Hypothesis Incubator workshop (updated Dec'19)
•
0 recomendaciones•136 vistas
This document outlines an agenda for a workshop on prioritizing product backlogs in a fun and game-like format. The workshop includes introductions, exercises to generate new ideas for a fictional city and prioritize its issues, breaks for discussion, and lessons on prioritization techniques like MVP, MAP, and MoSCoW. The goal is to give participants hands-on experience planning and ranking potential features and improvements for a simulated product.
Recomendados
Más contenido relacionado
Similar a Hypothesis Incubator workshop (updated Dec'19)
Similar a Hypothesis Incubator workshop (updated Dec'19) (20)
Más de Bartek Gatz
Más de Bartek Gatz (8)
Último
Último (10)
Hypothesis Incubator workshop (updated Dec'19)
- 1. PRODUCT BACKLOG PRIORITIZATION TECHNIQUES IN A FORM OF A GAME _____________________________________________________ PRACTICAL
- 2. Bartek Gatz xmgatz@gmail.com bartosz.gatz@dynatrace.com https://www.linkedin.com/in/bgatz/ director of product management
- 3. Adam Gadomski technical project manager co-creator of the workshop
- 9. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min - 10 min - 15 min - 15 min - 10 min - 20 min - 15 min - 10 min - 10 min - 15 min - 25 min
- 10. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min - 10 min - 15 min - 15 min - 10 min - 20 min - 15 min - 10 min - 10 min - 15 min - 25 min
- 12. TYPES OF PROJECTS • PoC - Proof of Concept • purpose: to verify some technical assumptions, lowers risk of failure, can we do it? • covers just a small part of system (not the entire system) • model of a one product’s aspect, bugs
- 13. • Prototype • purpose: to test product design & usability & functionality. To reduce number of mistakes by discovering errors in system, how to do it? • working, but not perfect model of several aspects of product, bugs TYPES OF PROJECTS
- 14. • MVP - Minimum Viable Product • purpose: to get minimum version of product to the market • just core functionality, no bugs TYPES OF PROJECTS
- 15. • MAP - Minimum Awesome Product • purpose: to create more reliable and more attractive product for user and customer • best product experience possible with the given resources TYPES OF PROJECTS
- 16. TYPES OF PROJECTS MVP vs MAP
- 17. TYPES OF PROJECTS MVP vs MAP
- 18. TYPES OF PROJECTS MVP vs MAP
- 19. TYPES OF PROJECTS MVP vs MAP
- 20. • Enterprise • purpose: to give big business an ability to solve enterprise problems • complex application or environment of applications TYPES OF PROJECTS
- 21. TYPES OF PROJECTS Enterprise Systems examples • Payment Processing • CRM (Customer Relationship Management) • ERP (Enterprise Resource Planning) • BI (Business Intelligence) • Data Engineering
- 22. let’s play with some Enterprise level backlog
- 23. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min - 10 min - 15 min - 15 min - 10 min - 20 min - 15 min - 10 min - 10 min - 15 min - 25 min
- 24. SPLIT INTO TEAMS, PLEASE
- 25. INTRODUCTION
- 26. BACKLOG CITY CITY DESCRIPTION HANDOUT _________________________________________
- 27. BACKLOG CITY • existing city • close to sea and a river • 4 districts • total of 2.6 million inhabitants • uneven wealth spread
- 29. SUMMARY PROBLEM SOLUTION ? ? ? ? ? BACKLOG CITY
- 30. • existing “backlog” • mix of new ideas and known problems • continued work on earlier “version” • but now it is your problem BACKLOG CITY
- 31. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min - 10 min - 15 min - 15 min - 10 min - 20 min - 15 min - 10 min - 10 min - 15 min - 25 min
- 32. EXERCISE #1
- 33. create your own new ideas for Backlog City EXERCISE #1 TIME: 15 MINUTES BACKLOG CITY
- 34. EXERCISE #1 BACKLOG CITY SUMMARY PROBLEM SOLUTION ? ? ? ? ?
