From Project Mindset to Product Thinking

Wed Jul 23 2025

Anh Vu: From Project Mindset to Product Thinking - Leading Client Transformation Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website:...

Summary

Scrum Master Toolbox Podcast: Agile Storytelling from the Trenches

Episode: From Project Mindset to Product Thinking - Leading Client Transformation | Aang Vu

Release Date: July 23, 2025

Introduction

In this insightful episode of the Scrum Master Toolbox Podcast, host Roscoe welcomes Aang Vu, an experienced Agile Coach, to discuss the transformative journey from a traditional project mindset to a modern product-oriented approach. The conversation delves into real-world challenges, strategic shifts, and actionable techniques that Agile practitioners can apply to lead successful client transformations.

Context and Initial Challenges

Aang Vu begins by sharing his recent experience with a client focused on building e-commerce platforms. Initially, projects were treated as isolated endeavors, each with its own set of requirements, design, implementation, and delivery phases. However, after completing several projects, it became evident that many components of these e-commerce sites were repetitive and could be standardized for reuse.

Aang Vu [01:54]: "After a few projects, we identified that quite a chunk of those sites are similar and could be reusable."

This realization highlighted inefficiencies in the existing approach, particularly concerning maintenance and scalability. The traditional project-based methodology led to redundant efforts, especially when introducing new features like address management, payment processing, or customer tracking across multiple sites.

Shifting to a Component-Driven, Reusable Approach

To address these challenges, Aang and his team proposed a shift towards a design system—a component-driven framework that allows for the reuse of standardized elements across different projects. This approach not only streamlined the development process but also significantly reduced future maintenance efforts.

Aang Vu [04:25]: "We initiated the conversation to build the internal design system that allows us to invest for the long term."

By adopting a design system, the team could develop core components once and integrate them into subsequent projects, ensuring consistency and reducing duplication of work. This strategic pivot laid the foundation for a more sustainable and scalable development process.

Transitioning from a project-centric to a product-oriented mindset was pivotal in this transformation. Aang emphasized the importance of viewing each project not just as an isolated task but as part of a larger ecosystem—a cohesive platform that supports multiple products and services.

Aang Vu [06:33]: "We learned that it's not always about building new things and finishing them; it's about fitting those things into a base system to maintain the business together."

This holistic perspective encourages long-term thinking and fosters a culture where reuse and scalability are prioritized. By integrating new products into an overarching platform, the organization can better manage resources, streamline workflows, and enhance overall efficiency.

Convincing Stakeholders: Building a Case for Long-Term Investment

One of the significant hurdles in this transformation was persuading business stakeholders to invest time and resources into long-term strategies instead of focusing solely on immediate project deliverables. Aang outlined several strategies used to gain stakeholder buy-in:

Identifying Patterns and Problems: The team meticulously analyzed existing projects to identify repetitive patterns and inefficiencies.
Researching Industry Best Practices: They studied how other organizations addressed similar challenges, strengthening their case with proven methodologies.
Presenting Real Artifacts: Demonstrating actual components and reusable elements from completed projects provided tangible evidence of the proposed approach's viability.
Highlighting Long-Term Benefits: By showcasing how a design system would save time and resources in future projects, Aang effectively communicated the value of the investment.

Aang Vu [07:09]: "We showed that it's not only the theory or concept. We identified the real work we did together and then suggested accommodating reusable components for future projects."

These efforts culminated in securing stakeholder support, as the evidence-based approach resonated with their goals of scalability and efficiency.

Outcomes and Lessons Learned

The transition to a product-oriented approach yielded substantial benefits for the client:

Enhanced Efficiency: Reusable components reduced development time for new projects.
Consistency Across Products: Standardized elements ensured a uniform user experience across different platforms.
Scalability: The organization could easily expand its portfolio without proportionally increasing resource allocation.
Sustainable Maintenance: Centralized components simplified ongoing maintenance and updates.

