The document discusses a new product ownership model where design, development, and product management/business collectively own the product as one team. Each role has certain obligations and authorities. Design serves as the "empathizer-in-chief" to understand customer needs, while development commits to technical solutions and measures outcomes. Product management makes fast decisions, identifies business value, and delegates appropriately. The model aims to avoid blame and encourage shared responsibility for outcomes.

1. A new product
ownership model
Products Are Hard, San Francisco
May 1, 2012
Tuesday, October 29, 13

2. Tuesday, October 29, 13

3. TWEET!
Janice Fraser
www.luxr.co
@clevergirl
LUXR.CO
Tuesday, October 29, 13
MAY 2012

4. Today’s assumptions:
LUXR.CO
APRIL 2012
Tuesday, October 29, 13

5. Today’s assumptions:
1. You understand Lean Startup.
LUXR.CO
APRIL 2012
Tuesday, October 29, 13

6. Today’s assumptions:
1. You understand Lean Startup.
2. You’re already working Agile.
LUXR.CO
APRIL 2012
Tuesday, October 29, 13

7. Today’s assumptions:
1. You understand Lean Startup.
2. You’re already working Agile.
3. It’s not always smooth.
LUXR.CO
APRIL 2012
Tuesday, October 29, 13

8. Agile is a beautiful thing.
LUXR.CO
APRIL 2012
Tuesday, October 29, 13

9. “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
LUXR.CO
Tuesday, October 29, 13
MAY 2012

10. Dev
Dev
Dev
Dev
Dev
LUXR.CO
Tuesday, October 29, 13
MAY 2012
Dev
Dev

11. Learning culture
Small increments of working code
Standup
Dev
User Stories
Dev
Dev
Refactor
Short development
cycles
Testing early & often
Dev
Dev
Dev
Dev
Continuous Integration
Lightweight communication over written specifications
LUXR.CO
Tuesday, October 29, 13
MAY 2012
Product Owner
Retrospectives

12. LUXR.CO
Tuesday, October 29, 13
MAY 2012

13. “No matter what the client
says the problem is,
it is always a people
problem.”
—Also by Kent Beck
(emphasis mine)
LUXR.CO
APRIL 2012
Tuesday, October 29, 13

14. LUXR.CO
Tuesday, October 29, 13
MAY 2012

15. Dev
Dev
Dev
Dev
Dev
LUXR.CO
Tuesday, October 29, 13
MAY 2012
Dev
Dev

16. Dev
Dev
Dev
Dev
Dev
LUXR.CO
Tuesday, October 29, 13
MAY 2012
Dev
Dev

17. Dev
Dev
Dev
Dev
Dev
LUXR.CO
Tuesday, October 29, 13
MAY 2012
Dev
Dev

18. Dev
Dev
Dev
Dev
Dev
LUXR.CO
Tuesday, October 29, 13
MAY 2012
Dev
Dev

19. Dev
Dev
Dev
Dev
Product
Owner
LUXR.CO
Tuesday, October 29, 13
MAY 2012
Dev
Dev
Dev

20. }
Rest
of
the
World
LUXR.CO
Tuesday, October 29, 13
MAY 2012
Product
Owner
Dev
Dev
Dev
Dev
Dev
Dev
Dev

21. BLAME
}
Rest
of
the
World
LUXR.CO
Tuesday, October 29, 13
MAY 2012
Dev
Dev
Dev
Dev
Dev
Dev
Dev

22. BURNOUT
}
Rest
of
the
World
LUXR.CO
Tuesday, October 29, 13
MAY 2012
Dev
Dev
Dev
Dev
Dev
Dev
Dev

23. LUXR.CO
Tuesday, October 29, 13
MAY 2012

24. LUXR.CO
Tuesday, October 29, 13
MAY 2012

25. }
Rest
of
the
World
LUXR.CO
Tuesday, October 29, 13
MAY 2012
Dev
Dev
Dev
Dev
Dev
Dev
Dev

26. LUXR.CO
Tuesday, October 29, 13
MAY 2012

27. SHARED OWNERSHIP
LUXR.CO
Tuesday, October 29, 13
MAY 2012

28. UX & Design
blah blah
blah blah
blah blah
blah blah
SHARED OWNERSHIP
LUXR.CO
Tuesday, October 29, 13
MAY 2012
PRODUCT
IDEAS

29. UX & Design
blah blah
blah blah
blah blah
blah blah
De
v&
PRODUCT
IDEAS
En
g
•
SHARED OWNERSHIP
LUXR.CO
Tuesday, October 29, 13
MAY 2012

30. UX & Design
blah blah
blah blah
blah blah
blah blah
De
v&
PRODUCT
IDEAS
En
g
•
SHARED OWNERSHIP
LUXR.CO
Tuesday, October 29, 13
MAY 2012

31. UX & Design
blah blah
PM
iz/
B
blah blah
blah blah
blah blah
De
v&
PRODUCT
IDEAS
En
g
•
SHARED OWNERSHIP
LUXR.CO
Tuesday, October 29, 13
MAY 2012

