The Success of the Kalamunda Circuit If you built it, they will come.
We Built It, They Didn't Come
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Transcript of We Built It, They Didn't Come
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© Duncan K G Campbell 2016 1
We Built It, They Didn’t ComeA post-mortem of a failed project, and an examination of how to prevent such disasters in future.
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© Duncan K G Campbell 2016 2
“If you build it, he will come.” - Field of Dreams
“If you book them, they will come.” - Wayne’s World
…but product development is not like the movies.
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© Duncan K G Campbell 2016 3
Project BackgroundDomain expert, not software
developerVision to automate the domain -
reducing time, resources and costs
Commercial enterprise software (B2B)
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© Duncan K G Campbell 2016 4
Ingredients for Agile Developmenta Product Ownerprioritised backlogdaily stand-up scrumsScrum board with Post-It notesburn-down chartregular sprintssprint reviews & retrospectivesa Scrum Masteran actual product
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© Duncan K G Campbell 2016 5
Project Disease Symptomsorganisation inexperienced in
software developmentpoor quality staffpoor attention to qualitypoor communication within the teammismatched expectationscancerous growth ratelimited customer inputunverified customer input
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© Duncan K G Campbell 2016 6
Project Timeline2008
◦The vision!2009
◦Search for offshore outsource partner
◦Recruited overseas, moved development to Singapore
◦Prototype developed & used for demos to investors
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Project Timeline2010
◦Public launch◦Release to internal users◦Sale to Customer A
Bought as-is◦Sale to Customer B
Long list of customer-dictated features & deadlines agreed by Sales and PM
◦PM leaves
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© Duncan K G Campbell 2016 8
Project Timeline2011
◦Customer B Entire development focus Inevitable failure to meet expectations
◦Customer A Not using the product
◦Internal users Minimal support
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© Duncan K G Campbell 2016 9
Project Timeline2012
◦Customer A Did not extend contract
◦Customer B Only used by one evaluator Strained negotiations to salvage contract
◦Customer C Bought as-is
◦Internal users Minimal support
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Project Timeline2013
◦Customer C Strained contract negotiations, ended
support◦Customer B
Final payment, no support◦Prospect D
Entire development focus on tender◦Internal users
Minimal support
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© Duncan K G Campbell 2016 11
Project Timeline2014
◦Internal users Sole remaining customer
◦New PO & product vision?2015
◦Last ditch sales effort◦Internal users
2016◦Commercial death
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What Killed the Project?A couple of paying customers
were found◦Only interested in a sub-set of the
features from the vision◦Interested in having more features
related to that sub-set◦Relationships soured because of
mismatched expectations for delivery
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© Duncan K G Campbell 2016 13
What Killed the Project?Collectively produced poor
quality productSlow to make changesDeveloped demonstration features
which continued to be maintainedWaste became a drag on
development
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What is Software Development For?Agile Manifesto principles:
◦“Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.” http://agilemanifesto.org/principles.html
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What is Software Development For?Modern Agile principles:
◦“Make people awesome” http://modernagile.org/
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What is Valuable Software?Working softwareWanted software
◦Product-market fit?◦Problem-solution fit?◦Is the problem worth solving?
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What Killed the Project?The project failed to provide
valuable software…it failed to provide a product
which fit the market…it failed to provide a sufficient
solution to a problemIt failed to react to this
informationIt failed to learn early and often
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What to do Differently?Quickly identify if a solution to a
customer problem is sufficiently valuable
Repeat
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Lean Startup
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Project = Startup"a human institution designed to
create a new product or service under conditions of extreme uncertainty“ - Eric Ries
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Lean StartupActionable feedbackNo vanity metrics
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Modern Agile Principles“Experiment and Learn Rapidly”
http://modernagile.org/
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Identify the target customerAskObserveMeasureTestRepeat
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ConclusionsThe project died because it failed to
deliver valuable softwarePoor quality delivery left the project
unwellNot actively identifying product-
market fit left the project fatally wounded
If your project is not delivering value, change course, jump ship or enjoy the ride