AGILE PRODUCT

MANAGEMENT

WITH SCRUMCREATING PRODUCTS THAT

CUSTOMERS LOVE

- ROMAN PICHLER

PRODUCT MANAGEMENT BOOK REVIEW

PRESENTED BY – ADITYA M. KARWA

SCRUM

SPRINT

SCRUM IS AN ITERATIVE AND INCREMENTAL 

AGILE SOFTWARE DEVELOPMENT FRAMEWORK FOR MANAGING

SOFTWARE PROJECTS AND PRODUCT OR APPLICATION DEVELOPMENT. ITS FOCUS IS ON "A FLEXIBLE, HOLISTIC PRODUCT DEVELOPMENT STRATEGY

WHERE A DEVELOPMENT TEAM WORKS AS A UNIT TO REACH A

COMMON GOAL" AS OPPOSED TO A "TRADITIONAL, SEQUENTIAL

APPROACH"

SOME IMPORTANT TERMSWHAT IS SCRUM

SPRINT-

A SPRINT IS THE BASIC UNIT OF DEVELOPMENT IN SCRUM. THE SPRINT IS A "TIMEBOXED" EFFORT, I.E. IT IS RESTRICTED TO A SPECIFIC DURATION.THE DURATION IS

FIXED IN ADVANCE FOR EACH SPRINT AND IS NORMALLY BETWEEN ONE WEEK AND ONE

MONTH.

SCRUM IS FACILITATED BY A SCRUMMASTER, WHO IS ACCOUNTABLE FOR REMOVING

IMPEDIMENTS TO THE ABILITY OF THE TEAM TO DELIVER THE SPRINT GOAL/DELIVERABLES.

THE SCRUMMASTER IS NOT THE TEAM LEADER, BUT ACTS AS A BUFFER BETWEEN

THE TEAM AND ANY DISTRACTING INFLUENCES.

SCRUM MASTER

UNDERSTANDING THE PRODUCT OWNERS ROLE

THE PRODUCT OWNER IS ONE AND ONLY PERSON RESPONSIBLE FOR

MANAGING THE PRODUCT BACKLOG AND ENSURING THE

VALUE OF THE WORK TEAM PERFORMS. THIS PERSON MAINTAINS THE PPRODUCT

BACKLOG AND ENSURES THAT IT IS VISIBLE TO EVERYONE

DESIRABLE CHARECTERISTICS OF A PRODUCT OWNER

VISIONORY DOER

LEADER AND TEAM PLAYER

ENTREPRENEURIAL TEAM

IF YOU GIVE A MEDIOCRE IDEA TO A GREAT TEAM,THEY WILL EITHER FIX

IT OR THROW IT AWAY AND COME UP WITH SOMETHING THAT WORKS.

COMMUNICATOR AND NEGOTIATOR

EMPOWERED AND COMMITTED

AVAILABLE AND QUALIFIED

PATIENCE

WORKING WITH THE TEAM

COLLABORATING WITH THE SCRUMMASTER

DOING THE RIGHT THING THE RIGHT WAY

COMMON MISTAKES

UNDERPOWERED PRODUCT OWNER

THE OVERWORKED PRODUCT OWNER

THE PARTIAL PRODUCT OWNER

THE PROXY PRODUCT OWNER

THE PRODUCT OWNER COMMITTEE

ENVISIONING THE PRODUCT

THE PRODUCT VISION

DESIRABLE QUALITIES OF THE VISION

SHARED AND UNIFYING

BROAD AND ENGAGING

SHORT AND SWEET

MINIMAL MARKETABLE PRODUCT

SIMPLICITY

THE BIRTH OF THE VISION

USING PET PROJECTS

USING SCRUM

TECHNIQUES FOR CREATING THE VISION

PROTOTYPES AND MOCK-UPSP-D-C-A

PERSONAS AND SCENARIOSVISION BOX AND TRADE JOURNAL

REVIEWKANO MODEL

VISIONING PRODUCT ROADMAP

COMMON MISTAKES

NO VISION

PROPHECY VISION

ANALYSIS PARALYSIS

WE KNOW BEST WHAT IS GOOD FOR OUR CUSTOMER!!!!

