SAFe Agile Product and Solution Management Test
Empathy Map
-A tool to help teams develop deep, shared understanding and empathy for other people Use it to design better experiences and value streams
Business Model Canvas (BMC)
-Documents business models of existing or new products -Provides a shared language to describe and visualize the current and potential future business models
Communicate the Vision Differently
-Elevator pitch- marketing/sales -We're#1- Brand Team -Vision Video/ Postcard from the future- Solution Train/ ARTS -Vision Video- Customers/ Investors -Cover Story/ Press Release- Solution Train/ ARTS
The Vision is a description of the future state of the product
-How will our product solve our customer's problems? -How will it differentiate us? -What will the future context in which our product will operate? -What is our current business context? How must we evolve to realize this future state?
Sources of Vision
-Industry Analysis -Mega trends -Government regulation -Customer feedback Agile Teams and Customer feedback contributes to Solution Vision
Create Journey Maps to promote design thinking
-Keeps customers at the center -Identifies opportunities to improve he experience , feeding roadmaps and backlogs -makes sales funnel metrics and customer experience metrics real -aligns and teaches organization about their customers from their perspective.
Qualitative research fuels innovation
-We act confidently on 'what we know we know' -Seek more data on 'what we know we don't know' before we act -innovation is fueled when we use research to enable ourselves to find new information 'what we didn't know we didn't know'
Market Segment Sizing
-You may need multiple sources to obtain accurate data -You may have to estimate detailed data from aggregated data -Keep your data and calculations transparent and update as more accurate and/or precise data becomes available.
Buyer Personas for B2B Markets
-buyer personas capture their role, authority and buying pourney -reveal insights about buyers' decisions - the specific attitudes, concerns, and criteria that drive prospective customers to choose our Solution, a competitor, or the status quo help drive often overlooked aspects of the products: buyers care about ROI, economic modeling, service and support
empathy interview
-face to face is best -build rapport before asking questions -keep questions short (fewer than 10 words if possible) -ask only one question at a time. -Encourage stories. -Observe non-verbal queues. -Explore emotions, "how do you feel about...?, Tell me more... -Thank them!!
Value Proposition Canvas
-helps us create products and SOlutions that match customer needs -Provides context to create more effective business models
Market Research - Understand the problem
< Discover: what do our customers and stakeholders want? What are their needs? >Define: What are possible ways to address those needs? Where should we start and how should we measure successful progress?
Market Research - Design the right solution
<Develop: Leverage insights and data to develop compelling options. >Deliver: Use data based techniques to converge on compelling products and services
Acronyms and Abbreviations
ART Agile Release Train PDCA Plan, Do, Check, Adjust BO Business Owner PI Program Increment BV Business Value BVIR Big Visual Information Radiator PO/PM Product Owner/Product Manager CFD Cumulative Flow Diagram CapEx Capital Expenses ROAM Resolved, Owned, Accepted, Mitigated CD Continuous Delivery RR Risk Reduction CE Continuous Exploration CI Continuous Integration RTE Release Train Engineer S4T SAFe® for Teams CoD Cost of Delay SAFe® Scaled Agile Framework CoP Community of Practice SA SAFe® Agilist DoD Definition of Done SBD Set-Based Design DSU Daily Stand-up SM Scrum Master EA Enterprise Architect SoS Scrum of Scrums EO Epic Owner SP SAFe® Practitioner FW Firmware SPC SAFe® Program Consultant HW Hardware /SW Software STE Solution Train Engineer I&A Inspect and Adapt IP Innovation and Planning (iteration) UX User Experience LPM Lean Portfolio Management VS Value Stream MMF Minimum Marketable Feature WIP Work in Process MBSE Model-Based Systems Engineering WSJF Weighted Shortest Job First MVP Minimum Viable Product XP Extreme Programming NFR Non-functional Requirements OE Opportunity Enablement OpEx Operating Expenses
Market Segment Attributes
Attributes depend on market type -B2B: Vertical industry, operating characteristics, firm size, firm structure, revenue, number of employees, rate of change (growing?) - B2P/B2C: Behavioral/ lifestyle,, personality, geography, demography (age/ gender), rate of change (growning?)
Lifecycle of Product Eolution
Crossing the Chasm- Innovations follow a predictable curve of growth known as the s-shaped curve of adoption.. Geoffrey Moore noted that many technology products face a "chasm" between the expectation and the requirements of the early adopters and the rest of the market
Breakdown of Value Proposition Canvas
Customer- Who are we discussing, which customer or segment? Customer Jobs- What tasks do the perform? How do they do them? How do they feel about them? Pains- What makes their tasks annoying? What causes negative emotions? Gains- What benefits do they expect? What would delight them? Consider Capabilities beyond just eliminating the pains? Products and services- What Solution option can we provide that addresses these concerns? Pain Relievers- How does the solution alleviate the pains? Gain Creators- How does the Solution create the gains?
