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STOP MAKING EXCUSES
START DELIVERING VALUE
A CULTURE FIRST APPROACH TO PRODUCT CENTRICITY
2
OUR AGENDA
_ Introduction
_ Story Time
_ What I mean by Lean Product Design
_ Culture First
_ The Playbook
_ The End
LET’S GET STARTED
3
“CDAF”
“CDAF”
4
WHO ARE YOU?!
WHY SHOULD I
LISTEN TO YOU?!
-A Reasonable Skeptic
5
JORDAN COURTLAND BROWN
He / Him / His
6 Years in Nonprofit Strategy
2.5 Years at ThoughtWorks
Lean Product Transformation / Product
Strategy / Product Management
STORY TIME
6
7
http://www.adweek.com/digital/facebook-now-makes-84-of-its-advertising-revenue-from-mobile/https://techcrunch.com/2011/12/08/corporate-reorganization/
FACEBOOK ?
2011
$0.00
MOBILE
0%
AD REVENUE
2012
$390m
MOBILE
$1.8b
MOBILE
2015
84%
AD REVENUE
MOBILE ADS
UNIFIED USER
EXPERIENCE
PROMISE
OF
VALUE
What are we doing next
that delivers value?
POD 1 POD 2 POD 3 POD 4
How much are we
investing?
GROWTH +
SUSTAINABILITY
STRATEGIC GOAL STRATEGIC GOAL
What does the organization
need to achieve to realize
the Vision?
WHEREVER
WHENEVER
MOBILE DESKTOP
What’s our strategy for
achieving that Goal?
ADVERTISING
PLATFORM
$$$ Users+
Advertisers+
Mobile+Ad $$
Ads +
Mobile Ads +
M. Imp +
M. Eng +
VISION
What is our destination as
an organization?
“People use Facebook to stay connected with friends and family, to discover
what’s going on in the world, and to share and express what matters to them.”
8
HOW DID THEY DO IT ?
9
10
PRODUCT
CENTRICITY IS A
CULTURE
OF DESIGN
11
Building the
Right Things
Building the
Things Right
IMAGINE
LEARN DESIGN
TEST
CustomerNeed
TacticalAction
CULTURE
NORMS
VALUES
BEHAVIORS
COMMUNICATION
ORGANIZATION
POLITICS
CULTURE OF
DESIGN
😭
😭
Another
Day!
12
CULTURE
PRINCIPLES
CULTURE OF
DESIGN
PRACTICES
TECHNIQUES
VS
OPEN ENDED QUESTIONS,
MANY POSSIBLE ANSWERS.
Given a Principle…
How do we approach this now?
Could we be better?
What would good look like?
This month? In six months?
How will we know we’re getting better?
TERMINAL QUESTIONS,
YES OR NO ANSWERS.
Given a Practice / Technique…
Do we or don’t we?
Are we or aren’t we?
Best practice or not?
N/A, we checked the box or didn’t.
N/A, we checked the box or didn’t.
13
“We have a truncated process that
inhibits our ability to work
holistically within an overall Vision.”
“We have identified areas
of short-term capability
growth and improvement .”
“We are beginning to blend
areas of the business around a
product strategy.”
“We have become an organization
designed for purpose, delivering value
understood and owned by all.”
CULTURE OF
DESIGN
EVOLUTION OF DESIGN CULTURE
14
HOW CAN WE START AN
EVOLUTION IN OUR CULTURE?
15
PLAYBOOK FOR A
DESIGN CULTURE
16
17
VALUES
WHY > WHAT + HOW
OUTCOMES > OUTPUTS
BOUNDARIES > CONSTRAINTS
We need to implement Paypal checkout!
Do we know what our customers are hoping to accomplish? How’s that going?
X
✔
Our Velocity went up! We completed 10 more stories than last week!
We delivered this business value, and average cart value went up 10%
X
✔
All stories need to be written, in Jira, in this format…
We have both a physical and digital backlog, Devs understand stories, and Cycle Time is low
X
✔
BETTER > PERFECT
We can’t do User Testing—we don’t have external access to staging set-up and that’ll take…
Marketing got us in contact with 5 user’s and we’re doing screen share over Skype
X
✔
Low Checkout Conversion?
What Did We Accomplish This Sprint?
Are We Working Effectively?
Will We Validate This With Real Users?
18
BEHAVIORS
DISCOVER
Researching customer
needs
PRIORITIZE
Selecting the best place
to invest
PROTOTYPE
Iterating & user testing
solution ideas
MEASURE
Identifying a minimum
viable product (MVP)
SCALE
Grow successful MVPs
into products
? ? ?? ? ?
