Agile Product Development Playbook - Popular Tools and Techniques

@AndyBirds@AndyBirds
Hello!
I’m Andy Birds
@AndyBirds
Google Deep Dream Generator is a platform where you can transform photos using a powerful AI algorithms
http://deepdreamgenerator.com/

We help our clients harness
technology, to create compelling
business opportunities

We are a global business with a local presence
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Employees
14
Countries
42
Offices
25
Years

Our experiences are encapsulated in 80+ books

Agile Product
Development
POPULAR TOOLS
& TECHNIQUES

PRESENTATION OBJECTIVES
Share some of my learnings, with the hope that I will:
✓ give you some new tools
✓ direct you to some further useful reading
✓ inspire you try something new
“To achieve the above I’m going to give a broad and
shallow overview of various tools (not deep) - it’s going
to be jam-packed and pacey”

PRODUCTDEVELOPMENTTOOLS
PRODUCT
ROADMAP
PRODUCT
VISION
CANVAS
PRODUCT
CANVAS
PRODUCT
PRINCIPLES
PORTFOLIO
ROADMAP
EMPATHY
MAP &
PERSONA
VALUE
PROPOSITION
CANVAS
BUSINESS
MODEL
CANVAS
LEAN
CANVAS

PRODUCT DEVELOPMENT PROCESS
REVIEW
STRATEGIC
GOALS
SET PRODUCT
VISION
MARKET &
CUSTOMER
INSIGHT
GENERATE
IDEAS
PRIORITISE
IDEAS /
FEATURES
CREATE
ROADMAP &
DEFINE
RELEASES
COMMUNICATE
& GET BUY-IN
BUILD PRODUCT
RELEASE /
LAUNCH
PRODUCT
MEASURE

IDEAL OUTCOME IS TO...
Deliver the
RIGHT PRODUCT
To the
RIGHT MARKET
At the
RIGHT TIME
With the
RIGHT PROCESS

@AndyBirds@AndyBirds 10
PRODUCT ROADMAP

“A product roadmap is an actionable plan that shows how
a product is likely to evolve. It typically covers several major
releases or product versions”
–Roman Pichler (Product Management Expert)
11
Agile Product
Management with
Scrum: Creating
Products that
Customers Love by
Roman Pichler

A Product Roadmap is a powerful tool to define
how a product will deliver value over time, whilst
maintaining strategic direction. If frames the work
in business language which helps with
stakeholder buy-in and alignment, as well as
securing investment for developing the product

WHY DO YOU NEED A ROADMAP?
FUNDING FOR
THE TEAM
(BUDGET
ACQUISITION)
LIGHTWEIGHT
GOVERNANCE
- PORTFOLIO
MANAGEMENT
VISIBLE HIGH
LEVEL PLAN
VALUE &
METRIC DRIVEN
TEAM BUY-IN
CLEAR GOALS
THAT ALIGN TO
STRATEGY
HELPS WITH
PRIORITISATION
(ELIMINATES
WASTE)
DESIGN
EVOLUTIONARY
ARCHITECTURE
DESIGN
EXPERIMENTS -
ITERATIVE
LEARNING
PEOPLE PROCESS PRODUCT
STAKEHOLDER
ALIGNMENT
CONNECT
SHORT & LONG
TERM

HOW DOES THE ROADMAP FIT IN?
STRATEGY
PORTFOLIO
PRODUCT
ROADMAP
RELEASE
ITERATION
DAY
Lean
Research
}
Agile
Delivery
}
PRODUCT
ROADMAP

Roadmapping is where you work with a team or
teams to visually lay out major chunks of work
over a particular period of time (typically as short
a timeline as the next 3-months to as long as the
next 18-months), is typically one of the earliest
activities that needs to take place in the agile
planning lifecycle

WHEN SHOULD YOU BE ‘ROADMAPPING’?
FUNDING
(start-up, new line of
business)
PLANNING
QUARTERLY
MEETINGS
STAKEHOLDER
PRESENTATIONS
PRODUCT
PORTFOLIO
STRATEGY
BUILD VS. BUY
DECISIONS

THINGS THAT SHOULD BE INCLUDED IN YOUR ROADMAP
THEMES BY
TIME FRAME
VIEW OF THE
IDEAS AND
FEATURES
BEING
DEVELOPED
STATUS OF
EACH STAGE
RISKS AND
CONSIDERATIONS
METRICS FOR
MEASURING
PROGRESS
BROAD TIME
FRAMES
SALES AND
MARKETING
EFFECTS
HIGH-LEVEL
PRODUCT
GOALS

GOAL ORIENTED PRODUCT ROADMAP (with variable time horizon)
Q2 2018 Q3 2018 Q4 2018 Q1 2019
Name
Goal
Features
(Epics)
Metrics
Based on Roman Pichler's
• What is the theme / version / release called?
• Why should it be built?
• How does is support the business strategy?
• What is the customer need or problem?
• What are the key features which are necessary to meet the goal?
• How do we know that the goal has been met?
• What is the outcome metric you wish to achieve?
• Is the metric SMART? (Specific, Measurable, Achievable, Relevant, Time-bound)

ACTIVITY METRICS VS. OUTCOME METRICS
FEATURE
VELOCITY
New features
completed in a
certain interval
LEAD & CYCLE
TIME
Elapsed time when
work starts until it's
done
POTENTIALLY
SHIPPABLE TIME
How frequently can
you put things live?
“CONCEPT TO
CASH”
From idea to benefit
realisation
ACTIVITY
METRICS
AVERAGE
REVENUE PER
CUSTOMER
contribution to
revenue
NET
PROMOTER
SCORE (NPS)
gauge loyalty of
customers
CUSTOMER
ACQUISITION
COST (CAC)
Cost to attract
each customer
CHURN RATE
Stickiness of the
customer base
OUTCOME
METRICS
NOT THESE

OUTCOME METRICS - PIRATE METRICS (AARRR)
Dave McClure
ACQUISITION
ACTIVATION
RETENTION
REVENUE
REFERRAL
How do users find you?
Do users have a great first experience?
Do users come back?
How do you make money?
Do users tell others?

