co-making great products
DESCRIPTION
Джеф Паттон проектирует и разрабатывает ПО во множестве проектов, от интернет заказа деталей самолетов до электронных медицинских записей. Джеф нацелен на Agile подходы со времен работы в XP команде в 2000 году. Джеф специализируется на применении ориентированных на пользователя методик проектирования, чтобы улучшить Agile требования, планирование и продукт. Его статьи на эту тему можно найти на сайте www.AgileProductDesign.com и в Crystal Clear Алистара Коберна. Сейчас Джеф - независимый консультант, создатель и модератор Yahoo группы по agile-usability, обозреватель StickyMinds.com и IEEE Software и победитель премии Agile Alliance’s 2007 Gordon Pask Award за вклад в Agile разработку. “Mediocrity guaranteed.” This sad tagline describes most of the processes we use today including typical agile process. It’s easy to see why: software development is an expensive, risky business. To deal with the risk, we clearly separate responsibilities, creating a client-vendor model so that we know who’s accountable when things go wrong. Although we know things rarely go as planned, and innovative ideas rarely spring from such a relationship, we continue to work in processes where treating our coworkers as outsourced vendors is considered “best practice” and risking everything on the ideas of a select few isn’t regarded as risky. This talk is about an alternative way of working. In this talk, Jeff explores companies beginning to adopt a style of working where everyone in the organization gets involved with identifying and solving problems. You’ll hear examples from real companies describing their practices for learning first-hand about customers and users. You’ll learn about practices for collaboratively designing solutions for the problems found in the real world, and approaches for learning if what we created really benefited anyone. This new style of work is a process cocktail combining the best of agile development, lean software development and lean startup, user-centered design, and collaborative design thinking. This style of work isn’t the traditional client-vendor model where knowing who’s to blame is the primary concern. It’s a co-making style of work where everyone brings their skills and experience to the table and together takes ownership for making great products.TRANSCRIPT
Co-Making Great ProductsHow whole teams work together to find problems, invent solutions, and deliver great productsJeff [email protected]: @jeffpatton
www.comakewith.us,/Jeff/Pa3on,/[email protected]/
This/team/has/delivered/high/quality/working/so?ware/every/sprintBut,/they’re/frustrated/because/they’re/failing
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This team thinks about
success differently
3
s
1. Safety isn’t success2. Velocity isn’t value3. The invention game4. Deliberate discovery
drives delivery5. Reality bites
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These three companies are focused on winning the
software development game
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Safety isn’t success
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1
7
JB#BrownNordstrom#Innova0on#Lab
Our#everyday#process#requires#so#much#rigor,#there#wasn’t#really#a#
place#for#innova0on
Traditional sequential development process is
safe for individuals
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10
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Separation of concerns is problematic for process
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14
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Velocity isn’t value
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2
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Eugene#ParkEdmunds.com
We’re#great#at#delivering#soFware#using#agile#approaches.##
We’ve#just#realized#it#doesn’t#maIer.
We’re not here to build software
we’re here to change the world
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R & D[requirements & design]
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www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Deciding/what/to/build/is/difficult
Fred#Brooks,#author#of#The#Mythical#Man#Month21
The hardest single part
of building a software system is deciding precisely what to
build.
www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Our/decisions/become/requirements
Alistair/Cockburn,/author/of/Agile/So?ware/Development:/The/CooperaVve/Game
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If it’s your decision to make,
it’s design. If not, it’s a requirement.
South#Park#clip,#the#underpants#business:#hIp://www.southparkstudios.com/clips/151040
The invention game
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3
Process
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7http://hbr.harvardbusiness.org/1986/01/the-new-new-product-development-game/ar/1
“Under the rugby approach, the product development process emerges from the constant interaction of a hand-
picked, multidisciplinary team whose members work together from start to finish.”
From the 1986 Harvard Business Review paper “The New New Product Development Game” by Takeuchi and Nonaka
Game
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Process ≠ Skillknowing how doesn’t make you good
Roles ≠ PositionsYou might primarily do one thing, but you can’t
win by doing only one thing
Finishing On Time ≠ WinningKeep score, don’t just keep time
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“Design Thinking” is a learning and invention game
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It seems like common senseThere
is nothing more uncommon
than common sense.
