Apidays New York 2024 - The Good, the Bad and the Governed by David O'Neill, ...
Lean Enterprise
1. APPLYING LEAN PRINCIPLES TO ENTERPRISE MOBILE DEVELOPMENT
DAVE SLOCOMBE – HEAD OF MOBILE CHANNEL
@DAVESLOCOMBE
2. WORKING LEAN – BUT WE’RE NO STARTUP!
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• A typical lean startup
• Individuals
3. WORKING LEAN – BUT WE’RE NO STARTUP!
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• A typical enterprise
• teams
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on agile and lean...
• We use agile and lean as tools, we are not precious which “brand” of tool
we use
• Each tool has a purpose
• Selected for the context
• Each tool is sized to the task
• Pick a tool, try it out, if it doesn’t work in your context, put it back and try
another
• There are simple ways to self check!
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PRODUCT SCORECARDS
• We use product scorecards to enable product decision making to
ensure all efforts are targeted to contribute to the scorecard KPI’s
• Clear KPI’s are set by the upper management and give clear
guidance to Product Owners
• Example..
– Generate x% of total revenue by x date
– Grow incremental bookings through new acquisition channels
– Improve shopper conversion x% by x date
A big part of the value of a product scorecard is focus. So you only want a few –
ideally no more than 5 or 6. The product manager can track lots of data, but should
only have a few priority objectives at a time.”
Marty Cagan, SVPG
6. CLICK TO EDIT MASTERTEAM GOALS
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Lets get lean!
REDUCE CYCLE TIME FROM CONCEPT TO CUSTOMER
VALIDATE ALL ASSUMPTIONS WITH CUSTOMERS AND
STAKEHOLDERS
MAKE PROGRESS VISIBLE
FOCUS ON THE MINIMUM OF THE MINIMUM VIABLE PRODUCT
NO BIG BANG RELEASES
NO MORE HEROES
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Co – located
Flexible work space
Pairing stations
CI Display and monitoring
8. XP, PAIRING, TDD – NO MORE
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HEROES
11. FILLING THE OPPORTUNITY BACKLOG –CUSTOMER & PROBLEM
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INSIGHT
Customer lifecycle from “inspiration for travel” to post travel “sharing”
Target customers
invited to breakfast
interviews over 1 week
12. FILLING THE IDEA BACKLOG
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PROBLEM + SOLUTION HYPOTHESIS
JUST ENOUGH CONCEPTS TO GET STARTED – 2HRS
MAX
13. RAPID PRODUCT ITERATION
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Deliver to our
KPI’s of
WOW
Profitable
Marketable
Customers
THE
love them!
CHALLENGE
Get from 80 (worthless) concepts
to 3 – 5 high value solutions, designed and tested
as fast as possible i.e. 1 week
14. POP UP DESIGN STUDIO
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4 days =
100+ lastminute.com
customers per day
Social spaces 300+ general hotel
customers
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BA User research Product Owner
Development
Channel
UX x2
I set the KPIs and
prioritise stories at
I beat the rhythm of each iteration
I own the project, lead the drum, keep
the lean process, knowledge flowing
iterations and goals
We own the user
I’ll be asked to build this experience and value
app, so id like to feedback
understand the customer
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BA User research Product Owner
Development
Channel
UX x2
WE ALL TALK TO CUSTOMERS, CREATE SOLUTIONS AND TEST
THEM
I set the KPIs and
prioritise stories at
I beat the rhythm of each iteration
I own the project, lead the drum, keep
the lean process, knowledge flowing
iterations and goals
We own the user
I’ll be asked to build this experience and value
app, so id like to feedback
understand the customer
17. Idea Score 0 -10 Qual. feedback
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backlog EDIT MASTER TITLE STYLE Project KPI’s
18. concept Score 0 -10 Qual. feedback
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42 Interviews – 4 hours
21. CLICK TO EDITFIDELITY AND REPEAT
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Interface sketches
Just enough prototyping
Concept pitch and
to get deeper insight
envelope of previous
feedback (decision trail)
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INCREASE FIDELITY AND REPEAT
23. CLICK TO EDIT MASTERAND REPEAT!
INCREASE FIDELITY TITLE STYLE
Let UX lead - Dont waste precious Dev time on prototypes that may get dropped!
