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Orchestrating experiments at scale
- 1. Orchestrating experiments at scale Flowcon 27 November 2018 Paris, France Matteo Cavucci @matteomced
- 2. Let’s make experiments for our product, so we’ll find out what to build!
- 3. Shut up, you chump! We know already what to build. Have a look at our product strategy. Let’s make experiments for our product, so we’ll find out what to build!
- 4. Shut up, you chump! We know already what to build. Have a look at our product strategy. Let’s make experiments for our product, so we’ll find out what to build! …and we had a design sprint 3 months ago. Get back to work!
- 5. The important things I have to say today • You can’t create a successful product without having people aligned on purpose and goals. • The product strategy is a visual tool to connect business and delivery. • Prioritising by value and outcomes requires continuous validation.
- 7. Matteo Cavucci • Italian, but living in Berlin • Ex ThoughtWorks, now independent • Supporting executives, managers, and teams improving ideation, planning, and delivery of software products. • I’ve been hired as a dev, designer, PM, Scrum Master, PO, etc… • A process nerd! @matteoMCED
- 8. What is a product strategy?
- 9. It's developer's understanding, not your knowledge that becomes the product. — Alberto Brandolini
- 11. Issues with traditional product strategy • General lack of alignment and accountability to a common business goal. • Decision making is not enabled by people doing the work. • Work is measured and prioritised by output, not value delivered. • Too many handoffs between silos leading to poor execution and delays.
- 12. Information Time
- 13. Information Time
- 14. Verschlimmbesserung An action that is supposed to improve something, but ends up making it worse. “It’s not an improvement; it’s a Verschlimmbesserung!”
- 16. A challenge
- 17. The challenge • A large org producing one of the most beloved software product of the internet history. • Based in North America, but with team members distributed all around the globe. • A large base of contributors, from semi- professional partitioners to corporations.
- 18. Find new ways to attract and delight the next four million users.
- 19. A cross-functional team of domain experts Tech lead UX designer Product owner Community Program manager Tech lead User researcher Marketing
- 20. A different set of principles • Focus on learnings, instead of the mere creation of artefacts with a continuous process of discovery. • Prioritise according the desired impact, not the expected deliverable. • Empower distributed, autonomous teams to take the right decisions, keeping a consistent focus on the global product.
- 21. From multiple ideas to an actionable, adaptive roadmap
- 24. Hypothesis B Hypothesis A Discovery through options
- 25. Let ideas emerge
- 26. Mapping the current flow spot areas of improvement
- 28. What is eventstorming? Accelerate group learning using DDD principles and Gamestorming approach Eventstorming is a rapid, lightweight and intense group modelling technique. It makes easy to quickly understand domains and accelerate business and tech teams in designing complex and powerful solutions for their products and processes.
- 29. Why it works so well Everybody is involved - Eventstorming is designed to create conversations between many people at the same time Driven by participants - The focus and the deepness of the conversation is decided by the crowd. Incremental notation - Introduce specific notations when is needed, if is needed. Complex, not linear - Reality is rarely a linear journey. Eventstorming captures the hidden complexity of products. A common language for all - Precise and powerful language, familiar and easy to learn by people with different backgrounds.
- 31. How does it works Describe what you know in events • Orange sticky note • Verb at past tense • Relevant for domain experts Examples: • New extension submitted for review. • Extension rated as excellent by end user. • Extension promoted as featured. …and place them along a timeline • What do we need to have this event happening? • What other event is triggered by this event?
- 32. From insights to opportunities exploration structure boundaries frictions opportunities
- 34. Establish a direction toward which all the work should contribute
- 35. Set a leading Vision • A description of what place in the market the organization seeks to achieve. • Ambitious enough to inspire and set a clear direction. • Actionable in a reasonable timeframe (6/12 months). • Relevant for the business and meaningful for the teams.
- 36. Take a look into the future • What do we want to feel when working with the community of developers? • What do we want the developers to feel when working with us? • What do we want the extension makers to feel about our work together? • What do we want the end user think about our service? • What do we want the end user to say about our service? • How would we describe the future service?
- 38. topic A topic B topic C topic D topic E Grouping opportunities
- 39. topic A topic B topic C topic D topic E Leading Vision Visualising relations
- 40. Initiative The Lean Value Tree • The Lean Value Tree is a visual tool to facilitate capturing and sharing the product strategy • An effective way to share and analyse desired outcomes, examine risks, and continuously prioritize what is needed. Leading Vision Bet Experiment Bet Goal GoalGoal
- 41. Goal A Goal B Goal C Goal D Goal E Leading Vision From topics to high-level Goals
- 42. GOAL: CURRENT SITUATION: IMPACT: INDICATORS: USER: A name capturing the high-level goal Customer selection & focus Observations and insights from the current implementation The result we’d like to achieve in terms of behavioural change How are we going to observe the change
- 43. From opportunities to Bets Goal A leading vision Bet 1 Bet 2 Bet 3
- 44. BET: PEOPLE:POTENTIAL RISKS: INDICATORS: HYPOTHESIS: A name capturing the Bet We believe that _________ will result in ________________ Who need to be involved, and how THE SCENARIO: A brief description of the desired scenario from user’s perspective How are we going to observe the change Whatever we need to keep in mind when validating this Bet EXP. IMPACT: Hi/Mid/Low
- 46. Prioritise Bets
- 47. WIP per Goal: 2 WIP per quarter: 9 Prioritise Bets YES YES, BUT LATER
- 48. WIP per Goal: 2 WIP per quarter: 9 Prioritise Bets THIS QUARTER NEXT QUARTER
- 49. From Bets to Experiments Goal A Leading Vision Bet 1 Experiment 1 Experiment 2 Experiment 3 Experiment 4 Team
- 50. EXPERIMENT: ACTIONS: INDICATORS: A name capturing the experiment What are we planning to gather data Metrics and results to measure the change EXPECTATIONS: What do we like to see DUE DATE:
- 51. A quick example
- 52. Becoming the 2019 go-to conference for managers and PO in Europe.
- 53. Becoming the 2019 go-to conference for managers and PO in Europe. An immersive attendee experience Attracting enthusiast sponsors Cutting edge presentations Growing a community
- 54. Becoming the 2019 go-to conference for managers and POs in Europe An immersive attendee experience Attracting enthusiast sponsors Cutting edge presentations Growing a community Offering spaces for networking Connect with speakers Get feedback on real life challenges
- 55. Becoming the 2019 go-to conference for managers and POs in Europe An immersive attendee experience Attracting enthusiast sponsors Cutting edge presentations Growing a community Get feedback on real life challenges Unconference space Coaching corner by speakers Q&A panel with moderated questions from the audience
- 56. A different way of thinking
- 57. Compass overmaps
- 60. Challenge the “but this is how we always do it” mentality