Webcast: Disrupting Enterprise Software And Corporate IT

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© AIPMM 2013 @AIPMM www.aipmm.com

© AIPMM 2013 @AIPMM http://www.aipmm.com
www.aipmm.com

Founded 1998
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Provides professional development and
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• Certified Product Manager
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Today’s Speakers
Moderator:
Cindy F. Solomon, CPM, CPMM
Founder, Global Product Management Talk
Startup Product http://startupproduct.com
@cindyfsolomon @ProdMgmtTalk @startupproduct

Presenter:
Alex Cowan, CTO of Leonid Systems And Author
site: www.alexandercowan.com
blog: http://www.alexandercowan.com/blog/

© AIPMM 2013 @AIPMM #prodmgmt
@AIPMM http://www.aipmm.com
www.aipmm.com

Win!
A drawing will be held for a FREE
COPY of Alex’s book:


Stay on To Win!
•Keep your Chat box open!
•Post your Questions in the Questions box during the session for
Alex to answer during the Q&A at the end!

Participants who ask questions will be entered into the drawing
to win a hard copy of Starting a Tech Business (Wiley, 2012), a
primer for non-engineers who want to up their game with the
latest techniques and foundations concepts in product
development.

Winner will be announced at the end of the session!

© AIPMM 2013 @AIPMM #prodmgmt
@AIPMM http://www.aipmm.com
www.aipmm.com

FEATURED PRESENTATION


Disrupting Enterprise Software And Corporate IT
In Six Steps

info@alexandercowan.com
alexandercowan.com
@cowanSF
Copyright 2012 Cowan Publishing

alexandercowan.com/blog
@cowanSF alexandercowan.com/speaking
alexandercowan.com/resources

} {
Design Thinking
Lean Startup
BIG VOID Actual Practice
Customer Dev.
Agile


DESIRE KNOWLEDGE ACTION

to learn of software to work on
more about development new ideas
launching not assumed
new ideas

IDEATION
PLANNING
ORGANIZATION
DEVELOPMENT

IDEATION
Then

Self-Love


IDEATION


IDEATION
Then Now

Self-Love Design
Thinking


IDEATION

Empathy Creativity

IDEATION
1 Entry

2 Urinate as they go

3 Edges preferred

4 Speedy

5 PB > cheese

Empathy

Check & Repair 1

UV Validation 2

Relevant Placement 3

A Better Mouse Trap 4

Powered by Better Bait 5

Creativity

IDEATION

Personas

IDEATION

women
age 28-45
kids
socialize with other mom’s
online with Facebook
86% said they’d like to be
more organized
70% said they’d use an
application that organizes them


IDEATION
Neela is a mom by choice. She had a successful career
in accounting, but welcomed the opportunity to be a
stay at home mom. She loves it. But it’s not like having
kids purged her creative, social instincts. She wants to
connect, she wants to learn, she wants to interact.
Being a mom is a job and she wants to do it well. That
means corresponding with other mom’s on relevant
topics and keeping the family calendar in ship shape.
She posts to Facebook at least twice a week and
responds to other moms’ items more often than that.

She shops at Nordstrom, but only if it’s a holiday or
there’s a sale. For essentials, she’ll pick up bargains at
Marshalls or Target. For household stuff, Costco is the
go-to place, but she’ll pick up fresh items at the farmer’s
market when it’s up and splurge at Whole Foods when
they’re having company.


IDEATION

?

Problem User
Personas
Scenarios Stories

IDEATION
PERSONAS

Drafting Epic Stories
Stories

Stories Test Cases

“As a [persona],
I want to [do something]
so that I can [derive a benefit]”

STORIES


IDEATION

Borrowed with utmost regard from Banksy (banksy.co.uk)


PLANNING
Then Now

Five Year Iterative
Plan
45,000,000%
Management
40,000,000%

35,000,000%

30,000,000%

25,000,000%
Revenue%

20,000,000% Expense%

EBITDA%
15,000,000%

10,000,000%

5,000,000%

0%
2012% 2013% 2014% 2015% 2016% 2017% 2018% 2019% 2020%
!5,000,000%


PLANNING

45,000,000%

40,000,000%

35,000,000%

30,000,000%

25,000,000%
Revenue%

20,000,000% Expense%

EBITDA%
15,000,000%

10,000,000%

5,000,000%

0%
2012% 2013% 2014% 2015% 2016% 2017% 2018% 2019% 2020%
!5,000,000%


PLANNING
Do I have real evidence from my buyer that 01 IDEA!
this is compelling?

