certified scrum product owner: class desk, posters and photos
TRANSCRIPT
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Agile product management With scrum
Alexey Krivitsky, CST www.agiletrainings.eu
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Agile Coach
developer, scrum master, scrum trainer, free-rider
Alexey KRIVITSKY
www.agiletrainings.eu
1980 – present Kiev – Hamburg
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Part 1
Lean
Agile
scrum
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Customer collaboration over contract negotiation
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1930-1950
Taiichi Ohno
Deming Shewhart
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Lean classifies 8 Wastes “Tim Woods”
Transportationmovingparts,people,informa7on
Inventory storingparts,documen7ng
Motion bending,turning,reaching,li=ing
Waiting forparts,info,equipment,tools
Over productionmakingmorethanisimmediatelyrequired
Over processing 7ghtertolerancesandmoreeffortsthannecessary
Defects rework,scrap,incorrectdocumenta7on
Skills underu7lizingcapabili7es,inadequatetrainings
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WHAT ARE THE TOP WASTES IN SOFTWARE DEVELOPMENT?
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The CHAOS Report
hDp://www.standishgroup.com/Reports2015
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scrum is a product development framework
scrum connects product people with development teams.
Scrum helps learn fast by inspecting and adapting product and process.
Scrum exposes your process inefficiencies – it is like a mirror.
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Which Terms from the List Are Not Part of Scrum?
User Stories
Velocity Metric
Grooming Meetings
Continuous Integration
Automated Testing
Monthly Releases
Visual Task Boards
Story Points
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Scrum 101 Scrum Roles:
1. Product Owner “P.O.”
2. Development Team
3. ScrumMaster
Scrum Artifacts: 1. Product Backlog (PBL) 2. Sprint Backlog 3. POTENTIALLY SHIPPABLE Product Increment “PSPI”
Scrum Ceremonies: 1. Sprint 2. Sprint Planning 3. Daily Scrum 4. Sprint Review 5. Sprint Retrospective
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dual track scrum
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Part 2
PRODUCT OWNER
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Product Owner Waiter or doctor?
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http://www.agileproductdesign.com (Jeff Patton)
Shared documents ≠ shared understanding
“I’mgladweallagree”
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http://www.agileproductdesign.com (Jeff Patton)
Help externalize ideas and see differences
“Oh…”
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http://www.agileproductdesign.com (Jeff Patton)
Help to have regular discussions
“Ahha!”
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http://www.agileproductdesign.com (Jeff Patton)
That will lead ultimately to shared understanding
“I’mgladweallagreethen”
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Defining Product Owner AProductOwnerisnotanewnameforatradi7onalprojectmanagerwhodeliversascopeanddatecontractofwork.Rather,(s)hehastheindependentauthoritytochooseandchangecontent,releasedates,priori7es,vision,etc.Ofcourse,(s)hecollaborateswithstakeholdersandteams,butarealP.O.hasthefinaldecision-makingauthority.
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How Many Product Owners do you need?
Acompanydevelopsaweb-shopwithserviceslike:acatalog,userprofiles,emailsubscrip7ons,persistentshoppingcart,paymentsandB2B-integra7onforpartnershops.Howmanyproductsdoyouiden7fy?HowmanyProductBacklogswillyouhave?HowmanyProductOwnerswillyouneed?
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OverallProductBacklogforWeb-Shop ScrumTeams SingleProductIncrement
onesprint
Scrum @SCALE: One product owner per a product
onedemoonedeploymentenvironmentonecodebase,onerepo,onemasteronesetoftests,onecon7nuousintegra7on
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Visit less.works
Large-scale scrum
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Part 3
LEAN STARTUP
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Minimize building Maximize learning.
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types of hypothesis 1. Problemhypothesis
Weassumethereaproblem.2. Userhypothesis
Weassumethesepeoplehavethisproblem.3. Solu6onhypothesis
Weassumeoursolu7onwillsolveit.4. Growthhypothesis
Weassumethereareenoughusers.