METRICS NEED TO BE CLEAR
POOR: TOO VAGUE
Customers will be delighted
POOR: OUTPUT NOT OUTCOME
Work done on time and in budget
POOR: TOO DETAILED FOR A GOAL
Top search result click-through increases
GOOD: HIGH LEVEL BUSINESS OUTCOME
Conversion from search results increase
quarter-over-quarter (A proxy for Customers
find what they are looking for easier)
Lean Analytics:
Use Data to Build
a Better Startup
Faster by Alistair
Croll and
Benjamin
Yoskovitz
How to Measure
Anything: Finding
the Value of
"Intangibles" in
Business
by Douglas W.
Hubbard

GOAL STATEMENT AND OUTCOME METRICS
Need to be closely linked
• Goals should include information on what will be affected.
• Metrics should be linked to the goal and state how will progress be measured,
and when will the goal be achieved.
• Use the following goal statement as a starter template:
[Increase/Improve/decrease/eliminate] the [description of the
measure]
• Use the following outcome metric statement as a starter template:
Success = from [current level of performance] to [desired level of
performance] by [date]

Q2 2018 Q3 2018 Q4 2018 Q1 2019
Name
Goal
Features
(Epics)
Metrics
EXAMPLE OF GOAL & METRICS
ACQUISITION
Increase number of
new customers by
25%
ACTIVATION
Increase customer
usage of our app
REVENUE
Increase the average
spend per customer
by 25%
RETENTION
Increase customer
usage of our services
GOAL
Success = from
1M last year to
1.25M in 2018
Success = from
25% of customers
using the app an
average of 3 times
a month to 50%
Success = from
£800 per
customer to
£1000 by end of
£2018
Success = from
customers using
our service an
average of 2 times
per month to 3
times per month
METRIC

REMEMBER: USE THE ‘SMART’ MNEMONIC TO CHECK
SPECIFIC
MEASURABLE
ACHIEVABLE
RELEVANT
TIME-BOUND
Is the Goal and Metric well defined using clear language?
Can you track the progress and measure the outcome?
Is the goal reasonable enough of being attainable?
Is the goal linked to the business strategy?
Do you know when you Goal will be accomplished?

PRODUCT ROADMAP OWNERSHIP
CONTRIBUTE
Other Team Members
CONTRIBUTE
Q3 2016 Q4 2016 Q1 2017 Q2 2017
Name
• What is the release
called?
Goal • Why should it be
developed?
Features (Epics) • What are it’s key
features which are
necessary to meet
the goal?
Metrics • How do we know that
the goal has been
met?
PRODUCT ROADMAP
Product
Owner
OWNS &
MANAGES
Stakeholders,
Users and
Customers

PRODUCT ROADMAP REVIEW CYCLE
MATURE PRODUCT REVIEW QUARTERLY
REVIEW EVERY 3 TO
6 MONTHS
YOUNG PRODUCT REVIEW MONTHLY REVIEW QUARTERLY
DYNAMIC MARKET STABLE MARKET
Note: The Product Owner should be constantly updating the Product Roadmap based on new learnings and data

Low
High
PRIORITY
Value
Urgency
Job Size (cost)
Risk
Knowledge
{Epic
User Story
Epic
User Story
User Story
User Story with Acceptance Criteria
Refinement
Coarse
grained
Fine
grained
PRODUCT BACKLOG
(previouslyknownasGrooming)

Theme
Feature
Epic
Acceptance
Tests
Definition
of Done
Acceptance
Criteria
Epic
User
Story
User
Story
User
Story
Acceptance
Criteria
Acceptance
Criteria
Acceptance
Tests
Acceptance
Tests
IDEAS
PRODUCT ROADMAP PRODUCT BACKLOG

IDEAS CAN COME FROM MANY PLACES
CUSTOMER
RESEARCH e.g.
INTERVIEWS
AND SURVEYS
MARKET
RESEARCH &
INSIGHTS
DATA &
STATISTICS
EXPERTS
COMPETITIVE
RESEARCH
BENCHMARK
ANALYSIS
INNOVATION
LAB
BUSINESS
STRATEGY
LEGISLATION
AND
REGULATION

IMPACT MAPPING IS A GREAT TOOL TO GENERATE THE
ROADMAP
Impact Mapping:
Making a big impact
with software products
and projects by Gojko
Adzic

PRODUCT BOX
Product in a Box: Imagine the product is in a box
on a supermarket shelf. What would appear on
the box that would appeal to our customers?
FRONT
● Product Name
● Product’s Visual Representation
● Slogan or Product Description
BACK
● Key Features
● Why you should buy it (customer benefits)
SIDES
● Company
● Price
● Regulatory information for customers
● Product Promise
Innovation Games:
Creating
Breakthrough
Products Through
Collaborative Play:
Creating
Breakthrough
Products and
Services by Luke
Hohmann

DESIGN SPRINT
Sprint: How To
Solve Big
Problems and Test
New Ideas in Just
Five Days by Jake
Knapp

FEATURE HYPOTHESIS
WE KNOW THAT [ insight - challenge/problem ]
WE BELIEVE THAT [ feature or outcome to be tested – what ]
FOR [target user - who it will be tested with ]
WILL RESULT IN [ we expect this to happen to pass the test ]
WE’LL KNOW WE’RE RIGHT IF [ measure of success ].

FEATURE CARD
Need / Challenge / Problem / Opportunity (insight)
What need does it meet? What problem are we solving? Why is this important?
We know that <insight - challenge/problem>
Potential milestones
Feature Name
Supports
Strategic Goal
Which Strategic Goal
does the initiative
contribute too?
Reference
FEATURE
Measures of Success
Why now? – market opportunity? potential cost of delay?
We will declare success or failure when <changed metric>
WSJF
CoD
Scores
Actionable Change
Who is this for? What is the change?
Who has solved this problem well? What is our differentiator?
We believe that <actionable change - what>
Owner
Squad(s)
Date raised Date completed
Raised by
Avoid
Costs
Increase
Revenue
Reduce
Costs
Protect
Revenue

OPPORTUNITY CANVAS
Jeff Patton & Associates
Users &
Customers
What types of users and
customers have the challenges
your solution addresses?
Look for differences in user’s goals
or uses that would affect their use
of the product. Separate users
and customers into different types
based on those differences that
make a difference. It’s a bad idea
to target “everyone” with your
product.
Problems
What problems do prospective
users and customers have today
that your solution addresses?
What needs, goals, or
jobs-to-be-done done should your
solution address?
Solution
ideas
List product, feature, or
enhancement ideas that solve
problems for your target audience.
How will
users use
your
solution?
If your target audience has your
solution, what will they do
differently as a consequence?
And, how will that benefit them?
User Metrics
What specific user behaviors can
you measure that will indicate they
try, adopt, use, and place value in
your solution?
Solutions
Today
How do users address their
problems today?
List competitive products or
work-around approaches your
users have for meeting their
needs.
Adoption
Strategy
How will customers and users
discover and adopt your solution?
Business Challenges
How do the customers’ and users’ and their challenges above impact your
business? If you don’t solve these problems for your customers and users,
will it hurt your business? How?
Business Benefits and
Metrics
What business performance metrics will be affected by the success of this
solution? These usually change as a consequence of users actually buying
and using your solution.
Title:
Date:
Iteration:
1
2
1
3
4
65
7
8
9
Budget
1. What might it cost your
organization if you don’t create
this solution?
2. What might your organization
earn or save if you do?
3. Given that, what would your
organization budget to create
this solution?

