A breakout session at Red Hat Summit 2019 highlighting the way we coach product development teams @ Red Hat Open Innovation Labs.
It goes beyond DevOps and Agile. We link multiple different mindsets (Design Thinking, Lean Product Development along those aforementioned) to build high-performing long-lived product teams.
Diverge, converge, and shape - Red Hat Summit 2019
1. DIVERGE, CONVERGE AND SHAPE
Product Development in a post-DevOps world
Val Yonchev Riley Ghiles Ikni
Engagement lead UX Engineer
@valyonchev @Riley_ikni
RED HAT OPEN INNOVATION LABS
@RedHatLabs
2. @valyonchev @Riley_ikni
DIVERGE, CONVERGE AND SHAPE
Product Development in a post-DevOps world
Best products emerge by challenging the established beliefs via relentless experimentation. This is only possible
when product leaders give away product ownership and turn it into a function of the whole team. The role of product
leader is to create a compelling shared vision and get their teams to rally around it. Open Innovation Labs
collaborate closely with ambitious clients to help them form such teams and rapidly innovate with Red Hat
technology.
In this session, we'll share a combination of practices that facilitates close collaboration between product leaders,
business people, and DevOps team members. We'll start from how you can create a shared vision and go through the
various practices that allow new product ideas to diverge, converge, and take shape through series of experiments.
Some of the practices include:
• Building a shared vision and purpose through impact mapping.
• Analyzing user needs via user research, empathy maps, and personas.
• Designing collaboratively using event storming.
• Designing experiments with the support of "how might we" (HMW) and other design-thinking practices.
• Testing hypotheses using rapid prototyping, user testing, split testing (including A/B testing).
• Using data-informed design.
You'll leave with a clear idea on how to apply this flow of design thinking, lean UX, DevOps, and continuous delivery
practices in your own environment.
3. @valyonchev @Riley_ikni
SOME PRINCIPLES
● "Life is too short to build something nobody wants", Ash Maurya
● "All models are wrong - some are useful", George Box
● Evolution - we live in a complex world
● Learning through experimentation - we are NEVER right
● Ownership - the team OR the Hero Product Manager (Owner)
● This is NOT or about Agile - a mix of Agile, DevOps, Design Thinking, Lean UX, Lean
Product Development
● Not a course, not an explanation of the practices and methods
4. @valyonchev @Riley_ikni
SOME DEFINITIONS
Many people use those terms below in various different ways and with different meanings. This is how
we (Red Hat Open Innovation Labs) look at them:
● MVP = Potentially Destroyable/Throw-Away Product that someone is ready to buy
● "Fail Fast/Learn Fast" = Experimentation, not shipping stuff that nobody will use
● A team = Product teams as long-lived teams working on product/portfolio of logically linked products
defined from customer perspective
● Goals = ambitious and aspirational goals are never about revenue and money, those are just
consequences
● Approach = something we know works at times when you manage to build a great team and create the
right mindset. How do you create those teams and mindsets is a whole different ball game. An
approach never works out of the box, you need to adapt and evolve as you learn.
7. @valyonchev @Riley_ikni
GIVE INTENT
Impact Mapping
Why?
Strategic
Business
Objective
Burning
platform
What good
looks like
Metrics
Practice attribution: Gojko Adzic https://www.impactmapping.org/
8. @valyonchev @Riley_ikni
CREATE ORGANIZATIONAL CLARITY
Impact Mapping
Why?
Who? How? What?
Actors
Car
dependent
DINK
Impacts
Increase
control over X
Decrease
dependency on
3rd party service
Increase
control over Y
Increase security
and confidence in
B product
Strategic
Business
Objective
Burning
platform
What good
looks like
Metrics
Deliverables
Feature
A
Feature
B
Feature
R
Practice attribution: Gojko Adzic https://www.impactmapping.org/
10. @valyonchev @Riley_ikni
EXPLORE CUSTOMER GROUPS
Impact Mapping
Why?
Who? How? What?
Actors
Car
dependent
DINK
Impacts Deliverables
Increase
control over X
Decrease
dependency on
3rd party service
Increase
control over Y
Increase security
and confidence in
B product
Strategic
Business
Objective
Burning
platform
What good
looks like
Metrics
Feature
A
Feature
B
Feature
Z
Increase ability to
make early
decisions
Practice attribution: Gojko Adzic https://www.impactmapping.org/
11. @valyonchev @Riley_ikni
EXPLORE CUSTOMER GROUPS
Feature
M
Feature
E
Feature
P
Empathy Map
Consider also:
- User Research
- Interviewing
- Contextual inquiry
- Service (Design) Blueprint
- Customer Journey Mapping
Practice attribution: Xplane https://www.xplane.com/
13. @valyonchev @Riley_ikni
EXPLORE VALUE PROPOSITIONS
Impact Mapping
Why?
Who? How? What?
Actors
Car
dependent
DINK
Impacts Deliverables
Increase
control over X
Decrease
dependency on
3rd party service
Increase
control over Y
Increase security
and confidence in
B product
Strategic
Business
Objective
Burning
platform
What good
looks like
Metrics
Feature
A
Feature
B
Feature
Z
Increase ability to
make early
decisions
Practice attribution: Gojko Adzic https://www.impactmapping.org/
14. @valyonchev @Riley_ikni
EXPLORE VALUE PROPOSITIONS
Lean Canvas
Unique Value
Proposition
Cost Streams Revenue Streams
First Customers
Customer
Segments
Existing
Alternatives
Problem Solution
Key Metrics
Unfair
Advantage
Channels
Metrics
Deliverables
Impacts
Actors
Actors
Jobs-To-Be-Done
works good here
Practice attribution: Ash Maurya https://leanstack.com/leancanvas
15. @valyonchev @Riley_ikni
EXPLORE BUSINESS MODELS
Lean Canvas
Unique Value
Proposition
Cost Streams Revenue Streams
First Customers
Customer
Segments
Existing
Alternatives
Problem Solution
Key Metrics
Unfair
Advantage
Channels
Metrics
Deliverables
Impacts
Actors
Actors
Jobs-To-Be-Done
works good here
? ?
