Since the meaning of Lean also gets fuzzier as we go to the fuzzy front end of product development, to the work of defining products, I was struggling with what principles of Lean to apply. "Eliminate waste" does not work here, as in discovery processes is not clear upfront what waste is. "Eliminate waiting time" also does not work: For depth you need waiting time. So, I tried to grab hold onto the probably most abstract and fuzzy of all Lean principles but also probably the one holding it all together and the one making up for the difference between Mean Lean and Real Lean: Respect for people.
In the talk I compile what we derived from this principle in our work at early stages of product definition and how this helps us to support companies in defining and changing successful products.
I will talk on how we get to
find the right Jobs to be done for the customer
How to define them, and then
how to build them
The talk will be a journey from ethnographical Interviews, over identifying core needs, discovering jobs to be done, getting closer to solutions and finally defining and building the product. Concepts mentioned will be
Ten types of innovation,
Jobs to be done
Non linearity of processes and the involved cultural conflicts
the issue of bias in research and how to cope with them
different types of research in different contexts and phases of work
This is a compilation of understanding a different type of work and which conclusions we made from that understanding in our work at überproduct.
Software Design and Engineering remain constrained by mismatched management models and precepts, rooted in antiquated conceptions of physical and mental work. As cycle times accelerate and abstractions encapsulate knowledge, we must begin to reconceive how management can evolve to become more effective and productive, beyond current notions of oversight, control, assessment, and impediment removal.
How is it that we can relate our intentions and actions to an uncertain, rapidly changing set of potential futures? How can we resolve our issues with the problems inherent in expertise and functional alignment, so that we can improve flow of information and value through our businesses?
Jabe Bloom will discuss modelling human systems that produce and consume knowledge, to enable distributed cognition, leading towards better decisions and intentional futures.
Here we'll explore the relationship between technology/architechture and organizational design. Looking at how they're codependent, co-evolutionary and bidirectionally influences each other. Well explore how the architect is a social agent and how management shapes software.
When it comes to agile and lean transformation, half the battle is making sure you have the right change agents in place. Assess their competencies, behavioral styles, and values with an eye for some key indicators.
Effective change agents demonstrate flexibility and resilience; recognize growth opportunities; strive for results; lead courageously; and gain buy-in.
We will explore the attributes, go through real world stories and personal case studies to explore this challenge and how to overcome the barriers to change.
If your organization is facing a transition - this will be a perfect session for you to recognize, rethink and respond to potential challenges and how to prevent them.
We know that in a complex environment, breaking everything down into tiny little parts doesn't work. We always make discoveries, no matter how much analysis we do! So how can we define the problem usefully enough to prioritise, plan and get started, and where do we start?
In this talk, we'll look at the idea of capabilities as a way of breaking down requirements without going into too much detail. Combining this with complexity estimation, we allow for easy planning and dependency management, prioritisation both across the portfolio and within a project, and a robust risk- and value-driven approach that also happens to play nicely with Scrum, Kanban and BDD!