Innovating in the Enterprise Product 3

8/10/2019 Innovating in the Enterprise Product 3

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Copyright 2014 Cowan Publishing

INNOVATINGIN THE

ENTERPRISE IIIBuilding theRight Product

COWAN+


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ALEX COWANAlexanderCowan.com

@cowanSF

ABOUT ME

Entrepreneur (5x)Intrapreneur (1x)


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@cowanSF

ABOUT ME


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ABOUT ME

www.alexandercowan.com


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REVIEW: THE STRUCTURE OF VENTURE DESIGN


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REVIEW: THE SEQUENCE OF VENTURE DESIGN

X

PROBLEMSCENARIOS &ALTERNATIVES

What?

PRODUCT &PROMOTION

/

CUSTOMERDISCOVERY &EXPERIMENTS

Tell me?

PERSONAS

Who?

USERSTORIES &PROTOTYPES

How?

Scale?

Pivot?

VALUEPROPOSITIONS& ASSUMPTIONS

What if?

!


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REVIEW: THE SEQUENCE OF VENTURE DESIGN

!PRODUCT &PROMOTION


Did the implementationdeliver on the story?

/


How did thecustomer/userreact?


!

Was theimplementedstory relevant tothe proposition?

X


Is problemrelevant? Is thepropositionbetter vs.alternatives?

T HI NK S EE

FEEL DO

PERSONAS

Do weunderstand thisperson? Whatmakes themtick?


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REVIEW: SKILLS FOR VENTURE DESIGN

/

Specialties

D E S

I G N & U X

U N I X S Y S A D M I N

R U B

Y

P Y T

O N

J A V A

P H P

. . .

E N T

E R P R I S E S A L E S

. . .

S E O A N

A L Y T I C S

. . .

. . .

. . .

FoundationSkills

LEANDESIGN

THINKINGCUSTOMER

DEV.AGILE

TechnicalLiteracy

ARCHITECTUREFUNDAMENTALS

App. & PlatformIntegration

ROLES &SYSTEMS

In a TechnicalTeam

SOFTWAREFUNDAMENTALS

Model-View-Controller


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REVIEW: PERSONAS & NEEDFINDING

X


What?

PRODUCT &PROMOTION

/


Tell me?

PERSONAS

Who?


How?

Scale?

Pivot?


What if?

!


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AVOID THE TWIN ANTI-POLES OF DESIGN FAILURE

Doing preciselywhat the user asks

Assuming you know whatsbest and ignoring the user

! " # $ %


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@cowanSF

YOUR VALUE PROPOSITIONS !

ALTERNATIVE(S) ?

PROBLEM SCENARIO X



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and they have a certainPROBLEMS(S)

where theyre currently usingcertain ALTERNATIVE(S)

and I have a VALUEPROPOSITION thats better enoughthan the alternatives to cause thepersona to act (purchase, use, etc.).

A certain PERSONA exists


!

?

X


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REVIEW: CUSTOMER DISCOVERY & LEAN STARTUP

X


What?

PRODUCT &PROMOTION

/


Tell me?

PERSONAS

Who?


How?

Scale?

Pivot?


What if?

!


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REVIEW: CUSTOMER DISCOVERY & LEAN STARTUPDo I have real evidence from my buyerthat this is compelling?

01 ID EA!

What are the key assumptions requiredto make this business work?

02 HYPOTHESIS

How do I denitely prove or disprove theassumptions with a minimum of timeand effort?

03 EXPERIMENTAL DESIG N

04 EXPE RIM ENTATION

Am I reacting or am I focused onvalidating my pivotal assumptions?

Pivot or persevere?


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REVIEW: CUSTOMER DISCOVERY & LEAN STARTUP

0 Day 30 Day ID

DOES IT WORK?Deep testing on realdata with a verysmall set of users.

90 Day

DOES IT STICK?Post deploy, areusers engaged atexpected levels? If

not, why not?

DID IT MATTER?Is it delivering on thetarget propositions?

If not, why not?


