How to use agile for roadmapping and be successful at it

7,158 views

Published on

This was my presentation at Agile 2010.

As agile practices become more prevalent, Product Management divisions face increasing challenges to adapt agile techniques. Most Agile project teams prefer direct collaboration with the strategy makers for decision making over reporting metrics; the reality is that only a few product/portfolio managers are actually capable of paradigm shifts to accommodate this drift. What is needed to make this shift? The paper outlines an experience report - adoption of agile-enabled framework by the digital division of a publishing house to charter their product road-map and enable their project team with the “big picture”.

Published in: Business
1 Comment
22 Likes
Statistics
Notes
No Downloads
Views
Total views
7,158
On SlideShare
0
From Embeds
0
Number of Embeds
99
Actions
Shares
0
Downloads
654
Comments
1
Likes
22
Embeds 0
No embeds

No notes for slide

How to use agile for roadmapping and be successful at it

  1. 1. How to use Agile for product road-mapping and be successful at it ? Anupam Kundu © ThoughtWorks 2010 1
  2. 2. Session Goal Who is a How Agile Business Product helps Product Fundamentals Owner? Owner? Agile planning primer for The Story So Product Owner Far... Q&A © ThoughtWorks 2010 2
  3. 3. Session Goal High-performing agile teams need right direction and director to build successful products © ThoughtWorks 2010 3
  4. 4. Business Fundamentals What do I want? © ThoughtWorks 2010 4
  5. 5. Business Fundamentals What do I need to get it? © ThoughtWorks 2010 5
  6. 6. Business Fundamentals How will I get there? © ThoughtWorks 2010 6
  7. 7. Business Fundamentals The most important question is WHAT WE BUILD not HOW WE BUILD © ThoughtWorks 2010 7
  8. 8. Business Fundamentals © ThoughtWorks 2010 8
  9. 9. Who is a Product Owner? …who makes Engineering & Development decisions about what the product should do while Product Management taking into account what people who Operations & Marketing & Sales make buying Support decisions actually want... Jeff Patton © ThoughtWorks 2010 9
  10. 10. Who is a Product Owner? •Subject Matter Expert •Business Advocate – Understand the domain well – Understand the needs of the enough to envision a product organization paying for the software and selects a mix of features that cater to their goals •End-User Advocate •Communicator – Describe the product with – Capable of communicating vision and understanding of users and intent to the team and the use, and a product that best stakeholders alike serves both •Customer Advocate •Decision Maker – Understand the needs of the – Given a variety of conflicting goals business buying the product and opinions be the final logical and select a mix of features decision maker about what goes into valuable to the customer a release © ThoughtWorks 2010 10
  11. 11. Who is a Product Owner? …high-performing class of “product-centric” development teams that characteristically support their company’s value chain, partner with both their customers and business stakeholders, and own the business results that their software delivers… Forrester Research on Product Centric Development © ThoughtWorks 2010 11
  12. 12. { pause } © ThoughtWorks 2010 12
  13. 13. How Agile helps Product Owner? © ThoughtWorks 2010 13
  14. 14. How Agile helps Product Owner? Source: State of Agile Development: 3rd Annual Survey, Version One © ThoughtWorks 2010 14
  15. 15. Agile planning primer for Product Owner © ThoughtWorks 2010 15
  16. 16. Portfolio Division level Strategy objectives and goals Product roadmap and Agile planning primer Prioritized product business strategy for Product Owner road map Release What business Product objectives will each Business objectives release achieve? fulfilled by the product What capabilities Product Vision will the release Product life cycle offer? Release plan Sprint Planning Daily story What stories must backlog be included in the Story Details sprint to achieve Acceptance release objectives? Tests Iteration Plan Sprint velocity/capacity © ThoughtWorks 2010 16
  17. 17. Agile planning primer for Product Owner Product Manager – Scrum Team Product Strategy -Constant interaction Manager – Business -Faster rate of Portfolio communication Sponsor Stakeholders -Focus on efficiency, - Business delivery, quick releases priorities, Product - Strategy Release -Legal obligations - relatively slower Sprint progress of communication Daily © ThoughtWorks 2010 17
  18. 18. { Do I still have your attention?! } Case Studies published •http://www.thoughtworks.com/simon-schuster •http://www.agilejournal.com/articles/columns/column-articles/2650-product-road-mapping- using-agile-principles © ThoughtWorks 2010 18
  19. 19. The Story So Far... Business Domain : Publishing and Media – re-engineer a 15 year old consumer facing site with cutting edge technologies and social networking tools – rich experience for authors and readers with multimedia, editorial and crowd sourced comments and reviews, content aggregation from the web and content syndication to multiple channel partners Beta Site Launched in 5 months – considered a big success – digital division product team earns kudos and respect across the organization Product owner overwhelmed – new products planned by the digital division – new project requests from stakeholders across the company – continuous maintenance and upgrade of the existing site – hard to plan for new products and enhancements while dealing with maintenance – frustrations follows soon © ThoughtWorks 2010 19
  20. 20. Now how do I maintain this site and also attend to all these enhancement requests…. © ThoughtWorks 2010 20
