mike cottmeyer - how to own a really big complex product
Post on 18-Oct-2014
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presented at Southern Fried Agile 2010.southernfriedagile.comTRANSCRIPT
How to Own a Really Big Complex ProductPresented by: Mike Cottmeyer
mike cottmeyervice-president, pillar technology [email protected]+1.404.312.1471www.pillartechnology.comwww.leadingagile.comtwitter.com/mcottmeyer
Agenda
Agenda
• Product Owner Basics
Agenda
• Product Owner Basics• Complex Products in Large Enterprises
Agenda
• Product Owner Basics• Complex Products in Large Enterprises• Exploring Product Ownership
Agenda
• Product Owner Basics• Complex Products in Large Enterprises• Exploring Product Ownership• Managing the Enterprise Backlog
The Product Owner in Scrum
Team
Developers
DevelopersTesters
Developers
Analyst
Testers
Developers
PMAnalyst
Testers
Developers
CSMAnalyst
Testers
Product Owner
CSMAnalyst
Testers
Developers
The Product Owner in Scrum
• Creates the PPBL
The Product Owner in Scrum
• Creates the PPBL• Prioritizes the PPBL
The Product Owner in Scrum
• Creates the PPBL• Prioritizes the PPBL• Elaborates the
requirements
The Product Owner in Scrum
• Creates the PPBL• Prioritizes the PPBL• Elaborates the
requirements• Communicate vision
The Product Owner in Scrum
• Creates the PPBL• Prioritizes the PPBL• Elaborates the
requirements• Communicate vision• Represents the
customer
The Product Owner in Scrum
• Creates the PPBL• Prioritizes the PPBL• Elaborates the
requirements• Communicate vision• Represents the
customer
• Participates in the Scrum meetings
The Product Owner in Scrum
• Creates the PPBL• Prioritizes the PPBL• Elaborates the
requirements• Communicate vision• Represents the
customer
• Participates in the Scrum meetings
• Inspects the product
The Product Owner in Scrum
• Creates the PPBL• Prioritizes the PPBL• Elaborates the
requirements• Communicate vision• Represents the
customer
• Participates in the Scrum meetings
• Inspects the product• Changes direction
The Product Owner in Scrum
• Creates the PPBL• Prioritizes the PPBL• Elaborates the
requirements• Communicate vision• Represents the
customer
• Participates in the Scrum meetings
• Inspects the product• Changes direction• Communicates
progress
The Product Owner in Scrum
• Creates the PPBL• Prioritizes the PPBL• Elaborates the
requirements• Communicate vision• Represents the
customer
• Participates in the Scrum meetings
• Inspects the product• Changes direction• Communicates
progress• Terminates the
sprint
The Single Wringable Neck
Product Owner is a BIG Job!
Product Owner is a BIG Job!
• Product Manager… vision and direction
Product Owner is a BIG Job!
• Product Manager… vision and direction• Project Manager… sequence and status
Product Owner is a BIG Job!
• Product Manager… vision and direction• Project Manager… sequence and status• Business Analyst… elaborating requirements
Product Owner is a BIG Job!
• Product Manager… vision and direction• Project Manager… sequence and status• Business Analyst… elaborating requirements• Quality Assurance… inspecting outcomes
Product Owner is a BIG Job!
• Product Manager… vision and direction• Project Manager… sequence and status• Business Analyst… elaborating requirements• Quality Assurance… inspecting outcomes• Management… terminating and changing
Product Owner is a BIG Job!
• Product Manager… vision and direction• Project Manager… sequence and status• Business Analyst… elaborating requirements• Quality Assurance… inspecting outcomes• Management… terminating and changing• User Experience… usability
Product Owner is a BIG Job!