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Order Taking

vs.Consulting

Building

vs.Designing

Big Batches

vs.Iteration

REVIEW: FRAMING THE BUSINESS CASE

Papering Problems with

Software ('Solutions')vs.

Solving Them


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Note: process inventory mostly applicable just on IT projects


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!"#$&'() #$*#+,-$,. /-.,(0", 1(,20#3, 1'44'-$500(#6/0#'-78"2(, 5*#), 9:;


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Unit of structure: the atomic rocessIt has an input transformative

steps

an output

and 3 metrics1. process2. output3. outcome


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6.a PIVOT

experimentsdisprovehypothesis

01 IDEA!

02 HYPOTHESIS

03 EXPERIMENTAL DESIGN

04 EXPERIMENTATION

05 PIVOT OR PERSEVERE?

6.b PERSEVERE

experimentsprove hypothesis

Formulate from problem scenario-alternatives-value proposition trios

Organize against valuepropositions

Progressive testingwith users

Change approach or scaleup? (The quicker you get to

this point the easier it is tomake changes.)


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NOW: SESSION III 'BUILDING THE RIGHT PRODUCT' !

X / !

LEANDESIGN

THINKINGCUSTOMER

DEV.AGILE

ARCHITECTUREFUNDAMENTALS

App. & PlatformIntegration

ROLES & SYSTEMSIn a Technical Team

SOFTWAREFUNDAMENTALS

Model-View-Controller


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Copyright 2014 COWAN+

DESIGN & AGILE: A ROMEO & JULIET STORY : (

AgileDesign ALEX COWANAlexanderCowan.com@cowanSF


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Empathy Creativity

DESIGN


@cowanSF


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@cowanSF

AGILE

IndividualsInteractions

>ProcessesTools

Workingsoftware

ComprehensiveDocumentation>

Customercollaboration

Contractnegotiation

>

Respondingto change

Following

a plan

>


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TRAGEDY OCCURS TOO OFTENThe Commerce Family The Implementation Family

aka marketing, sales,product management

aka engineering, operations,project management


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TRAGEDY OCCURS TOO OFTEN- WHY?The Commerce Family The Implementation Family

?we measure our efciency locally

we want to feel we're completing our output


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WHAT'S ESPECIALLY HARD FOR THE FAMILIESThe Commerce Family The Implementation Family

1. Connecting with customer needs

2. Managing uncertainty

3. Describing for implementation

1. Implementation strategy

2. Managing changes in need

3. Distributing actionable inputs


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WHAT'S ESPECIALLY HARD FOR THE FAMILIESThe Commerce Family The Implementation Family

bigger families,

bigger disconnects


@cowanSF


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4 WAYS TO MAKE IT BETTER, MAKE IT WORK

1: IMPROVEDINPUTS

2: STORY-DRIVENCOLLABORATION

3: TESTORIENTATION

4: BACKLOGDISCIPLINE


@cowanSF


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1Creating High Quality Inputs


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Copyright 2014 COWAN+STORIES

Epic Stories

Stories

Test Cases

As a [persona],I want to [do something]so that I can [derive a benet]

AGILE USER STORIES- WHATIS


@cowanSF

Who is this user?What makes them tick?

Who's an example of

such a person?

Why do they want to do this?What's the benet/reward?

How will we know of it'sworking?


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DESIGN THINKING- PERSONAS


@cowanSF


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VARI

ED

ivid The persona shouldmake anyone who readsit feel like theyveactually met this person.


@cowanSF


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VARI

ED

ivid


@cowanSF

eal Good personas arentcreated in cubicles. Gowhere the persona is andobserve.

ctionable


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VARI

ED

ivid


@cowanSF

eal

ctionable

Make sure you can identifyand target these personas,or you wont be able to nd

a use for them.

dentiable


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VARI

ED

ivid


@cowanSF

eal

ctionable

dentiable Everyone is not yourcustomer. Make sure thepersonas are distinct so youcan apply relevant focus.

xact


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VARI

ED

ivid

eal

ctionable

dentiable

xactetailed

People are complicated

and so good personasare usually prettysubstantial.


