Six Levers for better Agile Product Development

You solve customer problems through intuitive services and products. Customer expectations should fit with their experience with your products. That is why they should be involved in the whole definition and realization process. In the beginning, to understand the need and to test first ideas. During the implementation, they are directly asked for feedback, which then flows into further development steps.

Go out with your incomplete product as soon as possible. Each iteration should deliver an upgraded version of the product. The pressure to deliver is huge. A design thinking iteration has a duration of at most one week.

Minimum viable products MVP are first developed as minimally functional products. Within 60 days, a physical prototype will be created that customers can test during this time. The software component shall be delivered after the first or second iteration, which means in less than one month.

New technologies such as 3D printing, affordable hardware and IoT boards, continuous delivery, and simulation enable your teams to deliver on time. These are not pure mockups but executable applications. If it appeals to the customer, the MVP will evolve gradually to a minimum marketable product MMP. The focus is always on adding customer value.

There is no long-term budget plan for products and projects. After each cycle of customer feedback, the goals and budget are evaluated again. The value streams have agile teams that work like small companies.

Each team has a Product Owner - PO - who has overall responsibility for their respective product. Realizations are further funded, modified, or canceled on the basis of initial results, meaning after customer and technical tests.

The product financing is following a start-up approach and not based on the yearly budget as usual in larger companies.

Work is done across departments, in cross-functional teams. All those who can contribute to the success of the product, e.g., company organization, IT, market management, or sales, sit in one room. They form the agile team. Co-location ensures lean coordination processes as well as speed and quality.

Co-location also means: You are moving. The teams move into a room and work focused together on their product. There are no phones, no other projects, and no outside distractions. They use collaboration tools such as chats, wikis, and Scrum boards. Scrum teams are wholly focused on their product.

People check three times a day their emails; otherwise the email client is closed and inactive. All phones have voicemail.

Employee training is essential. In the value streams, we provide staff with experienced coaches to build knowledge in agile methods and software craftsmanship.

Work is done according to proven agile methods. Software development relies on modern and agile techniques such as pair programming, refactoring, test-driven development, continuous integration, and Scrum. For bigger product development we use LeSS approach.

Read this One Way to Improve Your Scrum Approach for a description of modern agile development procedures.

We shall use the state of industry technology. This enables test-driven development such as ATDD or TDD, meaning predefined automated software tests that run in real-time.

Cloud infrastructure provides unlimited processing capabilities for development, test, and deployment of software artifacts.

Developers have fast notebooks, fast SSD, plenty of RAM, and 4K external screens. In addition, the technical infrastructure enables software to be scaled and adjustments made immediately using CI, CD, and DevOps. The goal is to deliver a software release in production every few hours if needed.