Understand the problem you’re solving & focus on specific
problems
Consider lots of possible solutions
Sco$sh'Mathema-cian'Thomas'Chalmers
Make sure it’ll work before investing big
www.comakewith.us,/Jeff/Pa3on,/[email protected]/ 33
Different ways of thinking - NOT process roles, hand-offs, sequence and phases
www.comakewith.us,/Jeff/Pa3on,/[email protected]/ 34
Study the world now, imagine and test the a new future world
Now
Later
www.comakewith.us,/Jeff/Pa3on,/[email protected]/ 35
Learning happens outside the building
Now
Later
www.comakewith.us,/Jeff/Pa3on,/[email protected]/
UX/Designers/act/as/experts/and/guides
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Leah#Buleywww.adapVvepath.com/aboutus/leah.php
“Design isn’t a product that designers produce, design is a process that designers facilitate.”-- Leah Buley
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Share understanding, not documents
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www.comakewith.us,/Jeff/Pa3on,/[email protected]/
O?en/when/we/verbally/discuss/ideas,/we/may/incorrectly/believe/we/have/the/same/understanding
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www.comakewith.us,/Jeff/Pa3on,/[email protected]/
RepresenVng/our/ideas/as/models/allows/us/to/detect/inconsistencies/in/our/understanding
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www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Through/discussion/and/iteraVve/model/building/we/arrive/at/a/stronger/shared/understanding
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www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Using/that/shared'understanding/we/can/work/together/to/arrive/at/the/same/future/world
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www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Shared'understanding/is/the/result/of/successful/collaboraVve/work
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www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Words/and/pictures/help/everyone/build/shared/understanding
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GameStorming is a good manual for effective collaborative work
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Having a business meeting without artifacts and meaningful space is like meeting blindfolded with your hands behind your back. Yes, you can do it, but why would you want to?
www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Shared/understanding/takes/space
“Make/Space”/is/the/term/coined/by/the/Stanford/Design/School/to/describe/effecVve/collaboraVve/workspace
Space/to/model/and/draw:! Walls/and/whiteboards/! Tabletops
Flexible/discussion/&/seaVng/space
Places/to/store/the/arVfacts/created/during/discovery/work
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www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Shared/understanding/takes/space
A#large#work#area#in#the#Stanford#d.school#supports#many#small#design#teams.
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“Make/Space”/is/the/term/coined/by/the/Stanford/Design/School/to/describe/effecVve/collaboraVve/workspace
Space/to/model/and/draw:! Walls/and/whiteboards/! Tabletops
Flexible/discussion/&/seaVng/space
Places/to/store/the/arVfacts/created/during/discovery/work
Virtual Make-Space?
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Deliberate discovery drives delivery
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4
www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Discovery/compliments/delivery
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Discovery DeliveryUse/discovery/to/answer/big/quesVons• What#problems#are#we#solving?
• What#solu0on#do#people#want?
• Can#people#effec0vely#use#our#solu0on?
• Can#we#build#it#in#the#0me#we#have?
Use/delivery/to/execute• Plan#the#details• Design,#develop,##and#test
• Measure#development#speed
• Evaluate#progress• Evaluate#quality
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Tom#Illmenseesnagajob.com
Morale#suffers#when#all#we#do#is#build#soFware.##
#The#thrill#of#building#something#fast,#measuring#it#well,#
and#deba0ng#the#results#and#planning#next#steps#make#the#whole#effort#
worthwhile.