32. Design
+ Product Management
+ Development
= 1 product team
LUXR.CO
Tuesday, October 29, 13
MAY 2012

33. DESIGN
Empathizer-in-Chief
LUXR.CO
Tuesday, October 29, 13
MAY 2012

34. DESIGN
Empathizer-in-Chief
Obligation to the Team
LUXR.CO
Tuesday, October 29, 13
MAY 2012

35. DESIGN
Empathizer-in-Chief
Obligation to the Team
Understand the customer at an expert level.
LUXR.CO
Tuesday, October 29, 13
MAY 2012

36. DESIGN
Empathizer-in-Chief
Obligation to the Team
Understand the customer at an expert level.
Translate high-value needs into product.
LUXR.CO
Tuesday, October 29, 13
MAY 2012

37. DESIGN
Empathizer-in-Chief
Obligation to the Team
Understand the customer at an expert level.
Translate high-value needs into product.
Hone your craft.
LUXR.CO
Tuesday, October 29, 13
MAY 2012

38. DESIGN
Empathizer-in-Chief
Obligation to the Team
Understand the customer at an expert level.
Translate high-value needs into product.
Hone your craft.
One Important Authority
LUXR.CO
Tuesday, October 29, 13
MAY 2012

39. DESIGN
Empathizer-in-Chief
Obligation to the Team
Understand the customer at an expert level.
Translate high-value needs into product.
Hone your craft.
One Important Authority
Prioritize customer problems.
LUXR.CO
Tuesday, October 29, 13
MAY 2012

40. DEVELOPMENT
“Raise high the roof”
LUXR.CO
Tuesday, October 29, 13
MAY 2012

41. DEVELOPMENT
“Raise high the roof”
Obligation to the Team
LUXR.CO
Tuesday, October 29, 13
MAY 2012

42. DEVELOPMENT
“Raise high the roof”
Obligation to the Team
Envision the best possible solutions based on
available technology.
LUXR.CO
Tuesday, October 29, 13
MAY 2012

43. DEVELOPMENT
“Raise high the roof”
Obligation to the Team
Envision the best possible solutions based on
available technology.
Commit to the outcome.
LUXR.CO
Tuesday, October 29, 13
MAY 2012

44. DEVELOPMENT
“Raise high the roof”
Obligation to the Team
Envision the best possible solutions based on
available technology.
Commit to the outcome.
One Important Authority
LUXR.CO
Tuesday, October 29, 13
MAY 2012

45. DEVELOPMENT
“Raise high the roof”
Obligation to the Team
Envision the best possible solutions based on
available technology.
Commit to the outcome.
One Important Authority
Measure outcomes over time.
LUXR.CO
Tuesday, October 29, 13
MAY 2012

46. PM & BUSINESS
Scales of Justice
LUXR.CO
Tuesday, October 29, 13
MAY 2012

47. PM & BUSINESS
Scales of Justice
Obligation to the Team
LUXR.CO
Tuesday, October 29, 13
MAY 2012

48. PM & BUSINESS
Scales of Justice
Obligation to the Team
Make fast, concrete decisions despite inadequate
evidence and conflicting priorities.
LUXR.CO
Tuesday, October 29, 13
MAY 2012

49. PM & BUSINESS
Scales of Justice
Obligation to the Team
Make fast, concrete decisions despite inadequate
evidence and conflicting priorities.
Identify the business the value in customer needs.
LUXR.CO
Tuesday, October 29, 13
MAY 2012

50. PM & BUSINESS
Scales of Justice
Obligation to the Team
Make fast, concrete decisions despite inadequate
evidence and conflicting priorities.
Identify the business the value in customer needs.
One Important Authority
LUXR.CO
Tuesday, October 29, 13
MAY 2012

51. PM & BUSINESS
Scales of Justice
Obligation to the Team
Make fast, concrete decisions despite inadequate
evidence and conflicting priorities.
Identify the business the value in customer needs.
One Important Authority
Delegate decisions to the appropriate person.
LUXR.CO
Tuesday, October 29, 13
MAY 2012

52. customer support
PM
iz/
B
UX & Design
marketing &
advertising
front end
sales
tech support
De
v&
tech ops
business
operations
LUXR.CO
Tuesday, October 29, 13
MAY 2012
En
g
security

53. When things go wrong,
there’s no one to blame
but ourselves.
LUXR.CO
Tuesday, October 29, 13
MAY 2012

54. NOT consensus.
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Tuesday, October 29, 13
MAY 2012
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55. Consultative
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LUXR.CO
Tuesday, October 29, 13
MAY 2012
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56. 3 leaders, not 4.
LUXR.CO
Tuesday, October 29, 13
MAY 2012

57. 3 leaders, not 4.
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LUXR.CO
Tuesday, October 29, 13
MAY 2012
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58. LUXR.CO
Tuesday, October 29, 13
MAY 2012