Scale Friendly vs. Innovation Friendly

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来自 University of Virginia 的课程

Agile Meets Design Thinking

1007 个评分

University of Virginia

Agile Meets Design Thinking

1007 个评分

课程 1（共 5 门，Specialization 敏捷开发）

Despite everyone's good intentions, hard work and solid ideas, too many projects end up creating unneeded, unusable, and unsellable products. But it doesn't have to be this way. Agile and design thinking offer a different--and effective--approach to product development, one that results in valuable solutions to meaningful problems. In this course, you’ll learn how to determine what's valuable to a user early in the process--to frontload value--by focusing your team on testable narratives about the user and creating a strong shared perspective. We’ll show you how to: - Explain key concepts and practices from the agile product development methodology - Create a strong shared perspective and drive to value using personas and problem scenarios - Diagnose what software to develop and why using a set of agile user stories and prototypes - Facilitate narrative collaboration with user stories and prototypes - Allow for early testing and validation by analyzing and deciding on story backlogs As a Project Management Institute (PMI®) Registered Education Provider, the University of Virginia Darden School of Business has been approved by PMI to issue 25 professional development units (PDUs) for this course, which focuses on core competencies recognized by PMI. (Provider #2122) This course is supported by the Batten Institute at UVA’s Darden School of Business. The Batten Institute’s mission is to improve the world through entrepreneurship and innovation: www.batteninstitute.org.

从本节课中

Problems Agile Solves

The practices that deliver excellent product are well understood, but rarely seen. In this module, we’ll identify what’s hard about creating excellent products and how agile can help. We'll begin with a discussion of the Agile Manifesto, introduce key agile terminology, and explore how agile arose from previous development practices. Then we'll look at what makes implementing agile so challenging and make a case for why it's worth it and how to do it. By the end of this module, you'll have a solid understanding of agile processes and be prepared to use the Venture Design Template to work through project development and drive toward valuable outcomes.

What Is Agile?5:37

Agile for Managers4:37

Agile for Specialists4:46

Today's Best Practices9:13

Scale Friendly vs. Innovation Friendly4:06

What Makes Agile Hard5:37

The Blue Button Moment7:45

Culture of Experimentation5:36

与讲师见面

Alex Cowan
Faculty & Batten Fellow
Darden School of Business

Let's look at kind of a specific example of what this might mean.

I would characterize the earlier techniques so the Charles Taylors,

the Michael Porters, the idea that planning and prediction is important and

will get you to a good outcome is kind of things that are scale friendly.

So they're oriented towards achieving scale with the assumption that

hopefully we have something that's worth scaling.

Whereas innovation friendly methods don't assume that.

They assume that we could create something valuable and

in the digital age it's pretty easy to achieve scale,

relatively speaking, but, we need to figure out something that's valuable first

because that's the hard part, that's the important part, that's where the money is.

So let's kind of contrast these things.

And a skill friendly take on how to do things.

We write a plan becuase plans create certainty, and

we still have a lot of historical baggage where we place faith in plans,

maybe in places where we shouldn't put so much importance on the plan.

Then we raise capital because we gotta have an office.

Establish ourselves and

get a whole bunch of people together to build this big thing.

We're people of integrity so we're going to build something.

That's our dream.

We're going to build the best possible version of this thing

because that's what such people do.

And I would absolutely not say to produce bad product,

but we'll kind of look at what the difference is.

Then we have to cost reduce this because we must make sure that our costs are below

our revenues when we get out of the gate.

We have to make sure we sell it to lots of retailers so that we can achieve scale and

then maybe we can take look at the customer a little more here and

we hold a focus group.

Something that big companies do when they want to have a person of the street,

tell them what they want to here.

And maybe this group tells us that gee, this talking bicycle compass,

we would love to have it tell us where our friends are, and so we delay more,

and we add this feature, and hopefully, we release something that's successful and

people like and all the scale that we've put into place actually means something.

But if you assume that, hey, every product has maybe a 20% success rate.

We probably spend a lot of time and money on something that is extremely high risk,

which is just kind of arithmetically not good.

Instead if we have an innovation-friendly approach to this,

which is what you’re going to learn and what Agile is about,

we start by observing our buyers, so we go out and we look at cyclists.

Why do they cycle?

What are the triggers that make them want to do this?

What jobs, habits, desires orbit this activity of cycling.

And then we ask, are there things there that aren't that great,

jobs that they do, tasks that they have that are difficult for them?

And here we're going to assume that we've found that they get lost a lot,

it's harder for them to pull out their phone and find out where they are, and

they don't have a good alternative.

Then, and this is where things start to get really different,

instead of building a big complicated product and hoping we're going to be okay,

maybe we just duct tape an iPhone to somebody's bike, call them, and

track them on GPS to see if that helped them.

Did they care?

Did they ask us if we'd do it again for them next weekend?

Did they seek out some kind of sign-up that we gave them that they

could optionally go and do.

And if we find that that's true and only if we find that that's true, we go forward

and we have a focal proposition that we build our product around.

And we don't build a crummy, cheap product, but

we build one that's really, really tightly defined around

what we decided was the important part of this proposition.

And then we iterate in the small batches that are so important to Agile, and

on a success basis, we scale this up.

But we're constantly looking at whether or

not what we're creating is valuable to the user or not.

This is the main difference between a lot of the concepts that came before and

the application of agile and

it's kind of sibling concepts that help drive innovation.

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