the  Baby   Boomers • THREE  years  behind  schedule  on  Strategic  Initiatives
  65. 65. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐65-­‐ Dual  Track  Approach Product  Owner Cloud SCRUM KANBAN
  66. 66. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐66-­‐ Instrument  the  Entire  User  Journey • Social  Media/Traditional  Media  through  Acquisition • Paths  through  the  Application • What  is  useful  to  the  User?  (Which  features  are  used?) 66
  67. 67. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐67-­‐ PIRATE  METRICS • Dave  McClure’s  Startup  Metrics  for  Pirates  is  a  good  framework  for  thinking  about  macro  metrics: • Acquisition • Activation • Retention • Revenue • Referral
  68. 68. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐68-­‐ PIRATE  METRICS • Focus  on  them  in  this  order: • 1.  Activation,  Retention  (happiness) • 2.  Revenue  (sustainability) • 3.  Acquisition,  Referral  (virality)
  69. 69. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐69-­‐ Results New  Client  Portal  Experience  in  4  Months Still  Awaiting  Retention  Goals  Results  (it  takes  a  while) Bank  Industry  Awards  for  Client  Experience  and  Customer  Satisfaction
  70. 70. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐70-­‐ The  importance  of  DevOps  in  this  Process • Using  Scrum: Product  Idea Product   Vision Shippable   Product Visioning Realization • Just  enough  to  get  started • Not  necessarily  sprints  but  time-­‐ boxing  is  a  good  idea • Not  required  by  Scrum One  or  more  sprints Initial   Product   Backlog Source: Agile   Product  Management  With  Scrum by  Roman   Pichler Potentially  Releasable  Product   Increments Sprint  0
  71. 71. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐71-­‐ The  Important  of  DevOps in  this  Process DevOps protects  CycleTime and  LeadTime to  Market  per  Feature • They  focus  on: – Continuous  Integration – Continuous  Delivery 71
  72. 72. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐72-­‐ Implications  on  Scaling
  73. 73. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐73-­‐ CYCLE  TIME 1-­‐CLICK   DEPLOY Enterprise  Agility  in  Action AGILE  OFFICE I3 I2 I1 LOB   CUSTOMERS ESCALATION CONSULTATIVE   ARCHITECTURE MVI’s LOB   BUSINESS LEADERS DELIVERY   BASED   METRICS PORTFOLIO   O F   P ROGRAMS CAPACITY   B ASED   I NVESTMENT AGILE   PROJECT   MGMT AGILE  SCM RELEASE   TEAM  /  OPS DELIVERY   BASED   MANAGEMENT FUNDING   DECISIONS
  74. 74. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐74-­‐ SUMMARY Three  Principles • It’s  about  Products  and  Product  Portfolios,   not  Projects  and  Programs • Focus  on  Product  Features,  not  requirements   or  User  Stories  (though  the  later  is   important,  too) • Instrument  your  decisions:  Pirate  Metrics • Do  the  right  experiments  in  context Two  Structures • You  need  a  data  analytics  infrastructure • You  need  a  DevOps  team • These  are  no  longer   optional!
  75. 75. ©  2012-­‐2015  Eliassen   Group.  All   Rights  Reserved  -­‐75-­‐ Questions? Devin  B.  Hedge @agiledevin dhedge@eliassen.com http://www.egagile.com
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