RELEASE PLAN

PRODUCT ROADMAP RELEASE PLAN (multi-team example)
User Story
Technical
User Story
User Story
User Story
User Story
PRODUCT
BACKLOG
User Story
Iteration 1 Iteration 2 Iteration 3
Team 1
Team 2User Story
Technical
User Story
User Story
User Story
User Story
User Story
User Story
Technical
User Story
User Story
User Story
User Story
User Story
User Story
Technical
User Story
User Story
User Story
User Story
User Story
User Story
RELEASERELEASE
User Story
Technical
User Story
User Story
Technical
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Technical
User Story
User Story
User Story
User Story
User Story

WHAT COMES FIRST?
Sometimes teams will first create a Product Roadmap and then create a Product Backlog; in other cases,
teams first create a Product Backlog, then create a Product Roadmap.
Q3 2016 Q4 2016 Q1 2017 Q2 2017
Name
called?
developed?
features which are
necessary to meet
the goal?
the goal has been
met?
PRODUCT ROADMAP
User Story
Technical
User Story
User Story
User Story
User Story
PRODUCT
BACKLOG
User Story
Technical
User Story
User Story
User Story
Technical
User Story
User Story
User Story
User Story
User Story
User Story
RELEASE PLAN
RELEASE

WHERE TO START?

STARTING THE ROADMAP…
NOW NEXT LATER
Roughly equivalent to the
current quarter)
Roughly 4-6 months away,
depending on how long the
‘now’ stuff takes
7+ months away, at a
guess
• If Product Roadmap doesn't already exist start by using these planning horizons.
• The first Product Roadmaps will have wide variance in accuracy, with more time practice,
visibility and adaption they will become extremely useful.

REMEMBER YOU NEED TO PRIORITISE YOUR FEATURES
LIKE YOUR USER STORIES IN YOUR PRODUCT BACKLOG
Priority =
JOB SIZE
+ BUSINESS VALUECUSTOMER VALUE X URGENCY
( )
0 - 10 0 - 10 1 - 3
Fibonacci
1 - 21 http://blackswanfarming.com/ WSJF & CD3
IMPROVE
CUSTOMER
EXPERIENCE
IMPROVE CUSTOMER
EXPERIENCE
COMMENTS
INCREASE
PROFIT BEFORE
TAX (PBT)
INCREASE
PROFIT BEFORE
TAX (PBT)
COMMENTS
URGENCY URGENCY COMMENTS
Cost of Delay
(CX+PBT)xUrg)
JOB SIZE JOB SIZE COMMENTS
Weighted
Shortest Job
First (WSJF)
Score
WSJF:CD3
Ranking
Feature 1 5 3 1 8 2 4.00 1
Feature 2 7 4 1 11 5 2.20 3
Feature 3 1 7 1 8 3 2.67 2

GOAL ORIENTED PRODUCT ROADMAP (with variable time horizon)
Q2 2018 Q3 2018 Q4 2018 Q1 2019
Name
Goal
Features
(Epics)
Metrics
Based on Roman Pichler
• What is the theme / version / release called?
• Why should it be built?
• How does is support the business strategy?
• What is the customer need or problem?
• What are the key features which are necessary to meet the goal?
• How do we know that the goal has been met?
• What is the outcome metric you wish to achieve?
• Is the metric SMART? (Specific, Measurable, Achievable, Relevant, Time-bound)

EXAMPLE PRODUCT ROADMAP
Q1 Q2 Q3 Q4
Name
Phase 1 Phase 2 Phase 3 Phase 4
Goal Acquisition - increase the number
of completed applications
Acquisition - increase the
number of new accounts
Acquisition - increase
the number of new
active accounts
Acquisition -
increase No. of new
active accounts
Features /
Themes
• Improve usability/design
• Improve contact strategy e.g.
emails
• Reduce exceptions
• Add a Switching service
• Improved Web Analytics
• Add Web Chat
• Real-time fraud checks
• Real-time credit risk
assessment
• Instant decision
• Overdraft application
• Online proof of identity &
address upload
• Online banking
registration
• See Account Number
• Branch & Telephony -
view / edit / key
• Digital welcome
• Welcome pack in
online banking
• Case
Management
• Optimisation
• Multivariate
testing
Metrics Improve application conversion
by XX% (from XX% to XX%)
Improve application
conversion by XX% (from XX%
to XX%)
Improve application
conversion by XX%
(from XX% to XX%)
Improve application
conversion by XX%
(from XX% to XX%)
Note: features, release and dates are aspirational
Owner: Andy Birds
Expiration date: 31/03/2018

A Product Roadmap is a wish list and not a
promise to fulfil.
Top tip - use an expiration date to remind
people of this.

THINGS TO AVOID (smells / anti-patterns)
NOT RESPONDING
TO CHANGE
PLANNING IN
SILOS
UPDATING LESS
THAN ONCE A
QUARTER
IGNORING RISKS,
DEPENDENCIES &
ASSUMPTIONS
HIGHLY SECRETIVE
ENVIRONMENT
VIOLATION OF
AGILE MANIFESTO
AND PRINCIPLES
UNREALISTIC
TIMESCALES
NOT PRIORITISED
NOT ALIGNED TO
STRATEGIC
OUTCOMES

PRODUCT
VISION
CANVAS

PRODUCT VISION CANVAS
Vision: What is your motivation for creating the product?
Which positive change should it bring about?
Target Group Needs Product Value & Measures
• Which market or
market segment does
the product address?
• Who are the target
customers and users?
• Which problem does the
product solve?
• What benefit does it
provide?
• What product is it?
• What are the high level
features or themes
• What makes it stand
out?
• Is it feasible to develop
the product?
• How is the product
going to benefit the
company?
• How does it link to the
business strategy?
• What are the business
goals?
• What metrics would
indicate the product is
met the Target groups
needs?
Roman Pichler

Target Group Needs Product Value & Measures
• Which market or market
segment does the product
address?
• Who are the target
customers and users?
• Which problem does the
product solve?
• What benefit does it
provide?
• What product is it?
• What are the high level
features or themes
• What makes it stand out?
• Is it feasible to develop the
product?
• How is the product going
to benefit the company?
• How does it link to the
business strategy?
• What are the business
goals?
• What metrics would
indicate the product is met
the Target groups needs?
WHO WHY WHAT WHY
Roman Pichler

“ "
A VISION STARTS WITH A SHARED UNDERSTANDING
We’re all agreed? Oh...
Ah! We’re all agreed!