Empathy Map and S curve
Empathy maps should be updated. What do they see, think, and feel now? How do we hope our planned releases will change what persona sees, thinks, feels? When should we updated our persona and empathy map based on these changes?
Innovation Games
Exercises used to elicit requirements from product owners, users, and stakeholders collaborative, serious games designed for qualitative market and customer research -12 different games each designed to help answer a different set of questions. -A single game (forum) is designed for 4 to 8 participants to maximize collaboration -Multiple forums are used to identify patterns of larger groups of people. -Games can be in person or online -Provides relaxed, less rigid environment -each game leverages research from cognitive psychology and organizational behavior to create highly actionable results -most games are available both in-person and online, providing opportunities for both intimacy and scale -some let participants create "artwork" which can be retained and shared with others, further increasing empathy and understanding
Design Thinking is a continuous Process
Fast flow innovates quickly with fast feedback Arrive at the optimum solution by deciding and learning faster Support new product development and ongoing product enhancement -end of each cycle is a new opportunity to adjust (review metrics, adjust roadmap)
Secondary Data - Typically previously collected and published data, may or may not address questions
Free or inexpensive (user research): usage analytics, government data, libraries For sale, often focused on specific markets can be very expensive (market research): syndicated or private data, may have more detailed analysis
Calculate Sample Size
How Many people should you ask? As many as it takes to get the answer Quantitative- use a sample size calculator based on the level of confidence you need Qualitative- If you have the right people, 12 customers can be expected to represent 70 to 75% of market needs and 30 customers can be expected to represent 90% of market needs.
Understand Customer Journey Maps
Illustrates the users experience engaging with a company through products, online experiences and services -may document user's desires, activites, feelings, questions, pain points etc.. Start with simple description of the journey and build from there Research->Order->Pay->Receive->Feedback
Course Map
Lesson 1: Analyzing your role as a PM in the Lean Enterprise Lesson2: Continuously Exploring Markets and users Lesson3: Driving Strategy with MArket Segmentation Lesson4:Using Empathy to Drive Design Lesson5: Defining Product Strategy and Vision Lesson6: Creating Roadmaps to Build Solutions Lesson7: Delivering Value Lesson8: Managing Value Stream Economics Lesson9: Creating Innovation in the Value Stream
Market Segment Value
Markey Value determined by key factors: -Current and future size of segment -Amount customers are willing to pay for your products/services -Competitors, substitutes, and compliments Market value informs strategy questions: -Is segment valuable enough? -Is it aligned to our enterprise and/ or portfolio strategy? -What would it take for us to win? Can we do this given our current team, our current offerings, our go-to-market structures, and so forth?
Dimensions of Product Management stakeholders / Pm Stakeholders
Meet business goals- KPIS Portfolio management Get it on the shelf- sales,marketing,distribution, channels, partners Get it Built- Continuous delivery pipeline Leverage Support-CX,support,legal, finance, sales, marketing, operations, production
Market context and growth stage influence questions
New Product questions (help understanding if you're solving the right problem) -do customers recognize that they have a problem you're trying to solve? -what are they doing to try to solve it now? -if there was a solution, would they buy it? -Would they buy it from us? -Can we build a solution for that problem? How can we differentiate our value stream? Growth Phase Questions (customers within the same market segment have different expectations as products move up the s-curve) -how should our product change to meet changing expectations? -are we facing or are we in a 'chasm'? if yes what do we do to cross it? -has our success changed the macro-environment? How are competitors responding? Mature Solutions (may be ripe for extracting profit or may be opportunity for renewal & future innovations, they help determine strategy choices) -Is the segment still attractive? -How can we further extract profit from superior operations? -Have we lost sight of the core challenges facing our customers? -Is it time to exit this product/segment and invest elsewhere?
