danko po role responsibilities
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Roles & Responsibilitiesof the
Product Owner(The real truth behind being a Product Owner)
Danny (Danko) Kovatch [email protected]
The fifth Scrum gathering
http://www.scrumalliance.org/view/guide_level_of_certification/ -
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I am nobody, nobodys perfect, therefore, I am perfect!
About me
[email protected] +972-544-26.11.70
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The common mistake
Question: What does the PO do?Answer: Provide help by creating
the product backlog
To err is human, but it feels divine . -- Mae West
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Formal definition
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Formal definition
The Product Owner has the following responsibilities:
1. Define the features of the product;
2. Decide on release date and content;3. Be responsible for the profitability of the product (ROI);
4. Prioritize features according to market value;
5. Adjust features and priority every 30 days, as needed; and
6. Accept or reject work results.
The product owner is responsible
for the first of the three
Scrum ceremonies : Scrum Planning.
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How is it
done?Is it really so simple?
Begin at the beginning and go on till you come to the end: then stop Lewis Carroll
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1. Define the features of the product;
Define the vision
Define the target of the product
Imagine the epics and the themes Imagine the features and the sub features of the product
Translate it into a product backlog
For each user story, insist on the following:
INVEST
CCC DoD
Publish the features
Discuss it with the customers (or get feedback)
Discuss it with the management, colleagues and teams
Pray that you are rightVision is the art of seeing the invisible things-- Jonathan Swift.
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Source: http://www.xprogramming.com/xpmag/expCardConversationConfirmation.htm
(Verified today during lunch time )
Ron Jeffriesdefines three Cs:
CardDoes not contain all the information
Enough text to only identify the requirements
ConversationEncourage thoughts, opinions and discussions
ConfirmationDemonstrate the acceptance test of the customer
User stories CCC
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User stories
INVESTIndependent
The four most dangerous words in investing are 'This time it's different.' -- Sir John Templeton
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User stories
INVESTNegotiable
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User stories
INVESTValuable
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User stories
INVESTEstimateble
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User stories
INVESTSizeable
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User stories
INVESTTestable
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Definition Of Done (DoD)
There are many options:
Coders opinion
End of coding Code review Unit test Check inManagers approval Pair review approved by the tester
integration test System test Performance test Load balance test Regression test Functional test Progression test Overall test Sanity test Smoke test Product owner approvalUsers approval PilotMany more
Were ready
to go!
Who is he
kidding?
If you try to fail, and succeed, which have you done?
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2. Decide on release date and content;
Before the beginning of the project
Be familiar with the overall product content
Be familiar with the velocity of the teams
Calculate the release date as derived from the iron triangleproject
Make a decision when reality does not fit your plan
Throughout the project
Pray that velocity was accurate
Be V-E-R-Y patient and tolerance whena team has an impediment
Adjust the reality plan
"People arent resources and managers arent bosses - Ken Schwaber
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The iron triangle project
Content
Resources TimeThe Waterfall approach
The Agile way
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Overall product release date Team level
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User story Pr Est Velocity
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Resource Time
Content
Nov 09
Sep 09* Developed and invented by Giora Morein
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Overall product release date Product level
Team A Team B Team C Team D Team E Team F Team G
Remainingsprints
18
16
14
12
108
6
4
2
Release date
* Developed and invented by Giora Morein
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3. Be responsible for the profitability of the
product (ROI);
Have strong nerves
Understand the business impact of each feature Be V-E-R-Y aware of the market / competitors /
technology
Be familiar with the cost of developing each feature
Be brave! (Do not be afraid of making decisions*)
Expect a reward at the end of the product and get readyfor a disappointment
"Not making a decision is worse than making the wrong decision!
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4. Prioritize features according to market
value;
Be able to make decisions Understand that the teams can not do all at once
Be ware of your surrounding (customers, competitors,management, teams, )
Know your limits Consider: Value, cost, risk & uncertainty
Make service your first priority, not success and success will follow "
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5. Adjust features and priority every 30
days, as needed;
30 days?!?!? (who isnt adjusting to reality)
Feel the market
Be familiar with the velocity of the teams
Know the maturity level of each team
Be brave (make decisions!)
Can you explain your product in the time it takes to ride up in an elevator? -- Moore
FormingStorming
NormingPerforming
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Storming
Performing
Forming
Norming
Encouraging
Motivate
MirroringRelying
It is OK to make
a mistake, just try it
Focus on the DoD
What was your original plan?What are the user stories you
are committing for this sprint?