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Pivot examples 1. Odeobeganasanetworkwherepeoplecouldfindand
subscribetopodcasts.2. Thiscompanyactuallybeganasanonlinerole-playinggame
calledGameNeverending,whereuserswouldtravelaroundadigitalmap,interactwithotherusersandbuy,sellandbuilditems.
3. ItwasdevelopedbyacompanycalledConfinityin1999to
allowpeopleto“beam”paymentsfromtheirPDA.4. In2007awebsitecalledThePointwascreatedwhichwasa
“socialgood”fundraisingsitethatranona“7ppingpoint”system,whereacausewouldonlyreceivefundingoncethepledgeddona7onsreachedacertainnumber.
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What will you do when you learn your hypothesis were wrong?
Agile makes Changing your mind legal.
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Part 4
Knowing your users
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Design thinking
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Knowing your users 1. Demographics
whoarethey?
2. Values,Goals,Behaviorswhatdotheywanttoachieve?howdotheydotheirworknow?
3. Needs,Frustra6ons,Problemswhatistheirpain?
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User Interviews PREPARING1. Knowwhatyouwanttolearn2. Targettherightusers3. Lookforfacts,notopinions4. Pollenoughuserstogetgeneralizedinforma7on
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User Interviews
RUNNING1. Askopen-endedques7ons2. Askforexamples3. Ask‘why’many7mes4. Beopentolearnunexpectedthings
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Listen to what your users want. But offer them what they need.
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Part 5
Maximizing impact
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Impact Mapping 1. WHY
whichbusinessimpactsarewetoreach?2. WHO
whoaretheactorstohelpusreachtheimpact?3. HOW
howtheactorswilldoit?4. WHAT
whatexactlywillwedo?
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Part 6
Defining mvp
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how fast can you learn? Do you need to build all product to see if it is valuable and usable?
Can you build a part of it to validate your key assumptions?
Can you build bare minimum to learn?
Can you not build it and still learn?
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Build an MVP 1. ExplainerVideo2. LandingPage3. WizardofOz4. Concierge5. FundRaising6. SingleFeatured
hDp://7nyurl.com/mvp-ideashDp://scalemybusiness.com/the-ul7mate-guide-to-minimum-viable-products/
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Part 7
Designing solutions
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How and where do you keep your product ideas?
Say “yap” if you keep them in the Product Backlog.
Say “whoopsi” if you Product Backlog has more than 100 items.
Say “yaks” if you need to use some sort of epics/themes/lables in your backlog tool to group the items so that they can be found?
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SohowandwheredogreatPOskeeptheproductideassothat
thestoragedoesn’tturnintoajunkyard?
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SohowandwheredogreatPOskeeptheproductideassothatinventorymanagementcosts
arekeptlow?
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USER ACTIVITIES (BACKBONE)
USER TASKS (WALKING SKELETON)
time
prio
riti
es
RELE
ASES
MMP
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Ac7vi7es:Whattheuserwantstodo?
UserTasks:Howdoes(s)hedoit?Steps?
UserStories:Whataretheop7onsofperformingthetask?Thesimplest?Moreelaborated?Evenmore?
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Story Mapping Amul6-dimensionalProductBacklogthatkeepsthemul6-dimensionalnatureofaProductBacklogintact.