COVER STORY
Gamestorming: A
Playbook for
Innovators,
Rulebreakers, and
Changemakers by
Dave Gray and
Sunni Brown

COVER STORY - EXAMPLE
Gamestorming: A
Playbook for
Innovators,
Rulebreakers, and
Changemakers by
Dave Gray and
Sunni Brown

PRESS RELEASE TEMPLATE (Amazon)
● Heading — Name the product in a way the reader (i.e. your target customers) will understand.
● Subheading — Describe who the market for the product is and what benefit they get. One
sentence only underneath the title.
● Summary — Give a summary of the product and the benefit. Assume the reader will not read
anything else so make this paragraph good.
● Problem — Describe the problem your product solves.
● Solution — Describe how your product elegantly solves the problem.
● Quote from You — A quote from a spokesperson in your company.
● How to Get Started — Describe how easy it is to get started.
● Customer Quote — Provide a quote from a hypothetical customer that describes how they
experienced the benefit.
● Closing and Call to Action — Wrap it up and give pointers where the reader should go next.

FUTURE HEADLINES
NEWS OUTLET
DATE IN
FUTURE
HEADLINE
OPENING SENTENCE
COMPANY
QUOTE
COMPANY
QUOTE
IMAGE
Inspired by Amazon’s Internal Press Release and “working backwards” approach.

GOLDEN CIRCLE - Customers buy why you do it, not what you do
56
WHY?
e.g. We believe that
renewable energy can
power the entire world.
HOW?
e.g. We use the latest
technology to deliver low
cost, high efficiency solar
power to consumers.
WHAT?
e.g. We make solar panels
that look like tiles to
harvest the sun’s energy
and gorgeous batteries to
use it at night.
Start With Why:
How Great
Leaders Inspire
Everyone To Take
Action by Simon
Sinek
Simon Sinek

ELEVATOR PITCH (positioning statement)
FOR [ target customer ]
WHO [ statement of the need or opportunity ]
THE [ product name ]
IS A [ product category ]
THAT [ key benefit, compelling reason to use ]
UNLIKE [ primary competitive alternative ]
OUR PRODUCT [ statement of primary differentiation ].
Crossing the
Chasm: Marketing
and Selling
Disruptive
Products to
Mainstream
Customers by
Geoffrey A Moore

ELEVATOR PITCH WORKSHOP EXAMPLE

GADDIE PITCH - so easy to understand, you can share it at a party
YOU KNOW HOW....
WELL, WHAT WE DO IS ....
IN FACT ....
e.g. You know how...
private data is used all the
time by companies to
build a smarter business
but is this causing the risk
that private customer
data will create a terrible
privacy breach? Well,
what we do is… clean
enormous datasets so
that customers cannot be
re-identified. In fact… we
have proven that our
technology works with the
UK’s largest bank.

WRITING A GOOD VISION STATEMENT
Step 1: output - Define what you do as an output
Step 2: twist - Define what unique twist your organisation brings to the
above outcome
Step 3: quantification - Apply some high-level quantification
Step 4: human connection - Add relatable, human, ‘real world’ aspects
Bringing it all together:
e.g. Producing and selling locally sourced cakes and pies that are so
delicious and satisfying, that every customer who leaves our store does so
with a smile.

WHAT TWEET WOULD YOU LIKE TO SEE 12 MONTHS
FROM NOW?
You have a 280 characters
Your Twitter username can be a maximum
of 15 characters.
#Hashtags; denoted using the # symbol
before a word, are used to mark keywords
or topics in a tweet, and can be used to
categorise tweets.
@Mentions; are any tweets that include
@Username anywhere in the 140
characters, not necessarily at the start.

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25 Jan 2018

TEST THE PRODUCT VISION
1. Select the biggest
risk/assumption
Target Stakeholders Needs Product Value & Measures
Which market or market
address?
Who are the target customers
and users?
Which problem does the
product solve?
What benefit does it provide?
What product is it?
What makes it stand out?
Is it feasible to develop the
product?
How is the product going to
benefit the company?
What are the business goals?
2. Decide how to
address it
3. Collect the data
4. Analyse results
and make changes

LEAN HYPOTHESIS
WE BELIEVE THAT [ target user ]
HAS A PROBLEM [ doing thing ]
WE CAN HELP THEM WITH [ our solution ]
WE’LL KNOW WE’RE RIGHT IF [ change in metric ]. The Lean
Startup: How
Constant
Innovation
Creates Radically
Successful
Businesses by
Eric Ries

MVP =
MINIMUM VIABLE PRODUCT
• Just enough features to gather validated learning.
• Reduces costs and risk if the Hypothesis fails, for example,
due to incorrect assumptions.

TOP 10 MVP TECHNIQUES
1. CUSTOMER INTERVIEWS
2. LANDING PAGES
3. PRE-ORDER PAGES
4. A/B TESTS
5. AD CAMPAIGNS
6. FUNDRAISING
7. EXPLAINER VIDEOS
8. MANUAL BACK OFFICE (AKA “WIZARD OF OZ”)
9. CONCIERGE MVPS (MANUALLY GUIDE YOUR USER)
10. PROTOTYPES

LEAN STARTUP - FAST FEEDBACK LOOPS
Build
Measure
Learn

PRODUCT
CANVAS / WALL

PRODUCT CANVAS / WALL
Name Goal Metrics
The name of the product and release
/ version
Why should it be developed? The measure to determine if the goal
has been met
Target Group Big Picture Product Details
• List you target
customers and users
and their needs.
The desired User eXperience (UX): the user journeys, the
product functionality, the visual design, the cross-functional
properties.
User journeys, scenarios, storyboards, workflows,
design sketches, mock-ups, and constraints are helpful
techniques.
The specific actionable
items to reach the goal.
The items are ordered in
priority and may be
captured as detailed user
stories.

