last 2013 - use games to innovate
DESCRIPTION
Ban the boring one hour requirements gathering and design meetings forever ! Agile teams can use InnovationGames to engage with their customers in a fun way and build better products together from the great new insights gained from serious games.TRANSCRIPT
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How can we better ….
1. Collaborate with customers? 2. Collect requirements? 3. Design our solutions? 4. Prioritise features? 5. Evolve design? 6. Build innovation in? 7. Satisfy our customers?
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Universe of Innovation
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Adapteted from Greg Satell HBR -‐ h5p://blogs.hbr.org/cs/2013/02/before_you_innovate_ask_the_ri.html
Bitcoin NeHlix
Amazon Google Apple
Apple
IBM Labs
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Remember, we’re talking Innovation not Invention ! Invention is more about thinking up cool stuff. Innovation is successfully applying inventions in practice to become something valuable.
Adapted from h5p://iwww.innovaOonexcellence.com
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Collaboration is a recursive process where two or more
people or groups work together in an intersection of common goals — for example, an
intellectual endeavor that is creative in nature—by sharing
knowledge, learning and building consensus
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Kapow !
h5p://www.innovaOongames.com
Let the Games begin !
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Innovation Games® are serious games that solve a wide range of product management and development problems across the development lifecycle. They are played: • with customers & internal stakeholders • online or in-person • within or across organizational units • in single or multi-game formats
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Manage strategic roadmaps
Iden1fy New Products
Determine Product Interac1ons
Train Sales Teams
Priori1ze Features
Improve Marke1ng Messages
Priori1ze Project PorAolio
Iden1fy Product Enhancements
Priori1ze User Ideas Priori1ze Strategic Projects
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Not Work (Leisure)
Pleasure
Work
Play
Not-‐Play
External Goals Internal Goals
Not-‐Pleasure
Adapted from h5p://it.coe.uga.edu/~lrieber/resources/blanchardmodel.gif
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Innovation requires a process,
others to collaborate with,
and tools…
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From Idea (or problem)…
… to Action (Done)
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20
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Prune the Product Tree
Goal: Understand the evolution of your offering.
• Draw a tree to represent growth of your offering
• Add current ideas from your roadmap as leaves and apples.
• 5 to 8 invited stakeholders shape the “growth” of your offering.
• Captures very rich informaOon about percepOons of the future, Oming of new concepts, balance, and relaOonships among ideas
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Speed Boat
Goal: Identify Pain Points and Issues
• Draw a speed boat or a yacht and explain that it needs to go as fast as possible, but shallow and deep anchors hold it back.
• IdenOfy the problem and phrase it as a quesOon.
• 5 to 8 stakeholders add anchors that keep the boat back.
• A^erwards they talk about the problems, issues and risks, and also start exploring what it would take to remove anchors.
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Spider Web
• Individually or teams of 5 to 8 people. • Place something in the center – you or a
stakeholder or customer of your so^ware. • IdenOfy stakeholders that are directly connected to
the center. • Draw stronger or thinner lines to show the strength
of the relaOonship. • Connect them together – move out to the edge of
the web. • Provides insights about stakeholders, users and
customer networks.
Goal: Explore Relationships
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h5p://www.flickr.com/photos/innovgames/8000409711/in/photostream/
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Product Box
• Individually or teams of 2-‐5 people • Look at a breakfast serial box or so^ware box • IdenOfy the “product” to develop • Provide lots of colorful staOonary • Let creaOvity reign • Teams or individuals present their product boxes
and talks about the “features” • Collect the boxes to develop a backlog of great
features.
Goal: Design Product Features
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Hot Tub
• Teams of 5 to 8 people. • Observers and parOcipants. • IdenOfy weird and outrageous features as part of
your so^ware i.e. “USB knife sharpener”. • Present the ideas to the parOcipants. • Let them discuss the feature. • Observe their reacOons and where the discussion is
leading.
Goal: Outrageously Innovative
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Buy a Feature
• A list of 12-‐20 items (features or projects) are described in terms of benefits and cost
• 5 to 8 invited stakeholders given limited “budget”, must reach consensus on projects to “buy”
• Captures very rich informaOon about customer moOvaOons, trade-‐offs, objecOons, actual collecOve needs
In-‐person • Provides rich opportunity for “new” ideas Online • Captures data for sophisOcated analysis of
preferences
Goal: Prioritize Features
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Start your day Remember the future
• Teams of 5 to 8 people. • Use a future point with Ome, weeks, months scale. • Present a real life scenario experience somewhere
in the future i.e. using your soluOon on a daily, weekly, monthly basis.
• ParOcipants idenOfy experiences that unfolds on the Omeline.
• Items can be linked together to show relaOonships. • MulOple tracks can be added by mulOple teams and
connected together.
Goal: Develop use case roadmaps
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My Worst Nightmare
• Pens and paper • IdenOfy an exisOng or future soluOon or parOcular
feature • Ask people to draw their worst nightmares. • People present their drawings to the group • Observe and discuss any posiOve and negaOve
a5ributes from a worst nightmare event. • Discuss what sweet dreams look like a^erwards. • Lets people vent some of their frustraOon.
Goal: Identify what can go wrong
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Lets Play !
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Speedboat: What is holding us back from becoming an Agile organisaOon with high performance that delight their customers ? “Iden5fy shallow and deep anchors, Iceberg that may sink the ship if we don’t steer around them, and the favorable winds that we need to push us forward”
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• Stakeholders want an exact outcome for fixed cost • Distributed Teams • The importance placed on old culture • Entrenched management style • Lack of skills and experience • No senior leadership buy-‐in • No commitment to agile change • Management micro managing delivery teams • People don’t want to change • Mistaken belief that we are already an Agile organisa5on • Fear of failure masked by too much up-‐front thinking and design • Closed Minds • Unwilling execu5ves resistant to change • Tradi5onal thinking mindset • Teams not on same mindset • Lack of collabora5on • Conflict with other teams that work waterfall non-‐agile • Cannot Influence or invoke collabora5on in a matrix structure • Lead tech doesn’t believe in it • Cosy deal with big consul5ng organisa5on • We have always done it this way
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• Major Agile Team or Project Failure • Arrogance that “of course we’re doing Agile right” • Lack of Senior Management Involvement • Agile Team Building Ac5vi5es • Collabora5on • Unclear Scope • “One Size fits All“ Approach • People losing their power • Digression to Old Behaviours • Lack of educa5on of Agile prac5ces • Conflic5ng priori5es across business units • Distributed Team not co-‐located • Size of customer engagement • Lack of customer buy-‐in to Agile • Too busy to “re-‐think”/improve prac5ces • Management processes entrenched and resistant to change • Varied levels of understanding Agile “managing percep5ons” • Blame culture • Scale of Projects
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• Empowering development teams • Whole of business engagement • Higher collabora5on in and between teams • Con5nuous improvement and feedback • Enthusias5c management • Include everyone needed early on in itera5on