Aang reflected on the importance of structured conversations and evidence-based persuasion in driving organizational change.

Aang Vu [09:49]: "It's not only for the technical team, but also for the business as well."

This holistic approach ensured that both technical and business teams were aligned towards common long-term objectives, fostering a collaborative environment conducive to continuous improvement.

Conclusion

In this episode, Aang Vu provides a compelling narrative of how shifting from a project-centric to a product-oriented mindset can drive significant efficiency and scalability improvements within an organization. By leveraging design systems and fostering long-term thinking, Agile practitioners can lead transformative changes that benefit both technical and business stakeholders.

Key Takeaways

Identify Repetitive Patterns: Analyze existing projects to uncover opportunities for standardization and reuse.
Adopt Design Systems: Implement component-driven frameworks to enhance consistency and efficiency.
Promote Long-Term Thinking: Encourage a product-oriented mindset to build scalable and maintainable systems.
Evidence-Based Persuasion: Use real artifacts and industry best practices to gain stakeholder buy-in.
Foster Collaboration: Align technical and business teams towards shared long-term goals for sustained success.

Notable Quotes

Aang Vu [01:54]: "After a few projects, we identified that quite a chunk of those sites are similar and could be reusable."
Aang Vu [04:25]: "We initiated the conversation to build the internal design system that allows us to invest for the long term."
Aang Vu [06:33]: "We learned that it's not always about building new things and finishing them; it's about fitting those things into a base system to maintain the business together."
Aang Vu [07:09]: "We showed that it's not only the theory or concept. We identified the real work we did together and then suggested accommodating reusable components for future projects."
Aang Vu [09:49]: "It's not only for the technical team, but also for the business as well."

This episode serves as a valuable resource for Scrum Masters and Agile Coaches aiming to lead effective transformations within their organizations by fostering a product-centric approach and leveraging reusable design systems for long-term success.

Transcript

Vasco (0:04)

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Aang Vu (1:11)

Hello everybody.

Roscoe (1:12)

Welcome to our Wednesday the Change Leadership episode this week with Aang Vu. Hey Aang, welcome back.

Aang Vu (1:20)

Yep. Hi Vasco.

Roscoe (1:22)

So Change Leadership is the topic for today and on Wednesdays we want to explore our experience and of course our lessons learned in processes of change or transformation. So Aang, share with us that story, give us a little bit about the context and then walk us through the steps of that change process. And as you go through those steps, highlight for us the tools, the tips, the tricks and the techniques you learned back then that you still apply today.

Aang Vu (1:54)

Yep. I would like to start with my recent customer when we helped them to building the e commerce site to selling stuff online and we had a few projects with that client at the beginning. We approach those projects as the independent one. Like we gather requirements for that project, we analyze, we design the solution, implement, and then we hand over that final site to the client and then we build a site. And after a few projects we identified that quite a chunky part of those sites are similar and could be reusable. And for example, like for the ecommerce site, we always have the address, search, personal details from the customer, the payment, the tracking and the rating. And there should be a different way to approach the delivery. So we should not only deliver the individual projects with individual site, but we should also be a more kind of component driving way to reusable those pieces within the site. And we initiate the conversation to build the internal design system that allow us to invest for the long term. When we build those components for the first site, it can be easily to reuse for the future. Site and saving the effort for building the future site and also the maintenance effort. And later on, whenever we build a new project, we always evangelize that concept of building the reusable components. And we start forming the platform to optimize the way we build inside. And from the beginning, the business like the stakeholder, not really understand that they always thinking about the project where they have something, they have new idea, they want to finish that as early as possible and then they can continue the next idea. But in the long time, if we have like five, seven sites, it could not be easy to maintain in the long run. First of all, if they want to introduce one chain, they need to replicate that like seven or eight times. So it's not effective. And so that idea. So we need to share with them and start from the process for them to understand and also try to get some good example somewhere else. They already adopt that mindset from project to product. So they're not always thinking about like, we will do something new and then we finish that.