PRODUCT CANVAS - BIG PICTURE

PRODUCT
PRINCIPLES

AGILE PRINCIPLES (abbreviated)
1. Customer satisfaction
2. Harnessing change
3. Faster development timelines
4. Collaboration
5. Building projects around motivated individuals
6. Face-to-face communication
7. Working software as the key benchmark for success
8. Sustainable development
9. Technical excellence
10. Simplicity
11. Self-organizing teams
12. Self-reflecting teams
Source: http://agilemanifesto.org/principles.html

PRODUCT PRINCIPLES (EXAMPLE)
1. Customer can do 90% of interactions with the online.
2. It’s hard for customers to make mistakes.
3. Customers only use one login to access all services online.
4. Customers should not have to repeat information we
already know about them.
5. Customers are kept informed of important notifications.
6. Customers should not be forced into another channel,
unless they choose too.

PORTFOLIO
ROADMAP

GOAL ORIENTED PORTFOLIO ROADMAP
Updated by: On: DD/MM/YYYY
Date/Timeframe Date or Timeframe Date or Timeframe Date or Timeframe Date or Timeframe
PRODUCT 1 Version A Version B Version C Version D
Goal Desired Benefit Desired Benefit Desired Benefit Desired Benefit
Features Key Features Key Features Key Features Key Features
Metrics Business Metrics Business Metrics Business Metrics Business Metrics
PRODUCT 1 Version A Version B Version C Version D
Goal Desired Benefit Desired Benefit Desired Benefit Desired Benefit
Features Key Features Key Features Key Features Key Features
Metrics Business Metrics Business Metrics Business Metrics Business Metrics
PORTFOLIO<NAME>
Roman Pichler

AN EXAMPLE OF PORTFOLIO ROADMAP
JUL-SEPT 2018 OCT-DEV 2018 JAN-MAR 2019 APR-JUN 2019
PRODUCT 1
PRODUCT 2
PRODUCT 3
PRODUCT 4
PRODUCT 5
PRODUCT 6
B C C
B C F
G H I
C D E
A B
B CA
C D
D EA

EXAMPLE OF A PORTFOLIO ROADMAPPRODUCT1PRODUCT2
PRODUCT 3 PRODUCT 4
Q2 2018Q1 2018 Q4 2018Q3 2018
B
A
B
C
D
A
B
C
A
A
F
E
F
B
Company
Vision
Statement
D
E C
C
D

ANOTHER EXAMPLE OF A PORTFOLIO ROADMAP
JAN FEB MAR APR MAY JUN JUL AUG SEP
PRODUCT
1
PRODUCT
2
PRODUCT
3
PRODUCT
4
PRODUCT
5
FUNDING £XXM £XXM £XXM
METRICS XX% to XX% XX% to XX% XX% to XX%
Release B
Release A
Release A
Release A
Release A
Release C Release D
Release B Release C Release D Release E Release F Release G Release H
Release B Release C
Release B
Release B
Release C
Release C
Release D
Release D
Release E
Release E

PORTFOLIO ROADMAP PRODUCT ROADMAP
PMO / VRO
Product
Owner
PROVIDE
APPROVAL &
FUNDING
OWNS &
MANAGES
Exec
OWNS &
MANAGES
Q3 2016 Q4 2016 Q1 2017 Q2 2017
Name
called?
developed?
features which are
necessary to meet
the goal?
the goal has been
met?
PRODUCT ROADMAP
PORTFOLIO ROADMAP
Q3 2016 Q4 2016 Q1 2017 Q2 2017
Name
called?
developed?
features which are
necessary to meet
the goal?
the goal has been
met?
PRODUCT ROADMAP
Product
Owner
OWNS &
MANAGES

EMPATHY MAP

EMPATHY MAP
What does the customer
THINK and FEEL?
what really counts
major preoccupations
worries & aspirations
SAY and DO?
attitude in public
appearance
behavior towards others
SEE?
environment friends what the
markets offers
HEAR?
what friends say
what boss says
what influences say
PAIN?
fears, frustrations, obstacles
GAIN?
“wants”/needs, measures of
success, obstacles

EMPATHY MAP EXAMPLE

PROTO-PERSONA
Personality
Name:
Goals
● The goals the customer hopes to achieve.
● A task that needs to be completed.
● A life goal to be reached.
● Or an experience to be felt.
MotivationsTrait Trait Trait Trait Trait
“A quote capturing the
personas personality”
Back Story
● Tell us a bit about their lives
● Where do they live?
● What are their relationships/family?
Introvert Extrovert
Analytical Creative
Conservative Liberal
Growth
Power
Political
Push Buttons
● What are the things that will really
resonate with the individual
● Briefly list them
A picture
of the person
Age:
Incentive
Fear
Achievement
Job title:
Frustrations
● The frustrations they would like to avoid.
● The obstacle that prevents them from
achieving their goals.
● The problems with the solutions already
available.
● The product or service that does not exist.

VALUE
PROPOSITION
CANVAS

VALUE PROPOSITION CANVAS
86
CUSTOMER UNDERSTANDINGVALUE CREATION
Gain creators:
Describe how
your products
and services
create customer
gains.
Pain relievers:
Describe how
your products
and services
alleviate
customer pains.
Products and
services:
that make up
your solution to
the problems
associated with
getting the job
done.
Customer jobs:
Describe what
customers are
trying to get done
in their work and
in their lives, as
expressed in their
own words.
Gains:
Describe the
outcomes
customers want
to achieve or the
concrete benefits
they are seeking.
Pains:
Describe bad
outcomes, risks
and obstacles
related to the
customer jobs.
Strategyzer

VALUE PROPOSITION CANVAS
87
CUSTOMER UNDERSTANDINGVALUE CREATION
Gain creators:
Describe how
your products
and services
create customer
gains.
Pain relievers:
Describe how
your products
and services
alleviate
customer pains.
Products and
services:
that make up
your solution to
the problems
associated with
getting the job
done.
Customer jobs:
Describe what
customers are
trying to get done
in their work and
in their lives, as
expressed in their
own words.
Gains:
Describe the
outcomes
customers want
to achieve or the
concrete benefits
they are seeking.
Pains:
Describe bad
outcomes, risks
and obstacles
related to the
customer jobs.
Credit -
Purchase
products
customers
couldn’t
afford
Wide
assortment /
range
Competitively
priced (Very
not
Littlewoods)
Fast delivery
Lots of
brands
Availability - In
stock
Easily find
items - Good
online
customer
experience
Easy and free
returns
Variety - shop
in one place
for most of
my needs and
wants
Able to
purchase the
things I want Get value for
money
Hassle free
purchase
(remember
my details)
Want to get
things fast
Convenience -
Easily find
items
Easily return
items
Saved
account with
Lots of ways
to Pay
✖
✔
✔
✔ ✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔ Check marks signify that products and services relieve pains or create
gains and directly address one of the customers job, pains , or gains.
Xs show which jobs, pains, and gains the value proposition does not
address
Impress
friends and
family
Have a good
lifestyle
Look and feel
good
✔
✔
✔
Lack of time
Crowds when
shopping
Lack of
money
Finding
somewhere
to park
Buying things
discreetly
✔ ✔
✔
✔
Online
Shopping
(Clothing,
Home, Toys,
Electricals,
Leisure and
Beauty)
✔
Adaptive
Website and
Mobile App
accessible
24x7
Credit Card
Call centre -
7am to 11pm,7 days a week
✔
✔
✔
✔
Delivered to
address of
customer
choice
Credit (with
interest free
offers)
24x7 online
access
through
website and
mobile app
✔
✔
✔
Manage
finances
Nice home to
live in
✔
✖
✖
Easy andsecure ways
to pay
✔
Compare
prices - get
the best value
✖
Comparing
products
✖
Insurance &
Warranty
✔
Carrying lots
of bags
✔
Delivered at a
convenient
time
✖
Sending gifts
to friends and
family
✖
Paying
Interest
✔
Reviews -others viewson products
✔
Credit
Products
✔
Pick at at
collection
point (6,500
CollectPlus
Stores)
✔

