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WON’T GET FOOLED AGAIN
How	
  organiza+ons	
  have	
  evolved	
  to	
  value	
  
learning	
  over	
  self-­‐decep+on
Jeff	
  Pa'on
jeff@jpa'onassociates.com
twi'er:	
  @jeffpa'on
WON’T GET FOOLED AGAIN
How	
  organiza+ons	
  have	
  evolved	
  to	
  value	
  
learning	
  over	
  self-­‐decep+on
Jeff	
  Pa'on
jeff@jpa'onassociates.com
twi'er:	
  @jeffpa'on
www.jpa:onassociates.com
Trust me, I know what
I’m doing
www.jpa:onassociates.com
If you’re not failing,
you’re not learning
-- Derek Sivers, sivers.org, you should watch the video
Why You Need to Fail: http://www.youtube.com/
watch?v=HhxcFGuKOys
www.jpa:onassociates.com
Let’s talk about me...
www.jpa:onassociates.com
I don’t need testers
www.jpa:onassociates.com
This	
  is	
  Bill
www.jpa:onassociates.com
Testers	
  are	
  team	
  members
www.jpa:onassociates.com
They	
  work	
  as	
  partners	
  with	
  developers
www.jpa:onassociates.com
Lesson:
Testing well is a critical
discipline, and a skill you can
work a lifetime to be good at.
It takes complimentary skills
to make a team
www.jpa:onassociates.com
I’m a fabulous UI
designer
www.jpa:onassociates.com
I’m	
  an	
  art	
  school	
  dropout
13
As a
front-end
developer,
I was
the man
14
Until we shipped
www.jpa:onassociates.com
Lesson:
UI design isn’t about
making things look
good
www.jpa:onassociates.com
User	
  experience	
  has	
  layers
49
www.jpa:onassociates.com
Build	
  up	
  from	
  the	
  bo:om
49
www.jpa:onassociates.com
Build	
  up	
  from	
  the	
  bo:om
49
www.jpa:onassociates.com
Build	
  up	
  from	
  the	
  bo:om
49
www.jpa:onassociates.com
You	
  must	
  address	
  a	
  genuine	
  user	
  need
49
www.jpa:onassociates.com
You	
  can’t	
  fake	
  it
49
www.jpa:onassociates.com
We need better
requirements
www.jpa:onassociates.com
You’re not here to
build software,
You’re here to
change the world
Jeff	
  Pa:on	
  &	
  Associates,	
  jeff@jpa:onassociates.com,	
  twi:er@jeffpa:on 24
Jeff	
  Pa:on	
  &	
  Associates,	
  jeff@jpa:onassociates.com,	
  twi:er@jeffpa:on 25
Jeff	
  Pa:on	
  &	
  Associates,	
  jeff@jpa:onassociates.com,	
  twi:er@jeffpa:on 26
Jeff	
  Pa:on	
  &	
  Associates,	
  jeff@jpa:onassociates.com,	
  twi:er@jeffpa:on 27
Jeff	
  Pa:on	
  &	
  Associates,	
  jeff@jpa:onassociates.com,	
  twi:er@jeffpa:on 28
Jeff	
  Pa:on	
  &	
  Associates,	
  jeff@jpa:onassociates.com,	
  twi:er@jeffpa:on 29
Jeff	
  Pa:on	
  &	
  Associates,	
  jeff@jpa:onassociates.com,	
  twi:er@jeffpa:on 30
Jeff	
  Pa:on	
  &	
  Associates,	
  jeff@jpa:onassociates.com,	
  twi:er@jeffpa:on 31
Jeff	
  Pa:on	
  &	
  Associates,	
  jeff@jpa:onassociates.com,	
  twi:er@jeffpa:on 32
Jeff	
  Pa:on	
  &	
  Associates,	
  jeff@jpa:onassociates.com,	
  twi:er@jeffpa:on 33
Jeff	
  Pa:on	
  &	
  Associates,	
  jeff@jpa:onassociates.com,	
  twi:er@jeffpa:on 34
Jeff	
  Pa:on	
  &	
  Associates,	
  jeff@jpa:onassociates.com,	
  twi:er@jeffpa:on 35
Jeff	
  Pa:on	
  &	
  Associates,	
  jeff@jpa:onassociates.com,	
  twi:er@jeffpa:on 36
Jeff	
  Pa:on	
  &	
  Associates,	
  jeff@jpa:onassociates.com,	
  twi:er@jeffpa:on 37
Jeff	
  Pa:on	
  &	
  Associates,	
  jeff@jpa:onassociates.com,	
  twi:er@jeffpa:on 38
Jeff	
  Pa:on	
  &	
  Associates,	
  jeff@jpa:onassociates.com,	
  twi:er@jeffpa:on 39
Jeff	
  Pa:on	
  &	
  Associates,	
  jeff@jpa:onassociates.com,	
  twi:er@jeffpa:on 40
Really means
“Shut Up!”
Jeff	
  Pa:on	
  &	
  Associates,	
  jeff@jpa:onassociates.com,	
  twi:er@jeffpa:on
Stories	
  are	
  an	
  an+dote	
  to	
  “requirements”
So7ware	
  development	
  has	
  been	
  steered	
  
