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2015 Balanced Teams: Product Management, Engineering, UX Design

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This talk describes a product ownership model practiced by leading software development firms, including Pivotal Labs. Balanced team refutes the idea that Product Managers are "mini CEOs" who unilaterally set direction, and instead leverages a cross-functional team to work more quickly and smoothly.

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2015 Balanced Teams: Product Management, Engineering, UX Design

  1. 1. Work faster with less stress 
 and more awesomeness. Balanced Teams Janice Fraser FEBRUARY 2015
  2. 2. Keep in touch! @clevergirl
  3. 3. Today’s Assumptions 1. You understand Lean Startup. 2. You’re already working Agile. 3. It’s not always smooth.
  4. 4. Future Wearables, fashion, devices Mobile-first software Multipart products and services Complex supply chains New constraints
  5. 5. Lean Startup Empathize with customers Understand product/market risks Decide which risks are important Devise experiments to validate your risk-reducing solutions
  6. 6. Product Teams Prioritize the work Imagine the experience Foster improvement Execute the plans Understand the people Reconcile the details Untangle the architecture Disambiguate everything
  7. 7. Product Teams Future Lean Startup “No matter what the client says the problem is, it is always a people problem.” —Kent Beck Ergo, to succeed here we need to evolve our 
 people processes.
  8. 8. The Olden Days 
 (circa 2011) Product 
 Owner Dev Dev Dev Dev Dev Dev Dev }Rest of the World
  9. 9. LUXR.CO MAY 2012
  10. 10. LUXR.CO MAY 2012
  11. 11. The Olden Days 
 (circa 2013) HERO DESIGNER guru unicorn jason pitorti product manager “CEO OF THEIR OWN STARTUP” AGILE DEVELOPERS 
 egalitarian pairing group wisdom
  12. 12. Kent Beck knows why that didn’t work. “The courage to speak truths, pleasant or unpleasant, fosters communication and trust. ! “The courage to discard failing solutions and seek new ones encourages simplicity. ! “The courage to seek real, concrete answers creates feedback.” KENT BECK EXTREME PROGRAMMING EXPLAINED
  13. 13. UX&Design Dev & Eng blah blah blah PRODUCT 
  14. 14. DES + PM + DEV = 1 product team WHAT IS “BALANCED TEAM”?
  15. 15. DESIGN “Empathizer-in-Chief” ! Obligation to the Team 1. Understand the customer at an expert level. 2. Translate high-value needs into product. 3. Hone your craft. 4. Facilitate balance within the team. ! One Important Authority Prioritize customer problems.
  16. 16. DEVELOPMENT “Raise High the Roofbeams” ! Obligation to the Team 1. Envision the best possible solutions based 
 on available technology. 2. Commit to the customer outcome. 3. Facilitate balance within the team. ! One Important Authority Measure outcomes over time.
  17. 17. PRODUCT MANAGEMENT “The Scales of Justice” ! Obligation to the Team 1. Make fast, concrete decisions despite 
 inadequate evidence & conflicting priorities. 2. Identify the business the value in customer needs. 3. Act in service to the team. ! One Important Authority Delegate decisions to the appropriate person.
  18. 18. securitytech ops customer
 support marketing & advertising front end business operations tech supportsales PM Design Development
  19. 19. PM Design Development When things go wrong, no one is to blame but ourselves.
  20. 20. Agile is a beautiful thing. But organizing the backlog isn’t where the process will get better. We need to evolve our mindset.
  21. 21. Leadership Not ownership
  22. 22. Differential diagnosis Not process implementation
  23. 23. Group facilitation Not heroism
  24. 24. Product Teams Future Lean Startup Gratuitous Venn Diagram IT’S PEOPLE
  25. 25. LUXR.CO MAY 2012
  26. 26. Thank you! @clevergirl