Certified Scrum Product Owner: class desk, posters and photos

Agile product management With scrum

Alexey Krivitsky, CST www.agiletrainings.eu

Agile Coach

developer, scrum master, scrum trainer, free-rider

Alexey KRIVITSKY

www.agiletrainings.eu

1980 – present Kiev – Hamburg

Part 1

Lean

Agile

scrum

Customer collaboration over contract negotiation

1930-1950

Taiichi Ohno

Deming Shewhart

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

WHAT ARE THE TOP WASTES IN SOFTWARE DEVELOPMENT?

The CHAOS Report

hDp://www.standishgroup.com/Reports2015

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.

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

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

dual track scrum

Part 2

PRODUCT OWNER

Product Owner Waiter or doctor?

http://www.agileproductdesign.com (Jeff Patton)

Shared documents ≠ shared understanding

“I’mgladweallagree”

http://www.agileproductdesign.com (Jeff Patton)

Help externalize ideas and see differences

“Oh…”

http://www.agileproductdesign.com (Jeff Patton)

Help to have regular discussions

“Ahha!”

http://www.agileproductdesign.com (Jeff Patton)

That will lead ultimately to shared understanding

“I’mgladweallagreethen”

Defining Product Owner AProductOwnerisnotanewnameforatradi7onalprojectmanagerwhodeliversascopeanddatecontractofwork.Rather,(s)hehastheindependentauthoritytochooseandchangecontent,releasedates,priori7es,vision,etc.Ofcourse,(s)hecollaborateswithstakeholdersandteams,butarealP.O.hasthefinaldecision-makingauthority.

How Many Product Owners do you need?

Acompanydevelopsaweb-shopwithserviceslike:acatalog,userprofiles,emailsubscrip7ons,persistentshoppingcart,paymentsandB2B-integra7onforpartnershops.Howmanyproductsdoyouiden7fy?HowmanyProductBacklogswillyouhave?HowmanyProductOwnerswillyouneed?

OverallProductBacklogforWeb-Shop ScrumTeams SingleProductIncrement

onesprint

Scrum @SCALE: One product owner per a product

onedemoonedeploymentenvironmentonecodebase,onerepo,onemasteronesetoftests,onecon7nuousintegra7on

Visit less.works

Large-scale scrum

Part 3

LEAN STARTUP

Minimize building Maximize learning.

types of hypothesis 1.   Problemhypothesis

Weassumethereaproblem.2.   Userhypothesis

Weassumethesepeoplehavethisproblem.3.   Solu6onhypothesis

Weassumeoursolu7onwillsolveit.4.   Growthhypothesis

Weassumethereareenoughusers.

Pivot examples 1.  Odeobeganasanetworkwherepeoplecouldfindand

subscribetopodcasts.2.  Thiscompanyactuallybeganasanonlinerole-playinggame

calledGameNeverending,whereuserswouldtravelaroundadigitalmap,interactwithotherusersandbuy,sellandbuilditems.

3.  ItwasdevelopedbyacompanycalledConfinityin1999to

allowpeopleto“beam”paymentsfromtheirPDA.4.  In2007awebsitecalledThePointwascreatedwhichwasa

“socialgood”fundraisingsitethatranona“7ppingpoint”system,whereacausewouldonlyreceivefundingoncethepledgeddona7onsreachedacertainnumber.

What will you do when you learn your hypothesis were wrong?

Agile makes Changing your mind legal.

Part 4

Knowing your users

Design thinking

Knowing your users 1.   Demographics

whoarethey?

2.   Values,Goals,Behaviorswhatdotheywanttoachieve?howdotheydotheirworknow?

3.   Needs,Frustra6ons,Problemswhatistheirpain?

User Interviews PREPARING1.  Knowwhatyouwanttolearn2.  Targettherightusers3.  Lookforfacts,notopinions4.  Pollenoughuserstogetgeneralizedinforma7on

User Interviews

RUNNING1.  Askopen-endedques7ons2.  Askforexamples3.  Ask‘why’many7mes4.  Beopentolearnunexpectedthings

Listen to what your users want. But offer them what they need.

Part 5

Maximizing impact

Impact Mapping 1.   WHY

whichbusinessimpactsarewetoreach?2.   WHO

whoaretheactorstohelpusreachtheimpact?3.   HOW

howtheactorswilldoit?4.   WHAT

whatexactlywillwedo?

Part 6

Defining mvp

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?

Build an MVP 1.   ExplainerVideo2.  LandingPage3.  WizardofOz4.   Concierge5.  FundRaising6.  SingleFeatured

hDp://7nyurl.com/mvp-ideashDp://scalemybusiness.com/the-ul7mate-guide-to-minimum-viable-products/

Part 7

Designing solutions

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?

SohowandwheredogreatPOskeeptheproductideassothat

thestoragedoesn’tturnintoajunkyard?

SohowandwheredogreatPOskeeptheproductideassothatinventorymanagementcosts

arekeptlow?

USER ACTIVITIES (BACKBONE)

USER TASKS (WALKING SKELETON)

time

prio

riti

es

RELE

ASES

MMP

Ac7vi7es:Whattheuserwantstodo?

UserTasks:Howdoes(s)hedoit?Steps?

UserStories:Whataretheop7onsofperformingthetask?Thesimplest?Moreelaborated?Evenmore?

Story Mapping Amul6-dimensionalProductBacklogthatkeepsthemul6-dimensionalnatureofaProductBacklogintact.