- 35. LET’S HEAR ‘EM! EXERCISE #1 BACKLOG CITY
- 36. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min - 10 min - 15 min - 15 min - 10 min - 20 min - 15 min - 10 min - 10 min - 15 min - 25 min
- 37. EXERCISE #2
- 38. prioritize your stream of work EXERCISE #2 TIME: 15 MINUTES BACKLOG CITY
- 40. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min - 10 min - 15 min - 15 min - 10 min - 20 min - 15 min - 10 min - 10 min - 15 min - 25 min
- 41. SOME THEORY
- 43. #1 We have really long backlogs
- 44. #2 We do not say “NO” to bad ideas early enough
- 45. #3 We rediscover the same problems over again
- 46. #4 We jump from problems to solutions too fast
- 47. #5 We do not measure and validate
- 48. #6 We make simple prioritization mistakes
- 49. #7 Open backlog invites scope and feature creep
- 50. It’s all true because I used memes
- 52. IDEA INCUBATOR
- 53. sprint in progress backlog: max two sprints of prioritized issues in the backlog "OPERATIONAL" PRODUCT BACKLOG
- 54. nothing gets to the backlog, unless: • it is a technical task • it is a bug • it has hatched from Incubator "OPERATIONAL" PRODUCT BACKLOG
- 55. separate project in JIRA issue type = IDEA workflow = INCUBATION LAID LAID LAID INSPECTED INSPECTED HEATED UP PRIORITISED PRIORITISED PRIORITISED PRIORITISED INFERTILE GONE BAD GONE BAD GONE BAD GONE BAD HATCHED HATCHED HATCHED COMPLETED only HATCHED ideas go to "operational" backlog IDEA INCUBATOR
- 56. PROBLEM DESCRIPTION (TEXT) KPI IMPACT HYPOTHESIS (TEXT) SOLUTION HYPOTHESIS (TEXT) SUCCESS CRITERIA (TEXT) LAY TIME STAMP (DATE) IDEA PRIORITY (2x VALUE) IMPACT COST
- 57. what problem we are trying to solve: in-product problem user problem IDEA PROBLEM DESCRIPTION (TEXT)
- 58. what primary metric we think this problem relates to: KPIs only, so this must be focused strategic alignment IDEA KPI IMPACT HYPOTHESIS (TEXT)
- 59. super short high level description of the potential solution this is a large user story (epic) no technical discussions allowed here IDEA SOLUTION HYPOTHESIS (TEXT)
- 60. how are we going to measure whether the solution worked measurement technique applied description of experiments if required quantifiable thresholds for selected metrics IDEA SUCCESS CRITERIA (TEXT)
- 61. fields required for prioritization exercise IMPACT defines the strength of movement of KPI needle COST of delivery is a guesstimation IDEA PRIORITY (2x VALUE) IMPACT COST
- 62. IMPACT defines the strength of movement of KPI needle URGENCY defines the consequences if not addressed soon COST of delivery combines guesstimation of all costs: development marketing support technology RISK specifies the risk associated with a given hypothesis fields required for prioritization exercise IDEA PRIORITY (4x VALUE) IMPACT COSTURGENCY RISK
- 63. age of hypothesis: non-important ideas should be removed method to keep the incubator clean IDEA LAY TIME STAMP (DATE)
- 64. PROBLEM DESCRIPTION (TEXT) KPI IMPACT HYPOTHESIS (TEXT) SOLUTION HYPOTHESIS (TEXT) SUCCESS CRITERIA (TEXT) LAY TIME STAMP (DATE) IDEA PRIORITY (2x VALUE) IMPACT COST
- 65. PROBLEM DESCRIPTION (TEXT) KPI IMPACT HYPOTHESIS (TEXT) SOLUTION HYPOTHESIS (TEXT) SUCCESS CRITERIA (TEXT) LAY TIME STAMP (DATE) IDEA PRIORITY (4x VALUE) IMPACT COSTURGENCY RISK