24. PRODUCT DISCOVERY
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Increase visibility to
build trust and engage
stakeholders
25. DESIGN COMPLETE INTO DEV
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BACKLOG
Design complete functionality
fed into the backlog
Stories created and prioritised
during iteration planning
26. RETROSPECTIVES
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= not a blame game
Prime Directive
Regardless of what we discover, we
Everyone participates in
understand and truly believe that
signing up to solve the
everyone did the best job they could,
“bad” or the “puzzle”
given what they knew at the time, their
skills and abilities, the resources
Celebrate our successes
available, and the situation at hand.
i.e. Remind the PM to
Retrospectives.com
buy us cake
27. NOT CONTINUOUS DEPLOYMENT
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• Weekly deployment – labour intensive
• Completely manual process with no (limited) automated deployment
mechanism
• Ad-hoc testing of new features, with minimal regression testing
28. CONTINUOUS DEPLOYMENT
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• Move to a DevOps Culture
• Changed the way the team develops (every check-in deployable)
• Automated the manual steps in the process where physically
possible
• Created consistent deployments between all environments
eliminating environmental issues
• Uses mechanisms that allow for rapid change to our operational
infrastructure
• Repeatability, Repeatability & Repeatability
Confidence in deployments! No more big bang releases
12 mins to production...still working to optimise the business processes!
30. TAKEAWAYS
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• Target reduced cycle time from concept to customer through Continuous
Deployment
• Make work visible, showcase, engage outside of product and tech!
• No dogma! Using the right tools and be prepared to iterate your process
• Co-locate your team
• Communicate clear organisational and team goals through Product
Scorecards, product and tech principles
• Engage your wider organisation to grow your opportunity backlog
• Empower your UX team to iterate the experience with customers without
pulling precious development resource
• Listen to the team regularly, health check - Who doesn’t want to be the
master of their own destiny?!
• No more heroes! Share knowledge and skills (XP, Pairing, TDD &
Continuous Integration)
Hinweis der Redaktion
Target reduced cycle time from concept to customer through Continuous DeploymentMaking work visibleUsing the right tools Lean team structuresCommunicate clear organisational and team goalsGrow your pool of ideasEmpower your UX teamRegularly, health checking the team – continuous improvementNo more heroes! Share knowledge and skills (XP, Pairing, TDD & Continuous Integration)
tight communication cycleClear lines of ownership and responsibilityShort cycle time, product iteration and decision makingBut too many hats!
Complex communication cycleUnclear lines of ownership and responsibility, multiple “owners”Long cycle time, product iteration and decision making--- how to operate as tight a cycle time as a lean startup???
We need to foucs our efforts towards delivering VALUE to the businessThese high level goals enable product owners to filter their backlog of ideas and focus on the activites that deliver the most value
All has one purpose – to reduce the time it takes to get the information you need on the task at hand
We work as an XP development team, which means pairing on coding/test writing. Originally a sceptic of pairing but what we have seen is consistency improve, deeper technical challenges taken on.“BOB””, is off sick, you have tight deadline and you ask who can update some config and the reply is “only BOB knows how to do that”. Its a huge risk for a tech organisation to have heroes own domains, lose BOB to another company and it creates a big disruption. Pairing also drives out the “stay up all night until i fix that issue” hero mentality. It just burns out the team and creates an unhappy workplace. Theres a place for all nighters, but when pairing you can debug together and the mental load is shared.Pairing creates a team that is more flexible to team member changes.TDD and CI servers mean the cycle time from bug to feedback to the developer is seconds, not hours or days. The benefit being they still have the code fresh in their minds and are more likely to fix the bug quickly.
Guerilla testing is great for early prototype feedback and for broader engagement from product, design and development teams. Try going to the nearby coffee shop and get direct feedback from customers for the price of a coffee
Get currency!
After each round of interviews we play back the learnings and decide whether to PARK, PIVOT or PERSEVERE or my favourite .... KILL!
After each round of interviews we play back the learnings and decide whether to PARK, PIVOT or PERSEVERE or my favourite .... KILL!
With basic concepts validated increase the fidelity of the idea by creating 1 or 2 interface design sketches on cards and revalidate. Huddle and playback the customer feedback, at each iteration decide more detailed criteria on the PIVOT.
Consider your MVP for this concept, is qualititative feedback enough? If not look to create an online MVP such as a sign up form.
UX should lead the wireframe iteration process, tools like axure or basic html/css enable rapid prototypingWe have a secure site where all wireframes and design mocks live for user testing at anytime – we also make it widely available to the rest of the company so anyone can see the tests we have in progress, it make it easy to run user testing from anywhere
Showcase often! UX should showcase to product owners and key stakeholders regularly, mainly si they can hear the cusotmers voice, but also to get a steer on the direct the design can go inStakeholders such as supply, marketing, finance and legal can also provide valuable business feedback and head off issues early – when they are cheapest fix – which is during product discovery
In an ideal world completed design features are passed to the BA who will break out the stories, size them with the development team and play them in an order determined by the product ownerReleasing the feature on demand to the customer.So a typical story is.... And attached to this is a set of acceptance criteria
The release process and its cycle time is the metronome for all activity in a business – our old process...My favourite scenario: it works fine in Staging, doesnt work in QA – content is different, but works in PROD...
Youve put in all this effort, showcase it – we showcase fortnightly to the wider org, kay stakeholders in marketing, trading, product and techRule is: live code demo, latest designs,
