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  • 1.Lean out your Product Backlog
    Pascal Van Cauwenberghe
    Nayima

2. Here we are now.Entertain us.
Kurt Cobain, American Philosopher
3. Consultant.
Project Manager.
Games Maker.
His Blog: blog.nayima.be
NAYIMA
We make play work
4. And so it begins
Were going Agile!
5. Congratulations
6. What do I do now?
7. Write User Stories
8. A Vomit of User Stories
9. Prioritise User Stories
10. We need Business Value on each card
11. HELP!
12. There has to be a better way
13. Id like to have a chat with you about...
14. 1. Some Business Analysis tools
That Ive used the past 10 years
15. 2. Tell war stories
Projects where we used the tools
16. 3. Explain why we do this
17. 3. Explain why we do this
Before
After
18. 4. You may have to do some work
19. 5. Share some more wisdom from American philosophers
20. Who are your top 3 stakeholders?What is their #1 goal?
You have 2 mins
to share with your neighbour
21. Goal Table
Stakeholder, n: Role, Team or Organisation involved or affected by the project
Goal, n: What a stakeholder wants to achieve
Capability, n: Something we need to achieve the goal. Necessary, but maybe not sufficient
Test, n: A way to decide if a goal has been achieved
Measure, n: A way to determine how close we are to a goal
Risk, n: Negative consequences of achieving the goal
22. A Phone Company
23. Focus on goals not means
24. Quantify stakeholder goals
25. The Logical Thinking Process
26. The Logical Thinking Process
Intermediate Objectives Map
Prerequisite/
Transition Tree
How do we get there?
In small steps.
What is our goal?
What are we missing?
Future Reality Tree
Current Reality Tree
Would that work?
What could possibly go wrong?
Why dont we have
what we need?
Conflict Resolution Diagram
What could be done to resolve the
underlying fundamental conflict?
27. Using the Logical Thinking Process
Intermediate Objectives Map
Current Reality Tree
Conflict Resolution Diagram
Future Reality Tree
Prerequisite/
Transition Tree
Context Diagram
28. Phone Intermediate Objectives Map
Get request
Update billing
Add service
Perform request
Provision service
Confirm request
How difficult could it be?
29. A Phone Company
30. Derive capabilities from goals
31. Some customers seem to have the phone number of our CEO...
32. What are the criteria your organisation uses to select and prioritise work?
You have 2 mins to share with your neighbour
33. Party like its 1999
, American Philosopher
34. Its 1999
While people are getting worried about Y2K
35. Project E
Goal: Build an online bank that sells mortgage loans in Sweden
And then in other European countries
Constraint: integrate with Swedish government databases
Constraint: 2 developers
Constraint: the press conference for the launch is in 2.5 months
36. 37. What happened?
We launched on time
Full-featured frontend
Combinationof manual and automated processes
One country at first, then expanded to Europe
All manual processes were automated gradually as customer base grew
Money coming in invested in backoffice automation
38. Good looking frontend
Press conference
Ease of use
Curious customers
can ask for quote
Integration with Swedish government Databases
Implement Swedish Business Rules
Expand to other countries
Scale number of customers
39. Business Value Model
Diagram of effects
What are the important goals?
How will we achieve the goals?
What are our constraints?
