Intrenion

Books as Frameworks: Product, Service, Development

Table of Contents

• Beyond Requirements (Kent McDonald)
• Business Analyst (Yulia Kosarenko)
• Buzzing Communities (Richard Millington)
• Good Services (Louise Downe)
• Inspired (Marty Cagan)
• Scrum (Chris Sims et al.)
• Sprint (Jake Knapp et al.)

Beyond Requirements (Kent McDonald)

Ideas

Guiding Principles

1. Introduction
2. Deliver Value
3. Collaborate
4. Iterate
5. Simplify
6. Consider Context
7. Decide Wisely
8. Reflect and Adapt
9. Conclusion
10. If You Remember Nothing Else

Helpful Concepts

1. Introduction
2. Needs and Solutions
3. Outcome and Output
4. Discovery and Delivery
5. If You Remember Nothing Else

Influence of Lean Startup

1. Introduction
2. Customer Development
3. Build-Measure-Learn
4. Metrics
   1. Good Metrics
   2. Things to Consider with Metrics
   3. Creating Your Metrics
5. If You Remember Nothing Else

Decision Making

1. Introduction
2. A Structure for Decision Making
   1. Determine the Decision Maker
   2. Select a Decision Mechanism
   3. Determine What Information Is Needed
   4. Make a Timely Decision
   5. Build Support with Peers/Stakeholders
   6. Communicate the Decision
   7. Enact the Decision
3. Real Options
4. Cognitive Biases
   1. Elicitation
   2. Analysis
   3. Decision Making
5. If You Remember Nothing Else

Deliver Value

1. Introduction
2. Feature Injection
   1. Identify the Value
   2. Inject the Features
   3. Spot the Examples
3. Minimum Viable Product
4. Minimum Marketable Features
5. If You Remember Nothing Else

Analysis with an Agile Mindset

1. Introduction
2. What Is the Need
3. What Are Some Possible Solutions
4. What Should We Do Next
5. What Are the Details of This Part (i.e., Telling the Story)
6. If You Remember Nothing Else

Case Studies Analysis with an Agile Mindset

Case Study: Conference Submission System

1. Introduction
2. The Need
3. The Possible Solution(s)
4. The Deliveries of Value
   1. Define-Build-Test
   2. The Incident of the Themes
   3. Agile2014
5. Lessons Learned

Case Study: Commission System

1. Introduction
2. The Need
3. The Possible Solution(s)
4. The Deliveries of Value
5. Lessons Learned

Case Study: Data Warehouse

1. Introduction
2. The Need
3. The Possible Solution(s)
4. The Deliveries of Value
5. Lessons Learned

Case Study: Student Information System

1. Introduction
2. The Need
3. The Possible Solution(s)
4. Lessons Learned

Techniques

Understanding Stakeholders

1. Introduction
   1. Stakeholder Analysis
   2. User Analysis
2. Stakeholder Map
   1. What It Is
   2. An Example
   3. When to Use It
   4. Why Use It
   5. How to Use It
   6. Caveats and Considerations
   7. Additional Resources
3. Commitment Scale
   1. What It Is
   2. An Example
   3. When to Use It
   4. Why Use It
   5. How to Use It
   6. Caveats and Considerations
   7. Additional Resource
4. User Modeling
   1. What It Is
   2. An Example
   3. When to Use It
   4. Why Use It
   5. How to Use It
   6. Caveats and Considerations
   7. Additional Resources
5. Persona
   1. What It Is
   2. An Example
   3. When to Use It
   4. Why Use It
   5. How to Use It
   6. Caveats and Considerations
   7. Additional Resources

Understanding Context

1. Introduction
2. Purpose-Based Alignment Model
   1. What It Is
   2. The Quadrants Explained
   3. An Example
   4. When to Use It
   5. Why Use It
   6. How to Use It
   7. Caveats and Considerations
   8. Additional Resource
3. Six Questions
   1. What It Is
   2. An Example
   3. When to Use It
   4. Why Use It
   5. How to Use It
   6. Caveats and Considerations
   7. Additional Resource
4. Context Leadership Model
   1. What It Is
   2. An Example
   3. When to Use It
   4. Why Use It
   5. How to Use It
   6. Caveats and Considerations
   7. Additional Resource

Understanding the Need

1. Introduction
2. Decision Filters
   1. What It Is
   2. An Example
   3. When to Use It
   4. Why Use It
   5. How to Use It
   6. Caveats and Considerations
   7. Additional Resources
3. Project Opportunity Assessment
   1. What It Is
   2. An Example
   3. When to Use It
   4. Why Use It
   5. How to Use It
   6. Caveats and Considerations
   7. Additional Resource
4. Problem Statement
   1. What It Is
   2. An Example
   3. When to Use It
   4. Why Use It
   5. How to Use It
   6. Caveats and Considerations
   7. Additional Resource

Understanding the Solution(s)