! ! !
MVP
2 3
4 5 6 7
1
MVP+
SPRINT RETROS
TEAM WORKFLOW
REMOTE COLLABORATION
A FEATURE
PRODUCT METRICS
19
NORMS
NOTHING IS ABSOLUTE—EVERYTHING IS NEGOTIABLE
This is a HYPOTHESIS DRIVEN model—we discover new truths, things change, and so do we. We try new things.
If something stops being useful, it’s gone. Everything in service of the OUTCOMES. Nothing for it’s own sake.
EVERYONE A PRODUCT OWNER—EVERYONE A DESIGNER
DESIGN WITH THE USER
MEASURE EVERYTHING
AUTONOMOUS + ACCOUNTABLE
We own the outcome—the WHY, and AMAIRAP the what and how of that is totally up to us (Boundaries vs Constraints).
That said, WE are accountable for our choices—they’re made intentionally, backed by reason, logged, and transparent.
Who Tests the Product? Who meets with Stakeholders? Who participates in User Testing? Who Buys Snacks?
Who can sketch a Prototype? Who writes a Story? Who does the 3am Release? Whose fault is this?
As much as is reasonable and possible, the continuous design of the product will be a COLLABORATIVE endeavor.
AMAIRAP the user (internal too) is involved—or the best proxy we can muster. Everyone takes part in ‘How might we…’
Are our Retros useful? Is this Feature valuable? What’s most painful about Dev to Release? How well are we dealing
with Tech Debt? What do our users REALLY care about? How’s team morale? Does this make sense? Can we KNOW?
20
COMMUNICATION
TEAM
TEAM
ORG USER
WHO COMMUNICATES
METHOD
V
A
L
U
E
EMAIL
PHONE
CHAT
TELEPRESENCE
FACE-TO-FACE
HOW THEY DO IT
LET’S LEAVE IT AT THIS…
21
HOW’D I DO?
Be ruthless.
JBrown@thoughtworks.com
@jordancourtland
EMAIL
TWITTER
@jordancourtlandLINKEDIN
APPENDIX
Key Documents
23
AGILE
LEAN
PRODUCT
CONTINUOUS
DELIVERY
24
CONTINUOUS
DELIVERY
LEAN
PRODUCT
AGILE
WHAT?
HOW?
25
AGILE
CONTINUOUS
DELIVERY
WHY?LEAN
PROUDCT
26
CONTINUOUS
DELIVERY
BUILD TEST RELEASE
CI PIPELINE
INFRASTRUCTURE
Unit
Deploy
to CI Env
Compon
ent
Tests
Contract
Tests
Deploy
to QA
Smoke
E2E
Tests
Manual or Automatic Step Manual Step
Deploy
to
Staging
The component tests should live in the same repository as the production
code
Contract tests are defined by the consumer but should be in repo and
pipeline of the provider.
The code should be refactored and documented in the same way you
would production code, both QAs and developers are responsible for the
health of it.
Avoid the ‘Broken windows’ theory keep the build always green
Smoke
E2E
Tests
Manual Step
Deploy
to
Prod
Smoke
E2E
Tests
For mature teams cross functional testing can be
part of the pipeline. Initially focus on making
them automated and easily runnable.
28
LEAN
PRODUCT
Building the
Right Things
Building the
Things Right
IMAGINE
LEARN DESIGN
TEST
CustomerNeed
TacticalAction
29
DESIRABILITY
FEASIBILITY VIABILITY
What people
need + want
What is technically
+ organizationally
feasible
What is capable
based on our
finances/resources
LEAN
PRODUCT
INNOVATION
DESIGN
THINKING
30
KNOWING WHERE TO START
VALUE TO MARKET + CUSTOMERS
CAPABILITY THE VALUETO PROVIDE
PRODUCT / SERVICE
31
KNOWING WHERE TO START
VISION
STRATEGIC GOAL
STRATEGIC
BET
STRATEGIC
BET
POD 1 POD 2 POD 3
PROMISE
OF
VALUE
STRATSTRATEGIC GOAL
STRATEGIC
BET
STRATEGIC
BET
STRATEG
BET
POD 4
PROMISE
OF
VALUE
PROMISE
OF
VALUE
PROMISE
OF
VALUE
PROMIS
OF
VALUE
POD 5 POD 6 POD 7 PO
VALUE YOU
PROVIDE
CAPABILITY
TO PROVIDE
VALUE
?