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@cowanSF

YOUR VALUE PROPOSITIONS !

ALTERNATIVE(S) ?

PROBLEM SCENARIO X

NEEDFINDING


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and they have a certainPROBLEMS(S)

where theyre currently usingcertain ALTERNATIVE(S)

and I have a VALUEPROPOSITION thats better enoughthan the alternatives to cause thepersona to act (purchase, use, etc.).

A certain PERSONA exists

NEEDFINDING: THE PRODUCT HYPOTHESIS

!

?

X


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PERSONASPROBLEM SCENARIOSVALUE PROPOSITIONS

STORIES

Epic Stories

Stories

Test Cases

As a [persona],I want to [do something]so that I can [derive a benet]

AGILE USER STORIES- WHATIS


@cowanSF


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INVEST IN AGILE STORIES

Independent

NegotiableValuableEstimableSmallTestable

Could this beimplemented on astand-alone basis ordoes it presupposeother content?


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Independent


Stories are not specs.This is an input for you toarrive at an optimalimplementation with thedeveloper, not afunctional requirement.


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Independent


What problem scenariodoes this address?How have youvalidated your value

proposition for it?


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Independent


How hard is this vs.the teamsexperience? Is itdiscrete enough?


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Independent


A big part of what makesagile (and lean) work is theuse of small batches withmeasurable results. Makesure your stories are broken

down to workable sizes.


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Independent


How will you know if

its working in a waywhere you canvalidate its value?


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CHILD STORIES

A) As an HR manager, I want to get a list of topics relevant to an open position from the functional

manager so I can set up a relevant and complete quiz for screening.B) As an HR manager, I want to browse the quiz banks [of available questions] so I can make sureIm subscribed to all the necessary topics for my quiz.

C) As an HR manager, I want to purchase additional quiz banks so I can add additional technicaltopics to my quizzes.

D) As an HR manager, I want to create a custom quiz banks so I can add custom questions the

functional manager wants to add to the quiz.E) As a manager, I want to set the quiz up for a possible recruit to use.

F) As an HR manager, I want to make the candidates scores available to the functional manager,along with the rest of my notes.

EPIC STORY

EXAMPLE: AGILE USER STORIES

As the HR manager, I want to create a screening quiz so that I can understand whether I want tosend possible recruits to the functional manager.


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EPIC STORY




@cowanSF


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STORYBOARDING AN EPICAs the HR manager, Iwant to create ascreening quiz so that Ican understandwhether I want to sendpossible recruits to the

functional manager.


@cowanSF


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PERSONA MEETS HALLWAY CONVERSATION

So, I think feature [xyz]should really be at thetop of our list

Yeah?

Tell me about the user.Who are they? What are

they doing right now?


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NEEDFINDING MEETS HALLWAY CONVERSATION

Here are a list of SEOkeywords related to theexciting new solutionwe built

What problems does thissolve for the customer?What words do they useto describe it?


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2 Enabling Story-Driven Collaboration


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@cowanSF

AGILE FOUNDATIONS

USER STORIES

DISCUSSION

DEVELOPMENT

VALIDATION

PERSONASPROBLEM SCENARIOS,ALTERNATIVESPROPOSITIONS


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KEEPING IT TOGETHER

In-doc links topersonas andproblemscenarios/

neednding

Ditto forwireframes


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X


What?

PRODUCT &PROMOTION

/


Tell me?

DESIGNING A VENTURE (VENTURE DESIGN)

PERSONAS

Who?


How?

Scale?

Pivot?


What if?

!


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VENTURE DESIGN (IN REVERSE)

!PRODUCT &PROMOTION



/




!


X



THINK SEE

FEEL DO

PERSONAS



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COLLABORATION MEETS HALLWAY CONVERSATION

We have an amazingnew thing now whereusers can [x] their [y]

Cool. Who does this?Whats the trigger?