1. Introduction
2. Impact Mapping
   1. What It Is
   2. An Example
   3. When to Use It
   4. Why Use It
   5. How to Use It
   6. Caveats and Considerations
   7. Additional Resource
3. Story Mapping
   1. What It Is
   2. An Example
   3. When to Use It
   4. Why Use It
   5. How to Use It
   6. Caveats and Considerations
   7. Additional Resource
4. Collaborative Modeling
   1. What It Is
   2. An Example
   3. When to Use It
   4. Why Use It
   5. How to Use It
   6. Caveats and Considerations
   7. Additional Resource
5. Acceptance Criteria
   1. What It Is
   2. An Example
   3. When to Use It
   4. Why Use It
   5. How to Use It
   6. Caveats and Considerations
   7. Additional Resources
6. Examples
   1. What It Is
   2. An Example
   3. When to Use It
   4. Why Use It
   5. How to Use It
   6. Caveats and Considerations
   7. Additional Resources

Organizing and Persisting Solution Information

1. Introduction
2. Discovery Board
   1. What It Is
   2. An Example
   3. When to Use It
   4. Why Use It
   5. How to Use It
   6. Caveats and Considerations
   7. Additional Resources
3. Definition of Ready
   1. What It Is
   2. An Example
   3. When to Use It
   4. Why Use It
   5. How to Use It
   6. Caveats and Considerations
   7. Additional Resources
4. Delivery Board
   1. What It Is
   2. An Example
   3. When to Use It
   4. Why Use It
   5. How to Use It
   6. Caveats and Considerations
   7. Additional Resources
5. Definition of Done
   1. What It Is
   2. An Example
   3. When to Use It
   4. Why Use It
   5. How to Use It
   6. Caveats and Considerations
   7. Additional Resources
6. System Documentation
   1. What It Is
   2. An Example
   3. When to Use It
   4. Why Use It
   5. How to Use It
   6. Caveats and Considerations
   7. Additional Resources

Business Analyst (Yulia Kosarenko)

Scope: What Is Business Analysis?

1. Business analysis
2. Business analysis profession
3. Business analyst mindset

Drivers: Why Are Requirements Required?

1. Business problems and needs
2. Current state and future state
3. To change or not to change
4. What are business requirements?

Context: Who and What Is Involved?

1. Setting the context
2. Recognizing constraints
3. Business analyst in organizational context
4. Stakeholders of change
5. Stakeholder relationships and interactions
6. Who is the client?

Process: How Do We Do Business Analysis?

1. In search of requirements: where do they come from
2. Doing business analysis: the process
3. Discovery: we don’t know what we don’t know
4. Assumptions: the good, the bad and the ugly
5. Analysis: finding the gaps
6. Synthesis: defining future state
7. Packaging: creating order
8. Prioritizing: scope refinement

Activities: What Do Analysts Do All Day?

1. Business analysis activities at a glance
2. Due diligence: artifact analysis
3. Questions: asking and asking again
4. Immersion: learning by experience
5. Root cause analysis: why do we have a problem
6. Process analysis: making it flow
7. Modelling: getting the picture

Product: How Do We Define Requirements?

1. Requirement types
2. Strategic requirements
3. Functional requirements
4. Non-functional requirements
5. Implementation requirements

Quality: How to Deliver a Good Product?

1. Requirements quality factors and risks
2. Quality criteria
3. Documentation best practices
4. Requirements quality assurance
5. Validation of understanding

Communication: Requirements Sharing Techniques

1. Goals and challenges of communicating requirements
2. Tools and techniques overview
3. Natural language
4. Structured language
5. Procedural text
6. Satisfaction and acceptance criteria
7. Wireframes and storyboards
8. Interactive prototypes
9. Design elements catalogue
10. Tables and matrices
11. Decision tables and decision trees
12. References to external requirements

Diagrams: Modelling Requirements

1. On the value of modelling… again
2. Modelling best practices
3. Context model
4. Value chain model
5. Use case diagram
6. Data flow diagram
7. Process flows
8. State transition diagram

Solution: Getting Value Out of Requirements

1. Solution lifecycle
2. From requirements to solution design
3. Traceability: requirements GPS
4. Acceptance: did we achieve business goals?

Collaboration: Managing Groups and Meetings

1. Why hold a meeting?
2. Objectives
3. Participants
4. Preparation
5. Logistics
6. Facilitation
7. Recording
8. Follow-up

Business Analyst Mindset: The Glue That Holds It Together

1. Focus on business - Calibrate solutions to business goals
2. Solve the right problem
3. Question everything
4. Lead and facilitate
5. Analysis before synthesis; Information before requirements
6. Uncover gaps - Do not cover them up
7. Simplify until nothing can be removed
8. Take responsibility for shared understanding of business requirements
9. Accept and embrace business change
10. Be part of the solution
11. Expect human behavior from human beings
12. Learn, adapt, and thrive

Buzzing Communities (Richard Millington)

How to Manage Your Community

1. Strategy
2. Growth
3. Content
4. Moderation
5. Influence and Relationships
6. Events and Activities
7. Business Integration
8. Return on Investment
9. User Experience

