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agileandbeyond2016

 agileandbeyond2016

Building successful products that customers really want and love is very hard. In fact, most product efforts fail! Has the ‘build and launch’ approach to product delivery cost your organization too much in time, money and lost opportunity? Do you want to find out if a product idea is actually what a customer will purchase, use and love? Do you now want to build ‘that’ product inexpensively and as quickly as possible? If your answers are “Yes”, “Yes” and “Yes” then this workshop is for you. I introduce you to the Product Discovery Canvas; it applies relevant elements of Collaborative Chartering, Customer Discovery, User Story Mapping, Pretotyping and Lean Startup for product discovery and product validation. The canvas starts with techniques for narrowing ‘product ideas’ to the ‘ideal product’. It ends with techniques for you to inexpensively answer the question, “If you build it, will people buy it and use it?” or “Should you build it at all?”

Bill Allen

May 06, 2016
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  1. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    1 Introducing the Product Discovery Canvas Image: RailsConf.org
  2. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    2 agile Coach • agile Trainer Software Developer agile Innovation Labs, LLC E-mail: [email protected] Twitter: @agileInnovator LinkedIn: LinkedIn.com/in/agilebillallen Related Website: ProductDiscoveryCanvas.com Slides: SpeakerDeck.com/billagileInnovator/agileandbeyond2016 Bill Allen
  3. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    3 Who has a product idea to work on?
  4. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    4 Do you want to build a successful product? Do you want to successfully build a product?
  5. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    5 *Image Credits: Schneider Electric Successfully building a product How we successfully build a product
  6. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    6 1987 2001 2015 1970 14 years 14 years 17 years Waterfall Objectory Process (RUP) Agile Manifesto Evolution of Development Methodologies
  7. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    7 Simplicity - the art of maximizing the amount of work not done - is essential. A Principle From the Agile Manifesto
  8. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    8 Minimize Outputs! Maximize Outcomes and Impacts! Don’t build everything. 
 