©/2009d2011/Jeff/Pa3on,/all/rights/reserved,/www.AgileProductDesign.com
As/you/walk/up/the/stairs/at/Snagdadjob,/you’ll/see/the/first/evidence/of/company/values
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©/2009d2011/Jeff/Pa3on,/all/rights/reserved,/www.AgileProductDesign.com
Head/down/the/stairs/and/you’ll/get/an/informal/reminder/of/the/importance/of/users/of/the/company’s/productCaring/about/their/users/is/part/of/their/DNA
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Discovery teams build shared understanding of:• the present problems• the future world• the solutions we think
will get us there
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www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Discuss/and/model/to/build/shared/understanding/of/the/current/and/future/world
Gary Levitt, owner & designer of Mad Mimi
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www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Story/Maps/help/us/build/shared/understanding/about/the/future/world
Gary Levitt, owner & designer of Mad Mimi
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details• smaller steps• alternative steps• UI details• technical details
workflow (from the user’s perspective)
backbone (gives structure to the map)
product goals(why build the
product) users
(what are their goals)
www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Simple/lightweight/pragmaVc/personas/build/shared/understanding/about/users
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www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Building/them/together/helps/us/learn/what/we/don’t/know
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www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Sharing/and/talking/about/them/with/whole/teams/builds/shared/understanding
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www.comakewith.us,/Jeff/Pa3on,/[email protected]/
You’ll/need/face/Vme/with/real/people/to/understand
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www.comakewith.us,/Jeff/Pa3on,/[email protected]/
You’ll/need/to/leave/your/office/and/visit/theirs
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Map/what/you/learned/to/build/shared/understanding/of/today’s/world
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*/NarraVve/Journey/Map/courtesy/Duncan/Brown/
of/the/Caplin/Group
www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Journey/maps/describe/today’s/world
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*/NarraVve/Journey/Map/courtesy/Duncan/Brown/
of/the/Caplin/Group
www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Building/a/map/together/helps/us/explore/the/whole/product
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www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Talking/with/end/users/over/a/story/map/drives/discussion/they/can/engage/in
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Story/maps/put/problems/and/soluVons/into/context
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Take/a/li3le/quiet/Vme/and/sketch/independently
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www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Words/and/pictures/help/everyone/build/shared/understanding
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www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Use/storyboards/to/imagine/user/experience/“later”
Snag[a[Job#lo[fi#storyboard
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www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Edmunds/shares/the/product’s/story/for/all/teams/in/an/internal/“trade/show”
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Edmunds/shares/the/product’s/story/for/all/teams/in/an/internal/“trade/show”
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Edmunds/shares/the/product’s/story/for/all/teams/in/an/internal/“trade/show”
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www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Edmunds/shares/the/product’s/story/for/all/teams/in/an/internal/“trade/show”
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Nothing#leaves#the#board#un0l#there’s#been#a#discussion#on#what#we’ve#learned
Snag[a[Job’s#board#courtesy#of#David#BiIenbender
Explicit#release#step
Explicit#measure#step#&#metrics
www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Nordstrom/InnovaVon/Lab’s/Learning/Loop
93
hIp://www.startuplessonslearned.com/2011/10/case[study[nordstrom[innova0on[lab.html
www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Nordstrom/InnovaVon/Lab’s/Learning/Loop
94
hIp://www.startuplessonslearned.com/2011/10/case[study[nordstrom[innova0on[lab.html
www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Nordstrom/InnovaVon/Lab’s/Learning/Loop
95
hIp://www.startuplessonslearned.com/2011/10/case[study[nordstrom[innova0on[lab.html
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Nordstrom/InnovaVon/Lab’s/Learning/Loop
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hIp://www.startuplessonslearned.com/2011/10/case[study[nordstrom[innova0on[lab.html
Reality bites
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5
www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Your/guesses/about/the/future/are/probably/wrong
Typically/about/50%/to/80%/of/all/
so?ware/we/ship/fails/to/accomplish/it’s/objecVves.
People/like/Marty/say/this/stuff/is/hard(Marty#Cagan,#author#of#Inspired,#How#to#Create#Products#Customers#Love)#
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99
We’re#probably#right#about#2#0mes#out#of#10
www.comakewith.us,/Jeff/Pa3on,/[email protected]/
Is/it/as/simple/as/building/only/the/features/people/will/use?
It#seemed#like#a#good#idea#at#the#
0me....##
“Clippy”#[#Booed#off#the#MicrosoF#Office#stage#as#seldom[used#and#oFen#despised.
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“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.comakewith.us,/Jeff/Pa3on,/[email protected]/
It’s/only/a?er/delivery/that/we/really/understand/value
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If you think writing code is hard, try making product
decisions
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Scene/from/The/Matrix/©/1999/Warner/Bros/Pictures
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Everyone’s/focused/on/winning/now/SnagdadJob/can/actually/keep/score
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Snagajob’s been trying to crack the same tough problem for close to a
year now
Most of Nordstrom’s weekly experiments don’t result in rolling
out a new product
Edmunds.com has built, tried, and thrown away dozens of ideas
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What team members say is telling
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What#we’re#doing#really#maIers
Everyone’s#working#directly#with#our#
clients#now
We’ve#found#simple#ideas#that#now#generate#millions#in#revenue#every#year
When#there’s#problems,#teams#dig#in,#and#
figure#out#a#schedule#to#stay#and#solve#problems.##No#one#asks#
them#to.
The#new#site#generates#the#same#revenue#with#a#frac0on#of#the#features#and#code#[#and#our#customers#
like#it#beIer
People#are#just#happier
“It’s not easy. We’ve got lots of problems.
But there’s no going back.”107
Co-Making Great ProductsHow whole teams work together to find problems, invent solutions, and deliver great productsJeff [email protected]: @jeffpatton
Questions?