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Scrum Inception The bare minimum to start scrum
1. Common understanding of Scrum roles
2. Team arrangements
3. Initial Product Visioning
4. User personas, user/market insights
5. Story mapping
6. Initial Release Planning: MVP, next releases
7. Defining Done
8. User Story Writing Workshops (minimum: Product Backlog for the 1st sprint)
9. Backlog refinement
10. Sprint Planning
Product Visioning
Release Planning
Sprinting
Process Agreements
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Part 8
Backlog management
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USER STORY FORMAT
As a <role>
I want <action>
So that <outcome>
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3Cs with user stories
Card
Conversation
Confirmation
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Product Backlog Iceberg Priority 2-3 Sprints
Release
Next Releases
Refined User Stories
Non-Refined User Stories
Epics
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TypesofPBIs
VISIBLEFEATURE
VISIBLEDEFECT
HIDDENARCHITECTURAL
FEATURE
TECHNICALDEBT
Posi7
veValue
Visible Invisible
Nega7
veValue
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Backlog Management BUGS
1. Build quality IN – avoid bugs (lean thinking)
2. Avoid bug inventories. Introduce limits (<50)
3. Legacy systems - ‘Clean up’ sprints
4. Zero-bug policy: kill’em before they grow
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MIXING WORK IN PRODUCT BACKLOG
HIDDEN TECHNICAL
DEPT VISIBLE
FEATURE
HIDDEN ARCHITECT.
IMPROVEMENT VISIBLE DEFECT
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PRODUCT BACKLOG SHOULD BE DEEP
Detailed Appropriately
Estimated
Emergent
Prioritized
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Prioritization Techniques
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Prioritization Techniques
1. Rela7veRanking
2. BuyaFeature
3. KanoWeigh7ng
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Stakeholder Classification
IMPORTANT keepsa7sfied
INFLUEN
CE
INTEREST
OTHERS monitor
KEY PLAYERS manageclosely
AFFECTED keepinformed
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Prioritization requires Scrutiny
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Stakeholders “Buying” Features Features PriceTag
(complexity*10)StakeholderA(50dollars)
StakeholderB(50dollars)
StakeholderC(70dollars)
FeatureA 100 25 25 50
FeatureB 20
FeatureC 50 25 25
FeatureD 100
FeatureE 50
FeatureF 20 20
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Relative Ranking Features A
Rela6veBizValue(1-Lo,10-Hi)
BRela6veComplexity
(1-Lo,10-Hi)
CRela6vePenalty(1-Lo,10-Hi)
RankA/B*C
FeatureA 10 1 1 10
FeatureB 1 1 1 1
FeatureC 5 2 1 2.5
FeatureD 1 8 10 8
FeatureE 8 8 5 5
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Find Exciters, Linear, and Mandatory Features of an iPhone
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HowdoyoufeelwithoutFeature-X?
HowdoyoufeelwithFeature-X?
GOOD OK BAD
GOOD
OK
BAD
Kano Weighting
EXCITER
LINEAR MANDATORY
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Mixing up a Release
AllfromMandatory
1+Exciter
KeyLiners
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Product Backlog Refinement Item size
Level of details
LARGE & UNREFINED
SMALL & UNREFINED
CLEAR, TESTABLE & FEASIBLE
©RomanPichler
1. ESTIMATE
2. SPLIT 3. REFINE
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PRODUCT BACKLOG REFINEMENT IS THE PBI 1/10 to 1/6 OF TEAM’S VELOCITY?
SPLIT IT
REFINE IT NEXT PBI
NO
IS THE PBI CLEAR, FEASIBLE AND TESTABLE?
NO YES
YES
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DEFINITION OF READY AnagreementwithinaScrumteamonwhatagoodPBIis-whenisitreadyforSprintPlanning.• Howtodemoisclear• Discussedwithallteammembers• Valueisclear• Smallenough(es7mated)• Detailedenough• Canbestartednextsprint• Allinputsprovided• Noblockingissues• …• Howtomeasureusersa7sfac7on• Howtorolloutandrollback
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How to Split Backlog? Youareaddingpaymentcapabili7estoaweb-shop.Yourteamsiden7fiedthatyou’llneedadatabase,valida7onlogic,integra7onwithseveralAPIs,buildaUI.Yourteamswanttocreatethefollowingproductbacklogitems:1. Createdatabasetostoretransac7ons2. IntegratewithAPIs3. Transac7onvalida7on4. DevelopUIforpaymentprocessing
Whatwouldyousay?
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?