Journey Mapping is design thinking for operational value streams
PMS collaborate with other leaders to create Journey Maps Let experiences CX professional take lead high impact customer journey map requires: -research (not opinions) - a graphical representation (not a powerpoint) -focusing on customer goals and emotions -an understanding of your brand promise
Understanding Personas
Personas are fictional characters based upon your research. They represent the different people who might use your product or solution in a similar way. Convey the problems they're facing in context (e.g. their work environment) and key triggers for using the product Capture rich, concise information (photographs, family stories, jobs etc..) that inspire great products without unnecessary details
Personas purpose
Personas refine market segments... -Bring segments to life -personalize the experience to meet individual customer needs - get the segments right first, then build personas to support them
Research aligns on Planning Horizons (continuous exploration)
Portfolio Solution Roadmap(multi year vision,milestones,events, epics) PI Roadmap (short term forecast of features and milestones 3-4 PI) Current PI Plan (committed to features/ enablers for current PI) Iteration Plan Daily Plan
Types of User Personas
Primary- The personas that must be satisfied for a successful products. Their goals drive the design process. There are typically 1-4 primary personas. Secondary- Another user of the primary interface, one for whom we will make accommodations so long as the primary persona's experience is not compromised. That are typically 1-3 secondary personas. Negative: Someone for whom you're explicitly not going to satisfy. This helps you make tough choices about product feature and is used rarely. Focus on your primary and secondary personas.
Primary Data - Customer designed and implemented to answer specific questions as best as possible.
Qualitative(user research): How and why, empathy interviews, simple surveys, Gemba (GO and see!)Innovation games, customer advisory boards, trade studies, ethnography Quantitative(Market research): how many? Go or no-go? A/B Testing, questionnaires/ surveys, choice modeling, conjoint analysis
Market Segmentation - the process of dividing a potential market into distinct subsets (segments) with common needs or characteristics in order to focus effort on the most attractive segment.
Segments are: Identifiable - We can identify its members Measurable- we can determine its size Significant- it's large enough to be economically feasible Homogenous- members within a segment are similar Heterogenous- members between segments are distinct Reachable- contacted through promotion and distribution efforts Compatible- aligned with out mission, strengths and ability
Solution management coordinates multiple trains within a Solution Train.
Solution manager(director/VP PM) -->multiple ARTs each with their own PM, PO's and Dev teams Larger Solutions require Larger PM team
Strengths and weaknesses of qualitative research
Strengths: Use in-person techniques to generate deeper understanding through contextual, multifaceted, verbal/non verbal communication. -Can strengthen customer relationships, especially in BSB and B2P markets. -Builds customer empathy within teams doing the research. -Creates vivd, concrete language and commitment to solve customers' problems. -Forms the foundation of innovation by letting you explore "what you don't know you don't know" Weaknesses: Is less objective than other market research methods. (We account for this in innovation games by using facilitators, multiple observers, and post processing results as a team.) -Does not scale to large numbers of people. -Is not statistically significant. However statistical significance is often not needed in B2B markets. -Is relatively costly on a 'per customer' cost basis (but often relatively cheap on 'actionable results' basis).
BMCs Describe SAFe Solutions
The portfolio canvas provides business context. -how solution fits into overall strategy -relationship to other portfolio initiatives The Value Stream Canvas provides execution details. -ARTs -Teams -Suppliers
Match innovation games to questions needing answers
To better understand..... Customer needs: Prune the product tree, Remember the future, Product box, Start your day, Me and my shadow, Give them a hot tub, 20/20 vision, Speedboat Solution Requirements: Remember the future, Spider Web, Product box, Buy a Feature, Show and Tell, Give them a hot tub, Speedboat Solution Usage: Spider Web, Start your day, Show and Tell, Me and my shadow, The Apprentice, Speedboat Future Solutions: Prune the product tree, Remember the future, Spider Web, Product box, Give them a hot tub, 20/20 vision
A job to be Done (JTBD) is NOT a product, service, or a specific Solution, Its a higher purpose for which customers buy products, services, and Solutions
To understand JTBD: -create market segments of customers facing similar problems -improve design of operational value streams and CX -create opportunities for innovation when we find entirely new ways to solve a problem
Two broad motivations for market research (Understand & Design)
Understand: Market Research -> Primarily drives product strategy Design: User Research -> Primarily drives product design
Market Research Process
What are your questions or hypotheses? What will you do with the answer? --> What data is needed to answer the questions?(for primary research who will you ask *most important planning question for primary research) --? Acquire the data -> Process/ analyze the data. -> Present the results and take action.
Innovation Games map into design thinking
Who is my customer? --> What is their problem? --->(speedboat, spiderweb) What solution do they need? ---> (Remember the future, give them a hot tub, product box) What is the MVP? ---> ( prune the product tree, 20/20 vision, buy a feature)
What is design thinking
an iterative solution development process that promotes a holistic approach to delighting all stakeholders. Discover & Define the problem Develop & Deliver the solution DVFS Desirable viable feasible sustainable
Market Data Process
product telemetry, operational data primary data helps develop hypothesis, secondary data helps confirm hypothesis
Total Available Market (TAM)
the total possible size of the market Serviceable Available Market (SAM) Serviceable Obtainable Market (SOM) **part of serviceable market you can get