?
?
Practice attribution: Ash Maurya https://leanstack.com/leancanvas
17. @valyonchev @Riley_ikni
EVENT STORMING - COLLABORATIVE DESIGN
Event Storming
External
system
UI Sketch
Assum
ptions?
HMW
Policy
Aggregate
Comm
and
Event
External
system
Assum
ptions?
Questi
ons?
HMW
Policy
Read
model
Comm
and
Event
Questi
ons?
HMW
External
system Policy
Comm
and
Event
Read
model Read
model
Read
model
Practice attribution: Alberto Brandolini https://www.eventstorming.com/
Actor
Actor
19. @valyonchev @Riley_ikni
DEFINE PRODUCTS
Impact Mapping
Why?
Who? How? What?
Actors
Car
dependent
DINK
DeliverablesImpacts
Increase
control over X
Decrease
dependency on
3rd party service
Increase
control over Y
Increase security
and confidence in
B product
Strategic
Business
Objective
Burning
platform
What good
looks like
Metrics
Feature
A
Feature
B
Feature
Z
Increase ability to
make early
decisions
Practice attribution: Gojko Adzic https://www.impactmapping.org/
21. @valyonchev @Riley_ikni
DEFINE PRODUCTS
Event Storming
External
system
UI Sketch
Assum
ptions?
HMW
Policy
Aggregate
Read
model
Comm
and
Event
External
system
Assum
ptions?
Questi
ons?
HMW
Policy
Read
model
Comm
and
Event
Questi
ons?
HMW
External
system Policy
Comm
and
Event
Read
model Read
model
Read
model
Practice attribution: Alberto Brandolini https://www.eventstorming.com/
Actor
Actor
22. @valyonchev @Riley_ikni
DEFINE PRODUCTS
Whole Product Plot
Feature
A
Feature
B
Feature
Z
Feature
E
Feature
M
Feature
P
Practice attribution: Ted Levitt
https://hbr.org/1980/01/marketing-success-through-differentiation-of-anything
23. @valyonchev @Riley_ikni
DEFINE PRODUCT SLICES
Story Map & Value Slicing
Impact 1 Impact 2 Impact 3 Impact 4 Impact 5 Impact 6
Feature
A
Feature
B
Feature
Y
Feature
E
Feature
M
Feature
P
Feature
Z
Command
to Story
Command
to Story
Command
to Story
Command
to Story
Command
to Story
Command
to Story
Command
to Story
Command
to Story
Command
to Story
Command
to Story
Actor Actor
27. @valyonchev @Riley_ikni
ROADMAP FOR FLOW
A Kanban Roadmap
Deliverables
(Epics)
Goal Experiments
Research
Design &
Build Done Shipped MeasuredWhat?
Deliverables
(Epics)
Goal Experiments
Research
Deliverables
(Epics)
Goal Experiments
Research
28. @valyonchev @Riley_ikni
… AND MEASURE PROGRESS
Impact Mapping
Why?
Who? How? What?
Actors
Car
dependent
DINK
Impacts Deliverables
Increase
control over X
Decrease
dependency on
3rd party service
Increase
control over Y
Increase security
and confidence in
B product
Strategic
Business
Objective
Burning
platform
What good
looks like
Metrics
Feature
A
Feature
B
Feature
Z
Increase ability to
make early
decisions
Practice attribution: Gojko Adzic https://www.impactmapping.org/
29. @valyonchev @Riley_ikni
EXPLORE BUSINESS MODELS
Lean Canvas
Unique Value
Proposition
Cost Streams Revenue Streams
First Customers
Customer
Segments
Existing
Alternatives
Problem Solution
Key Metrics
Unfair
Advantage
Channels
Metrics
Deliverables
Impacts
Actors
Actors
Jobs-To-Be-Done
works good here
? ?
?
?
Practice attribution: Ash Maurya https://leanstack.com/leancanvas
31. DISCOVERY
SESSION THEATER
7:45 - 8:30 PM - 4 ways to
jump start an open source
& agile automation culture
TUESDAY
WEDNESDAY
THURSDAY
10:15-11:00 AM -
Day-in-the-Life: Designing
Software for Open
Innovation Labs
11:15-12:00 PM - How
Volkswagen used microservices
& automation to develop
self-service solutions
12:15-1:00 PM - Container
adoption at scale:
Metrics-driven framework and
other lessons learned
3:15-4:00 PM - The road to
RHEL 8: Best practices for
optimizing your operating
system
4:15-5:00 PM - Adoptando
RHEL 8: Las mejores
practicas para optimizar tu
Sistema Operativo
5:15-6:00 PM - A DevOps
survival guide: Small
changes lead to big results
6:15-7 PM - To the Edge and
Beyond: Network
Automation for
Telecommunications
10:45-11:30 AM - OpenShift
DevSecOps: Making your
enterprise more secure for
tomorrow, today
11:45-12:30 PM - Digital
Nudge: How automation,
AI, ML, and more shape our
digital decisions
12:45-1:30 PM - People first, digital
second: Using open principles to
drive transformation at Heritage
Bank
1:45-2:30 PM - Monoliths in
OpenShift: Application
onboarding strategies for
containers