32
ROOT

CAUSE
Lack of
Engaged
Change
Management
RESULTING
EFFECTS
BUSINESS
IMPACT
Preference
for comfort
zone of role
Internalized
Delivery Date
Pressure
Very Limited
Delivery +
Enablement
Timeframe
(48 Days)
Siloed roles
stifling
collaboration
Knowledge
silos
Dev+ QA +
UAT Silos
Learning
curve of new
stack
Prioritization
of features
vs. quality
Low maturity
in defect
management
+ QA comms
Informal Tech
Debt
Management
Lack of Tech
Leadership
for Code
Standards
Expanding
Tech Debt
Trail
Time to Team
Alignment on
Quality
Code Quality
Devs Not
Writing Tests
Early
Some unit
tests but
limited
coverageChange was
(is) painful
Inflexibility of
Old vs. New
Practices
Constraining
SOX
Interpretation
Heavy
Reliance on
Org Process
(Waterfall) VSTS
Challenges
Incredibly
slow access
process
VSTS Limits CI
Possibilities
Lack of
shared CI
Ownership
No Mature
Build
Radiator
Frequency of
Broken Builds
Lack of
functional
tests in CI
Slow to start
with
Automated
Testing
Devs not
owning
functional
test @ start
Less frequent
integration in
Higher
Environments
Functional
Tests failing
Longer Build
> Promotion
Cycles
Time
developing
new technical
patterns
Unfamiliarity
of front-end
framework
Knowledge
sharing of
dev practices
Long
refactoring
Longer Dev
Cycles
Reduced
Reliability
Higher
Complexity
Less Features
Delivered
High
Complexity in
Handoff +
Onboarding
Time Spent
Configuring
Visible +
Functional
Backlog
Laborious +
Manual
Project
Reporting BA/Product
capacity drain
Competition
b/w Role
work and
Practice
Stewardship
Challenge to
cross-
functional
analysisAddress the possibility vs tax
of ecosystem w/ cause and
effects
33
BUSINESS
DECISION
Clearly
Prioritized
Product
Roadmap
RESULTING
EFFECTS
BUSINESS
IMPACT
Evolved IT +
Business
Capability
Scalability with
other products
and teams—
friendly
dependency
Justification of
Investment in
Capability Growth
Continuous
scaling of
increased Product
value
Clear direction for
prioritization
IT + Business
Alignment
Meandering
delivery pathNo Alignment
between Business
+ IT on value
Team is Product-
Focused and not
Maintenance /
BAU
Ineffective Teams
Less motivated
Developers
Frustrated Users
Evolution
stagnates into
crushing
Maintenance
Broken +
Disliked Product
Attrition of High
Performing
Talent
Delivery against
Top Level
Business Goals
Inability to
Attract Quality
Talent
Business
Validation Churn
Prioritization
Churn
Features always
trump tech debt
Feature rabbit
holes to empty
value
Disjointed and
painful User
Experience with
Product
Ballooning tech
debt
Valuable Features
released slowly
Cross functional
ownership of
Product
Visible horizons of
product lifecycle
Collaborative
analysis and
delivery process
Quality baked in
early through test-
first culture
Constant small
design iteration w/
Business
Highly
knowledgeable +
motivated team
Continuous
learning

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"Stop making excuses a culture first approach to product centricity" by Jordan Brown

  • 1. STOP MAKING EXCUSES START DELIVERING VALUE A CULTURE FIRST APPROACH TO PRODUCT CENTRICITY
  • 2. 2 OUR AGENDA _ Introduction _ Story Time _ What I mean by Lean Product Design _ Culture First _ The Playbook _ The End
  • 4. “CDAF” “CDAF” 4 WHO ARE YOU?! WHY SHOULD I LISTEN TO YOU?! -A Reasonable Skeptic
  • 5. 5 JORDAN COURTLAND BROWN He / Him / His 6 Years in Nonprofit Strategy 2.5 Years at ThoughtWorks Lean Product Transformation / Product Strategy / Product Management
  • 8. MOBILE ADS UNIFIED USER EXPERIENCE PROMISE OF VALUE What are we doing next that delivers value? POD 1 POD 2 POD 3 POD 4 How much are we investing? GROWTH + SUSTAINABILITY STRATEGIC GOAL STRATEGIC GOAL What does the organization need to achieve to realize the Vision? WHEREVER WHENEVER MOBILE DESKTOP What’s our strategy for achieving that Goal? ADVERTISING PLATFORM $$$ Users+ Advertisers+ Mobile+Ad $$ Ads + Mobile Ads + M. Imp + M. Eng + VISION What is our destination as an organization? “People use Facebook to stay connected with friends and family, to discover what’s going on in the world, and to share and express what matters to them.” 8