OverallProductBacklog ScrumTeams
PaymentDB
PaymentAPI
PaymentValida7on
PaymentUI
Technical Split
onesprint
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DATABASE
BUSINESS LOGIC
API
FRONT-END
Component Teams
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OverallProductBacklog ScrumTeams
PaymentDB
PaymentAPI
PaymentValida7on
PaymentUI
Technical Split
onesprint
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OverallProductBacklog ScrumTeams
PaymentDB
PaymentAPI
PaymentValida7on
PaymentUI
Technical Split
onesprint onemoresprint onemoresprint
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INSTEAD Split BY BUSINESS VALUE
Payment
PaymentwithVisa
PaymentwithMasterCard
PaymentwithPayPal
UserisinformedifcarddataisnotOK
Useristakentosuccesspage
Useristakentoretrypage
UsercanstorehiscarddataToobigforasprint S7lltoobigforasprint
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OverallProductBacklog DevelopmentTeams
PaymentwithVisa
PaymentwithMasterCard
Confirma7onEmail
PaymentwithPayPal
SCRUM @SCALE
v1
1PO
CommonSprint
SinglePSPI
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Split these stories 1.Asapar7cipantIcanregistertothecourseusingmyemail,FacebookorLinkedInaccounts.
2.Asapar7cipantIcansearchfortrainingsfornextyearbytopicandloca7onsothatIcreateayear-longtrainingplan.3.AsatrainerIwanttomanageclasspar7cipants.
4.AsatrainerIneedtouploadpar7cipantlistsothattheyreceiveclassmaterialsaswellasphotosandlinkstobooksandar7cles.
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Acceptance tests in bdd
GIVEN …
WHEN …
THEN …
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Part 9
Collaborating with a development team
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In a Head of a Product Owner Youhavesplitallthefeaturesintostories,es7matedthemwiththeteams,startmeasuringvelocity…andthedatatellsthatyoucan’tdoitbythedeadline.Whatdoyoudo?A) Ignorethedataandcon7nueworkingB) Trytoshi=thedeadlineC) AddpeopletotheprojectD) Makepeopleworkharder
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Tracking Release Progress
Time(sprints)
Amountofwork(points)
rateofbacklogchang
e
whenyouwill
release
amountofwork
remaining
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Managing Release Scope
Time(sprints)
Amountofwork(points)
Deadline
MOVETHISMANYPOINTSTONEXTRELEASE
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Ingredients of Self-Organization 1. High Alignment
our goal is …
2. Clear Constraints Here are some boundaries to follow …
3. High Autonomy go and figure out how …
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AlignmentandAutonomy
micro-management leadership
chaoschaos
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SPRINT PLANNING 101 Commitment-based Planning
PART
ONE
PART
TWO
INITIAL SPRINT GOAL PRESENTED
PLANNED CAPACITY DISCUSSED
TOP PRODUCT BACKLOG ITEMS PRESENTED
PBI REVIEWED ONE BY ONE
NEEDED REFINEMENT HAPPENS
ITEM ADDED TO SPRINT PLAN
CONTINUE UNTIL TEAM SAYS “ENOUGH”
SPRINT GOAL GETS ADJUSTED
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Sprint Is Not Mini-Waterfalls
analyzedesign
testcode
Sprint Sprint Sprint Sprint
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SCRUM IS NOT A SERIES OF MINI WATERFALLS
FeatureA FeatureB
PLANNED:
A,B,C,DDONE:
nothing
DESIGNPROTO
MORECODINGTESTING
Sprintdonewrong
CODING
FeatureD FeatureC(nextsprint)
PLANNED: A,B,C,D
DONE
A,B,D
Sprintdoneright
DiscussionPoint[PO+DevTeam]
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Done. or Done-Done-Done?
FeatureA FeatureB FeatureD
COOL:A,BANDDAREDONE!CANWEDEPLOYTHEMNOW?
(pokerface)
OK..SOWHAT’SLEFT?
1.2.…10.
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Agile Coach
developer, scrum master, scrum trainer, free-rider
Alexey KRIVITSKY
www.agiletrainings.eu
1980 – present Kiev – Hamburg