Copyright © 2004 Lean 360° LLC Developing the Software Product Concept Ammon Cookson VP Product...

Copyright © 2004 Lean 360° LLC

Developing the Software Product Concept

Ammon CooksonVP Product DevelopmentProWorks Corporation

Principal, Lean360°

[email protected]

2Copyright © 2004 Lean360° LLC

Lean

Pioneered by Toyota over the last 50 years. Enabled sustained competitive advantage.

#2 Car maker #1 in Profitability

Adapted for Software Lockheed Martin Timberline Software ProWorks


Intro to Lean – 4 Principles

1. The customer defines value

2. Make value flow – “along streams”

3. Data driven decisions

4. Continuous improvement


Lean Enterprise

Uses time and the relentless pursuit of waste elimination as competitive leverage

Any activity which absorbs resources but does not create value

Does it improve the fit, form, or function of the product or service?

Is the customer willing to pay for it?

Principle #1: The customer defines value


Value Delivery System

Good

Customer

Good

Good

Good

Good

Company/Customer Boundary

Company/Customer Boundary

Software Company

Customer

Customer’s Customer

The Value Delivery System Customer Chain


360°

What are the areas/functions required to delivery software product to customers and make a profit? Value Delivery System Elements

Strategy/Owner Marketing Sales Engineering QA Publications Client Support Services Operations


What makes good product concepts Great Products?


What makes good product concepts Great Products?

Identify the right customer personas/stakeholders

Translate spoken and unspoken customer requirements into the right mix of must-be and attractive features.

Create a product concept trajectory Release 1.0 Release 2.0


Concept Phase

Define Process Identify

Personas/Stakeholders Interview Personas Feature Discovery KANO analysis

Validate Process Working models Customer testing

Define

Validate

SPC

Strategy


Define: Personas

Consider the personas from a 360° view. Identify the personas and make them real. Consider micro-market segmentations.


Define: Interviews

Create a Topic Guide Interview personas

Lots of interviews Everyone on the team

does interviews.


Define: Feature Discovery

Team reviews the interviews. Generates a list of possible features.


KANO

Connects the voice of the customer to facts and data.

Makes facts and data the center of the conversation around requirements and features across all stakeholders.

Enables scope/feature trade off decisions to be based on facts.

Helps balance scope between must-be and attractive.


Spoken and Unspoken Customer Requirements

M=Must be present- Implied- self-evident- not expressed- obvious

A=attractive- Not expressed- cool! Wow!- cause delight- Harley vs Honda

O=one-dimensional- articulated- specified- measurable- technical

R=reversing- negative- e.g. animated paper clip in MS Office

X= Product Functionality

Y= Customer Satisfaction (WOW) Factor

+

-

+

-


Kano Steps

1. Create survey with present/absent questions for each potential feature.

2. Evaluate each respondent’s answers for each feature using the KANO Priority Matrix.

(M) Must be, (A) Attractive, (O) One-dimensional, (I) Indifferent, (R) Reversing, (Q) Questionable

3. Total feature preference scores for all features– for all users.


For each feature, ask how would you feel if it were PRESENT and ABSENT?

How would you feel if you DID NOT have a central place (such as a repository) to store all estimates for cross estimate reporting and analysis? ______ I would be delighted to find it that way. ______ I expect it to be that way. ______ I am neutral. ___X__ I don't like it that way but I can live with it. ______ It must not be that way. ______ None of the above

How would you feel if you could have a central place (such as a repository) to store all estimates for cross estimate reporting and analysis? __X__ I would be delighted to find it that way. ______ I expect it to be that way. ______ I am neutral. ______ I don't like it that way but I can live with it. ______ It must not be that way. ______ None of the above

How do you feel if the feature is PRESENT?

How do you feel if the feature is ABSENT?

Create feature question pairs…

Delighted!

Expect!

Nuetral

Live With.

Must NOT Be!

Delighted!

Expect!

Nuetral

Live With.

Must NOT Be!


Determine Feature Preference

How would you feel if the feature were

PRESENT?

Delighted!

Expect!

Nuetral

Live With.

Must NOT Be!

Delighted! Expect! Nuetral Live With.Must NOT

Be!

Q

Q

A A A O

MM

M

RR

RR R R R

III

III

III

How would you feel if the feature were

ABSENT?

Feature [A]

A M O R IAttractive Must-Be One-Dim. Reversing Indifferent

Feature [B]

KANO Survey:Judith’s responses

KANO Survey:Judith’s responses

Feature [A]

1

2KANO Survey:

Susan’s responses

KANO Survey:

Susan’s responses

KANO Survey:

Sally’s responses

KANO Survey:

Sally’s responses


Feature Priority Matrix – Survey Totals

Feature [A]

A M O R IAttractive Must-Be One-Dim. Reversing Indifferent

5 pts. 3 pts. 1 pts. -5 pts. 0 pts.

2 4 1

10 12 12323

Composite Score


KANO Survey Totals Example

A M O R I


KANO Survey Totals Example

Feature Description Score Attractive Must-doOne-

Dimensn. Reversing

Be able to filter the repository and get estimates based on specific user defined criteria. 54 40 15 4 -5

Have a central repository for doing cross estimate reporting and analysis. 52 45 6 6 -5

Be able to apply different productivity factors for different locations. 48 45 6 2 -5

Be able to store in the central repository estimated and actual costs. 46 40 3 8 -5

Be able to apply factors and percentages to adjust for different locations. 37 35 3 4 -5

Be able to generate a new estimate that's based on the averages of the estimates filtered. 32 25 6 6 -5

Create the estimate in one currency than see the estimate in a different currency. 25 25 3 2 -5

Have a table of currency conversion rates. 19 25 4 -10

Copyright © 2004 Lean 360° LLC Developing the Software Product Concept Ammon Cookson VP Product...

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