2012 Products Are Hard Keynote Address
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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.
2012 Products Are Hard Keynote Address
- 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. blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah LUXR.CO Tuesday, October 29, 13 MAY 2012 blah blah blah blah blah blah blah blah blah blah
- 55. Consultative blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah LUXR.CO Tuesday, October 29, 13 MAY 2012 blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah
- 56. 3 leaders, not 4. LUXR.CO Tuesday, October 29, 13 MAY 2012
- 57. 3 leaders, not 4. blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah LUXR.CO Tuesday, October 29, 13 MAY 2012 blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah
- 58. LUXR.CO Tuesday, October 29, 13 MAY 2012