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WON’T GET FOOLED AGAINHow organiza+ons have evolved to value learning over self-‐decep+on
Jeff Pa'onjeff@jpa'onassociates.comtwi'er: @jeffpa'on
WON’T GET FOOLED AGAINHow organiza+ons have evolved to value learning over self-‐decep+on
Jeff Pa'onjeff@jpa'onassociates.comtwi'er: @jeffpa'on
www.jpa:onassociates.com
Trust me, I know what I’m doing
www.jpa:onassociates.com
If you’re not failing, you’re not learning
-- Derek Sivers, sivers.org, you should watch the video Why You Need to Fail: http://www.youtube.com/
watch?v=HhxcFGuKOys
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Let’s talk about me...
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I don’t need testers
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This is Bill
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Testers are team members
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They work as partners with developers
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Lesson:Testing well is a critical
discipline, and a skill you can work a lifetime to be good at.It takes complimentary skills
to make a team
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I’m a fabulous UI designer
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I’m an art school dropout
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As a front-end
developer, I was
the man
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Until we shipped
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Lesson: UI design isn’t about
making things look good
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User experience has layers
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Build up from the bo:om
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Build up from the bo:om
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Build up from the bo:om
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You must address a genuine user need
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You can’t fake it
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We need better requirements
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You’re not here to build software, You’re here to
change the world
Jeff Pa:on & Associates, jeff@jpa:onassociates.com, twi:er@jeffpa:on 24
Jeff Pa:on & Associates, jeff@jpa:onassociates.com, twi:er@jeffpa:on 25
Jeff Pa:on & Associates, jeff@jpa:onassociates.com, twi:er@jeffpa:on 26
Jeff Pa:on & Associates, jeff@jpa:onassociates.com, twi:er@jeffpa:on 27
Jeff Pa:on & Associates, jeff@jpa:onassociates.com, twi:er@jeffpa:on 28
Jeff Pa:on & Associates, jeff@jpa:onassociates.com, twi:er@jeffpa:on 29
Jeff Pa:on & Associates, jeff@jpa:onassociates.com, twi:er@jeffpa:on 30
Jeff Pa:on & Associates, jeff@jpa:onassociates.com, twi:er@jeffpa:on 31
Jeff Pa:on & Associates, jeff@jpa:onassociates.com, twi:er@jeffpa:on 32
Jeff Pa:on & Associates, jeff@jpa:onassociates.com, twi:er@jeffpa:on 33
Jeff Pa:on & Associates, jeff@jpa:onassociates.com, twi:er@jeffpa:on 34
Jeff Pa:on & Associates, jeff@jpa:onassociates.com, twi:er@jeffpa:on 35
Jeff Pa:on & Associates, jeff@jpa:onassociates.com, twi:er@jeffpa:on 36
Jeff Pa:on & Associates, jeff@jpa:onassociates.com, twi:er@jeffpa:on 37
Jeff Pa:on & Associates, jeff@jpa:onassociates.com, twi:er@jeffpa:on 38
Jeff Pa:on & Associates, jeff@jpa:onassociates.com, twi:er@jeffpa:on 39
Jeff Pa:on & Associates, jeff@jpa:onassociates.com, twi:er@jeffpa:on 40
Really means
“Shut Up!”
Jeff Pa:on & Associates, jeff@jpa:onassociates.com, twi:er@jeffpa:on
Stories are an an+dote to “requirements”
So7ware development has been steered wrong by the word ‘requirement,’ defined in the
dicEonary as “something mandatory or obligatory.”
The word carries a connotaEon of absoluEsm and permanence, inhibitors to embracing change. And
the word ‘requirement’ is just plain wrong.
41
As a
I want
so that
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Agile stories are about the future world we imagine
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YES! You rock!
on time? outcomeyour reputation
You still rock - mostly...NO
You suck, but I won’t tell you to your face...YES!
NO You suck!
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Lesson:No matter what the
requirements are, if the outcome is bad, we
lose
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We need better research
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This is my friend Andrew
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This is his unhappy client
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They’ve got an unusual return policy
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This is where they handle returns
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During business hours the place is pre'y crowded
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Returns go here...
Andrew’s CEO, Eric
That’s a lot of returns, and it’s criEcal they’re handled effecEvely
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Lesson:You can’t get empathy
from data
Imagine you’re Jane Goodall...
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do this don’t do this
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Ninety percent of life is just showing up.-‐-‐Woody Allen
Jeff Pa:on & Associates, jeff@jpa:onassociates.com, twi:er@jeffpa:on
Get out of the building, way out of the building
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Jeff Pa:on & Associates, jeff@jpa:onassociates.com, twi:er@jeffpa:on
Make friends, because you won’t want to disappoint your friends
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Ateeq has an epiphany
I’ve always been confident I can tell you precisely what users do.
But it’s not un9l today that I realize that I could never tell you why.