Everything You Need to Know About Your Members

1. The Community Ecosystem
2. Competition: Existing Online Communities
3. The Audience: Demographics, Habits, and Psychographics
4. Conclusion: Community Management Success

Good Services (Louise Downe)

1. Be easy to find
2. Clearly explain its purpose
3. Set a user’s expectations of the service
4. Enable each user to complete the outcome they set out to do
5. Work in a way that is familiar
6. Require no prior knowledge to use
7. Be agnostic of organisational structures
8. Require the minimum possible steps to complete
9. Be consistent throughout
10. Have no dead ends
11. Be usable by everyone, equally
12. Encourage the right behaviours from users and service providers
13. Quickly respond to change
14. Clearly explain why a decision has been made
15. Make it easy to get human assistance

Inspired (Marty Cagan)

Lessons from Top Tech Companies

1. Behind Every Great Product
2. Technology-Powered Products and Services
3. Startups: Getting to Product/Market Fit
4. Growth-Stage Companies: Scaling to Success
5. Enterprise Companies: Consistent Product Innovation
6. The Root Causes of Failed Product Efforts
7. Beyond Lean and Agile
8. Key Concepts

The Right People

Product Teams

1. Principles of Strong Product Teams
2. The Product Manager
3. The Product Designer
4. The Engineers
5. Product Marketing Managers
6. The Supporting Roles
7. Profile: Jane Manning of Google

People @ Scale

1. The Role of Leadership
2. The Head of Product Role
3. The Head of Technology Role
4. The Delivery Manager Role
5. Principles of Structuring Product Teams
6. Profile: Lea Hickman of Adobe

The Right Product

Product Roadmaps

1. The Problems with Product Roadmaps
2. The Alternative to Roadmaps

Product Vision

1. Product Vision and Product Strategy
2. Principles of Product Vision
3. Principles of Product Strategy
4. Product Principles

Product Objectives

1. The OKR Technique
2. Product Team Objectives

Product @ Scale

1. Product Objectives @ Scale
2. Product Evangelism
3. Profile: Alex Pressland of the BBC

The Right Process

Product Discovery

1. Principles of Product Discovery
2. Discovery Techniques Overview

Discovery Framing Techniques

1. Opportunity Assessment Technique
2. Customer Letter Technique
3. Startup Canvas Technique

Discovery Planning Techniques

1. Story Map Technique
2. Customer Discovery Program Technique
3. Profile: Martina Lauchengco of Microsoft

Discovery Ideation Techniques

1. Customer Interviews
2. Concierge Test Technique
3. The Power of Customer Misbehavior
4. Hack Days

Discovery Prototyping Techniques

1. Principles of Prototypes
2. Feasibility Prototype Technique
3. User Prototype Technique
4. Live-Data Prototype Technique
5. Hybrid Prototype Technique

Discovery Testing Techniques

1. Testing Usability
2. Testing Value
3. Demand Testing Techniques
4. Qualitative Value Testing Techniques
5. Quantitative Value Testing Techniques
6. Testing Feasibility
7. Testing Business Viability
8. Profile: Kate Arnold of Netflix

Transformation Techniques

1. Discovery Sprint Technique
2. Pilot Team Technique
3. Weaning an Organization Off Roadmaps

Process @ Scale

1. Managing Stakeholders
2. Communicating Product Learnings
3. Profile: Camille Hearst of Apple

The Right Culture

1. Good Product Team/Bad Product Team
2. Top Reasons for Loss of Innovation
3. Top Reasons for Loss of Velocity
4. Establishing a Strong Product Culture

Scrum (Chris Sims et al.)

Roles

1. Product Owner
2. Scrum Master
3. Team Member

Scrum Artifacts

1. The Product Backlog
2. The Sprint Backlog
3. Burn Charts
4. Task Board
5. Definition of Done

The Sprint Cycle

1. It’s About Rhythm
2. Sprint Planning Meeting
3. Daily Scrum
4. Story Time
5. Sprint Review
6. Retrospective
7. Abnormal Sprint Termination
8. Inspect & Adapt, Baby!

Sprint (Jake Knapp et al.)

Set the Stage

1. Challenge: Start with a big problem
2. Team: Get a Decider, a Facilitator, and a diverse team
3. Time and Space: Schedule five days and find the right room

Monday

1. Start at the End: Agree to a long-term goal
2. Map: Diagram the problem
3. Ask the Experts: Interview your teammates and other experts
4. Target: Choose a focus for your sprint

Tuesday

1. Remix and Improve: Look for old ideas and inspiration
2. Sketch: Put detailed solutions on paper

Wednesday

1. Decide: Choose the best solutions without groupthink
2. Rumble: Keep competing ideas alive
3. Storyboard: Make a plan for the prototype

Thursday

1. Fake it: Build a façade instead of a product
2. Prototype: Find the right tools, then divide and conquer

Friday

1. Small Data: Get big insights from just five customers
2. Interview: Ask the right questions
3. Learn: Find patterns and plan the next step