Whats the rst thing thathappens?Then what?How do we know if theyhave a good outcome?


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3 Staying Focused on Validation


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EVIDENCE-BASED INNOVATION VIA LEAN STARTUP

Do I have real evidence from my buyerthat this is compelling?

01 ID EA!

What are the key assumptions requiredto make this business work?

02 HYPOTHESIS

How do I denitely prove or disprove theassumptions with a minimum of timeand effort?

03 EXPERIMENTAL DESIG N

04 EXPE RIM ENTATION

Am I reacting or am I focused onvalidating my pivotal assumptions?

Pivot or persevere?


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DOCUMENT UX ASSUMPTIONS AS YOU GO

Lets assume.Then test.

Lets notargue


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EXAMPLE ASSUMPTIONS & EXPERIMENTS

brand lattice UI:

Drag and drop isnt yet in common use.Would users get it?

Noted as key assumption and became earlyfocal item in user test


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ITERATING BASED ON TEST RESULTS70% of usersdidnt get thedrag and dropin this version

This change inthe annotationwas enough sothey got it


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THE MTP

P

inimum

estableroductT

M


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PARING AWAY ASSUMPTIONS VIA MTP

Pivotalassumptionsabout

relevance

Do they care?

Tacticalassumptionsabout

usability

Can they use it?


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It has rough edges. We should x it before weshow people.

Just show it to volunteers onuser testing. Do it soon.

What if smoothing out thoserough edges is 100% waste

because there are deeperusability issues?


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We only have a few people right now in our targetmarket (persona).

If you can get close in terms ofprole, just give the user testinga try.


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VALIDATION MEETS HALLWAY CONVERSATION

Im super excited about[this idea]. Im workingon the business case tosell management so wecan start building

Sound neat.

Whats the centralproposition? Maybetheres a way we canbootstrap some proofpoints.

That would super chargeyour business case.


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4 Planning The Work, Working the Plan


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@cowanSF

THE BACKLOGStory

Backlog

RELEASE X

P R I O R I T Y

ITERATION 01

ITERATION 02

. . .

ITERATION N

Story Asize = x

Story Bsize = y

Story C

size = z

Story Dsize = a

Story N..size = c

Story Esize = b

. . .


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@cowanSF

THE STANDUP

1. What did I accomplishlast [period]?2. What do I plan toaccomplish [this period]?

3. What's impeding my progress?


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@cowanSF

AGILE MANAGEMENT IN 4 FUN & EASY STEPS

SET AN ITERATIONUsually 1-4 weeks, shorter isprobably better in thebeginning. Stick to the list inthis period.

2. ExplicitIteration

CREATE STRONGSTORIESInputs matter a lot. They'reusually preceded by qualitydesign research.

0: Strong Stories

PRIORITIZE A LISTMake it a little longer than youthink you can achieve- thatway if someone gets stuckthey can move to somethingelse.

1. Prioritized ListTRACK WITHSTANDUP'SEven if it's on email, do thestandup daily or at least weekly.

3. RegularStandup's


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VALIDATION MEETS HALLWAY CONVERSATION

Oh! I just [talked to acustomer, read a blog,saw a demo] and I have agreat new idea. Can we

just put it in right thissecond?

We can denitely put itin if you think it'simportant.

Let's write a story for itthat's anchored in aproblem scenario and ifyou want you can put itat the top of thebacklog for the nextiteration.


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HERE'S TO A HAPPY ENDING!


@cowanSF


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DEVELOPMENT

WaterfallThen

AgileNow


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@cowanSF

AGILE FOUNDATIONS

IndividualsInteractions

>ProcessesTools

Workingsoftware

ComprehensiveDocumentation>

Customercollaboration

Contractnegotiation

>

Respondingto change

Followinga plan

>


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AGILE & LEAN

validate featurerelevance withcustomers

collaborate withdevelopmentteam

observe andenvision whatsnext


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CHILD STORIES

A) As an HR manager, I want to get a list of topics relevant to an open position from the functionalmanager so I can set up a relevant and complete quiz for screening.

