Software Center Fast Customer Feedback In Large- Scale SE

(1)

Software Center

Fast Customer Feedback In Large-‐Scale SE

(2)

Strategic product goal

Feature: expected behavior (B

_exp

)

select

implement MVF

actual behavior (B

_act

)

generate

B

_exp

Experimentation

relevant gap (B

_act

≠ B

_exp

)

no gap (B

_act

= B

_exp

)

The HYPEX Model

Business strategy and goals

Feature

backlog

Gap

analysis

Develop

hypotheses

_{implement alternative MVF}

Product

extend MVF

abandon

(3)

Hypothesis

Hypotheses

backlog

-‐ Concepts

-‐ Ideas

Product

data

database

Customer

Feedback

Technique (CFT)

Product R&D organisation

_{Products
in
the}

ﬁeld

CFT

Data

Abandon

QCD validation

cycle

Deployed

products

Selection of

hypothesis

Selection

of CFT

Selected

customers

CFT

Data

New

hypotheses

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 based on: •  Business strategies •  Innovation initiatives •  Qualitative customer feedback •  Quantitative customer feedback •  Results from QCD cycles

(4)

Sprint 9 Plan

(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

(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

(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

(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.)

(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

(10)

Thank you!

[email protected]

(11)

Software Center

Strategic Ecosystem Driven R&D Management

(12)

3LPM:

Three Layer Product Model

Bosch, J. (2013). Achieving Simplicity with the Three-‐Layer

Product Model,

IEEE

Computer

, Vol. 46 (11), pp. 34-‐39.

(13)

Innovation ecosystem

•  Who: Customers, 3rd_{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

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

•  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

•  COTS Adoption Strategy •  OSS Integration Strategy •  OSS Creation Strategy •  Partnership Strategy •  OEM partnerships •  Rationalized in-‐sourcing •  Outsourcing •  Push-‐Out Strategy •  Internal/external •  Collaborative •  Exploratory •  Risk prone •  Less control-‐driven •  Internal •  Competitive •  Eﬃcient •  Risk averse •  Control-‐driven

•  Internal/External •  Collaborative •  Cost-‐eﬃcient •  Riske averse •  Less control-‐ driven

Functionality transfer

Ecosystem strategies

Ecosystem type

Ecosystem

characteristics

(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

(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!

[email protected]

Software Center Fast Customer Feedback In Large- Scale SE

Software Center

Fast Customer Feedback In Large-­‐Scale SE

Strategic product goal

Feature: expected behavior (B

exp

)

select

implement MVF

actual behavior (B

)

generate

B

Experimentation

relevant gap (B

≠ B

)

no gap (B

= B

)

The HYPEX Model

Business strategy and goals

Feature

backlog

Gap

analysis

Develop

hypotheses

implement alternative MVF

Product

extend MVF

abandon

Hypothesis

Hypotheses

backlog

-­‐ Concepts

-­‐ Ideas

Product

data

database

Customer

Feedback

Technique (CFT)

Product R&D organisation

Products in the

ﬁeld

CFT

Data

Abandon

QCD validation

cycle

Deployed

products

Selection of

hypothesis

Selection

of CFT

Selected

customers

CFT

Data

New

hypotheses

Sprint 9 Plan

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.

Fast Customer Feedback In Large-‐Scale SE

_exp

_{implement alternative MVF}

-‐ Concepts

-‐ Ideas

_{Products
in
the}

• 

– 

– 

– 

• 

_{Quantitative
feature
experiments
(HYPEX)}

– 

– 

on-‐going

– 

• 

_{Improved
tool
support
for
data
collection}

– 

for customer data-‐driven

– 

Company-‐speciﬁc workshops (Sept. – Oct.)

– 

– 

_{Evaluate,
and
expand,
on-‐going
feature}

– 

– 

• 

_{Increase
the
number
of}

_{feature
experiments.}

• 