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

Part 8

Backlog management

USER STORY FORMAT

As a <role>

I want <action>

So that <outcome>

3Cs with user stories

Card

Conversation

Confirmation

Product Backlog Iceberg Priority 2-3 Sprints

Release

Next Releases

Refined User Stories

Non-Refined User Stories

Epics

TypesofPBIs

VISIBLEFEATURE

VISIBLEDEFECT

HIDDENARCHITECTURAL

FEATURE

TECHNICALDEBT

Posi7

veValue

Visible Invisible

Nega7

veValue

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

MIXING WORK IN PRODUCT BACKLOG

HIDDEN TECHNICAL

DEPT VISIBLE

FEATURE

HIDDEN ARCHITECT.

IMPROVEMENT VISIBLE DEFECT

PRODUCT BACKLOG SHOULD BE DEEP

Detailed Appropriately

Estimated

Emergent

Prioritized

Prioritization Techniques

Prioritization Techniques

1. Rela7veRanking

2. BuyaFeature

3. KanoWeigh7ng

Stakeholder Classification

IMPORTANT keepsa7sfied

INFLUEN

CE

INTEREST

OTHERS monitor

KEY PLAYERS manageclosely

AFFECTED keepinformed

Prioritization requires Scrutiny

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

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

Find Exciters, Linear, and Mandatory Features of an iPhone

HowdoyoufeelwithoutFeature-X?

HowdoyoufeelwithFeature-X?

GOOD OK BAD

GOOD

OK

BAD

Kano Weighting

EXCITER

LINEAR MANDATORY

Mixing up a Release

AllfromMandatory

1+Exciter

KeyLiners

Product Backlog Refinement Item size

Level of details

LARGE & UNREFINED

SMALL & UNREFINED

CLEAR, TESTABLE & FEASIBLE

©RomanPichler

1. ESTIMATE

2. SPLIT 3. REFINE

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

DEFINITION OF READY AnagreementwithinaScrumteamonwhatagoodPBIis-whenisitreadyforSprintPlanning.•  Howtodemoisclear•  Discussedwithallteammembers•  Valueisclear•  Smallenough(es7mated)•  Detailedenough•  Canbestartednextsprint•  Allinputsprovided•  Noblockingissues•  …•  Howtomeasureusersa7sfac7on•  Howtorolloutandrollback

How to Split Backlog? Youareaddingpaymentcapabili7estoaweb-shop.Yourteamsiden7fiedthatyou’llneedadatabase,valida7onlogic,integra7onwithseveralAPIs,buildaUI.Yourteamswanttocreatethefollowingproductbacklogitems:1.  Createdatabasetostoretransac7ons2.  IntegratewithAPIs3.  Transac7onvalida7on4.  DevelopUIforpaymentprocessing

Whatwouldyousay?

?

OverallProductBacklog ScrumTeams

PaymentDB

PaymentAPI

PaymentValida7on

PaymentUI

Technical Split

onesprint

DATABASE

BUSINESS LOGIC

API

FRONT-END

Component Teams

OverallProductBacklog ScrumTeams

PaymentDB

PaymentAPI

PaymentValida7on

PaymentUI

Technical Split

onesprint

OverallProductBacklog ScrumTeams

PaymentDB

PaymentAPI

PaymentValida7on

PaymentUI

Technical Split

onesprint onemoresprint onemoresprint

INSTEAD Split BY BUSINESS VALUE

Payment

PaymentwithVisa

PaymentwithMasterCard

PaymentwithPayPal

UserisinformedifcarddataisnotOK

Useristakentosuccesspage

Useristakentoretrypage

UsercanstorehiscarddataToobigforasprint S7lltoobigforasprint

OverallProductBacklog DevelopmentTeams

PaymentwithVisa

PaymentwithMasterCard

Confirma7onEmail

PaymentwithPayPal

SCRUM @SCALE

v1

1PO

CommonSprint

SinglePSPI

Split these stories 1.Asapar7cipantIcanregistertothecourseusingmyemail,FacebookorLinkedInaccounts.

2.Asapar7cipantIcansearchfortrainingsfornextyearbytopicandloca7onsothatIcreateayear-longtrainingplan.3.AsatrainerIwanttomanageclasspar7cipants.

4.AsatrainerIneedtouploadpar7cipantlistsothattheyreceiveclassmaterialsaswellasphotosandlinkstobooksandar7cles.

Acceptance tests in bdd

GIVEN …

WHEN …

THEN …

Part 9

Collaborating with a development team

In a Head of a Product Owner Youhavesplitallthefeaturesintostories,es7matedthemwiththeteams,startmeasuringvelocity…andthedatatellsthatyoucan’tdoitbythedeadline.Whatdoyoudo?A)  Ignorethedataandcon7nueworkingB)  Trytoshi=thedeadlineC)  AddpeopletotheprojectD) Makepeopleworkharder

Tracking Release Progress

Time(sprints)

Amountofwork(points)

rateofbacklogchang

e

whenyouwill

release

amountofwork

remaining

Managing Release Scope

Time(sprints)

Amountofwork(points)

Deadline

MOVETHISMANYPOINTSTONEXTRELEASE

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 …

AlignmentandAutonomy

micro-management leadership

chaoschaos

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

Sprint Is Not Mini-Waterfalls

analyzedesign

testcode

Sprint Sprint Sprint Sprint

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]

Done. or Done-Done-Done?

FeatureA FeatureB FeatureD

COOL:A,BANDDAREDONE!CANWEDEPLOYTHEMNOW?

(pokerface)

OK..SOWHAT’SLEFT?

1.2.…10.

Agile Coach

developer, scrum master, scrum trainer, free-rider

Alexey KRIVITSKY

www.agiletrainings.eu

1980 – present Kiev – Hamburg