- 66. LAID HEATED UP PRIORITISED GONE BAD HATCHED INFERTILE INSPECTED COMPLETED REJECTED INCUBATION WORKFLOW
- 67. LAID new idea: •the only way to get into the workflow INCUBATION WORKFLOW
- 68. first idea check performed: •strategic alignment check •science fiction check INSPECTED INCUBATION WORKFLOW
- 69. prioritization complete: •ready for hatching PRIORITISED INCUBATION WORKFLOW
- 70. impossible to prioritize just yet: •more data required to validate HEATED UP •not right TTM •unclear impact on KPI INCUBATION WORKFLOW •this is where the Design Sprint happens
- 72. not worth the investment: •no strategic alignment •science fiction INFERTILE INCUBATION WORKFLOW
- 73. idea potentially worth it, but: •fell a victim of prioritization for too long •most likely outdated GONE BAD INCUBATION WORKFLOW
- 74. idea of high overall priority: •at this stage it goes to "operational" product backlog •transforms into an epic / user story HATCHED INCUBATION WORKFLOW
- 75. idea implementation completed: •developed and released •validated to have met success criteria COMPLETED •source of truth for: release notes marketing materials experiment validation INCUBATION WORKFLOW
- 76. REJECTED idea rejected: •experiment failed •validated to have NOT met success criteria •rollback may be required INCUBATION WORKFLOW
- 77. LAID HEATED UP PRIORITISED GONE BAD HATCHED INFERTILE INSPECTED COMPLETED REJECTED INCUBATION WORKFLOW
- 78. PRIORITISATION IMPACT 0 1 2 3 4 5 0 1 2 3 4 5COST IMPACT PRIORITY = COST + 1 _______________________________
- 79. PRIORITISATION IMPACT 0 1 2 3 4 5 0 1 2 3 4 5COST IMPACT x URGENCY PRIORITY = COST + RISK + 1 _______________________________ 0 1 2 3 4 5RISK URGENCY 0 1 2 3 4 5
- 80. PRIORITISATION IMPACT 0 1 2 3 4 5 0 1 2 3 4 5COST IMPACT x URGENCY PRIORITY = COST + RISK + 1 _______________________________ 0 1 2 3 4 5RISK URGENCY 0 1 2 3 4 5 + VO
- 81. PRIORITISATION IMPACT 0 1 2 3 4 5 0 1 2 3 4 5COST IMPACT PRIORITY = COST + 1 _______________________________ performed by PO + BO + DEV + ARCH + MKT on regular basis using Eisenhower 2x1 matrix
- 82. PRIORITISATION
- 83. TO SUM UP…..
- 84. clean primary product backlog controlled inflow of requirements controlled rollout of ideas / improvements / simplifications no changes without a good reason - working on things that matter measurements for validation deprecation of bad ideas before they hurt us TO SUM UP…..
- 85. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min - 10 min - 15 min - 15 min - 10 min - 20 min - 15 min - 10 min - 10 min - 15 min - 25 min
- 86. EXERCISE #3
- 87. BACKLOG CITY new problems have arisen EXERCISE #3 TIME: 15 MINUTES
- 88. SUMMARY PROBLEM SOLUTION ? ? ? KPI IMPACT SUCCESS CRITERIA BACKLOG CITY EXERCISE #3
- 89. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min - 10 min - 15 min - 15 min - 10 min - 20 min - 15 min - 10 min - 10 min - 15 min - 25 min
- 90. EXERCISE #4
- 91. BACKLOG CITY let's reprioritize! EXERCISE #4 TIME: 10 MINUTES
- 92. SUMMARY PROBLEM SOLUTION KPI IMPACT SUCCESS CRITERIA BACKLOG CITY EXERCISE #4 IMPACT COST PRIORITY
- 93. PRIORITISATION IMPACT 0 1 2 3 4 5 0 1 2 3 4 5COST IMPACT PRIORITY = COST + 1 _______________________________
- 95. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min - 10 min - 15 min - 15 min - 10 min - 20 min - 15 min - 10 min - 10 min - 15 min - 25 min
- 96. THANK YOU!