  • 9. HOW DID THEY DO IT ? 9
  • 11. 11 Building the Right Things Building the Things Right IMAGINE LEARN DESIGN TEST CustomerNeed TacticalAction
  • 13. CULTURE PRINCIPLES CULTURE OF DESIGN PRACTICES TECHNIQUES VS OPEN ENDED QUESTIONS, MANY POSSIBLE ANSWERS. Given a Principle… How do we approach this now? Could we be better? What would good look like? This month? In six months? How will we know we’re getting better? TERMINAL QUESTIONS, YES OR NO ANSWERS. Given a Practice / Technique… Do we or don’t we? Are we or aren’t we? Best practice or not? N/A, we checked the box or didn’t. N/A, we checked the box or didn’t. 13
  • 14. “We have a truncated process that inhibits our ability to work holistically within an overall Vision.” “We have identified areas of short-term capability growth and improvement .” “We are beginning to blend areas of the business around a product strategy.” “We have become an organization designed for purpose, delivering value understood and owned by all.” CULTURE OF DESIGN EVOLUTION OF DESIGN CULTURE 14
  • 15. HOW CAN WE START AN EVOLUTION IN OUR CULTURE? 15
  • 16. PLAYBOOK FOR A DESIGN CULTURE 16
  • 17. 17 VALUES WHY > WHAT + HOW OUTCOMES > OUTPUTS BOUNDARIES > CONSTRAINTS We need to implement Paypal checkout! Do we know what our customers are hoping to accomplish? How’s that going? X ✔ Our Velocity went up! We completed 10 more stories than last week! We delivered this business value, and average cart value went up 10% X ✔ All stories need to be written, in Jira, in this format… We have both a physical and digital backlog, Devs understand stories, and Cycle Time is low X ✔ BETTER > PERFECT We can’t do User Testing—we don’t have external access to staging set-up and that’ll take… Marketing got us in contact with 5 user’s and we’re doing screen share over Skype X ✔ Low Checkout Conversion? What Did We Accomplish This Sprint? Are We Working Effectively? Will We Validate This With Real Users?
  • 18. 18 BEHAVIORS DISCOVER Researching customer needs PRIORITIZE Selecting the best place to invest PROTOTYPE Iterating & user testing solution ideas MEASURE Identifying a minimum viable product (MVP) SCALE Grow successful MVPs into products ? ? ?? ? ? ! ! ! MVP 2 3 4 5 6 7 1 MVP+ SPRINT RETROS TEAM WORKFLOW REMOTE COLLABORATION A FEATURE PRODUCT METRICS
  • 19. 19 NORMS NOTHING IS ABSOLUTE—EVERYTHING IS NEGOTIABLE This is a HYPOTHESIS DRIVEN model—we discover new truths, things change, and so do we. We try new things. If something stops being useful, it’s gone. Everything in service of the OUTCOMES. Nothing for it’s own sake. EVERYONE A PRODUCT OWNER—EVERYONE A DESIGNER DESIGN WITH THE USER MEASURE EVERYTHING AUTONOMOUS + ACCOUNTABLE We own the outcome—the WHY, and AMAIRAP the what and how of that is totally up to us (Boundaries vs Constraints). That said, WE are accountable for our choices—they’re made intentionally, backed by reason, logged, and transparent. Who Tests the Product? Who meets with Stakeholders? Who participates in User Testing? Who Buys Snacks? Who can sketch a Prototype? Who writes a Story? Who does the 3am Release? Whose fault is this? As much as is reasonable and possible, the continuous design of the product will be a COLLABORATIVE endeavor. AMAIRAP the user (internal too) is involved—or the best proxy we can muster. Everyone takes part in ‘How might we…’ Are our Retros useful? Is this Feature valuable? What’s most painful about Dev to Release? How well are we dealing with Tech Debt? What do our users REALLY care about? How’s team morale? Does this make sense? Can we KNOW?
