Lean Product Management: The Art of Known Unknowns
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The document discusses lean product management tailored for enterprises, emphasizing the necessity for innovation in rapidly changing digital landscapes. It outlines processes for product development, management of lean teams, and the importance of goals over features, encouraging a culture of learning and responsiveness to customer feedback. Key concepts include agile methodologies, design thinking, and lean startup principles, aimed at fostering repeatable innovation and effective portfolio management.
![MVP Hypothesis
Goals,
not features
LEAN
STARTUP
STATE ASSUMPTIONS
OUTCOME FOCUSED
CLEAR VISION
MEASURABLE IMPACT
We believe that
[doing this / building this feature / creating this experience],
For [these people/personas],
Will achieve [this outcome],
We will know this to be true when we see
[this feedback / quantitative measure / qualitative insight ].
Lean
mentality
Lean UX ~ Jeff Gothelf and Josh Seiden](https://image.slidesharecdn.com/ijunj499r61wgi7euqdu-signature-61bc9a274ad6e16d7dc4c326b2b8c94dd2e4f78d762cab65a47edda4320c6c06-poli-141012144330-conversion-gate01/85/Lean-Product-Management-The-Art-of-Known-Unknowns-20-320.jpg)
Lean Product Management: The Art of Known Unknowns
- 1. Lean Product Management for ENTERPRISE The Art of Known Unknowns Lean Strategy + Design @nataliehollier
- 2. ThoughtWorks Lead Consultant - Product and User Experience - Agile and Lean Methodologies - Design Thinking - Innovation Portfolios Lean Strategy + Design @nataliehollier
- 3. 1. Why innovate 2. Product innovation process 3. Repeatable management 4. Enterprise view Lean Strategy + Design @nataliehollier
- 4. DISRUPTIVE INNOVATION Why do enterprises need to innovate?
- 5. digital everyone is a BUSINESS BANKING MEDIA EDUCATION RETAIL HEALTH TRAVEL
- 6. Technology is - DISRUPTING - BUSINESS Customer Experience Technology Technology is advancing rapidly to provide more and more innovative consumer products Business Strategy Customers now expect more: rich, personalized, omnichannel experiences Businesses need to move faster to stay in the game: the rate of change is accelerating
- 7. LEAN PRODUCT Development How do we develop innovative products?
- 8. Responding to Uncertainty Waterfall Agile (Scrum) Lean “We know what customers want” “We know how to deliver it” ? ? ?
- 9. Development Approach Waterfall Agile (Scrum) Lean Anders Ramsey ~ Agile UX Meetup 2013 BUILD RELEASE CUSTOMER FEEDBACK
- 10. startups and innovation labs NORDSTROM WOOLWORTHS
- 11. Innovation Process Nordstrom Innovation Lab
- 12. Lean Product Development BUILD Goals, not features Lean mentality LEARN MEASURE DESIGN THINKING LEAN STARTUP AGILE UX + DEV Lean UX ~ Jeff Gothelf and Josh Seiden (aka LeanUX)
- 13. Design Thinking DESIGN PRINCIPLES HUMAN-CENTERED EMPATHY CONTEXTUAL ENQUIRY IDEATION PROTOTYPING CUSTOMER CO-DESIGN Change By Design ~ Tim Brown dschool.stanford.edu
- 14. Lean Startup CUSTOMER VALUE HYPOTHESIS DRIVEN VALIDATED LEARNING MINIMUM VIABLE PRODUCT BUILD-MEASURE-LEARN FAIL FAST AND PIVOT The Lean Startup ~ Eric Reis
- 15. Agile UX + Dev SPRINTS/ITERATIONS USER STORIES CROSS FUNCTIONAL TEAMS TIGHT COLLABORATION VISUAL INFORMATION RADIATORS ThoughtWorks
- 16. LEAN PRODUCT Management How can we manage repeatable innovation?