wrong	
  by	
  the	
  word	
  ‘requirement,’	
  defined	
  in	
  the	
  
dicEonary	
  as	
  “something	
  mandatory	
  or	
  obligatory.”	
  	
  
The	
  word	
  carries	
  a	
  connotaEon	
  of	
  absoluEsm	
  and	
  
permanence,	
  inhibitors	
  to	
  embracing	
  change.	
  	
  And	
  
the	
  word	
  ‘requirement’	
  is	
  just	
  plain	
  wrong.
41
As a
I want
so that
www.jpa:onassociates.com
Agile	
  stories	
  are	
  about	
  the	
  future	
  world	
  
we	
  imagine
www.jpa:onassociates.com
YES! You rock!
on time? outcome
your
reputation
You still rock
- mostly...NO
You suck, but
I won’t tell
you to your
face...
YES!
NO You suck!
www.jpa:onassociates.com
Lesson:
No matter what the
requirements are, if the
outcome is bad, we
lose
www.jpa:onassociates.com
We need better research
www.jpa:onassociates.com
This	
  is	
  my	
  friend	
  Andrew
www.jpa:onassociates.com
This	
  is	
  his	
  unhappy	
  client
www.jpa:onassociates.com
They’ve	
  got	
  an	
  unusual	
  return	
  policy
www.jpa:onassociates.com
This	
  is	
  where	
  they	
  handle	
  returns
49
During	
  business	
  hours	
  the	
  place	
  is	
  pre'y	
  crowded
www.jpa:onassociates.com
Returns	
  go	
  here...
Andrew’s
CEO, Eric
That’s	
  a	
  lot	
  of	
  returns,	
  and	
  it’s	
  criEcal	
  they’re	
  
handled	
  effecEvely
50
www.jpa:onassociates.com
Lesson:
You can’t get empathy
from data
www.jpa:onassociates.com
Gemba
現場
Imagine you’re Jane Goodall...
54
do this don’t do this
www.jpa:onassociates.com
Ninety	
  percent	
  of	
  life	
  is	
  just	
  showing	
  up.
-­‐-­‐Woody	
  Allen
www.jpa:onassociates.com
Show	
  up
www.jpa:onassociates.com
Show	
  up
www.jpa:onassociates.com
Show	
  up
www.jpa:onassociates.com
Show	
  up
www.jpa:onassociates.com
Show	
  up
www.jpa:onassociates.com
Show	
  up
www.jpa:onassociates.com
Show	
  up
Jeff	
  Pa:on	
  &	
  Associates,	
  jeff@jpa:onassociates.com,	
  twi:er@jeffpa:on
Get	
  out	
  of	
  the	
  building,	
  way	
  out	
  of	
  the	
  
building
63
Jeff	
  Pa:on	
  &	
  Associates,	
  jeff@jpa:onassociates.com,	
  twi:er@jeffpa:on
Make	
  friends,	
  because	
  you	
  won’t	
  want	
  to	
  
disappoint	
  your	
  friends
64
www.jpa:onassociates.com
Ateeq	
  has	
  an	
  epiphany
I’ve	
  always	
  been	
  confident	
  I	
  can	
  
tell	
  you	
  precisely	
  what	
  users	
  do.	
  	
  
But	
  it’s	
  not	
  un9l	
  today	
  that	
  I	
  realize	
  that	
  I	
  
could	
  never	
  tell	
  you	
  why.
www.jpa:onassociates.com
data ≠ empathy
www.jpa:onassociates.com
We need a better product
owner
www.jpa:onassociates.com
ce
www.jpa:onassociates.com
Marty	
  Cagan	
  describes	
  where	
  innova+on	
  
comes	
  from	
  on	
  product	
  teams
Marty	
  Cagan,	
  author	
  of	
  Inspired,	
  CreaEng	
  Products	
  People	
  Love
www.jpa:onassociates.com
Lesson:
Product owners lead a cross
functional team
They help the whole team take
ownership
Everyone invents and innovates
www.jpa:onassociates.com
If we get the right
people, and really work
to understand our
users, we’ll get it right
If	
  you’re	
  really	
  
good,	
  you’re	
  right	
  about	
  a	
  
third	
  of	
  the	
  +me
www.jpa:onassociates.com
Your	
  product	
  decisions	
  are	
  more	
  likely	
  to	
  
be	
  wrong	
  than	
  right
People	
  like	
  Marty	
  say	
  this	
  stuff	
  is	
  hard
(Marty	
  Cagan,	
  author	
  of	
  Inspired,	
  How	
  to	
  Create	
  Products	
  Customers	
  Love)	
  
