Diverge, converge, and shape - Red Hat Summit 2019
0 likes•415 views
The document discusses product development in a post-DevOps world, emphasizing the importance of experimentation, shared ownership, and collaboration among teams. It outlines practices for creating shared visions, analyzing user needs, and designing collaboratively, aimed at facilitating innovation with Red Hat technology. Additionally, it presents principles and definitions related to product ownership, innovative teams, and the iterative nature of learning through experimentation.
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.
- 5. @valyonchev @Riley_ikniPhoto by eberhard grossgasteiger on Unsplash JOURNEYS
- 6. GIVE INTENT & CREATE ORGANIZATIONAL CLARITY
- 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/
- 12. EXPLORE VALUE PROPOSITIONS & BUSINESS MODELS
- 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
- 16. CREATE DESIGN COLLABORATIVELY & BUILD A COMMON LANGUAGE
- 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
- 18. DEFINE PRODUCTS & VALUE SLICES
- 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/
- 20. @valyonchev @Riley_ikni DEFINE PRODUCTS 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/
- 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
- 25. @valyonchev @Riley_ikni DESIGN OF EXPERIMENTS Design of Experiments
- 26. BUILD A ROADMAP & DELIVER CONTINUOUSLY
- 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
- 30. @valyonchev @Riley_ikni A MODEL TO KEEP IT ALL TOGETHER https://openpracticelibrary.com/
- 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