• Product Manager… vision and direction• Project Manager… sequence and status• Business Analyst… elaborating requirements• Quality Assurance… inspecting outcomes• Management… terminating and changing• User Experience… usability• Team Member… participates with the team
Owning Complex Products
Owning Complex ProductsPayments Services
Risk Services
Business Intelligence
Corporate Financials
Online Banking
X X X X
Phone Banking
X X X
Payment Processing
X X
Remittance Processing
X X
Owning Complex Products
Biller Transactions
Fin Inst. Transactions
Partner Communication
Credit Card Payments
ACH Payments
Payments
Fraud/Risk
Identity/ Enrollment
Risk
SAS
Bus Intel/ Reporting
Business Intelligence
SAP
Corporate Billing
Corporate Financials
Web
IVR
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Team 1
Team 2Team 1
Team 2Team 1 Team 3
Team 2Team 1 Team 3
ProductA
Team 2Team 1 Team 3
ProductB
ProductA
Team 2Team 1 Team 3
ProductB
ProductA
Managing the Enterprise Backlog
Epic
Epic
Epic
Epic
Feature
Feature
Feature
Feature
Feature
Feature
Epic
Epic
Epic
Epic
Feature
Feature
Feature
Feature
Feature
Feature
Epic
Epic
Epic
Epic
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Team 1
Team 2
User Story
User Story
User Story
Team 3
The performance of one team can starve Value Creation
Team 2Team 1 Team 3
Context
Team 2Team 1 Team 3
ContextCoordination
PMO
PO TeamPMO
TeamPO TeamPMO
TeamPO TeamPMO
Guidance
TeamPO TeamPMO
Feedback
Manage the system, identify and elevate constraints
Feature 1 Feature 1 Feature 1
Team 1 Team 2 Team 3
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1 Feature 1 Feature 1
Team 1 Team 2 Team 3
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 2
Feature 2
Feature 2
Feature 2
Feature 2
Feature 2
Feature 1 Feature 1 Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 2
Feature 2
Feature 2
Feature 2
Feature 2
Feature 2
Feature 2Feature 2
Feature 2Feature 2
Feature 2
Feature 2 Feature 2Feature 2
Team 1 Team 2 Team 3
Feature 1 Feature 1 Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 2
Feature 2
Feature 2
Feature 2
Feature 2
Feature 2
Feature 2Feature 2
Feature 2Feature 2
Feature 2
Feature 2 Feature 2Feature 2
Feature 3
Feature 3
Feature 3
Feature 3
Team 1 Team 2 Team 3
Project A
Project A
Project A
Project B
Project B
Project B
Project C
Project C
Project C
3 months
Project A
Project A
Project A
Project B
Project B
Project B
Project C
Project C
Project C
6 months
3 months
Project A
Project A
Project A
9 months
Project B
Project B
Project B
Project C
Project C
Project C
6 months
3 months
Project A
Project B
Project C
Project A
Project B
Project C
Project A
Project B
Project C
7 months
Project A
Project B
Project C
Project A
Project B
Project C
Project A
Project B
Project C
10 months
7 months
Project A
Project B
Project C
13 months
Project A
Project B
Project C
Project A
Project B
Project C
10 months
7 months
Project A
Project B
Project C
13 months
Project A
Project B
Project C
Project A
Project B
Project C
10 months
7 months
Feature 1 Feature 1 Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Team 1 Team 2 Team 3
Feature 1 Feature 1 Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Team 1 Team 2 Team 3
Feature 1 Feature 1 Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Team 1 Team 2 Team 3
Feature 1 Feature 1 Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 2 Feature 2 Feature 2
Feature 2 Feature 2Feature 2
Feature 2
Team 1 Team 2 Team 3
Feature 1 Feature 1 Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 2 Feature 2 Feature 2
Feature 2 Feature 2Feature 2
Feature 2
Feature 3 Feature 3 Feature 3
Feature 3
Feature 3
Feature 3
Feature 3
Feature 3
Feature 3
Team 1 Team 2 Team 3
Feature 1 Feature 1 Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 2 Feature 2 Feature 2
Feature 2 Feature 2Feature 2
Feature 2
Feature 3 Feature 3 Feature 3
Feature 3
Feature 3
Feature 3
Feature 3
Feature 3
Feature 3
Team 1 Team 2 Team 3
Product Ownership in the Large
Product Ownership is a set of organizational capabilities…
…not a person!
