Putting the 'V' back in MVP
The goal of an MVP is to build just enough of something to quantifiably test a business assumption or hypothesis. Traditionally, businesses approach new product development by spending substantial time and money researching, developing and building the final product. Even more time and effort is then spent marketing it to their target market. It’s go big or go home!
Lean Startup principles advocate a different approach; build the simplest version of the product or service that you can and get in front of your target market group as fast as possible. Watch them use it. Listen to their feedback. Then improve or change.
Most organisations when confronted with this approach understand the logic and benefits of an MVP. Why then, do so many struggle to execute successfully?
This talk discusses the principles of MVPs and the diverse ways in which they can be executed, illustrating with success stories. It discusses the common barriers encountered within organisations when creating an MVP, and highlights how they can be overcome from the perspective of each key stakeholder group.
Finally, drawing upon personal experience of working on agile projects within financial services, ecommerce and telecoms organisations, both large and small, discussion is made as to what factors are necessary for excellent MVP design.
Outline/structure of the Session
Introduction to the problem + dispel some misunderstandings about what an MVP is and what it isn’t. (2 mins)
There is more than one flavour of MVP. Depending on the circumstances and objectives, an MVP may be realised in different ways: Landing page, Explainer video, Piecemeal, Flintstone. I will explain each, inc. strengths and weaknesses and provide real life examples (from both personal experiences and well known companies). (8 mins)
So why do companies struggle with MVPs? Here I will explore the barriers/objections raised by different stakeholders such as Senior Leadership, Marketing, Finance and Technology. Summarise the key objections and how to deal with them. (8 mins)
Case study 1: Discussion of an organisation (fintech start-up based in London) that struggled to create an MVP. Brief overview of objectives however most of the discussion is explaining why, ultimately, they failed. (4 mins)
Case study 2: Discussion of an organisation (established global telecommunications company) that successfully created an MVP. (4 mins)
What factors are necessary then for successful MVP design and execution:
- Structured approach to product development
- A clear objective shared by all stakeholders
- An efficient and effective delivery pipeline
- Genuine commitment to and business understanding of agile delivery
Can be translated into a 3 Step blueprint that attendees can apply in their own work:
Define – dealing with the main stakeholders; processes
Design – which MVP approach; objectives
Deliver – Dev ops; Agile mindset
The talk will finish with a brief question and answer session (5 mins)
(Timings are indicative)
- Understand the different types of MVP execution
- Hear real life examples of MVP successes and failures
- Understand the mindset of key stakeholder groups, why they struggle to support MVPs and how these barriers can be overcome
- Learn how successful teams practice MVP design and execution
Business Analysts, Product Owners, Delivery Leads
schedule Submitted 1 year ago
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An agile way of working has more than proven its worth in businesses across the world. Now with the proof being seen in the pudding lots of big organisations are looking to apply agile at scale. As a consequence, new frameworks and methodologies have more recently been launched into the industry marketed at helping businesses to scale their agile delivery. The agile manifesto talks about the need for individuals and interactions over process and tools. This Fishbowl discussion will discuss if the frameworks themselves are taking over being able to allow a business to become agile iteratively.
The Fishbowl session is designed to have a wide conversation around the scaling of agile. It will allow the conference members to participate in the discussion. We want to be able to drive out the conversation around scaled agile frameworks. Is it a marketing ploy or is it of real use to a business? Shouldn't we encourage businesses to start small (MVP) and build up to a scaled agile business.