This is our strategy
This is our definition of value
40. A Phone Company
41. For example
Leading
Lagging
Customer satisfaction
Successful transactions
Reliable process
Call center cost
# calls
Request confirmation
Customer loss
Regulations
42. Project Economic Framework
43. Using the Logical Thinking Process
Intermediate Objectives Map
Current Reality Tree
Conflict Resolution Diagram
Future Reality Tree
Prerequisite/
Transition Tree
Context Diagram
Business Value Model
Plan
44. Business Value Model == Hypothesis
Make reasoning & assumptions explicit
Verify regularly and improve
45. PDCA cycle
46. Product Development cycle
47. Create a Business Value hypothesis
48. Verify and improve your Business Value hypothesis
Early and often
49. Coin an acronym and you have a profitable consulting business
Dave Nicolette, American philosopher
50. IDD
Irritation Driven Development
TM
51. IDD
You heard it here first
TM
52. Everybody participates in building the models
53. The Kano Model
Stupid features
Table stakes
Linear features
54. If I had asked my customers what they wanted, they would have said Faster horses
Henry Ford, American philosopher
55. The Kano Model
Stupid features
Table stakes
Linear features
Exciters
56. WOW! I didnt know you could do that!
57. The big print giveth.The small print taketh away
Tom Waits, American philosopher
58. What could possibly go wrong?
59. Political risk
One type of product is the responsibility of division A
Other type of product is the responsibility of division B
Division manager bonus is based on revenue of division
60. Find one risk of success on your project
You have 2 mins to share with your neighbour
61. What are the dangers of success?
62. The chief cause of problems is solutions
Eric Sevareid, American philosopher
63. When do we (finally) start writing User Stories?
We thought you were an Agile coach?
And cant we start coding yet?
64. Writing stories made easy
Goal
AS A...
TO ACHIEVE...
I NEED...
GOTCHAS
Stakeholder
Capability
Test and
measure
Risk
I KNOW I GOT
IT WHEN...
TO ACHIEVE ...
AS A ...
I NEED ...
PASSES
ITS DONE WHEN ...
TO NOT ACHIEVE ...
I NEED ... Another capability
65. User Story Carpaccio
Goal Table
Project Level Story
Project Level Story
Project Level Story
Project Level Story
Release Level Story
Release Level Story
Release Level Story
Release Level Story
Release Level Story
Iteration Level Story
Iteration Level Story
Iteration Level Story
Iteration Level Story
66. Derive detailed stories from goals
Step by step
67. Kanban board
TODO
BUSY
Accept
DONE
Iteration
Release
Value
68. Integrate analysis into your flow
From Value to Cash
69. Help! My developers have gone Kanban!
70. Conflict Resolution Diagram
Prerequisite 1
Requirement 1
Objective
Requirement 2
Prerequisite 2
71. Conflict Resolution Diagram
Detailed
estimates
and plans
Reliable long
term roadmap
Satisfy growing customer base
No estimates
No planning
Be more efficient
72. How would you solve this?
73. Conflict Resolution Diagram
Detailed
estimates
and plans
Reliable long
term roadmap
Satisfy growing customer base
Assumption: estimating is the only way
to determine the cost of a feature
No estimates
No planning
Be more efficient
74. What if
We didnt have to estimate to have a cost?
We didnt have to create detailed stories to estimate and plan?
But thats not possible, is it?
75. Conflict Resolution Diagram
Detailed
estimates
and plans
Set budget and
Build to budget
Reliable long
term roadmap
Satisfy growing customer base
No estimates
No planning
Be more efficient
76. Building the roadmap
Put stakeholder goals in the roadmap, not features
More implementation freedom
More meaningful for customers
Estimate the value of each goal in the roadmap
Decide how much you want to invest to realise the value
As a percentage of the capacity of the team
Create a roadmap based on value and budget
Not cost
77. Building the roadmap
Goal 2
Value/
Budget
Goal 1
Value / Budget
Goal 4
Value/Budget
Goal 1
Value / Budget
Goal 3
Value/
Budget
Release 2
Release 1
78. Implementing the roadmap
For each release, the product manager and team decide how to achieve goals, given the budget
Dont have to stick to individual budgets as long as release budget is respected
Constraints create a challenge
Which leads to more creativity
Monitor flow of stories and handle risks
79. Would you rather haggle
80. or solve problems?
81. Respectful Challenge
82. Make it a problem-solving exercise
Thats what were good at
83. Keep focus
Dont work on 1000 goals at the same time
84. Dont outrun your customers
Backlog
The Bottleneck
The Business
Operations
Dev team
85. Dont outrun your customers
The Bottleneck
Dev team
The Business
Operations
Backlog
6 releases
per year
2 releases
per year
86. 4 customers are faster than 1
The Bottleneck
Dev team
Backlog
Sales
Operations
Production
Finance
Audit
Customers
6 releases
per year
2 major re