  21. 21. lets ask how the h*** do I everyone to manage this? well, its not working work more for at all as I expected… •Need help with product backlog maintenance •Team needs to understand the roadmap and what they are working on •Build up trust with the stakeholders in terms of prioritization of work requests • Build social connection and transparency across the teams •More predictability of delivery, releases •Sustainable pace
  22. 22. © ThoughtWorks 2010 22
  23. 23. © ThoughtWorks 2010 23
  24. 24. The Story So Far... •What is the business value for the product? •Is the new feature considered a legal obligation for the market? •Does the new product provide a distinct competitive advantage in the marketplace? •How much can the proposed product leverage the newly created infrastructure? •Which product can help launch or promote new or emerging lines of business? •Will the new product allow the stakeholders to reach and exploit new marketing geographies? •How much will it cost to launch the new product? •Is there a need to build follow-up modules to the product? •Is this a new product a catch-up with rest of the players in the market? •Can we quickly identify multiple small tasks and create a product of value for the internal web / content admin team? © ThoughtWorks 2010 24
  25. 25. The Story So Far... identification prioritization exploration confirmation Identification – business and technology stakeholders brainstorm new products, features and ideas along with the product owner – (ranked) product roadmap with high level business visions and goals outlined for the highest priority projects and features – mainly product owners ( & business analysts) and business stakeholders © ThoughtWorks 2010 25
  26. 26. The Story So Far... identification prioritization exploration confirmation Prioritization – discuss current state of product backlog with the team – identify initial risks and assumptions from prioritized products – order of magnitude estimates for the prioritized products – product owners ( & business analysts), scrum master, dev team © ThoughtWorks 2010 26
  27. 27. The Story So Far... identification prioritization exploration confirmation Exploration – spike technology integration touch points – granular estimates – draft release plan of priority products – dev team, scrum master, product owners ( & business analysts) © ThoughtWorks 2010 27
  28. 28. The Story So Far... identification prioritization exploration confirmation Confirmation – decision to go or no-go – put products into hibernation or kill them – refine release timelines and schedules – product owners ( & business analysts), business stakeholders and scrum master © ThoughtWorks 2010 28
  29. 29. The Story So Far... © ThoughtWorks 2010 29
  30. 30. The Story So Far... Extend the bandwidth of the product owner – Add a dedicated Business Analyst to work as PO proxy for couple of projects – Introduce other POs in the mix with the concept of an UBER PO having the final call on sprint priorities – Moved to 2 weeks sprint (instead of weekly sprints) Manage the backlogs – Reduce three backlogs to two – One backlog for high value new projects and key features – Second backlog of all low priority bugs and enhancements to the current site Adopt Agile Principles to road-mapping process – The roadmap document is declared as a live document constantly prioritized based on feedback from stakeholders and agile team every sprint – Greater visibility to the project team beyond the release scope by introducing a feedback oriented collaborative approach © ThoughtWorks 2010 30
  31. 31. The Story So Far... Productivity Improvement: team output January April August December New Products Maintenance
  32. 32. Business goals improvement – Approx number of products added to roadmap / year: 74 The Story So Far... – Approx number of products delivered / year: 26 – 2 NEW products every month! New Products - Roadmap Success Count of New Products Added to Roadmap Count of New Product Launched 20 8.00 18 7.00 16 6.00 14 5.00 12 10 4.00 8 3.00 6 2.00 4 1.00 2 0.00 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec © ThoughtWorks 2010 32
  33. 33. The Story So Far... 1. All product owners are equal but some POs are more equal than others – think of the ϋber PO 2. Rapid portfolio management gives ability to change roadmap direction every sprint 3. Providing visibility into the roadmap increases trust and accountability within the stakeholders 4. Cross pollination of ideas (during road-mapping ) as the agile team gets involved 5. Early and frequent collaboration is a risk mitigation tactic © ThoughtWorks 2010 33
  34. 34. Q&A © ThoughtWorks 2010 34
  35. 35. References 1. http://www.infoq.com/minibooks/scrum-xp-from-the-trenches 2. http://www.scrumalliance.org/ 3. http://agilemanifesto.org/ 4. http://www.implementingscrum.com 5. www.mountaingoat.com – Mike Cohn 6. www.agileproductdesign.com – Jeff Patton 7. http://www.agilejournal.com/articles/columns/articles/415-the-agile-pyramid- aligning-the-corporate-strategy-with-agility – Joe Krebs 8. http://www.agilejournal.com/articles/columns/column-articles/2650-product- road-mapping-using-agile-principles 9. http://www.agilejournal.com/articles/columns/column-articles/2806-project- portfolio-decisionsdecisions-for-now 10. Agile Development: Mainstream Adoption Has Changed Agility – Jan, 2010 Forrester Research 11. Product-Centric Development Is A Hot New Trend – Dec, 2009 Forrester Research 12. Design Comics 13. Microsoft Office ClipArt 14. All beloved ThoughtWorkers © ThoughtWorks 2010 35
  36. 36. About the Speaker Anupam Kundu Lead Consultant, ThoughtWorks ak@thoughtworks.com kundu.anupam@gmail.com •agile project management •agile coaching for product owners •global software delivery expertise •12+ years experience •Developer, Business Analyst, Architect, Offshore Coordinator, Project Manager, Pre sales, Account Management •Author © ThoughtWorks 2010 36

×