88
+ + +
– – –
IMPORTANT EXTREME ESSENTIAL
INSIGNIFICANT MODERATE NICE TO HAVE
Strategyzer
JOB IMPORTANCE
Rank jobs according
to their importance
to customers
PAIN SEVERITY
Rank pains
according to how
extreme they are in
the customer's’ eyes
GAIN RELEVANCE
Rank gains
according to how
essential they are in
the customer’s eyes
RANK THE STICKIES

89
+ + +
– – –
IMPORTANT EXTREME ESSENTIAL
INSIGNIFICANT MODERATE NICE TO HAVE
Strategyzer
JOB IMPORTANCE
Rank jobs according
to their importance
to customers
PAIN SEVERITY
Rank pains
according to how
extreme they are in
the customer's’ eyes
GAIN RELEVANCE
Rank gains
according to how
essential they are in
the customer’s eyes
RANK THE STICKIES
Impress
friends and
family
Have a good
lifestyle
Look and feel
good Manage
finances
Nice home to
live in
Lack of time
Crowds when
shopping
Lack of
money
Finding
somewhere
to park
Buying things
discreetly
Carrying lots
of bags
Able to
purchase the
things I want
Get value for
money
Hassle free
purchase
(remember
my details)
Convenience -
Easily find
items
Easy andsecure ways
to pay
Reviews -others viewson products

JOBS TO BE DONE (JTBD)
As a...
When I am...
I want to...
So that I can...
Feature A
As a...
When I am...
I want to...
So that I can...
Feature B
As a...
When I am...
I want to...
So that I can...
Feature C
The Innovator's
Solution: Creating
and Sustaining
Successful Growth
by Clayton M.
Christensen

BUSINESS
MODEL
CANVAS

BUSINESS MODEL CANVAS
Key Partners Key Activities Value Proposition Customer Relationship Customer Segments
• Who are our Key Partners?
• Who are our key suppliers?
• Which Key Resources are we
acquiring from partners?
• Which Key Activities do partners
perform?
• What Key Activities do our Value
Propositions require?
• Our Distribution Channels?
Customer Relationships?
• Revenue streams?
• What value do we deliver to the
customer?
• Which one of our customer’s
problems are we helping to
solve?
• What bundles of products and
services are we o ering to each
Customer Segment?
• Which customer needs are we
satisfying?
• What type of relationship does
each of our Customer Segments
expect us to establish and
maintain with them?
• Which ones have we
established?
• How are they integrated with
the rest of our business model?
• How costly are they?
• For whom are we creating
value?
• Who are our most important
customers?
Key Resources Channels
• What Key Resources do our
Value Propositions require? Our
Distribution Channels?
Customer Relationships?
Revenue Streams?
• Through which Channels do our
Customer Segments want to be
reached?
• How are we reaching them
now?
• How are our Channels
integrated?
• Which ones work best?
• Which ones are most
cost-efficient client?
• How are we integrating them
with customer routines?
Cost Structure Revenue Streams
• What are the most important costs inherent in our business model? Which Key
Resources are most expensive?
• Which Key Activities are most expensive?
• For what value are our customers really willing to pay? For what do they currently pay?
• How are they currently paying?
• How would they prefer to pay?
• How much does each Revenue Stream contribute to overall revenues?
Strategyzer

• Who are our key
partners? Key suppliers?
Which key activities do
partners perform?
7
• What key activities do our
offers require?
8
• What is our offer and
how does this deliver
value to our customer?
1
• What type of relationship
does each of our
customer segments
expect us to have with
them?
4
• What are the specific
characteristics of our first
customers?
2
• What assets do we need
to be able to deliver our
offer?
6
• Which channels should
we use to reach our
customers?
3
• What costs we will incur to run the business?
• What is our acquisition cost per customer?
9
• How much are our customers really willing to pay for our offer?
• What is the potential lifetime value of each customer?
5

• Who are our key
partners? Key suppliers?
Which key activities do
partners perform?
7
• What key activities do our
offers require?
8
• What is our offer and
how does this deliver
value to our customer?
1
• What type of relationship
does each of our
customer segments
expect us to have with
them?
4
• What are the specific
characteristics of our first
customers?
2
• What assets do we need
to be able to deliver our
offer?
6
• Which channels should
we use to reach our
customers?
3
• What costs we will incur to run the business?
• What is our acquisition cost per customer?
9
• How much are our customers really willing to pay for our offer?
• What is the potential lifetime value of each customer?
5 Subscriptions
✖
Stock
Suppliers
Parcel
Delivery
CollectPlus
Finance
Company
Sourcing /
Supply
Fulfilment &
Logistics
(Warehouse,
Delivery &
Returns)
Payment
Customer
Services
(Issue
Resolution)
Pricing
Credit
Products
Insurance &
Warranty
People
Distribution
Centres /
Warehouse
Delivery
network
Technology(Software -Website &
Apps)
Tools
(Software to
work
efficiently)
Purchase of
stock Marketing
Software
license costs
Property cost
(inc. Delivery
Centre) Call Centre
Staff
Compliance /
Regulation
Demand
(Marketing)
Website
(Adaptive)
Mobile Apps
(iOS &
Android)
Biggest range
of brands
Phone - Call
Centre
Web Chat
Social Media
& Affiliates
Margin on
products sold
(inc. Warranty
& Insurance)
Interest made
on credit
Selling
Advertising
B2B (White
Label & APIs)
✖
Lots of
brands with a
wide
assortment /
range
Competitively
priced Fast delivery
Easy and free
returns
Credit (with
interest free
offers)
Easily find
items - Good
online
customer
experience
Saved
account with
Lots of ways
to Pay
Payment per
Product
purchase
Self-service
(My Account
& FAQs)
After
purchase
support
(Customer
Service)
Email
Style seeking -Desire to look
good and
impress
friends and
family
Mums on a
budget - Lack
of money
Time poor
25-45 female
Open to
credit
Likely to have
children
Buying for her
family, her
home and
herself
Fulfillment
infrastructure
Acquisition &
Investments
✖
United
Kingdom
consumer
market
International
✖
TechnologyCompanyTechnology
Company