 Build only what is important to your customers! Jeff Patton, User Story Maps How do we build a successful product?
  9. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    9 *Image Credits: http://steveblank.com/ © 2011 DevJam - All rights reserved. Collaborative Chartering Customer Discovery Lean Startup Pretotyping User Story Mapping Methods of Discovery & Validation to Build a Successful Product
  10. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    10 1987 2001 2015 1970 14 years 14 years 17 years Waterfall Objectory Process (RUP) Agile Manifesto Product Discovery Evolution of Development Methodologies
  11. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    11 An easy guide to build a successful product
  12. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    12 There are other canvases Business Model Canvas - Alexander Osterwalder Lean Canvas - Ash Maurya Opportunity Analysis Canvas - Dr. James V. Green Opportunity Canvas - Jeff Patton and many others …
  13. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    13 Unpacking the canvas { { { } Chartering Story Mapping Pretotyping Lean Startup
  14. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    14 Using the Product Discovery Canvas All of us are smarter than some of us! Invite Skills & Experience over titles: People who know the product (Product Owners) Who know the code (Developers) Business POV (Analyst) Who know how to validate (Testers) Key Stakeholders
  15. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    15 What is your product idea?
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    16 Photo: Shutterstock Taxi Hailing App
  17. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    17 • Launched in October 2011 in SF • Founded as a technology company • Privately held - Valuation of $68B (Dec 2015)
  18. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    18 • Launched Nov 2011 in the UK - one month after Uber • Founded as a taxi company by three former taxi drivers • Enters U.S. market in early 2013 with $100M in funds
  19. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    Legal Disclaimer Following is a fictional account of Hailo. It was developed for the purposes of instruction on product discovery practices. Information about Hailo was obtained from this post: http://blog.placeit.net/apps-fail-teach-us-app-marketing/ 19
  20. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    20 Product Discovery Canvas
  21. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    “Gaining whole team understanding about the product you’re building” 21 Collaborative Product Charter
  22. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    22 1 Vision Statement What are you building? What value does it provide? Vision Statement / Elevator Pitch:
  23. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    23 1 Vision Statement What are you building? Hailo is a mobile app to hail a taxi from your phone. What value does it provide? Assists taxi drivers in locating fares. Passengers gain assistance navigating the twisty and confusing streets of their city. Vision Statement / Elevator Pitch: Hailo is a mobile app that allowing passengers to use a smartphone to quickly hail a taxi. In turn, drivers get more fares; passengers gain assistance navigating the twisty and confusing streets of their city.
  24. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    24 2 Know your Users & Customers 1. Who are you building this for? • Describe the different types of users & customers of your product? 2. What benefit will they obtain?
  25. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    25 2 Know your Users & Customers 1. Who are you building this for? • Describe the different types of users & customers of your product? 2. What benefit will they obtain? Passengers – want quick, efficient, hassle-free access to a taxi; they want navigation assistance for hard to locate destinations. Taxi Drivers – that want to increase fares. App provides more passengers. Independent Drivers – They were not targeted. Benefits obtained from Hailo is Drivers get more fares; Passengers get navigation assistance through the twisty and confusing streets of a city.
  26. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    26 2 User & Customer Personas Some memorable name (Sticky Name) Image Description: (who are they) Benefits: (what will they obtain from using the product) Actions: (how do they use the product)
  27. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    27 2 User & Customer Personas Patty the Particular Passenger Description: Owns a smartphone. Wants to save time. Benefits: Quick, efficient, hassle-free access to a taxi. Navigation assistance. Actions: Signs up for Hailo, Profile has a payment info Hails taxi by pinning a point on the map Receives native OS notifications (not SMS) of trip progress Authorizes payment after arrival to destination Can customize the gratuity. Rates the driver.
  28. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    28 2 User & Customer Personas Taj the Taxi Driver Description: Owns a smartphone. Understands complex layout of the city. Wants to increase passengers. Benefits: Increased revenue Quick payment Actions: Signs up as Hailo Taxi partner Profile has a payment info Receives native OS notifications (not SMS) of location of a fare Picks up passenger Finalizes passenger drop-off and fare charges Received weekly commissions
  29. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    29 3 Define Goals The Business goals of your product? The Technology goals of your product? The Process Improvement goals of your product?
  30. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    30 3 Define Goals The Business goals of Hailo? 1.Help Taxi drivers locate fares. 2.Help Passengers navigate twisty and confusing streets of a city. The Technology goals of Hailo? 1. Smartphone equipped drivers can assist passengers with navigating twisty and confusing streets 2. Passengers can hail a taxi from their smartphone 3. Hailo can receive instantaneous feedback on the quality of service provided by drivers 4. Enhanced safety for drivers and passengers 5. Safe use of credit and debit cards on new payments system instead of older credit card machines inside the taxi The Process Improvement goals of Hailo? 1. Modernize the manner in which passengers secure taxis, to utilize smartphones. 2. Drivers can use smartphone to call dispatcher for assistance with navigation through cities with winding and difficult street geography.
  31. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    31 3 Goals The frequently occurring problem(s) that your product solves are:
  32. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    32 3 Goals The frequently occurring problem(s) that Hailo solves are: 1. Passengers currently use hand signals, whistles or shouts to hails passing taxis. 2. Passengers place phone calls to dispatcher for a taxi 3. Passengers wait for taxis at marked locations
  33. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    33 4 Define Success Measures How will know that your product is a Success: 
 The “product” user community will be transformed in the following ways:
  34. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    34 4 Define Success Measures How will know that Hailo product is a Success: 1. Smartphone equipped drivers can assist passengers with navigating twisty and confusing streets 2. Passengers can hail a taxi from their smartphone 3. Hailo can receive instantaneous feedback on the quality of service provided by drivers 4. Enhanced safety for drivers and passengers 5. Safe use of credit and debit cards on new payments system instead of older credit card machines 6. Automation of the passenger pickup – taxi destination – payment flow. 7. Revenue generation for drivers and in turn Hailo. 8. Flexible and improved employment opportunities for Taxi drivers. 
 The Hailo user community will be transformed in the following ways: 1. Passengers find the taxi hailing experience to be more convenient 2. Increased safety for Drivers and Passengers. 3. Drivers can earn more money.
  35. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    35 4 Define Success Measures The Outcomes of having your product? Today? The Impact of having the product? For the future?