BIG IS BEAUTIFUL

WORKING WITH THE PRODUCT BACKLOG

THE PRODUCT BACKLOG IS- PRIORITIZED LIST OF THE OUTSTANDING WORK

NECESSARY TO BRING THE PRODUCT TO LIFE

IT INCLUDES- • CUSTOMER NEEDS• VARIOUS TECHNICAL OPTION • FUNCTIONAL & NON FUNCTIONAL

ISSUES• REMEDIATING DEFECTS

THE “DEEP” QUALITIES OF THE PRODUCT BACKLOG

D DETAILED

E ESTIMATED

E EMERGENT

P PRIORITIZED

PRODUCT BACKLOG PRIORITIZATION DETERMINES THE LEVEL OF DETAIL

PRODUCT BACKLOG

PRIORITY

COURSE -GRAINED ITEMS i.e EPICS

MEDIUM GRAINED ITEMS e.g. LARGER

USER STORIES

FINE GRAINED DETAIL ITEMS READY FOR NEXT

ITERATION

LOW

HIGH

GROOMING THE PRODUCT BACKLOG

NEW ITEMS- DISCOVERED AND DESCRIBED

EXISTING ONES- CHANGED OR REMOVED

SIZING NEEDS TO BE DONE AGAIN AND AGAIN BY THE TEAM

DISCOVERING NEW ITEM

DESCRIBING ITEMS

PRIORITIZING THE PRODUCT BACKLOG ON THE BASIS OF

• VALUE• KNOWLEDGE • UNCERTAINTY• RISK• RELEASABILITY• DEPENDENCIES

GETTING READY FOR THE SPRINT PLANNING

DECIDING COMMON GOAL

PREPARING JUST ENOUGH ITEMS JUST IN TIME

LARGE

SIZE

LOW HIGH LEVEL OF DETAILS

SMALL

LARGE UNREFINED ITEMS

SMALL UNREFINED ITEMS

CLEAR, TESTABLE AND GEASABLE

ITEMS

DECOMPOSING AND REFINING PRODUCT BACKLOG ITEMS

DECOMPOSING ITEMS

DECOMPOSING MEANS MAKING ITEM SMALLER AND SMALLER UNTIL THEY FIT

IN TO A SPRINT

PROGRESSIVE REQUIREMENTS DECOMPOSITION

IF ITEM IS LARGE AND COMPLEX

THEN GATHER FEEDBACK FROM CUSTOMER,USER AND

STAKEHOLDERS

HOW USER STORIES CAN BE DECOMPOSED PROGRESSIVELY

COMPOSE EMAIL AS AN ENTERPRISE

USER, I WANT TO COMPOSE

EMAIL

STATE SUBJECT AS AN

ENTERPRISE USER

STATE RECIPIENT AS AN

ENTERPRISE USER I WANT TO

STATE ONE OR MORE

RECIPIENTS

SET IMPORTANCE AS AN ENTERPRISE USER, I WANT

TO SET THE IMPORTANCE

SELECT RECIPIENT AS AN

ENTERPRISE USER, I WANT

TO SELECT ONE OR MORE USER

FROM MY CONTACT LIST

ENTER RECIPIENT AS AN

ENTERPRISE USER, I WANT TO ENTER A RECIPIENT

SIZING THE ITEMS

UNDERSTANDING THE ITEM AND DECIDING-

EFFORTS REQUIRED TO SOLVE THEM

SIZING HELPS IN PRIORITIZATIONFAST TARCKINGFORECASTING

TOOLS TO DECIDE SIZE OF THE ITEMS

STORY POINTS

STORY POINTS ARE COARSE GRAINEDRELATIVE MEASUERS OF EFFORT AND

TIME

A STORY POINT RANGE

SR.NO STORY POINTS SIZE INTERPRETATION

1 0 ALREADY IMPLEMENTED

2 1 EXTRA SMALL

3 2 SMALL

4 3 MEDIUM

5 5 LARGE

6 8 EXTRA LARGE

7 13 DOUBLE EXTRA LARGE

8 20 HUGE

NON-LINEAR SEQUENCE IN TABLE SPEED UP DECISION MAKING

PROCESSPLANNING POKER

USED FOR EEFECTIVE TEAM BASED ESTIMATION

STEPS-ITEM IS EXPLAINED

HIGHER PRIORITY TO LOWEST PRIORITY

THEN GAME OF POKER STARTSIT CONTINUES TILL CONSENSUS

AFTER ESTIMATING TWO ITEMS RELATIVITY IS COMPARED IF RIGHT

THEN GROUPED

ESTIMATING NON FUNCTIONAL REQUIREMENTS