  • 21. LET’S LEAVE IT AT THIS… 21
  • 22. HOW’D I DO? Be ruthless. JBrown@thoughtworks.com @jordancourtland EMAIL TWITTER @jordancourtlandLINKEDIN
  • 27. CONTINUOUS DELIVERY BUILD TEST RELEASE CI PIPELINE INFRASTRUCTURE Unit Deploy to CI Env Compon ent Tests Contract Tests Deploy to QA Smoke E2E Tests Manual or Automatic Step Manual Step Deploy to Staging The component tests should live in the same repository as the production code Contract tests are defined by the consumer but should be in repo and pipeline of the provider. The code should be refactored and documented in the same way you would production code, both QAs and developers are responsible for the health of it. Avoid the ‘Broken windows’ theory keep the build always green Smoke E2E Tests Manual Step Deploy to Prod Smoke E2E Tests For mature teams cross functional testing can be part of the pipeline. Initially focus on making them automated and easily runnable.
  • 28. 28 LEAN PRODUCT Building the Right Things Building the Things Right IMAGINE LEARN DESIGN TEST CustomerNeed TacticalAction
  • 29. 29 DESIRABILITY FEASIBILITY VIABILITY What people need + want What is technically + organizationally feasible What is capable based on our finances/resources LEAN PRODUCT INNOVATION DESIGN THINKING
  • 30. 30 KNOWING WHERE TO START VALUE TO MARKET + CUSTOMERS CAPABILITY THE VALUETO PROVIDE PRODUCT / SERVICE
  • 31. 31 KNOWING WHERE TO START VISION STRATEGIC GOAL STRATEGIC BET STRATEGIC BET POD 1 POD 2 POD 3 PROMISE OF VALUE STRATSTRATEGIC GOAL STRATEGIC BET STRATEGIC BET STRATEG BET POD 4 PROMISE OF VALUE PROMISE OF VALUE PROMISE OF VALUE PROMIS OF VALUE POD 5 POD 6 POD 7 PO VALUE YOU PROVIDE CAPABILITY TO PROVIDE VALUE ?
  • 32. 32 ROOT
 CAUSE Lack of Engaged Change Management RESULTING EFFECTS BUSINESS IMPACT Preference for comfort zone of role Internalized Delivery Date Pressure Very Limited Delivery + Enablement Timeframe (48 Days) Siloed roles stifling collaboration Knowledge silos Dev+ QA + UAT Silos Learning curve of new stack Prioritization of features vs. quality Low maturity in defect management + QA comms Informal Tech Debt Management Lack of Tech Leadership for Code Standards Expanding Tech Debt Trail Time to Team Alignment on Quality Code Quality Devs Not Writing Tests Early Some unit tests but limited coverageChange was (is) painful Inflexibility of Old vs. New Practices Constraining SOX Interpretation Heavy Reliance on Org Process (Waterfall) VSTS Challenges Incredibly slow access process VSTS Limits CI Possibilities Lack of shared CI Ownership No Mature Build Radiator Frequency of Broken Builds Lack of functional tests in CI Slow to start with Automated Testing Devs not owning functional test @ start Less frequent integration in Higher Environments Functional Tests failing Longer Build > Promotion Cycles Time developing new technical patterns Unfamiliarity of front-end framework Knowledge sharing of dev practices Long refactoring Longer Dev Cycles Reduced Reliability Higher Complexity Less Features Delivered High Complexity in Handoff + Onboarding Time Spent Configuring Visible + Functional Backlog Laborious + Manual Project Reporting BA/Product capacity drain Competition b/w Role work and Practice Stewardship Challenge to cross- functional analysisAddress the possibility vs tax of ecosystem w/ cause and effects
  • 33. 33 BUSINESS DECISION Clearly Prioritized Product Roadmap RESULTING EFFECTS BUSINESS IMPACT Evolved IT + Business Capability Scalability with other products and teams— friendly dependency Justification of Investment in Capability Growth Continuous scaling of increased Product value Clear direction for prioritization IT + Business Alignment Meandering delivery pathNo Alignment between Business + IT on value Team is Product- Focused and not Maintenance / BAU Ineffective Teams Less motivated Developers Frustrated Users Evolution stagnates into crushing Maintenance Broken + Disliked Product Attrition of High Performing Talent Delivery against Top Level Business Goals Inability to Attract Quality Talent Business Validation Churn Prioritization Churn Features always trump tech debt Feature rabbit holes to empty value Disjointed and painful User Experience with Product Ballooning tech debt Valuable Features released slowly Cross functional ownership of Product Visible horizons of product lifecycle Collaborative analysis and delivery process Quality baked in early through test- first culture Constant small design iteration w/ Business Highly knowledgeable + motivated team Continuous learning