  36. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    36 4 Define Success Measures The Outcomes of having Hailo? Today? The taxi experience is improved because drivers can assist passengers in fining difficult locations. Increased customer base. Increased revenues for Hailo and Taxi drivers. The Impact of having Hailo? For the future? Customers are provided with an easier taxi hailing experience Increased customer use will result in increased revenues
  37. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    37 5 Timeframe for Discovery In what Timeframe do we desire plausible feedback about the viability of your product: Within one-month.
  38. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    38 5 Timeframe for Discovery In what Timeframe do we desire plausible feedback about the viability of Halio: Within one-month.
  39. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    39 Story Mapping “Tell Product Stories, DON’T Write User Stories”
  40. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    40 6 Tell Product Stories, NOT User Stories Tell a stories about your product in descriptive sentences, using who, why, what. Discuss implementing a goal. Walk a simple example of implementing the goal Take a different route (different example of implementing the same goal) Capture random discussions as you go Add sketches or picture to enhance the discussions Have a conversation about how a different persona uses the system when experiencing a goal. Play “What if” … take a different route on the same goal to examine failures Construct a narrative flow from left to right, top to bottom
  41. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    41 6 Tell Product Stories, NOT User Stories Hailo provides Passengers with these features: •Passenger wants secure access to Hailo service •Passenger can edit their profile: •contact information •payment information •Passenger hails a taxi by dropping a pin point on the map •Passenger wanting trip progress info receives native OS notifications (not SMS) of trip •Passenger finalizes payment. •Passenger can customize the gratuity. •Passenger rates the driver. •Passengers are notified of surge pricing when taxis are most in demand
  42. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    42 6 Tell Stories about the Product Hailo provides Taxi Drivers with these features: •Taxi drivers sign up to be drivers for Hailo, agreeing to: •Taxi Drivers must provide own phone (Uber provides phone) •Taxi Drivers are charged a 15% margin on fares. •Taxi Drivers are required to provide Hailo a cut on the tips. •Taxi Drivers are subject to the following monthly costs: 1.dispatch radio at a cost of $375 per month 2.payment terminal $40 a month plus 10% on the transaction •Taxi drivers receive notification of a fare •limited geolocation capability; for example the name of the establishment and the neighborhood, but no map or address. •Taxi drivers finalize the payment of fare •commissions on a weekly basis, deposited to a bank account
  43. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    6 Tell Stories about the Product Arrange the product stories into a Story Map. 1.Goals 2.Personas 3.Benefits the product will provide 4.Actions (Features) 43 Goals Persona Benefit Activity - Feature Persona Persona
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    44 Pretotyping “Most new products will fail … even if they are flawlessly executed!” Alberto Savoia, Pretotype It The Law of Failure
  45. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    45 Pretotyping A Pretotype is a pretend prototype. It is used to quickly and inexpensively determine if a product idea will resonate with customers? Alberto Savoia, Pretotype It
  46. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    46 *Image Credits: http://www.pretotyping.org/ The Pretotyping Manifesto Make sure you are building the right it before you build it right pretotypes beat productypes data beats opinions now beats later doing beats talking simple beats complex commitment beats committees
  47. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    47 7 Validate if it is the right Product Kinds of Pretotypes: The Fake Door is a fake “entry” for a product that doesn’t yet exist in any form. — Customer Discovery A Mechanical Turk pretotype is ideal for situations where you can replace costly, complex or yet-to-be-developed technology with a concealed human expert performing the functions of that supposedly advanced technology. The Pinocchio is a a non-functional, “lifeless”, version of the product. The Re-Label puts a different label on an existing product that looks like the product you want to create. The Minimum Viable Product (aka Stripped Tease) – Create a functional version of it, but stripped down to its most basic functionality.
  48. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    48 7 Validate if it is the right Product Use pretotypes to quickly and inexpensively answer these questions: 1.Do passengers want Hailo? 2.Do taxi drivers want Hailo? 3.Will passengers use Hailo? 4.Will taxi drivers use Hailo? 5.Should we build Hailo? Pretotype - Do Passengers want Hailo •Create a Fake Door - a Fake Landing Page • Purchase google ad words: ‘New York Taxi Service’, ‘New York Taxi Discounts’ • When Passenger performs search capture metrics for click throughs - are people interested? • Offer free premium membership for early sign up in exchange for answering survey questions about usefulness of the navigation feature
  49. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    49 7 Validate if it is the right Product Use pretotypes to quickly and inexpensively answer these questions: 1.Do passengers want Hailo? 2.Do taxi drivers want Hailo? 3.Will passengers use Hailo? 4.Will taxi drivers use Hailo? 5.Should we build Hailo? Pretotype - Do Passengers want Hailo •Create a Re-label - Pretend that the service already exists • Create an arrangement with a cab company • When Passenger calls for a taxi they are provided an option to receive a taxi driver that provides navigation services • Capture metrics on people are interested in the service
  50. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    50 Lean Startup “Learn from the Product”
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    51 8 Learn from the Product: Build - Measure - Learn 1. Examine the User Story Map for the something that you want gain insight about. 2. Goal is to learn, as fast as possible, if we are building the right thing.
  52. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    52 8 Learn from the Product: Build - Measure - Learn 1. Examine the User Story Map for the something that you want gain insight about. 2. Goal is to learn, as fast as possible, if we are building the right thing. Investigate new Driver sign up features — Goal is attract 100 cabs to gather data •Taxi Drivers are required to provide own phone (Uber provides phone) •Taxi Drivers are charged a 15% margin on fares. •Taxi Drivers are required to provide Hailo a cut on the tips. •Taxi Drivers are subject to the following monthly costs: 1. dispatch radio at a cost of $375 per month 2. payment terminal $40 a month plus 10% on the transaction Investigate taxi hailing features — Hailo will offer free rides to Passengers to gather data •Pin location using mapping service api •In exchange for no fee see if customers want navigation assistance
  53. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    53 • Enters U.S. market in early 2013 with $100M in funds • Exits U.S. in October 2014
  54. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    54 1.Lack of understanding the users and customers of their service. a. NYC taxi drivers did not need assistance locating fares b.NYC passengers would not pay a premium for navigation assistance from cabbies 2.Intense Competition from other apps that connect drivers to passengers Why did HAILO fail?
  55. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    55 Knowledge List
  56. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    56 Questions Feedback Bull$^!+ agile Coach • agile Trainer Software Developer agile Innovation Labs, LLC E-mail: [email protected] Twitter: @agileInnovator LinkedIn: LinkedIn.com/in/agilebillallen Related Website: ProductDiscoveryCanvas.com Slides: SpeakerDeck.com/billagileInnovator/agileandbeyond2016 Bill Allen
  57. © 2016, agile Innovation Labs, All Rights Reserved. http://www.agileInnov.com @agileInnovator

    The End 57