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[requirements & design]
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Co-making Great Products
The document discusses how product development teams can improve their processes by focusing on collaboration, shared understanding, and deliberate discovery rather than just speed and safety. It emphasizes the importance of understanding user problems, effective communication, and innovative thinking in finding solutions that deliver real value. The author highlights examples from various companies and advocates for a more interactive and iterative approach to product design and delivery.
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Co-making Great Products
- 1. Co-Making Great Products How wholeteams work together to find problems, invent solutions, and deliver great products Jeff Patton [email protected] twitter: @jeffpatton
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- 3. This team thinksabout success differently 3
- 4. s 1. Safety isn’tsuccess 2. Velocity isn’t value 3. The invention game 4. Deliberate discovery drives delivery 5. Reality bites 4
- 5. These three companiesare focused on winning the software development game 5
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- 8. Traditional sequential development processis safe for individuals 8
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- 13. Separation of concernsis problematic for process 13
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- 18. We’re not hereto build software we’re here to change the world 18
- 20. R & D [requirements& design] 20
- 21. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/ Deciding/what/to/build/is/difficult Fred#Brooks,#author#of#The#Mythical#Man#Month 21 The hardest single part ofbuilding a software system is deciding precisely what to build.
- 22. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/ Our/decisions/become/ requirements Alistair/Cockburn,/author/of/Agile/So?ware/Development:/The/CooperaVve/Game 22 If it’s your decisionto make, it’s design. If not, it’s a requirement.
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- 28. 7 http://hbr.harvardbusiness.org/1986/01/the-new-new-product-development-game/ar/1 “Under the rugbyapproach, the product development process emerges from the constant interaction of a hand- picked, multidisciplinary team whose members work together from start to finish.” From the 1986 Harvard Business Review paper “The New New Product Development Game” by Takeuchi and Nonaka
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- 30. Process ≠ Skill knowinghow doesn’t make you good Roles ≠ Positions You might primarily do one thing, but you can’t win by doing only one thing Finishing On Time ≠ Winning Keep score, don’t just keep time 30
- 31. 31 “Design Thinking” isa learning and invention game
- 32. 32 It seems likecommon sense There is nothing more uncommon than common sense. Understand the problem you’re solving & focus on specific problems Consider lots of possible solutions Sco$sh'Mathema-cian' Thomas'Chalmers Make sure it’ll work before investing big
- 33. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/ 33 Different waysof thinking - NOT process roles, hand-offs, sequence and phases
- 34. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/ 34 Study theworld now, imagine and test the a new future world Now Later
- 35. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/ 35 Learning happensoutside the building Now Later
- 36. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/ UX/Designers/act/as/experts/and/guides 36 Leah#Buley www.adapVvepath.com/aboutus/leah.php “Design isn’t aproduct that designers produce, design is a process that designers facilitate.” -- Leah Buley
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- 46. GameStorming is agood manual for effective collaborative work 46 Having a business meeting without artifacts and meaningful space is like meeting blindfolded with your hands behind your back. Yes, you can do it, but why would you want to?
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- 51. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/ Discovery/compliments/delivery 51 Discovery Delivery Use/discovery/to/answer/ big/quesVons • What#problems# are#we#solving? •What#solu0on#do# people#want? • Can#people# effec0vely#use# our#solu0on? • Can#we#build#it#in# the#0me#we#have? Use/delivery/ to/execute • Plan#the#details • Design,#develop,## and#test • Measure# development#speed • Evaluate#progress • Evaluate#quality
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- 55. Discovery teams buildshared understanding of: • the present problems • the future world • the solutions we think will get us there 55
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- 57. www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/ Story/Maps/help/us/build/shared/ understanding/about/the/future/world Gary Levitt, owner& designer of Mad Mimi 57 details • smaller steps • alternative steps • UI details • technical details workflow (from the user’s perspective) backbone (gives structure to the map) product goals (why build the product) users (what are their goals)
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- 101. “There were plentyof weak spots that led to Microsoft's disastrous December quarter, but one that didn't get much attention Thursday was how badly the Zune did.” --Ina Fried, CNet News, January 2009 opportunity:# integrated#music# management#and# portable#music# player www.comakewith.us,/Jeff/Pa3on,/jeff@comakewith.us/ It’s/only/a?er/delivery/that/we/really/ understand/value 101
- 102. If you thinkwriting code is hard, try making product decisions 102
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- 105. Snagajob’s been tryingto crack the same tough problem for close to a year now Most of Nordstrom’s weekly experiments don’t result in rolling out a new product Edmunds.com has built, tried, and thrown away dozens of ideas 105
- 106. What team members sayis telling 106 What#we’re#doing# really#maIers Everyone’s# working#directly#with#our# clients#now We’ve#found# simple#ideas#that#now# generate#millions#in# revenue#every#year When#there’s# problems,#teams#dig#in,#and# figure#out#a#schedule#to#stay#and# solve#problems.##No#one#asks# them#to. The#new#site# generates#the#same#revenue# with#a#frac0on#of#the#features# and#code#[#and#our#customers# like#it#beIer People#are#just# happier
- 107. “It’s not easy.We’ve got lots of problems. But there’s no going back.” 107
- 108. Co-Making Great Products How wholeteams work together to find problems, invent solutions, and deliver great products Jeff Patton [email protected] twitter: @jeffpatton Questions?