Extraordinary Value: The XP Customer Bill Wake [email protected] XP Day, Washington, DC...
Transcript of Extraordinary Value: The XP Customer Bill Wake [email protected] XP Day, Washington, DC...
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Extraordinary Value: The XP Customer
Bill Wake [email protected] Day, Washington, DC
9-24-05
Copyright 2005, William C. Wake. All rights reserved.
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No Philosopher’s Stone
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The Next Hill
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What XP Wants in a Customer
Visionary Domain Expert MBA (Marketing,
Finance)
Story Teller
UI Genius Expert Tester Empath Omniscient -or- Psychic
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Challenge
Where do good customers come from?
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A Framework (DRAFT)
1. Vision
Customer/Product Owner
6. Entrepreneurship
5. Value
4. Scope
3. Sustainability
2. Relationships
Process
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1. Vision
Where are we going?• Charter
• Vision Statement
• Elevator Speech
Where are we?• Informative workspace
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Moore’s Elevator Speech
For target who needs something,
the product is a category that benefit.
Unlike competitor, our product differentiator.
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Where Are We? XP and Scrum
XP Release Plan
Sprint 1
Story
Story
Story
Sprint 2
Story
Story …
Scrum Product Backlog
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Calendars
This Year Five-Year Plan
Year Prod 1 Prod 2 Prod 3
2005 Develop Maintain
2006 Develop Retire Initiate
2007New version
Develop
2008 Maintain Develop
2009 Maintain Develop
Jan: Editing
Feb: Export
Mar: Styles
Apr: XLMay: Rename
June: Critic
July: Trade Show
Aug: Search
Sept: CM
Oct: Columns
Nov: Critic 2
Dec: Refactor
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Version Plan (London Subway Diagram)
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Depth Chart
Edit Organize Refactor Critic
Insert Outline Rename FixtureUnknown Fixture
Table editing ReorganizeRename Column
Unknown Column
Search Sharing Insert Column Cell Value
StylesRemove Column
Summary Tables
Printing
Test in Place
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FDD Parking Lot
From http://www.featuredrivendevelopment.com/node/630
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FDD Parking Lot
See a real example at http://www.featuredrivendevelopment.com/node/630
Editing (ED)
Cursor(15)75%
Jan 06 Sep 06
Wrap(5)
100%
Feb 06
Table(5)
70%
Sep 06
Cell(5)0%
In-File(5)
50%
Mar 06 Jun 06
Global(10)10%
Sep 06
Regex(5)
100%
Oct 06
Substitute(11)60%
Write(15)75%
Jan 06 Sep 06
Wrap(5)
25%
Mar 06
Table(5)
100%
Jun 06
Cell(5)
80%
Search (SR)
Refactor (RF)
Export (EX) Project (PJ)
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2. Relationships
Internal• Whole Team
• Sit Together External
• Users
• Purchasers
• Sales Channel
• Researchers
• Competitors
• …
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3. Sustainability
Energized Work Education Reflection Vacation
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4. Scope
Whole Product / Whole Experience Stories
• Past, Present, Future
• “Ready”
• The Story Pipeline
Flexibility Splitting Stories
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Past, Present, Future Retain Past Value
• Escrow• Support• Regression Tests
Build Present Value• Themes• Stories• Tests
Enable Future Value• Future Stories• Research, Spike
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Are You Ready to Rumble?
Card
Idea
Ron Jeffries’ 3 C’s
Mockup or Paper Prototype
Usability Test
Conversation
Confirmation
SpikeResearch
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The Story Pipeline: Just-In-Time
Fe
we
r Quantity
Mo
reF
uzz
y Clarity
Cle
ar Idea
s
Goo
d Id
eas
Val
idat
ing
In p
rogr
ess
Rea
dy to
dev
elop
Rea
dy to
dis
cuss
300 100 20 0* 3 2
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Hold on Loosely
Be specific Don’t deny Show us, don’t tell us Play the moment Play it legitimately (no joking) Familiarity and surprise (rule of 3)
Andy Goldberg, Improv Comedy
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Splitting Stories
Easier
Research
Manual
Buy
Build
Batch
Single-User
API only
Character UI
Generic UI
Harder
Action
Automated
Build
Buy
Online
Multi-User
User interface
GUI
Custom UI
Easier
Few features
Static
Transient
Less “ilities”
e.g., slower
Ignore errors
Main case
0
1
One level
Base case
Harder
Many features
Dynamic
Persistent
More “ilities”
e.g., faster
Handle errors
Alternate flows
1
Many
All levels
General case
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5. Value
Lean Thinking• Waste, Flow
Market Value• MMF
• Kano Model
Balance Value Gradients
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MMF = Minimal Marketable Feature
See Software by Numbers Competitive differentiation Revenue generation Cost saving Brand projection Enhanced loyalty
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Kano Model
Hygiene Factors• Reject if not present
Satisfiers• More is better
Delighters• Unexpected
• Might not be valued until used
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Balance: The Hot Seat
Importance of feature to user/purchaser Risk Build success/confidence Learn something Encourage communication Build capacity Add variety
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It’s Easy to Conflate…
Expected value Actual value Intrinsic difficulty Difficulty for us Actual effort
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Value Gradients
Co-create solutions See value in partial
solutions Sense value gradients
• S curve Pareto principle (80-
20 rule) often applies Cooperate to find
surprise peaks
Benefit
Cost
Benefit / Cost
Original Nearby peak
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6. Entrepreneurship Portfolio Business Case / Cost-Benefit Analysis Market Sense
• Segmentation, channels, sustaining/disruptive, crossing the chasm, etc.
Deal Structure• Negotiated Scope Contract• Pay Per Use• Real Customer Involvement• Incremental / Daily Deployment
Intuition !
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Cost-Benefit Analysis: Compare…
“Four developers implementing whatever they can in the next 6 months.” -versus-
Theme
Editing
Printing
Critic
Total
Net benefit
Cost
$(150K)
(100K)
(50K)
$(300K)
======>
Benefit
$300K new sales
125K cost savings
75K branding
$500K
$200K in 6 months
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Stake a Claim!
Better to live with concrete claims that can be proven wrong…
…than fuzzy thinking and muddling along in the same direction as always.
Don’t go overboard – but keep clear on the big picture.
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Intuition
Remember – there’s no software philosopher’s stone!
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A Framework (DRAFT)
1. Vision
Customer/Product Owner
6. Entrepreneurship
5. Value
4. Scope
3. Sustainability
2. Relationships
Process
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What About Tomorrow?
Thank your customer! Add a new practice, such as…
• Customer testing
• Informative workspace – the big picture
• Daily deployment
• Needn’t get there in one leap
Contribute back to the agile community• What can we all learn from your team?
Can we usefully package these ideas?