Відео

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Thanks for the insights. I like the idea of using an idea for both, opp. and solutions. The good thing though: the team already confirmed they are working on a solution for OSTs that shall be released soon.

It won’t replace the collaboration of OST sessions, but it will definitely help give visibility to the work that comes out of these sessions. The main takeaway for me is that it makes it easier to show/report stakeholders and managers the effort and results from discovery, especially in companies that are delivery-driven rather than outcome-focused. This visibility may help generate this change.

Amazing 🎉Thanks for sharing ❤

Good video. Needed to hear this!

Thanks! really thought provoking:)

Thank you for a great series!

Thank you for all the content you have you on this channel. Your Book has been an eye opener! I'm starting too look for way to implement tools with my own team. Btw, what you think of this critique from Roman Pichler, who gives lot credit to your work, but then makes comment about the OST and the agile framework. ihmo, his comments seem to be misunderstanding of what you yourself stated in the book with respect to finding the fastest path to starting with a solution to explore.

Helpful

Great video! (is there a sample experience map that you have shared somewhere? would help ground the concept) Thanks!

Your videos tend to drop exactly when I need them. Thanks for the wisdom!

Would you recommend a couple tools for both of them?

Thanks for sharing Teresa!

Most big companies are like this. Jobs famously said 'Start with the customer experience and work backwards'.

This makes so much sense! 💡

If we set ahead what we expect does that not increase the chances of having some kind of confirmation bias?

I think you'll find my video on Adaptive Project Management and how I recommend providing a schedule with dates and deliverables. In short, it's fine to provide them, but the messaging is "This is our plan today, but as we learn new things, the plan may change. I'll let you know ASAP what the changes are". ua-cam.com/video/EFTeDV3jIKQ/v-deo.htmlsi=lGQZTr95Cf-9Fy1C

Roadmaps are the base to communicate vision, priorities and dependencies without going into unnecessary details in highly unpredictable and volotile new markets and conditions...

This is why I always insist on statistically significant results and A/B testing running concurrently.

Hi Teresa i loved your video, and there is one aspect on my mind that i cannot answers after seeing the continuous discovery model, "How would you end with a backlog?" My thought process is as follows if the input for the delivery team are prototypes and interview sessions, then would they write their own user stories? Thanks in advance

Thanks Teresa. Thanks for all th great inishts. Wanted to understand how this scales across large teams of 50-100 people working on single product? Does this mean we should have multiple group of trios and multiple product managers within a single product? multiple prodcut ma

promo sm 😎

Which one you would choose as the most ideal framework for Product Discovery from the available choices

Hi Teresa. Even when the trio work collaboratively each week in the continuous discovery process they are likely to end up with a large work packet of actually having to write the user stories, acceptance criteria, grooming the backlog and prioritizing. Also, someone needs to oversee each sprint and act as the voice of the customer. Without a hand-off (PM to PO) how will this happen efficiently without completely overloading the PM?

I love the clear example you give here! Yes! Sending this to a whole bunch of PMs right now ⚡️

If you close your eyes its Naruto uzumaki teaching you about product management

This is chock full of gold.

🫃

*promo sm*

You often speak about the difference between product and business outcomes. For any product team's opportunity solution tree, shouldn't they be focused on the product outcomes that ultimately lead to business outcomes, a lagging indicator?

I think Platform teams may have a harder time justifying their work when there’s so much tech debt that they are stuck working on the most “basic” things ever, that will eventually unlock great power, but that right now may feel unnecessary.

wow!

We have a challenge where one characteristics of empowered teams is ‘no deadlines’… In a complex product space where there are multiple dependencies on the various teams and between product teams and the rest of the business .. and large enterprise customers have expectations for certain outcomes in a predictable time frame how can you work without deadlines even if it’s just the team setting their own?

the information is great itself. However, somehow i have expected differently under the title "difference between product owners and managers". I felt the video addressed it from a very different and more historical evolvement perspective. I can't say i know the difference now if someone asks me between these two "job titles". The answer seems to be "it depends" how your team or project is set up and how design and agile work together in your environment.

So essentially you've renamed Scrum's Sprint Review as a Discovery Demo? The intention is exactly the same, but unfortunately so many organizations' Sprint Review formats don't provide teams the opportunity to demonstrate stepping stones towards a larger goal (Sprint Goal and Product Goal). Sprint Reviews are intended to show progress, be open to experimentation (discovery) and demonstrate via working software both failures and successes.

EXCELLENT insights!THANK YOU so much for sharing!

Link to the Transcript please? 🙂

Thank you

Thank you!

Literally, it makes sense to pull tech team closer to customers, but technically it will slow down tech team’s velocity. A scrum team I worked in, the entire tech team worked with users directly to build internal tools, understanding the pain points, and offering solutions to what users asked for, but there are several drawbacks in this process: 1. Tech team spends lots of time at product discovery and communicating with business. Many meetings the entire tech team wants to join to just understand the context and pain points. They don’t have time to code. In this process, product managers should be the one to decide what pain point we want to fix and why before bringing in the entire tech team 2. Since tech team is always in the communication loop with business, they always want to jump in to fix any issues the business asked. In a more traditional way, product managers will negotiate with business to prioritize issues before handing off requirements to tech team, which is more efficient to get things done. 3. Tech team are easily get distracted by business since business will reach out directly to tech team asking to work on a feature or fix a bug. In a more traditional way, product can shield tech team from getting distractions. 4. In a more traditional way, product managers can filter the business or users’ comments, and give a more constructive feedback to the tech team to keep morality high. I did feel tech team working in a traditional model tends to be happier and more efficient than the tech teams who work with business directly. I do agree product should bring in the entire tech team to the project as early as possible, but product managers should also be the one to decide what pain points we want to address, understand what solutions we could have to bring in the most value to the customers and businesses, and also keep tech team to focus on development.

The more the entire team comes closer to the customer and takes part in discovery the more value gets produced. One of the ways is that product managers understand the what and why and create features together with teams to do discovery delivery hand in hand.

This is so useful! Thank you so much for your contribution.

To-the-point info as always. This team setup is quite similar to how Marty Cagan describes Dual Track Agile. In Lean UX however I think they describe dual track a bit different and that discovery is more a team effort than a prod.trio. But I'm maybe missing something. Anyway, thanks for great content.

Hi Teresa! Question! Do you have any videos that dig more into the experience map exercise? I've read the chapter on it but I'm still unsure how to use it with our team for a feature that's already been decided on. For example, if a feature like the "Get my perfect size" wizard on clothing websites where you enter in your weight, height, body shape, age, etc. has already been decided on as something we need to build but how we actually build it is completely up to us, how would we use the experience map to gain consensus and use it to interview customers? Is being told we need to build this feature already too late in the game to use the experience map and the OST? It's almost like I'm trying to work backwards to fill out the map with what the business outcome, product outcome, and user journey would have been in order to land on this wizard as a "solution" which isn't what you're suggesting. Since the solution is already decided on but how we build it isn't, I'm hoping to use the experience map and OST to uncover opportunities and solutions to help users find their perfect fit.

😁 ρяσмσѕм

Thank you so much for this video! I’m reading through your book and as a product designer, I’m trying to understand what is the best way to source and find the right users to interview and build up that list of users when the majority of customer are non-returning and not account holders?

Thanks for this presentation. I find that a lot of startups who use the agile framework barely do product discovery. They don’t have time for it. How can we balance discovery with speed?

Great content! Thanks for sharing

Can a Product Owner (as defined by Scrum) be the Product Manager part of the trio?

so in the final continuous discovery diagram, where's the product owner gone, or are they part of the Trio?