What are the key assumptions 02 HYPOTHESIS
required to make this business work?

How do I definitely prove or disprove 03 EXPERIMENTAL DESIGN
the assumptions with a minimum of
time and effort?
Am I reacting or am I focused on 04 EXPERIMENTATION
validating my pivotal assumptions?

‘Pivot or persevere?’


PLANNING
Priority Key Assumption Needs Proving? Experimentation

[A key assumption about [Whether it needs [Experiment to
1 proving
the business] prove or disprove]

* Post the proposition in ads
Parents want to better online
1 organize the distribution Yes
of allowances * Measure sign-up’s on a landing
page

Parents have smart
2 No n/a
phones


PLANNING


PLANNING

$

ORGANIZATION
Then Now

Aping Customer
== Development


ORGANIZATION

≠


ORGANIZATION


ORGANIZATION

X: Big Company X: Lack of Experience X: New Theories to
X: < Odds at Lotto != Small Company in Hands-on Discovery Explain Plan v. Actual
5 Year Plan == VC-Encouraged Big Company Time to Face the Music
10x Returns! Menagerie Recipes Applied

+ +

Founders Investors New Hires Expanded Team Board

New Idea! It Works! Working 5 Year Plan Revisions to Plan
== Edgy Board
X: Want Lots of X: Better Luck with X: Fun and Profit-
Capital at Work the Lottery Unlikely


ORGANIZATION
Validated Learning
Lower Risk & Clear Focus in Answers Shared
Capital Requirement Hiring & Contracting Questions
Key Assumptions Resources As Time to Face
ID’ed, Validated Needed the Music

+ +

Founders Investors New Hires Expanded Team Board
Investors? Focus on Validated Full Tilt at a ‘Pivot or
New Idea! Is approach
Advisors? Learning Persevere’ Moment working or not?
Option for Roles and Success Progress is Quick Fun & Profit
Non-Traditional Criteria Clear and Measurable
Funding Strategies


DEVELOPMENT

Individuals Processes
>
Interactions Tools

Working Comprehensive
software > Documentation

Customer
collaboration > Contract
negotiation

Responding > Following
to change a plan


DEVELOPMENT
Then Now

Waterfall Agile


DEVELOPMENT

Past Present Future

validate feature collaborate with observe and
relevance with development envision what’s
customers team next


DESIGN THINKING
LEAN STARTUP
CUSTOMER DEV.
AGILE

?
?
? ?
?
? ?
? ?

? ? ? ?
?
? ?
?
? ? ?


7 4 1 1 4 7

0 8 5 2 2 5 8 0

9 6 3 3 6 9


4 1
7 1
4
5 8
2
0 0
8 2 7
5

9 6 3
3 9
6


4 1
7 11
4
5 8
2
0 0
8 2 7
12

9 6 3
3 9
6


?

x


direction
personas
user stories

DESIGN LEAN
THINKING STARTUP
hypothesis (assumptions)
working product
experimental design

CUSTOMER
AGILE
DEV.

roles & team
objectives

WAGING EVOLUTION: 6 TIPS

DON’T ASK BROADCAST
GO PERMISSION BROADCAST

Just do it. Leverage your work on an
everyday basis. Make sure
everyone knows where to find it.

SHOW DON’T MAKE YOURSELF
SHOW SELL YOUR AGILE AGILE
Build something worth Structure and organize your
seeing. work on the principals.

IDENTIFY A MAKE YOURSELF
FOCUS BEACHHEAD AWESOMENESS AWESOME
And storm it. And everything else will fall into
place.

20
MIN
CONCEPTS AND EXAMPLES

20
MIN
CASE STUDY


THE STORY
In 2007.
I left cloud
telephony
provider,
BroadSoft. . .