LEAN CANVAS

LEAN CANVAS - generate and validate a working model
Problem Solution Unique Value Prop. Unfair Advantage Customer Segments
• List you top 1-3 problems • Define a possible solution for
each problem
• Single, clear, compelling
message that states why you
are different and worth paying
attention to
• Something that cannot easily be
bought or copied
• List you target customers and
users
Existing Alternatives Key Metrics High-Level Concept Channels Early Adopters
• List how these problems are
solved today
• List the numbers that tell you
how your business is doing
• List you X & Y analogy e.g.
Youtube = Flickr for videos
• List your path to customer
(inbound or outbound)
• List the characteristics of your
ideal customers
• List your fixed and variable costs • List your sources of revenue
By Ash Maurya

LEAN CANVAS
• List you top 1-3 problems
2
• Define a possible solution for
each problem
4
• Single, clear, compelling
message that states why you
are different and worth paying
attention to
3
• Something that cannot easily be
bought or copied
9
• List you target customers and
users
1
Existing Alternatives Key Metrics High-Level Concept Channels Early Adopters
• List how these problems are
solved today
• List the numbers that tell you
8
• List you X & Y analogy e.g.
Youtube = Flickr for videos
• List your path to customer
(inbound or outbound)
5
• List the characteristics of your
ideal customers
• List your fixed and variable costs
7
• List your sources of revenue
6
By Ash Maurya

LEAN CANVAS VS. BUSINESS MODEL CANVAS
Ash Maurya - Lean Canvas vs. Business Model Canvas

HOW THE TOOLS FIT
TOGETHER

CORE TOOLS TO MANAGE PRODUCT DEVELOPMENT
VISION CANVAS,
LEAN CANVAS
or BUSINESS MODEL
CANVAS
Vision & High Level
Product Strategy
Goal Oriented
PRODUCT ROADMAP
Goals and features for the
next 12 months
PRODUCT CANVAS
(Wall)
Details what you’re working on
(can be used to define MVPs)
Name Goal Metrics
The name of the product Why should it be developed? The measure to determine if the goal has
been met
List you target customers
and users and there
needs.
The desired User eXperience (UX): the user journeys, the product functionality,
the visual design, the cross-functional properties.
Epics, user journeys, scenarios, storyboards, workflows, design sketches,
mock-ups, and constraints are helpful techniques
The goal of the next release
with specific actionable items
to reach the goal.
The items are ordered from in
priority and may be captured
as detailed user stories.
Problem Solution
Unique Value
Prop.
Unfair Advantage
Customer
Segments
List you top 1-3
problems
Define a possible
solution for each
problem
Single, clear,
compelling message
that states why you are
different and worth
paying attention to
Something that cannot
easily be bought or
copied
List you target
customers and users
Existing
Alternatives
Key Metrics
High-Level
Concept
Channels Early Adopters
List how these
problems are solved
today
List the numbers that
tell you how your
business is doing
List you X & Y analogy
e.g.
Youtube = Flickr for
videos
List your path to
customer (inboud or
outbound)
List the characteristics
of your ideal customers
List your fixed and variable costs List your sources of revenue
Q3 2016 Q4 2016 Q1 2017 Q2 2017
Name
called?
developed?
features which are
necessary to meet
the goal?
the goal has been
met?
address?
and users?
product solve?
What product is it?
product?

THINK and FEEL?
what really counts
major preoccupations
worries & aspirations
SAY and DO?
attitude in public
appearance
behavior towards others
SEE?
environment friends what
the markets offers
HEAR?
what friends say
what boss says
what influences say
PAIN?
fears, frustrations,
obstacles
GAIN?
“wants”/needs, measures of
success, obstacles
Gain creators:
Describe how your
products and services
create customer gains.
Pain relievers:
Describe how your
products and services
alleviate customer
pains.
Products and
services:
that make up
your solution to
the problems
associated with
getting the job
done.
Customer jobs:
Describe what
customers are
trying to get done
in their work and
in their lives, as
expressed in their
own words.
Gains:
Describe the
outcomes
customers want to
achieve or the
concrete benefits
they are seeking.
Pains:
Describe bad
outcomes, risks and
obstacles related to
the customer jobs.
Personality
Name:
Goals
● The goals the customer
hopes to achieve.
● A task that needs to be
completed.
● A life goal to be reached.
● Or an experience to be
felt.
T T T T T
“A quote capturing the
personas personality”
Back Story
● Tell us a bit about their
lives
Introvert Extrovert
Analytical Creative
Conservative Liberal
Growth
Power
Political
Push Buttons
● What are the things
that will really resonate
with the individual
● Briefly list them
A picture
of the person
Age:
Incentive
Fear
Achievement
Job title:
Frustrations
● The frustrations they
would like to avoid.
Motivations
EMPATHY MAP VALUE PROPOSITION CANVAS
PROTO-PERSONA
List you top 1-3 problems Define a possible solution for
each problem
Single, clear, compelling message that
states why you are different and worth
paying attention to
Something that cannot easily
be bought or copied
List you target customers and
users
Existing Alternatives Key Metrics Channels Early Adopters
List how these problems are
solved today
List the numbers that tell you
List your path to customer
(inboud or outbound)
List the characteristics of your
ideal customers
LEAN CANVAS or
BUSINESS MODEL CANVAS