B) As an HR manager, I want to browse the quiz banks [of available questions] so I can make sureIm subscribed to all the necessary topics for my quiz.


D) As an HR manager, I want to create a custom quiz banks so I can add custom questions thefunctional manager wants to add to the quiz.

E) As a manager, I want to set the quiz up for a possible recruit to use.


EPIC STORY




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EPIC STORY




@cowanSF


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STORYBOARDING AN EPICAs the HR manager, Iwant to create ascreening quiz so that Ican understandwhether I want to sendpossible recruits to the

functional manager.


@cowanSF


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EXERCISE- DRAFT AN AGILE EPIC

Draft an epic story (4 min)

As a [persona],

I want to [do something]so that I can [derive a benet]As the HR manager, I want to create ascreening quiz so that I can understandwhether I want to send possible recruits tothe functional manager.


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EXERCISE- DRAFT AN AGILE EPIC

Can you make it more specic?Draft/revise an epic story (4 min)

As a [persona],

I want to [do something]so that I can [derive a benet]As the HR manager, I want to create ascreening quiz so that I can understandwhether I want to send possible recruits tothe functional manager.


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STORYBOARDING AN EPICAs the HR manager, Iwant to create ascreening quiz so that Ican understandwhether I want to sendpossible recruits to thefunctional manager.

Guideline:3-6 squares

(10 min)


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CHILD STORIES







EPIC STORY




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STORYBOARDING AN EPICAs the HR manager, Iwant to create ascreening quiz so that Ican understandwhether I want to sendpossible recruits to thefunctional manager.

STORIES: A, B STORIES: C

STORIES: E STORIES: F STORIES: G, H

STORIES: D


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CHILD STORIES







EPIC STORY

EXERCISE: DRAFT AGILE USER STORIES (10 MIN.)



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As

Presenter

As

Audience1) What is this? (Use positioningstatement)2) What is the epic story? (Describe usingstoryboard)3) How does it decompose into userstories?

- Think about it like an implementor

EXERCISE: PEER PRESENTATION


@cowanSF

(5 min./ each)


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THE MODEL-VIEW-CONTROLLER FRAMEWORK

C

odel

iewontrollerV

M


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where the data

lives

CONTROLLER

VI EW MOD EL


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Class of Thing:Animal Dog

Tail

an is-a relationship: adog is a(n) animal

a has-a relationship:a dog has a tail


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MODEL

Make it like real life.

(Or it will probably end up all messy.)


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THE MODEL-VIEW-CONTROLLER FRAMEWORKCONTROLLER

VI EW MOD EL

what you see


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Stick to established patterns

(unless you have reason to do otherwise)

VIEW


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VI EW MO DEL

the smarts to figureout what to do


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Anchor them with strong user stories

(the right answer is probably less obvious thanyou'd guess)

CONTROLLER


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VI EW MO DEL

the smarts to figureout what to do

EXERCISETake one of your stories anddescribe what you think mightneed to happen between theMVC for its implementation.

5 min.


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PLAY TO YOUR ADVANTAGE AT THE EARLY PHASES

EXPENSE

FLEXIBILITY

wireframeworking design

prototype

working product with a few users

with lots of users

idea

DRAFT &EXPERIMENTA LOT


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PLAY TO YOUR ADVANTAGE AT THE EARLY PHASES

EXPENSE

FLEXIBILITY

wireframeworking design

prototype

working product with a few users

with lots of users

idea

play to yourstrengths as as

startup/new productin this zone


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STEP 1: ID WHATY YOU NEED & FIND COMPS

Dont reinvent the wheel.(startups have enough risk)

Identify the interface elementsyou need, then ndcomparables and existingpatterns.(ref: bit.ly/protonow)


@cowanSF


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CASE STUDY: BRAND LATTICE


@cowanSF

Brand identity application fordesigners and their clients


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STEP 1: NEEDS AND COMPS


@cowanSF

NEEDED: sequential process with ability to skipahead and go back; strong anchor in where youare in the process

COMPS: wizard-type interfaces forshopping and item conguration


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EXERCISE: IDENTIFY COMPS


@cowanSF

NEEDED: What are the key functionalelements you need?