THE STORY
IT NETWORK
Portals
Application Servers
. . . to pursue
new ideas
CRM
Order Management
Host Infrastructure

about the
Service Delivery
Billing
Data Transport

delivery of
Case Mgmt.
Inventory
Customer Equipment

cloud
Workflow

Service
Design
Process
Design
Customization
& Integration services.
CONSULTING

IDEATION

Operators will want to
see what services their
users are using so
they can tune their
offer and interfaces.


IDEATION

PROBLEM SCENARIO OPPORTUNITY IMPLEMENTATION
LACK OF PORTAL TOOL SETS AND FEASIBLE
CUSTOMIZATION TOOLS ARCHITECTURE
& ADD-ON WIDGETS AVAILABLE

PROVISIONING LABOR LIGHTWEIGHT
INTENSIVE & LEGACY ARCHITECTURES
SLOW TO ADAPT AVAILABLE

AN IT OVERHAUL GOOD PLATFORMS
REQUIRES RADICAL AVAILABLE & LEONID’S
MODERNIZATION LEARNING’S

IDEATION
PROBLEM SCENARIO
Voice telephony users, particularly power users
like receptionists, need a non-standard
configuration of buttons on their phone to be
effective. While they have a lot in common, they
also need to be able to fine tune the button set
up themselves.

PERSONAS & USER STORIES
As a [persona],
I want to [do something]
so that I can [derive a benefit].

“As a receptionist, I want to receive an out
of the box set up that’s created against best
practices so I don’t have to set it all up by
myself.”
“As a receptionist, I want to change the
buttons on my phone so they do what I
want.”


IDEATION
EPIC STORY
“As a receptionist, I want a custom configuration on my phone so that I can manage calls in the way
I’ve come to expect.”
STORY TEST CASE
Make sure the available templates are
editable in a visual environment usable
by a Product Manager
“As a receptionist I want to receive an out of the box
As receptionist,
phone set up that’s created against best practices so I Make sure it’s possible to update the
don’t have to set it all up by myself.”
do t a e ta yse template at install time
Make sure the template designation is
available in all Loki provisioning
interfaces
Make sure it’s possible for the user to
reset to the default template

“As a receptionist, I want to change the buttons on my Make sure the available functions are
phone so they do what I want.” filtered by the services assigned to the
user
Make sure available functions are
filtered based on the capabilities of the
phone key

END USER PERSONAS
Rita Rhonda Amy Esteban
the Reseller the Receptionist the Assistant the Executive

Evan Susan the Simone Mikuko
the Enterprise Exec. Small Bus. Owner the Standard User the Mobile User

Ignatius Keith Chuck Cindy
the IT Guy the Key System User the Call Center Agent the Call Center Manager


ENTERPRISE PERSONAS
Nietzsche Sidney Anthony Sam
the Network Eng. the Sys. Admin. the Applications Eng. the Support Eng.

Paola Percival the Itzhak Saul
the Provisioner Product Manager the IT Developer the Site Developer

Patricia Sven Frank Fritz
the Sys. Planner the Salesperson the Field Eng. the Field Eng. Manager


PLANNING

Hypotheses
Does anyone want this?
Are we the people to do it?
Pivot or persevere?

Theses Growth?
Retention?
Supportability?
Ongoing investment?
Competition?


PLANNING
NEEDS
PRIORITY KEY ASSUMPTIONS PROVING EXPERIMENTATION
?
End users at large want a visual - Already proven by prototypes from
1 No
tool to manage their phones partner
Giving the capability to end user
1 admin’s will do more good than Yes - Beta testing with customers
harm
The design and architecture are - Lab testing with customers...but
1 supportable in current customer Yes really...
environments - Field testing at scale
The target price point is - Initial sales negotiations
1 Yes
bearable by the market - Mainline (post beta) sales
- Some proxy data on overall activity by
The capability makes sense with Yes user type
2 end users (vs. admin’s) - Customer interviews
- Beta testing
2 (Various makes and models of Yes - Advanced orders
phones are worth investing in)

PLANNING
Visual device management emerged from general
industry activity and follow-on research at Leonid

Leonid can create a compelling,
useful, supportable visual device
management solution.