PRODUCT
INCREMENT
or MVP
Name Goal Metrics
been met
and users and there
needs.
to reach the goal.
Q3 2016 Q4 2016 Q1 2017 Q2 2017
Name
called?
developed?
features which are
necessary to meet
the goal?
the goal has been
met?
PRODUCT ROADMAP
PRODUCT CANVASDid you achieve the
results you expected?
What did you learn?
Did you validate the
hypothesis?
Problem Solution
Unique Value
Prop.
Unfair Advantage Customer Segments
List you top 1-3
problems
Define a possible
solution for each
problem
Single, clear,
compelling message
different and worth
paying attention to
easily be bought or
copied
and users
Existing
Alternatives
Key Metrics
High-Level
Concept
List how these
problems are solved
today
tell you how your
business is doing
e.g.
videos
List your path to
customer (inboud or
outbound)
List the characteristics of
your ideal customers
address?
and users?
product solve?
What product is it?
product?
PRODUCT VISION, LEAN
or BUSINESS MODEL CANVAS
TOOLS USED TO MANAGE PRODUCT DEVELOPMENT

PIVOT EXPLAINED
Pivot when the product strategy is
invalid, for instance:
● Wrong target group
● Wrong needs
● Business model not working
PORTFOLIO
OF IDEAS
PIVOT
FOLD
DOUBLE-DOWN
X
SELECTED
EXPERIMENTS
/ HYPOTHESIS

PRODUCT
INCREMENT
or MVP
Name Goal Metrics
been met
and users and there
needs.
to reach the goal.
Q3 2016 Q4 2016 Q1 2017 Q2 2017
Name
called?
developed?
features which are
necessary to meet
the goal?
the goal has been
met?
PRODUCT ROADMAP
What did you learn?
hypothesis?
PIVOT
BIG
CHANGES?
Problem Solution
Unique Value
Prop.
List you top 1-3
problems
Define a possible
solution for each
problem
Single, clear,
compelling message
different and worth
paying attention to
easily be bought or
copied
and users
Existing
Alternatives
Key Metrics
High-Level
Concept
List how these
problems are solved
today
tell you how your
business is doing
e.g.
videos
List your path to
customer (inboud or
outbound)
address?
and users?
product solve?
What product is it?
Is it possible to develop the
product?
TOOLS USED TO MANAGE PRODUCT DEVELOPMENT

PRODUCT PRINCIPLES GUIDE EVERYTHING
PRODUCT
INCREMENT
or MVP
Name Goal Metrics
been met
and users and there
needs.
to reach the goal.
Q3 2016 Q4 2016 Q1 2017 Q2 2017
Name
called?
developed?
features which are
necessary to meet
the goal?
the goal has been
met?
PRODUCT ROADMAP
What did you learn?
hypothesis?
PIVOT
BIG
CHANGES?
Problem Solution
Unique Value
Prop.
List you top 1-3
problems
Define a possible
solution for each
problem
Single, clear,
compelling message
different and worth
paying attention to
easily be bought or
copied
and users
Existing
Alternatives
Key Metrics
High-Level
Concept
List how these
problems are solved
today
tell you how your
business is doing
e.g.
videos
List your path to
customer (inboud or
outbound)
address?
and users?
product solve?
What product is it?
product?
PRODUCT PRINCIPLES
1. Customer can do 90% of interactions with the online.
2. It’s hard for customers to make mistakes.
3. Customers only use one login to access all services
online.
4. Customers should not have to repeat information we
already know about them.
5. Customers are kept informed of important
notifications.
6. Customers should not be forced into another channel,
unless they choose too.

CRIB SHEET - CORE TOOL KEY DIFFERENCES
Artefact Characteristics Planning Horizon Contents
Portfolio Roadmap
Aggregate of Product
Roadmaps
12 months
Product Portfolio Release goals, high-level features /
product capabilities & dependencies
Product Vision
Canvas
Describes the future we
are trying to create
2 to 5 years
Details the product strategy and motivation, and the
change it it going to deliver. Target group, needs, goals and
metrics
Product Principles
Strategic declaration of
principles, beliefs and
intentions.
2 to 5 years
Concise form of a product strategy – how fulfill much of
Product Vision
Product Roadmap
Product plan and
strategy
12 months Release goals, high-level features / product capabilities
Product Canvas
Describes a major
release
1 to 6 months
The functionality of a major release. Goal, target
group, epics, Journeys, design & constraints.
Release Plan Tactical Project Plan, 1 to 6 months Product backlog items, including user stories
Product Backlog
Prioritised and estimate
list of work for next
release
1 to 6 months
Detailed User Stories which are INVEST: Independent,
Negotiable, Valuable, Estimatable, Small & Testable.

SUMMARY

SUMMARY
✓ Give the tools a try
✓ Focus on the outcome
(not the tool or process)
✓ Use as tools
(don’t let the tool use you)
✓ Adapt the tools to suit your needs

WANT TO KNOW MORE?...SUGGESTED READING
Sprint: How
To Solve Big
Problems
and Test New
Ideas in Just
Five Days by
Jake Knapp
Running Lean:
Iterate from
Plan A to a
Plan That
Works by Ash
Maurya
Value Proposition
Design: How to
Create Products
and Services
Customers Want
(Strategyzer) by
Alexander
Osterwalder and
Yves Pigneur
Business Model
Generation: A
Handbook for
Visionaries, Game
Changers, and
Challengers by
Alexander
Osterwalder and
Yves Pigneur
Gamestorming:
A Playbook for
Innovators,
Rulebreakers,
and
Changemakers
by Dave Gray
and Sunni
Brown
Innovation Games:
Creating
Breakthrough
Products Through
Collaborative Play:
Creating
Breakthrough
Products and
Services by Luke
Hohmann

FURTHER STUFF THAT’S AVAILABLE ONLINE
Roman Pichler - https://www.romanpichler.com/
Innovation Games - http://www.innovationgames.com/
Game Storming - http://gamestorming.com/
Tasty Cupcakes - http://tastycupcakes.org/
Hyper Island - http://toolbox.hyperisland.com/
Open Innovation Toolkit - https://toolkit.mozilla.org/methods/
AJ Smart - https://blog.ajsmart.com/
Ideo Design Kit - http://www.designkit.org/methods/
GOV.uk Service Manual - https://www.gov.uk/service-manual
Service Design Tools - http://www.servicedesigntools.org/
Service Design Toolkit - http://www.servicedesigntoolkit.org/
Impact Mapping - https://www.impactmapping.org/
GV Design Sprint - http://www.gv.com/sprint/
Strategyzer - https://strategyzer.com/
PSD - http://www.practicalservicedesign.com/resources/
Blue Ocean - https://www.blueoceanstrategy.com/tools/

DOWNLOAD
https://goo.gl/cqZTTo

THANKS FOR
LISTENING
Any questions or
comments?
DOWNLOAD
https://goo.gl/cqZTTo
You can find me at: abirds@thoughtworks.com or @AndyBirds

Agile Product Development Playbook - Popular Tools and Techniques

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