Typically	
  about	
  50%	
  
to	
  80%	
  of	
  all	
  sobware	
  we	
  
ship	
  fails	
  to	
  accomplish	
  its	
  
objec+ves.
www.jpa:onassociates.com
Is	
  it	
  as	
  simple	
  as	
  building	
  only	
  the	
  
features	
  people	
  will	
  use?
It	
  seemed	
  like	
  a	
  
good	
  idea	
  at	
  the	
  
Eme....	
  	
  
“Clippy”	
  -­‐	
  Booed	
  
off	
  the	
  Microso7	
  
Office	
  stage	
  as	
  
seldom-­‐used	
  and	
  
o7en	
  despised.
“There were plenty of weak
spots that led to Microsoft's
disastrous December quarter,
but one that didn't get much
attention Thursday was how
badly the Zune did.”
--Ina Fried, CNet News,
January 2009
opportunity:	
  
integrated	
  music	
  
management	
  and	
  
portable	
  music	
  
player
www.jpa:onassociates.com
It’s	
  only	
  aber	
  delivery	
  that	
  we	
  really	
  
understand	
  value
www.jpa:onassociates.com
We’re	
  probably	
  
right	
  about	
  2	
  Emes	
  out	
  of	
  10
We’ve	
  got	
  a	
  lot	
  more	
  flexible	
  
architecture	
  -­‐	
  easier	
  to	
  test	
  and	
  measure.	
  	
  
That’s	
  ow	
  we	
  know	
  that.
Eugene	
  Park,	
  Director	
  of	
  
Product	
  Management,	
  
Edmunds.com
www.jpa:onassociates.com
Lesson:
This is hard, we’re
usually wrong. Plan to
learn.
www.jpa:onassociates.com
Snag-­‐a-­‐Job.com’s	
  daily	
  standup	
  focuses	
  
on	
  outcomes
A	
  development	
  team	
  at	
  Snag-­‐A-­‐Job.com
www.jpa:onassociates.com
Nothing	
  leaves	
  the	
  board	
  unEl	
  
there’s	
  been	
  a	
  discussion	
  on	
  
what	
  we’ve	
  learned
Snag-­‐a-­‐Job’s	
  board	
  courtesy	
  of	
  David	
  Bi'enbender
Explicit	
  release	
  step
Explicit	
  measure	
  step	
  &	
  metrics
www.jpa:onassociates.com
Thomas	
  Fredell,	
  Snag-­‐a-­‐Job’s	
  director	
  product
Yeah,	
  we	
  scrapped	
  that.
But	
  what	
  was	
  really	
  important	
  was	
  the	
  
architecture	
  we	
  got	
  out	
  of	
  it.
www.jpa:onassociates.com
Great architecture is all
about scalability and
performance
www.jpa:onassociates.com
Snag-a-Job’s architectural
journey is typical
(it just has a more entertaining
naming convention)
Thomas	
  Fredell,	
  Snag-­‐a-­‐Job’s	
  director	
  product
Our	
  current	
  placorm	
  allows	
  us	
  
to	
  build	
  and	
  test	
  so7ware	
  with	
  users	
  
faster	
  than	
  we	
  ever	
  could.
www.jpa:onassociates.com
“Engineers’ problem is
they start with reuse and
end up with something
that’s way too complex
to build simple things.
Focus on:
use before
reuse”
Bill	
  Sco',	
  PayPal
www.jpa:onassociates.com
Edmunds.com
optimizes its platform
around testing and
measurement
Eugene	
  Park,	
  Director	
  of	
  
Product	
  Management,	
  
Edmunds.com
We	
  built	
  our	
  CMS	
  with	
  AB	
  
tesEng	
  in	
  mind.	
  	