NON FUNCTIONAL REQUIREMENTS APPLY TO ALL FUNCTIONAL

REQUIREMENTSTHESE ARE INCLUDED IN THE TEAMS

DEFINITION OF DONE

PRODUCT OWNERS AND SCRUM MASTERS PLAY MAJOR ROLE THEY

SHOULD NOT INFLUENCE ANY PROCESS UNLESS THEY ARE

PERFORMERSPRODUCT OWNER SHOULD BE PRESENT FOR EVERY MEETING

FAST- TRACK ESTIMATION

IF THERE ARE TIME CONSTRAINTSUSE STICKY NOTES

DEALING WITH NON FUNCTIONAL REQUIREMENTS

THESE ARE OPERATIONAL REQUIREMENTS, QUALITIES OF THE

SYSTEM AND CONSTRAINTS

DESCRIBE THEMDISTINGUISH THEM BETWEEN GLOBAL

AND LOCAL REQUIREMENTS

SCALING PRODUCT BACKLOG

• USE ONE PRODUCT BACKLOG• EXTEND THE GROOMING HORIZON• PROVIDE SEPERATE BACKLOG

VIEWSCOMMON MISTAKES

• DISGUISED REQUIREMENT SPECIFICATION

• WISH LIST FOR SANTA• GROOMING NEGLECT• REQUIREMENT PUSH• COMPETING BACKLOGS

PLANNING THE RELEASE

TIME, COST AND FUNCTIONALITY

QUALITY IS FROZEN

EARLY AND FREQUENT RELEASES

QUARTERLY CYCLES

VELOCITY BASED ON BACKLOG ITEM AND REVIEW RESULT

RELEASE BURNDOWN CHARTS

RELEASE BURNDOWN BAR

RELEASE BURNDOWN CHART

RELEASE PLANSPRINT 1 2 3 4 5

VELOCITY FORECAST

N/A 12-32 18-28 21-28 11-18

ACTUAL VELOCITY

20 25 25

DEPENDENCIES

IMAGING LIBRARY

RELEASES ALPHA CALS BASIC

TEXT MESSAGE

HOLIDAYS

CURRENT SPRINT

CREATING RELEASE PLAN

SPREAD THE MESSAGE IN EVERY SPRINT DECIDE WORK PLAN

USE ELECTRONIC TOOLS LIKE SPREADSHEET,etc

USE OF STICKY NOTE ON THE WALL IS BEST

RELEASE PLANNING ON THE LARGE PROJECTS

COMMON BASELINES FOR ESTIMATESLOOK-AHEAD PLANNING

PIPELINING

COMMON MISTAKES

NO RELEASE PLAN

PRODUCT OWNER IN THE PASSENGER SEAT

BIG-BANG RELEASE

QUALITY COMPROMISES

COLLABORATING IN THE SPRINT MEETINGS

ENORMOUSLY IMPORTANT FOR PRODUCT OWNERS

SPRINT PLANNINGDEFINITION OF DONE

DAILY SCRUMSPRINT BACKLOG AND SPRINT

BURNDOWNSPRINT REVIEW

JUST IN TIME REVIEWSSPRINT RETROSPECTIVE

SPRINT MEETINGS ON LARGE PROJECTS

JOINT SPRINT PLANNINGSCRUM OF SCRUMS

JOINT SPRINT REVIEWJOINT SPRINT RETROSPECTIVE

COMMON MISTAKES

THE BUNGEE PRODUCT OWNERTHE PASSIVE PRODUCT OWNER

UNSUSTAINABLE PACESMOKE AND MIRRORS

REPORTING UP THE SPRINT BURNDOWN

TRANSITIONING IN TO THE PRODUCT OWNER ROLE

BECOMING A GREAT PRODUCT OWNER

KNOW YOURSELFGET A COACH

DEVELOP AND GROWENSURE THAT YOU HAVE SPONSOSHIP

FROM RIGHT LEVELYOU ARE NOT DONE YET

DO DON’TSAY WHAT NEEDS TO BE DONE SAY HOW AND HOW MUCH

TIME IT WILL TAKECHALLENGE THE TEAM BULLY THEM

GET INTERESTED IN BUILDING HIGH PERFORMANCE TEAM

FOCUS ON SHORT TERM DELIVERY ONLY

PRACTICE BUSINESS- VALUE-DRIVEN THINKING

STICK TO THE ORIGINAL SCOPE AND APPROACH “NO MATTER

WHAT”PROTECT THE TEAM FROM

OUTSIDE NOISEWORRY THE TEAM WITH

CHANGESINCORPORATE CHANGE BETN

SPRINTSALLOW CHANGE TO CREEP

INTO SPRINTS