Team 1
Team
Team 2Team 1
Team 2Team 1 Team 3
Across Teams
Team 2Team 1 Team 3
Project A
Project
Team 2Team 1 Team 3
Project B
Project A
Portfolio
That get expressed differently depending on your level of scale
Product Owner Capabilities
Product Owner Capabilities
• Agile as Business Analysis
Product Owner Capabilities
• Agile as Business Analysis• Agile as Engineering
Product Owner Capabilities
• Agile as Business Analysis• Agile as Engineering• Agile as Leadership & Coordination
Business Analysis CapabilitiesHelping organizations develop the capabilities to achieve Enterprise Agility
Understand Needs of the
Customer
Develop Product Strategy
Manage Product Portfolio
Achieve Customer Acceptance
Define Business Requirements
Product Strategy Solution Requirements Develop Product Launch Product
Operate and Support Product
Define Product Backlog
Establish Product Vision
Define Product Roadmap
Plan Launch
Engage Stakeholders
Planning
Coordinate Launch
Establish Development Environment
Manage Suppliers
Ensure Process Adherence
Identify and Remove
Impediments
Ensure Internal Communication
Maintain Work Environment
Develop Team
Support Operations
Provide Customer Support
Support Implementation Coordinate Work
Maintain Architecture
Understand Requirements
Maintain Product Quality
Design and Engineer Solution Deploy Product
Integration Testing
Learn from Outside Sources
Commit To Agility
Manage Risks Provide Job Training
Everyone
Environment
Perform Maintenance and Customizations
Product Development
Engineering CapabilitiesHelping organizations develop the capabilities to achieve Enterprise Agility
Understand Needs of the
Customer
Develop Product Strategy
Manage Product Portfolio
Achieve Customer Acceptance
Define Business Requirements
Product Strategy Solution Requirements Develop Product Launch Product
Operate and Support Product
Define Product Backlog
Establish Product Vision
Define Product Roadmap
Plan Launch
Engage Stakeholders
Planning
Coordinate Launch
Establish Development Environment
Manage Suppliers
Ensure Process Adherence
Identify and Remove
Impediments
Ensure Internal Communication
Maintain Work Environment
Develop Team
Support Operations
Provide Customer Support
Support Implementation Coordinate Work
Maintain Architecture
Understand Requirements
Maintain Product Quality
Design and Engineer Solution Deploy Product
Integration Testing
Learn from Outside Sources
Commit To Agility
Manage Risks Provide Job Training
Everyone
Environment
Perform Maintenance and Customizations
Product Development
Leadership & Coordination CapabilitiesHelping organizations develop the capabilities to achieve Enterprise Agility
Understand Needs of the
Customer
Develop Product Strategy
Manage Product Portfolio
Achieve Customer Acceptance
Define Business Requirements
Product Strategy Solution Requirements Develop Product Launch Product
Operate and Support Product
Define Product Backlog
Establish Product Vision
Define Product Roadmap
Plan Launch
Engage Stakeholders
Planning
Coordinate Launch
Establish Development Environment
Manage Suppliers
Ensure Process Adherence
Identify and Remove
Impediments
Ensure Internal Communication
Maintain Work Environment
Develop Team
Support Operations
Provide Customer Support
Support Implementation Coordinate Work
Maintain Architecture
Understand Requirements
Maintain Product Quality
Design and Engineer Solution Deploy Product
Integration Testing
Learn from Outside Sources
Commit To Agility
Manage Risks Provide Job Training
Everyone
Environment
Perform Maintenance and Customizations
Product Development
Team 1
Team 2Team 1
Team 3Team 2Team 1
Scrum of Scrums
Team 2Team 1 Team 3
Product Owner Team
Team 2Team 1 Team 3
Product Owner Team withArchitects
Team 2Team 1 Team 3
Integration Team
Team 2Team 1 Team 3
Alignment and culture trump people, process, and tools
Summary
Summary
• Product Owners don’t scale
Summary
• Product Owners don’t scale• Common strategies don’t work
Summary
• Product Owners don’t scale• Common strategies don’t work• It takes more than one team to deliver value
Summary
• Product Owners don’t scale• Common strategies don’t work• It takes more than one team to deliver value• By thinking about organizational capabilities
Summary
• Product Owners don’t scale• Common strategies don’t work• It takes more than one team to deliver value• By thinking about organizational capabilities• We can create situationally specific strategies
mike cottmeyervice-president, pillar technology [email protected]+1.404.312.1471www.pillartechnology.comwww.leadingagile.comtwitter.com/mcottmeyer
How to Own a Really Big Complex ProductPresented by: Mike Cottmeyer