Many companies understand the value / benefits of becoming a holistic, Design-driven, Product-centric organization
Jordan's PRODUCTIZED presentation outlines a playbook of culture development, helping leaders and teams to identify opportunities to LIVE these principles, to identify opportunities for their application and experience the benefits of their comprehension and use.
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
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
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?
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.
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