- 97. BREAK 10 minutes
- 98. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min - 10 min - 15 min - 15 min - 10 min - 20 min - 15 min - 10 min - 10 min - 15 min - 25 min
- 99. SOME MORE THEORY
- 100. SPRINT PLANNING stories’ priorities derived from: •epic priorities •things that matter within epics •things which are close to completion
- 101. MOSCOW
- 102. MoSCoW prioritization technique M - Must have S - Should have C - Could have W - Won’t have
- 103. let’s make an assumption: we use JIRA issue tracking tool MoSCoW prioritization technique
- 104. MoSCoW prioritization technique M - Must have = highest S - Should have = high C - Could have = low W - Won’t have = lowest
- 106. MoSCoW prioritization technique It’s important to keep all stories in the backlog, including the ones with the lowest priority as well = Won’t haves
- 107. ABS helper definitions BV - Business Value perceived value of the solution applied to an epic
- 108. SUMMARY PROBLEM SOLUTION KPI IMPACT SUCCESS CRITERIA IMPACT COST PRIORITY ABS helper definitions
- 109. ABS helper definitions SP - Story Points perceived estimated effort of an individual story within an epic
- 110. ABS helper definitions CSP - Cumulative Story Points sum of remaining story points for given epic
- 111. ABS helper definitions MSF - MOSCOW Factor M - Must have = highest S - Should have = high C - Could have = low W - Won’t have = lowest
- 112. ABS helper definitions FBV - Fraction Business Value FBV = BV x SP x MSF CSP
- 113. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min - 10 min - 15 min - 15 min - 10 min - 20 min - 15 min - 10 min - 10 min - 15 min - 25 min
- 114. EXERCISE #5
- 115. •select 3 top epics from your list •break them into 3-7 user stories •estimate story points for each •define MOSCOW factor for each story •sort your backlog •run 3 sprints TIME: 25 MINUTES BACKLOG CITY EXERCISE #5
- 116. story 1 story 2 story 3 story 4 SPBV MSF CSP FBV BACKLOG CITY EXERCISE #5
- 117. BACKLOG CITY EXERCISE #5 PART 1 - select 3 epics
- 118. BACKLOG CITY EXERCISE #5 PART 2 - break them down into 3-7 stories
- 119. BACKLOG CITY EXERCISE #5 PART 3 - copy business value from epic’s impact BV
- 120. BACKLOG CITY EXERCISE #5 PART 4 - estimate story points for each story SP
- 121. BACKLOG CITY EXERCISE #5 PART 5 - define MOSCOW factor for each story MSF M - Must have = highest = 8 S - Should have = high = 5 C - Could have = low = 2 W - Won’t have = lowest = 0
- 122. BACKLOG CITY EXERCISE #5 PART 6 - team velocity
- 123. BACKLOG CITY EXERCISE #5 PART 7 - calculate remaining story points for epics CSP
- 124. BACKLOG CITY EXERCISE #5 PART 8 - calculate fraction business value FBV = BV x SP x MSF CSP
- 125. BACKLOG CITY EXERCISE #5 PART 8 - sort your backlogs by FBV but only for 2 less important epics
- 126. BACKLOG CITY EXERCISE #5 PART 9 - run sprint 1 (close stories at the top which fit within your velocity limit entirely)
- 127. BACKLOG CITY EXERCISE #5 CSP PART 10 - calculate remaining story points for epics
- 128. BACKLOG CITY EXERCISE #5 FBV = BV x SP x MSF CSP PART 11 - calculate fraction business value
- 129. BACKLOG CITY EXERCISE #5 PART 12 - sort your backlogs by FBV
- 130. BACKLOG CITY EXERCISE #5 PART 13 - run sprint 2 (close stories at the top which fit within your velocity limit entirely)
- 131. BACKLOG CITY EXERCISE #5 PART 14 - add last epics’ stories (the most important one)
- 132. BACKLOG CITY EXERCISE #5 CSP PART 15 - calculate remaining story points for epics
- 133. BACKLOG CITY EXERCISE #5 FBV = BV x SP x MSF CSP PART 16 - calculate fraction business value
- 134. BACKLOG CITY EXERCISE #5 PART 17 - sort your backlogs by FBV
- 135. BACKLOG CITY EXERCISE #5 PART 18 - run sprint 3 (close stories at the top which fit within your velocity limit entirely)
- 137. THANK YOU!