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data ≠ empathy
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We need a better product owner
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ce
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Marty Cagan describes where innova+on comes from on product teams
Marty Cagan, author of Inspired, CreaEng Products People Love
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Lesson: Product owners lead a cross
functional teamThey help the whole team take
ownershipEveryone invents and innovates
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If we get the right people, and really work
to understand our users, we’ll get it right
If you’re really good, you’re right about a
third of the +me
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Your product decisions are more likely to be wrong than right
People like Marty say this stuff is hard(Marty Cagan, author of Inspired, How to Create Products Customers Love)
Typically about 50% to 80% of all sobware we ship fails to accomplish its
objec+ves.
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Is it as simple as building only the features people will use?
It seemed like a good idea at the
Eme....
“Clippy” -‐ Booed off the Microso7 Office stage as seldom-‐used and o7en despised.
“There were plenty of weak spots that led to Microsoft's disastrous December quarter, but one that didn't get much attention Thursday was how badly the Zune did.”
--Ina Fried, CNet News, January 2009
opportunity: integrated music management and portable music
player
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It’s only aber delivery that we really understand value
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We’re probably right about 2 Emes out of 10
We’ve got a lot more flexible architecture -‐ easier to test and measure.
That’s ow we know that.
Eugene Park, Director of Product Management, Edmunds.com
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Lesson:This is hard, we’re
usually wrong. Plan to learn.
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Snag-‐a-‐Job.com’s daily standup focuses on outcomes
A development team at Snag-‐A-‐Job.com
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Nothing leaves the board unEl there’s been a discussion on what we’ve learned
Snag-‐a-‐Job’s board courtesy of David Bi'enbender
Explicit release step
Explicit measure step & metrics
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Thomas Fredell, Snag-‐a-‐Job’s director product
Yeah, we scrapped that.But what was really important was the
architecture we got out of it.
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Great architecture is all about scalability and
performance
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Snag-a-Job’s architectural journey is typical
(it just has a more entertaining naming convention)
Thomas Fredell, Snag-‐a-‐Job’s director product
Our current placorm allows us to build and test so7ware with users
faster than we ever could.
www.jpa:onassociates.com
“Engineers’ problem is they start with reuse and end up with something that’s way too complex to build simple things.
Focus on:
use before reuse”
Bill Sco', PayPal
www.jpa:onassociates.com
Edmunds.com optimizes its platform
around testing and measurement
Eugene Park, Director of Product Management, Edmunds.com
We built our CMS with AB tesEng in mind. We used to mix Test and Target metrics gathering and homegrown metrics, but over Eme we found we could
move faster with our own.
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Lesson: Engineer first for
experimentation, then focus on scalability and
performance
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All we need to do is build-measure-learn
with simple prototypes
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“You can only learn so much
with the highest fidelity prototypes – eventually you need to get real.”
Cody Evol, Paypal
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“The difference between high fidelity
and low fidelity is stupid.
There’s only right fidelity and wrong
fidelity.”
Bill Buxton, author of Sketching the User Experience
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Scale up prototypes to validate more.
Users say they would
We can see that they do
Eugene Park, Edmunds.com
Front-‐end developers can quickly build and deploy tests without
building the backend.
works reallooks real
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To experiment effectively, it takes time, money, and
whole organization participation.
All this, and and a culture that makes it safe to learn.
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Edmunds Price Promise involved product, development, sales, and marke+ng
To validate Price Promise Edmunds.com invested months of Eme and lots of real dollars to learn. Eugene Park,
Edmunds.com
In the past we’d have spent months researching and arguing. Then we’d have
gambled it all, or not tried anything.
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Lesson: Progressively scale up
fidelity of your experiments until you’re
testing genuine outcomes
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We’ll find a process that really works
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“We had the misperception that the process, the practice, or the methods will automatically
produce success.Occasionally that’s the case, but most of the
time it isn’t.”-- Eugene Park, Edmunds.com
“What process helps us to do is to not fool ourselves”
-- Thomas Fredell, Snag-A-Job.com
www.jpa:onassociates.com
Lesson: Stay alert
Don’t fool yourself
WON’T GET FOOLED AGAINHow organiza+ons have evolved to value learning over self-‐decep+on
Questions?Yes, I’m joking. I’ve learned I never
leave time for questions. Please grab me in the hall. I have lots of answers. Not
to YOUR questions... but still...
Jeff Pa'onjeff@jpa'onassociates.comtwi'er: @jeffpa'on
www.jpa:onassociates.com
Extra junk
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We need better documentation
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Oben when we verbally discuss ideas, we may incorrectly believe we have the same understanding
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Represen+ng our ideas as models allows us to detect inconsistencies in our understanding
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Through discussion and itera+ve model building we arrive at a stronger shared understanding
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Using that shared understanding we can work together to arrive at the same future world
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Shared understanding is the result of successful collabora+ve work
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Words and pictures help everyone build shared understanding
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To build shared understanding, use sketching and recording on walls and whiteboards
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What you record during conversa+ons works like a vaca+on photo
Looking at it helps you remember details that aren’t in the photo
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Scene from HBO’s “The Wire”
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Lesson:Shared documents aren’t
shared understanding