- 17. Know What You Dont Know TRUST HUMILITY COURAGE the process with your ideas to try, fail, learn
- 18. Product Ideas Insights & Input customers business technology Opportunity Backlog prioritize based on business goals Design Brief problem statement desired outcome DESIGN THINKING
- 19. MVP Design Workshop MVP Design storyboards and wireframes hypothesis and assumptions Design Brief problem statement desired outcome Collaborative Design customer / researcher design business technology
- 20. MVP Hypothesis Goals, not features LEAN STARTUP STATE ASSUMPTIONS OUTCOME FOCUSED CLEAR VISION MEASURABLE IMPACT We believe that [doing this / building this feature / creating this experience], For [these people/personas], Will achieve [this outcome], We will know this to be true when we see [this feedback / quantitative measure / qualitative insight ]. Lean mentality Lean UX ~ Jeff Gothelf and Josh Seiden
- 21. Research Sprints FIELD OBSERVATION BUILD EMPATHY LEARN PAIN POINTS VALIDATE ASSUMPTIONS Research Questions Story Backlog lean/agile design and development validate ideas 1-2 sprints ahead and verify solutions 1-2 sprints after MVP design storyboards and wireframes hypothesis and assumptions Goals, not features Lean mentality LEAN STARTUP
- 22. User Story Mapping AGILE UX + DEV USER JOURNEY THIN SLICE SHARED VISUAL ARTIFACT User Story Mapping ~ Jeff Patton (agileproductdesign.com)
- 23. Lean Product Management BUILD Goals, not features Lean mentality LEARN MEASURE DESIGN THINKING LEAN STARTUP AGILE UX + DEV Product Ideas MVP Workshop MVP Hypothesis Research Sprints Story Mapping
- 24. PODULAR Organism COMPANIES How do we manage an enterprise of lean teams?
- 25. Traditional Enterprises PLAN DESIGN BUILD TEST DELIVER WORK = REQUIREMENTS
- 26. Cross-Functional Pods WORK = GOALS
- 27. Coordination and Management PRACTICE COMMUNITIES/TRIBES CROSS-TEAM ROTATIONS CROSS-TEAM PAIRING VARIOUS STANDUPS LUNCH & LEARNS VISUAL INFORMATION RADIATORS SUPPORTING TOOLS The Connected Company ~ Dave Gray
- 28. LEAN PORTFOLIO Management How do we manage an enterprise of lean products?
- 30. Recall: Goal Driven Teams MVP MVP MISSION Discover and Prioritize OPPORTUNITIES Design and Test Cross Functional Team
- 31. Recall: Principle of Mission In maneuver warfare, the mission is ... “Commander’s Intent.” ... orders are incomplete without this information. ... when intent is clear, Marines will be able to select the right course of action. This is particularly true when Marines have to deal with an emerging obstacle or opportunity. ALIGNMENT ON VISION NOT PRESCRITIVE EMPOWERED TEAMS RESPONSIVE SOLUTION The Principles of Product Development Flow ~ Donald Reinertsen
- 32. Goal Driven Business BUSINESS GOAL Discover and Prioritize Executive Team BET BET BET BET Business Portfolio Test and learn Respond to uncertainty Lean Enterprise ~ Jez Humble, Joanne Moleksy and Barry O’Reilley
- 33. Fund Outcomes (not Output) Business Portfolio PORTFOLIO OF INVESTMENT BETS TESTABLE MVPS PIVOT OR DOUBLE DOWN INCREMENTAL INVESTMENT BALANCE ACROSS ‘HORIZONS’ Lean Enterprise ~ Jez Humble, Joanne Moleksy and Barry O’Reilley
- 34. Lean Portfolio Management BET (MISSION) BUSINESS GOAL OPPORTUNITIES MVP MVP CLEAR VISION AT THE TOP ALIGNMENT ON OUTCOMES DELIGATE DECISIONS DOWN EMPOWERED TEAMS LEARNING FEEDBACK LOOPS
- 35. Lean Portfolio Management customer marketing email campaign Grow the business traveller customer segment by 20% Streamline repeat travel bookings (more bookings per existing customer) Promote and funnel business travellers to our features (attract % new business) landing page experience social media BUSINESS GOAL BET (MISSION) OPPORTUNITIES MVP HYPOTHESIS Executive Team Product Delivery Teams DE-COUPLE BUSINESS STRATEGY, PRODUCT STRATEGY AND PRODUCT IMPLEMENTATION!
- 36. Minimum Viable Portfolio ITERATE. ? A+ alpha beta 1 beta 2 launch ? A+ ? A+ ? A+
- 37. The art of managing innovation...
- 38. MEASURE LEARN TRUST The only thing certain is uncertainty. COURAGE HUMILITY ADAPT Lean Strategy + Design @nataliehollier
- 39. Books To Learn More Lean Strategy + Design @nataliehollier
- 40. Questions.