Software Center Fast Customer Feedback In Large- Scale SE

Transcription

1 Software Center Fast Customer Feedback In Large- Scale SE Kick- off Workshop, August 20th, 2015, Gothenburg

2 The HYPEX Model Business strategy and goals Strategic product goal generate Feature backlog Feature: expected behavior (B exp ) select implement MVF B exp no gap (B act = B exp ) relevant gap (B act B exp ) Gap analysis Develop hypotheses actual behavior (B act ) Experimentation implement alternative MVF Product abandon extend MVF

3 Customer Feedback Techniques (CFT): Qualitative data: Surveys Interviews Participant observations Prototypes Mock- ups Quantitative data: Feature usage Product data Support data Call center data New hypotheses New hypotheses based on: Business strategies Innovation initiatives Qualitative customer feedback Quantitative customer feedback Results from QCD cycles Hypotheses backlog - Concepts - Ideas Product R&D organisation Selection of hypothesis CFT Data Abandon Selection of CFT Hypothesis QCD validation cycle Customer Feedback Technique (CFT) Product data database CFT Data Products in the field Deployed products Continuous prioritization of hypotheses! Selected customers

4 Sprint 9 Plan Fast Customer Feedback In Large- Scale SE

5 Sprint 9: Focus area #1 Qualitative and quantitative customer feedback techniques (QCD) Inventory of customer feedback techniques that companies use (in relation to those identified in the QCD model). Improve the QCD model to help companies adopt a development approach in which they can allow for continuous prioritization of feature content. Extend the QCD model to incorporate prediction, continuous verification and retrospective of business value.

6 Sprint 9: Focus area #2 Quantitative feature experiments (HYPEX) Initiate new feature experiments. Evaluate, and expand, on- going feature experiments. Further development and validation of the HYPEX model.

7 Sprint 9: Focus area #3 Improved tool support for data collection and analysis Inventory of the company needs in respect to tool support for customer data- driven development. Integrate tool support using existing open source tools.

8 Sprint 9 Activities Company- specific workshops (Sept. Oct.) Initiate new feature experiments. Evaluate, and expand, on- going feature experiments. Interview study: individual/group (Sept. Oct.) Inventory of customer feedback techniques that companies use. Company needs in respect to tool support for data collection. Joint company workshop (Nov.) Preliminary findings.

9 Sprint 9 Deliverables Increase the number of feature experiments. Initiate new experiments using qualitative and quantitative customer feedback techniques. Develop tool support for data collection. Provide a detailed conceptual model in which the mechanisms for continuous validation of feature content are identified.

10 Thank you!

11 Software Center Strategic Ecosystem Driven R&D Management Kick- off Workshop, August 20th, 2015, Gothenburg

12 3LPM: Three Layer Product Model Bosch, J. (2013). Achieving Simplicity with the Three- Layer Product Model, IEEE Computer, Vol. 46 (11), pp

13 Ecosystem characteristics Internal/external Collaborative Exploratory Risk prone Less control- driven Functionality transfer Internal Competitive Efficient Risk averse Control- driven Ecosystem type Innovation ecosystem Who: Customers, 3 rd party developers, suppliers What: New functionality with customer value Why: Share/minimize innovation costs/risks When: High market uncertainty How: Open innovation, co- opetition, partnerships Mechanisms: Idea competitions, customer involvement, collaborative design, innovation networks Characteristics: Collaborative, explorative, risk prone, less control- driven Differentiating ecosystem Who: Keystone player What: Functionality with proven customer value Why: Turn innovations into core product offerings, keep internal control over value- adding functionality, optimize for maximum customer value When: When innovative functionality has proven valuable for customers How: Innovation transfer, R&D management, monetizing strategies Mechanisms: Patents, contracts, licenses etc. Characteristics: Competitive, efficient, risk averse, control- driven Ecosystem strategies Me- Myself- I Strategy Be- My- Friend Strategy Customer Co- Creation Strategy Supplier Co- Creation Strategy Peer Co- Creation Strategy Expert Co- Creation Strategy Copy- Cat Strategy Cherry- Picking Strategy Orchestration Strategy Supplier Strategy Preferred Partner Strategy Aquisition Strategy Increase Control Strategy Incremental Change Strategy Radical Change Strategy Functionality transfer Internal/External Collaborative Cost- efficient Riske averse Less control- driven Commoditizing ecosystem Who: Suppliers, competitors, developers What: Non value- adding functionality Why: Share/minimize maintenance costs When: Functionality that has become so integral to the product that it no longer offers differentiating customer value How: OSS, COTS, inner source, standardization, shared supplier Mechanisms: Open platforms and API s, connecting services Characteristics: Collaborative, cost- efficient, risk averse, less control driven COTS Adoption Strategy OSS Integration Strategy OSS Creation Strategy Partnership Strategy OEM partnerships Rationalized in- sourcing Outsourcing Push- Out Strategy

14 Sprint 9 Plan Strategic Ecosystem Driven R&D Management

15 Sprint 9 Focus area #1 We study the collaborative strategies that are used within all three ecosystems: the innovation ecosystem the differentiating ecosystem the commoditizing ecosystem We address the following research questions: WHEN does collaboration take place within each of the ecosystems? When do we engage with other stakeholders? WHAT are the activities/situations in which we choose to collaborate with other stakeholders in each of the ecosystems? What is it we do together? WHY do we collaborate? What is the purpose and what is it we want to achieve?

16 Sprint 9 Focus area #2 As a continuation of the Reinventing organizations topic that we introduced during sprint 8, we plan to organize a half- day workshop on holistic organizations. We identify, for each company, what characteristics of holistic organizations that would be interesting to study in order to advance management practices and new ways- of- working We introduce the notion of applying ecosystem principles also inside an organization, and discuss with companies how they can apply mechanisms that are traditionally used by external partners also inside an organization.

17 Sprint 9 Activities Three cross- company workshops focusing on the following areas (Sept. Nov.): Workshop 1: Collaborative innovation Workshop 2: Collaborative differentiation Workshop 3: Collaborative commodity To these workshops, each company brings material (based on internal data collected prior to the workshop by the company itself) describing one concrete case of collaboration with external partners. The material is presented and discussed in the larger group consisting of all companies. One half- day workshop (cross- company) focusing on holistic organisations.

18 Sprint 9 Deliverables Map on- going collaborations in each ecosystem: what they look like, what mechanisms that allow for these to happen, what roles that are typically involved. Develop a prescriptive model that helps companies decide: when to engage in certain collaborations, what tactics to use in these collaborations, what success metrics that can be defined for these collaborations. Identify characteristics of holistic organizations that advance management practices and new ways- of- working.

19 Thank you!