Lab work followed by limited
commercial release.

Did we validate the ‘existential’
propositions? Was it useful?
Supportable? Bankable?
Was it true or untrue?

‘Pivot or persevere?’


PLANNING
> BroadSoft
Who are our Key Partners? > Comm’s product
What Key Activities do our Value Propositions require?
> Reduced time and
What value do we deliver to the customer? >Dedicated personal
What type of relationship does each of our Customer > Large/Incumbent
For whom are we creating value?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
development
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Which one of our customer’s problems are we helping to solve?
risk to market
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
assistance
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
Who are our most important customers?

> Other Resellers
How costly are they? > Medium/Competitive
> Process-driven IT > Reduced cost
> Integrators (2) systems design > Small/Niche
> Implement known best
> Other Subsystem > Dev. & operations practices
Vendors

> Actionable insight
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships? > to be reached? do our Customer Segments
want BroadSoft
Through which Channels

Revenue Streams? How are we reaching them now?
on what’s working in the How are our Channels integrated?

space > areones workmost cost-efficient?customer routines?
WhichSIPhon Networks
Which
ones are
best?

How we integrating them with

> LAMP Dev. Team > Direct

businessmodelgeneration.com
> Best practice recipes on
operations

> Fixed cost product development, G&A
What are the most important costs inherent in our business model?
Which Key Resources are most expensive? > Licensing
For what value are our customers really willing to pay?
For what do they currently pay?
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
> Consultants, field teams, support > Maintenance & Support
How much does each Revenue Stream contribute to overall revenues?

> Consulting


ORGANIZATION

Customer
Feasibility Scaling
Development
(dev (dev & ops (dev & (expanded (dev &
(me) contractors) (me) mgmt.) (me)
operations team) sr. mgmt.) operations team)


ORGANIZATION

(VARIOUS) DESIGN

(VARIOUS) MGMT.
UNIX SYSADMIN

Specialties

ANALYTICS
PYTON
RUBY

SEO
JAVA

PHP

...

...

...

...
...
Scaling?
PROCESS
DESIGN
Collaboration AGILE
As Product Owner

Basic
SOFTWARE ARCHITECTURE ROLES & SYSTEMS
Technical FUNDAMENTALS FUNDAMENTALS
Literacy Model-View-Controller App. & Platform Integration In a Technical Team

Personas

Stories

Foundation
Development Discussion

DESIGN ITERATIVE CUSTOMER AGILE
Concepts THINKING MANAGEMENT DEVELOPMENT


DEVELOPMENT


DEVELOPMENT
ITERATION 01 ITERATION 02 ITERATION 03 ITERATION 04 ITERATION 05

LOKI
PORTALS
A C

B D

Adaptive Adaptive Adaptive Adaptive
LOKI Content Content Content Content
PROVISIONING
E

LOKI BPM
F

Predictive Predictive
Predictive Predictive Content
DOC’S & Content Content
Content
INFRASTRUCTURE G

ITERATION 01 ITERATION 02 ITERATION 03 ITERATION 04 ITERATION 05

DOING IT

alexandercowan.com/resources


Making Progress

Ideation & Design

Draft Field Work & Analytics
Prototype
Product Development
Yes?

General Management
Quicky
No?
Prototype?
01 02 03 04 05 06
Create Define CUSTOMER
Customer Field Field
IDEA! User MVP VALIDATION
Definition Discovery Validation
Stories

Still Learning? Confident? Done?

Positioning Pivotal Personas?
Statement? Assumptions? Problem Scenarios?

New Learning?


www.alexandercowan.com/speaking

@cowanSF

www.alexandercowan.com/blog

www.alexandercowan.com/resources

acowan@alexandercowan.com


Please Join Us Again!
AIPMM Webinar Series: Friday March 15
Growing High Performance Product Teams
http://aipmm.com/aipmm_webinars/

Global Product Management Talk: Monday March 11 (9:00 AM PT)
How To Be A Lean Product Ninja w/ @DanOlsen
http://www.blogtalkradio.com/prodmgmttalk

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Webcast: Disrupting Enterprise Software And Corporate IT

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