COMPS: What existing applications havethese? Which ones are best practice? What

do you like/not like about them for yourpurpose?

(5 min)


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AsPresenter

AsAudience

1) What are the key functional blocks?2) What are some best practice examples?3) What do they tell you? What parts doyou, dont you consider applicable?

- Focus on the process; avoid editorial- Ask a lot of questions- Think about it like an investor

EXERCISE: PRESENTATIONS


@cowanSF

(2 min./ each

x 3 students)


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STEP 2: WIREFRAMING


@cowanSF

Wireframes are for discussion.

Good wireframing tools:- help you color in the lines using existing UI

metaphors (scroll bars, drop-downs, etc.)

- are easy to use and uncomplicated

- facilitate annotation and discussion


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WIREFRAMING AT BRAND LATTICE


@cowanSF

Concept items I did in Balsamiq (wireframing tool)


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PROTOTYPING AT BRAND LATTICE1) Photoshopdesigns fromdesign lead

2) Created

conceptprototype inKeynote*

3) Finishedearly user

testing* PowerPoint has similarfunctionality


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PROTOTYPING AT LARGE

Let your key assumptionsdrive experiments todetermine the type ofprototype you need

Keynote and PowerPoint let you link shapes to slidesfor basic (fake) interaction

There are many prototyping tools that provide forinteractive prototypes

If you know what you want, just doing static

interactions in HTML/CSS/JS isnt bad (if you haveaccess to that skill set)


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DOCUMENT UX ASSUMPTIONS AS YOU GO

Lets assume.

Then test.

Lets not

argue


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EXERCISE: CREATE MOCKUPS


@cowanSF

Create a set of wireframes for your epic story, drawing on thecomps your created as you see t. (15 min.)


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AsPresenter

AsAudience

1) Review the epic.2) How might the user navigate the systemthrough these steps?3) What do you think will be the mostchallenging parts of creating a good UI?

- Focus on the process; avoid editorial- Ask a lot of questions- Think about it like an investor

EXERCISE: PEER PRESENTATION


@cowanSF

(5 min./ each)


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BEING RELEVANT, LOOKING GOOD

Four phases to branding:Strategy Creation Expression Stewardship

What is the company (or product) about?- Starting point: your positioning statement from

session 1- Bear in mind your customer storytelling: personas,

problem scenarios, propositions- You can create a brand strategy moodboard onbrandlattice.com in about 10 minutes


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What is does this company (or product) look like?- CONSISTENCY IS THE #1 MOST IMPORTANT PART OF

YOUR VISUAL COMMUNICATION- Take 20 minutes and create a style guide: bit.ly/3tostyleguide

(optional)


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How do we apply our brand strategy to (frontend, business cards, website, etc.)?- Now this is (relatively) easy! Just use your style

guide and any prior applications you have


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How do we keep this program strong?- Maintenance, etc. (not important for us here)


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WHERE ARE YOU NOW?

MVPProduct-Market

Fit(?) Scale

PIVOTALASSUMPTIONS

PRODUCT

ORG.

PARTNERS,CHANNELS

Nascent

Founders

N/A

Probably toosoon

Test, revise,test...

MVP

Customer dev.team

Probably toosoon

Validated- nowtactical

Focus: efciency,extension

Full functionalorganization

Yeah, maybe?

Validated- nowtactical

What would astartup do??

Scalableorganization

Yeah, denitely!


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FULL CIRCLE (IN REVERSE)

!PRODUCT &PROMOTIONUSERSTORIES &

PROTOTYPES


/

CUSTOMERDISCOVERY&EXPERIMENT



!


X



THINK SEE

FEEL DO

PERSONAS



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[email protected]

@cowanSF

www.alexandercowan.com/venture-design

bit.ly/innovate3

www.alexandercowan.com/learn

FINI

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