  We	
  used	
  to	
  mix	
  Test	
  and	
  
Target	
  metrics	
  gathering	
  and	
  homegrown	
  
metrics,	
  but	
  over	
  Eme	
  we	
  found	
  we	
  could	
  
move	
  faster	
  with	
  our	
  own.
www.jpa:onassociates.com
Lesson:
Engineer first for
experimentation, then
focus on scalability and
performance
www.jpa:onassociates.com
All we need to do is
build-measure-learn
with simple prototypes
www.jpa:onassociates.com
“You can only
learn so much
with the highest
fidelity prototypes
– eventually you
need to get real.”
Cody	
  Evol,	
  Paypal
www.jpa:onassociates.com
“The difference
between high fidelity
and low fidelity is
stupid.
There’s only right
fidelity and wrong
fidelity.”
Bill	
  Buxton,	
  author	
  of	
  
Sketching	
  the	
  User	
  
Experience
www.jpa:onassociates.com
Scale up prototypes to validate more.
Users say
they would
We can see
that they do
Eugene	
  Park,	
  
Edmunds.com
Front-­‐end	
  developers	
  can	
  
quickly	
  build	
  and	
  deploy	
  tests	
  without	
  
building	
  the	
  backend.
works reallooks real
www.jpa:onassociates.com
To experiment effectively,
it takes time, money, and
whole organization
participation.
All this, and and a culture
that makes it safe to learn.
www.jpa:onassociates.com
Edmunds	
  Price	
  Promise	
  involved	
  product,	
  
development,	
  sales,	
  and	
  marke+ng
To	
  validate	
  Price	
  
Promise	
  
Edmunds.com	
  
invested	
  months	
  
of	
  Eme	
  and	
  lots	
  of	
  
real	
  dollars	
  to	
  
learn. Eugene	
  Park,	
  
Edmunds.co
m
In	
  the	
  past	
  we’d	
  have	
  spent	
  months	
  
researching	
  and	
  arguing.	
  	
  Then	
  we’d	
  have	
  
gambled	
  it	
  all,	
  or	
  not	
  tried	
  anything.
www.jpa:onassociates.com
Lesson:
Progressively scale up
fidelity of your
experiments until you’re
testing genuine
outcomes
www.jpa:onassociates.com
We’ll find a process that
really works
www.jpa:onassociates.com
“We had the misperception that the process, the
practice, or the methods will automatically
produce success.
Occasionally that’s the case, but most of the
time it isn’t.”
-- Eugene Park, Edmunds.com
“What process helps us to do is to not fool
ourselves”
-- Thomas Fredell, Snag-A-Job.com
www.jpa:onassociates.com
Lesson:
Stay alert
Don’t fool yourself
WON’T GET FOOLED AGAIN
How	
  organiza+ons	
  have	
  evolved	
  to	
  value	
  
learning	
  over	
  self-­‐decep+on
Questions?
Yes, I’m joking. I’ve learned I never
leave time for questions. Please grab me
in the hall. I have lots of answers. Not
to YOUR questions... but still...
Jeff	
  Pa'on
jeff@jpa'onassociates.com
twi'er:	
  @jeffpa'on
www.jpa:onassociates.com
Extra junk
www.jpa:onassociates.com
We need better
documentation
www.jpa:onassociates.com
Oben	
  when	
  we	
  verbally	
  discuss	
  ideas,	
  we	
  may	
  
incorrectly	
  believe	
  we	
  have	
  the	
  same	
  understanding
www.jpa:onassociates.com
Represen+ng	
  our	
  ideas	
  as	
  models	
  allows	
  us	
  to	
  
detect	
  inconsistencies	
  in	
  our	
  understanding
www.jpa:onassociates.com
Through	
  discussion	
  and	
  itera+ve	
  model	
  building	
  
we	
  arrive	
  at	
  a	
  stronger	
  shared	
  understanding
www.jpa:onassociates.com
Using	
  that	
  shared	
  understanding	
  we	
  can	
  work	
  
together	
  to	
  arrive	
  at	
  the	
  same	
  future	
  world
www.jpa:onassociates.com
Shared	
  understanding	
  is	
  the	
  result	
  of	
  
successful	
  collabora+ve	
  work
www.jpa:onassociates.com
Words	
  and	
  pictures	
  help	
  everyone	
  build	
  
shared	
  understanding
www.jpa:onassociates.com
To	
  build	
  shared	
  understanding,	
  use	
  sketching	
  
and	
  recording	
  on	
  walls	
  and	
  whiteboards	
  
www.jpa:onassociates.com
What	
  you	
  record	
  during	
  conversa+ons	
  
works	
  like	
  a	
  vaca+on	
  photo
Looking	
  at	
  it	
  helps	
  you	
  remember	
  details	
  that	
  aren’t	
  in	
  
the	
  photo
www.jpa:onassociates.com
Scene	
  from	
  HBO’s	
  “The	
  Wire”
www.jpa:onassociates.com
Lesson:
Shared documents aren’t
shared understanding

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