Lean & Agile - Discovering & Reposing To Value
•
5 gostaram•1,138 visualizações
There is always much debate between different practices and methodologies which usually cascade into subjective opinions and preferences. In this talk we will explore some of the key principles behind Agile, Lean, Lean startup and traditional waterfall methods in context to the product domain you are working within. We will explore how iterative Agile and Lean delivery models benefit learning and exploration, whilst comparing the contextual application, risks benefits and pitfalls of different methodologies.
Recomendados
Mais conteúdo relacionado
Mais procurados
Mais procurados (20)
Semelhante a Lean & Agile - Discovering & Reposing To Value
Semelhante a Lean & Agile - Discovering & Reposing To Value (20)
Último
Último (20)
Lean & Agile - Discovering & Reposing To Value
- 1. LEAN & AGILE - DISCOVERING & RESPONDING TO VALUE
- 2. craig.strong@gohubble.com @craigstrong uk.linkedin.com/in/craigstrong/ Craig Strong Chief Technology/Product Officer www.LeanProductLifecycle.com
- 3. S&P 500 index has decreased from 61 years in 1958 to just 18 years today
- 4. PRODUCT LIFECYCLES ARE NOT LINEAR, LONG OR ASSURED 4
- 5. ANNUAL PERFORMANCE TRAP Jeremy Hope, 2003. Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap. Edition. Harvard Business Review Press. 5
- 6. UNCERTAINTY—IN THE ECONOMY, SOCIETY, POLITICS— HAS BECOME SO GREAT AS TO RENDER FUTILE, IF NOT COUNTERPRODUCTIVE, THE KIND OF PLANNING MOST COMPANIES STILL PRACTICE: FORECASTING BASED ON PROBABILITIES Peter Drucker THE NEED FOR ADAPTIVE MANAGEMENT
- 8. REPEATING THE SAME DESIGN
- 10. http://www.gids.nl/sydney/opera.html COMPLEX DESIGN - NEW GROUND Discovery & Learning 10
- 12. YOUR PLAN SHOULD BE EMERGENT AND ADAPTIVE 12
- 13. DISCOVER VALUE IN A PREDICTABLE WORLD YOU NEED PREDICTABLE PLANS.THE WORLD OF BUSINESS IS SELDOM PREDICTABLE. 13
- 15. DESIGN THINKING 1. DESIGN PRINCIPLES 2. HUMAN-CENTRED EMPATHY 3. CONTEXTUAL ENQUIRY 4. IDEATION 5. PROTOTYPING 6. CUSTOMER CO-DESIGN 15
- 16. AGILE DEVELOPMENT 1. SPRINTS/ITERATIONS 2. INSPECT & ADAPT LEARNING 3. USER STORIES/PRIORITISED BACKLOGS 4. CROSS-FUNCTIONAL TEAMS 5. AGILE PRINCIPLES 16
- 17. LEAN STARTUP 1. HYPOTHESES DRIVEN 2. VALIDATED LEARNING 3. MVP 4. BUILD - MEASURE - LEARN 5. FAIL FAST & PIVOT 17
- 18. TOGETHER 18
- 19. REMEMBER, IF WE’RE BUILDING SOMETHING THAT NOBODY WANTS, IT DOESN’T MATTER IF WE’RE DOING IT ON TIME AND ON BUDGET Eric Ries LEAN STARTUP
- 20. REVENUE MODELS
- 21. MVP’S IS A PROCESS 21
- 22. BUILDING A NEW APP I WANT TO USE FEATURES A&B I WANT TO USE FEATURES A,B,C I WANT TO USE FEATURES A,B,C,D,E I WANT TO USE FEATURES A,B,C,D,E,F,G 22
- 23. BUILDING A PRODUCT 1. 7 FEATURES 2. EACH FEATURE : 1. 1 WEEKS TO PLAN 2. 2 WEEKS TO DEVELOP 3. 1 WEEKS TO TEST 3. WHEN YOU DELIVER YOUR FEATURES, YOU EARN $1K PER WEEK PER CUSTOMER 23
- 24. WATERFALL PLAN 7 WEEKS PLANNING 14 WEEKS DEVELOPING 7 WEEKS TESTING 4 Customers 7 Features Earnings $0 Start To Earn $4k pw 28wks Dev 24
- 25. ITERATIVE RELEASE TO CUSTOMER SEGMENTS 4 Weeks A B C D E F G 8 Weeks 12 Weeks 16 Weeks 20 Weeks 24 Weeks 28 Weeks $4k $12k $20k $32k $44k 25
- 27. DELIVER OFTEN, LEARN MORE ! http://clearcode.cc/2014/12/agile-vs-waterfall-method/ 27
- 28. SMALLER, FASTER DELIVERY CYCLES = INCREASED AND FASTER LEARNING http://bitly.com/deliveringvalueicl 28
- 30. “THE LEAN STARTUP METHOD TEACHES YOU HOW TO DRIVE A STARTUP-HOW TO STEER, WHEN TO TURN, AND WHEN TO PERSEVERE-AND GROW A BUSINESS WITH MAXIMUM ACCELERATION.” http://theleanstartup.com/principles LEAN STARTUP
- 31. LEAN PRODUCT LIFECYCLE 31
- 32. SEARCH & EXECUTE ARE DIFFERENT 32
- 34. VERSION OF A NEW PRODUCT WHICH ALLOWS A TEAM TO COLLECT THE MAXIMUM AMOUNT OF VALIDATED LEARNING ABOUT CUSTOMERS WITH THE LEAST EFFORT LEAN STARTUP WHAT IS AN MVP
- 35. MINIMAL VIABLE PRODUCT MVP IS A PROCESS NOT A PRODUCT 35
- 36. MINIMAL VIABLE PRODUCT 36
- 37. BUSINESS MODEL CANVAS Alex Osterwälder & Yves Pigneur • Innovation Tool • Lightweight, Visual and Flexible • Collaborative And Responsive 37
- 38. YOUR PRODUCT IS NOT THE PRODUCT 1. It is important to realise that a product or service idea is not sufficient for success. 2. You could have a good idea, but if you do not have a good business model to support it, then your business will fail. 3. It is not enough to just have a good product, it must be delivered to customers in a manner that is sustainably profitable. A lot of people focus too much on just the product. 4. But the same amount of effort needs to be put into developing the business model. 38
- 39. BUSINESS MODEL CANVAS 39
- 40. VALUE PROPOSITION CANVAS 40
- 41. BUSINESS MODEL DESIGN 41
- 42. LOCAL MAXIMA 42
- 43. EXPERIMENTATION - LEARN FAST 1. Pick riskiest assumption from Business Model Canvas 2. Brainstorm a few different tests, offline and online 3. Try to break the test into even smaller units of work 4. Choose test & define testable hypothesis 5. Set a goal (minimum success criteria) 6. Run the test (try to hit the goal) 7. Review results and make a decision 43
- 44. HYPOTHESES “I/We Believe….” [target market] “Will” [do this action/use this solution] “For” [this reason] 44
- 45. SUCCESS CRITERIA “We will know we are right when ” [minimum success criteria] 45
- 46. EXAMPLE 46
- 47. EXAMPLE 47
- 48. INSTAGRAM 48
- 50. ZOOM IN PIVOT 50
- 51. LEARN FAST THE LEAN WAY 51
- 52. ANY QUESTIONS ? 52
- 53. IT’S BEEN A PLEASURE THANK YOU craig.strong@gohubble.com craig@strongandagile.co.uk @craigstrong uk.linkedin.com/in/craigstrong/ www.LeanProductLifecycle.com 53