Continuous Learning and Delivery @ DPM Summit 2013
- 1. Continuous Learning & Delivery Digital PM Summit, October 15, 2013 Josh Seiden Principal Neo New York josh.seiden@neo.com @jseiden
- 2. Me and my #hashtags Josh Seiden www.neo.com @neo_innovation @ jseiden leanUX #leanStartup # leanUXbook #
- 3. 1. BEYOND THE PROJECT 2. KEY CONCEPTS 3. DISCUSSION 3
- 4. Old assumptions, new reality 4 4
- 5. Old assumptions, new reality 4 4
- 6. Old assumptions, new reality 4 4
- 7. Old assumptions, new reality
- 8. No more “Model Years” 6
- 9. No more “Model Years” 6
- 11. SOFTWARE IS EATING THE WORLD. Mark Andreessen, WSJ, Aug 2011 8
- 12. Coping with Continuous Production Business? Business Design? Design? Business? Agile
- 13. Coping with Continuous Production Business? Business Design? Agile UX Design? Business? Agile UX Agile
- 14. Coping with Continuous Production Business? Business Lean Startup Design? Agile UX Design? Lean Startup Business? Agile UX Agile
- 16. USER NEED | BUSINESS MODEL | ENHANCEMENTS PRODUCT LIFE-CYCLE 11
- 18. KEY CONCEPTS: 1. CONTINUOUS LEARNING 2. OUTCOMES, NOT FEATURES 3. SMALL, X-FUNCTIONAL TEAMS 4. THE NEW ORGANIZATION 13
- 20. A system built on continuous learning Risk Learning! Diagram concept: @clevergirl 15
- 22. Continuous learning rhythm 2 week sprint 2 week sprint 2 week sprint
- 23. Continuous learning rhythm Theme 2 week sprint 2 week sprint 2 week sprint
- 24. Continuous learning rhythm Theme 2 week sprint 2 week sprint Sketching/Ideation 2 week sprint
- 25. Continuous learning rhythm Theme 2 week sprint 2 week sprint Iteration planning meeting Sketching/Ideation 2 week sprint
- 26. Continuous learning rhythm Theme 2 week sprint 2 week sprint Iteration planning meeting Sketching/Ideation Testing: usability/value 2 week sprint
- 27. Continuous learning rhythm Theme 2 week sprint 2 week sprint Iteration planning meeting Sketching/Ideation Testing: usability/value Metrics: quantitative learning 2 week sprint
- 30. Output, Outcome, Impact § Output: the software we build. The materials we produce. Easy to trace. Example: A new log-in page.
- 31. Output, Outcome, Impact § § Output: the software we build. The materials we produce. Easy to trace. Example: A new log-in page. Outcome: the change in the world after we deliver output. Harder to trace. Example: increase user log-in rate.
- 32. Output, Outcome, Impact § § § Output: the software we build. The materials we produce. Easy to trace. Example: A new log-in page. Outcome: the change in the world after we deliver output. Harder to trace. Example: increase user log-in rate. Impact: the change we see over time. Very hard to trace. Example: Our service is profitable.
- 33. Output
- 34. Outcome
- 35. Impact
- 36. Don’t manage output. Instead, focus on outcomes. Don’t make teams responsible for impact.
- 38. Small, dedicated, co-located & cross-functional
- 39. Small, dedicated, co-located & cross-functional
- 40. Small, dedicated, co-located & cross-functional 1. Two-pizza teams
- 41. Small, dedicated, co-located & cross-functional 1. 2. Two-pizza teams 1 project each
- 42. Small, dedicated, co-located & cross-functional 1. 2. 3. Two-pizza teams 1 project each 1 location (same time zone)
- 43. Small, dedicated, co-located & cross-functional 1. 2. 3. 4. Two-pizza teams 1 project each 1 location (same time zone) Self-sufficient
- 45. Enterprise? Client? Lean Startup Business? Business Design? Agile UX Design? Lean Startup Business? Agile UX Agile
- 46. Product validation Small team Business model validation
- 47. Small-chunk, outcome-based, predictable funding Stakeholders $$ $ Product validation Small team Business model validation Culture / Infrastructure to support continuous learning
- 48. KEY CONCEPTS: 1. CONTINUOUS LEARNING 2. OUTCOMES, NOT FEATURES 3. SMALL, X-FUNCTIONAL TEAMS 4. THE NEW ORGANIZATION 28
- 49. DISCUSSION 29