PO vs. Scrum team
Do or Do not, there is no try (Scrum?) Master Yoda
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6. Accept or reject work results
Be brave!
Keep your professional integrity
Do not fall into Parkinson law1
Be aware of the student syndrome2
Be afraid of Brooks law3
The architect can be your friend unless his name is Conway4
Insist on the DoD throughout the project1Work expands so as to fill
the time available for its completion.
2Start to fully apply yourself to a taskjust at the last possible moment
3Adding manpower to a late softwareproject makes it later
4 Any piece of software reflects the organizational
structure that produced it"Know your limits but never accept them
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and let us not forget theobstacles & challengesalong the way!
"If at first you don't succeed skydiving is not for you
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Obstacles & Challenges
I need to prioritize the backlog on a daily basis
I am the one that has all the pressure
"Your failures won't hurt you until you start blaming them on others "
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"I have not failed. I've just found 10,000 ways that won't work. -- Thomas Edison
I want to go back to waterfall !
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We need a creative solution!
Impossible is often the untried! - Jim Goodwin
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HR skills
Negotiator
Excellent communication skills
Ability to listen
Be honest with the teams
Patience is a virtue
Flexible (Agile..) mind set
Do not be vain! (You can not anticipate everything)
Trust the teams
Be open to criticism
Ability to manage several tasks simultaneously
Decision maker
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Some quick questions a PO should be
thinking about
Who is going to buy the product?
Who is the target customer?
Which customer needs will the product address? Which product attributes are critical to satisfy the needs selected,
and therefore for the success of the product?
How does the product compare against existing products, both fromcompetitors and the same company?
What are the products unique selling points?
What is the target timeframe and budget to develop and launch theproduct?
Imagine that the product came out as a big flop. What went wrong?
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Questions a product owner should ask
herself What am I afraid of? Why companies buy our products?
Why companies do not buy our products?
What will the customers need from us in the future?
What should I change in the product? Who are our competitors? What makes them such?
What prevents me for doing my job? What did I learn in the past week? sprint? Release?
Am I communicating clear, sharp, one voice set of
requirements? Am I surprised at the end of a sprint?
Am I available to the teams? What can I do in order to help the teams? Should I need to describe the product in one word,
what would it be? Why?
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A day in a life of a Product Owner
should contain:
Be in touch with customers
Discuss new possibilities with high management
Be available to the teams (answer questions, negotiate)
Participate in the daily standup meeting
Groom the backlog
Think! (Quiet era)
Why is it you must wait until night to call it a day?
S i
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Sprint
Backlog
Sprint
ProductBacklog
AsprioritizedbyPO
Tasks committed
By the team
Potentially Shippable
Product Increment
24 hours
Scrum ceremonies
Share your visionDefine the DoD
Help them understandHelp them in creating user storiesMake clear statementsMake sure the team and you understandwhat is going to be deliveredat the end of the sprint
Listen!Feel the peopleDo not be caught surprisedMake sure you review thecommitted user storiesDo not let the team answerthe stakeholders questions
Be honest!
If procrastinators had a club would they ever have a meeting?
id li h
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Guidelines to the PO
- You need the teams as much as the teams need you- Trust the teams
- Be available to the teams- Insist on visibility throughout the way- If user story is your weapon, the DoD is your bullets- Insist on the INVEST model for all user stories- Replan constantly- Be afraid of not taking a decision not taking the wrong decision
- No document will replace communication armed with common sense- Be careful for what you wish, it may come true- It is YOUR incentive to make sure EVERYONE within the team
understand the big picture- Invest in knowledge transfer is the self maintenance of the teams.- If you do not do it, you will end up with an heart attack
- There should be only one voice- If the scope keeps changing within each sprint, someone
has not thought things through. Be sure it is not you!- Create your reality! Similar to Scrum, see in your mind
the end of the day at the beginning of it
Find something you love to do and you'll never have to work a day in your life Harvey MacKay
f i l i i
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Before After
Professional integrity
"Its great to work with somebody who wants to do things differently -- Keith Bellow
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Thank you!
[email protected]+972-544-26.11.70
"You must have long term goals to keep you frombeing frustrated by short term failures ".-- Charles C. Noble