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Product Management
 

Product Management

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Product Management with scrum

Product Management with scrum

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    Product Management Product Management Presentation Transcript

    • AGILEPRODUCTMANAGEMENTWITH SCRUMCREATING PRODUCTS THATCUSTOMERS LOVE- ROMAN PICHLERPRODUCT MANAGEMENT BOOK REVIEWPRESENTED BY – ADITYA M. KARWA
    • SCRUMSPRINT
    • SCRUM IS AN ITERATIVE ANDINCREMENTAL AGILE SOFTWAREDEVELOPMENT FRAMEWORK FORMANAGING SOFTWARE PROJECTS ANDPRODUCT OR APPLICATIONDEVELOPMENT. ITS FOCUS IS ON "AFLEXIBLE, HOLISTIC PRODUCTDEVELOPMENT STRATEGY WHERE ADEVELOPMENT TEAM WORKS AS A UNITTO REACH A COMMON GOAL" ASOPPOSED TO A "TRADITIONAL,SEQUENTIAL APPROACH"SOME IMPORTANT TERMSWHAT IS SCRUM
    • SPRINT-A SPRINT IS THE BASIC UNIT OF DEVELOPMENT INSCRUM. THE SPRINT IS A "TIMEBOXED" EFFORT, I.E.IT IS RESTRICTED TO A SPECIFIC DURATION.THEDURATION IS FIXED IN ADVANCE FOR EACH SPRINTAND IS NORMALLY BETWEEN ONE WEEK AND ONEMONTH.SCRUM IS FACILITATED BY A SCRUMMASTER, WHOIS ACCOUNTABLE FOR REMOVING IMPEDIMENTS TOTHE ABILITY OF THE TEAM TO DELIVER THE SPRINTGOAL/DELIVERABLES. THE SCRUMMASTER IS NOTTHE TEAM LEADER, BUT ACTS AS A BUFFERBETWEEN THE TEAM AND ANY DISTRACTINGINFLUENCES.SCRUM MASTER
    • UNDERSTANDING THE PRODUCTOWNERS ROLETHE PRODUCT OWNER IS ONE AND ONLYPERSON RESPONSIBLE FORMANAGING THE PRODUCT BACKLOGAND ENSURING THE VALUE OF THEWORK TEAM PERFORMS. THIS PERSONMAINTAINS THE PPRODUCT BACKLOGAND ENSURES THAT IT IS VISIBLE TOEVERYONE
    • DESIRABLE CHARECTERISTICS OF APRODUCT OWNERVISIONORY DOERLEADER AND TEAM PLAYERENTREPRENEURIAL TEAMIF YOU GIVE A MEDIOCRE IDEA TO AGREAT TEAM,THEY WILL EITHER FIX IT ORTHROW IT AWAY AND COME UP WITHSOMETHING THAT WORKS.
    • COMMUNICATOR AND NEGOTIATOREMPOWERED AND COMMITTEDAVAILABLE AND QUALIFIEDPATIENCEWORKING WITH THE TEAMCOLLABORATING WITH THESCRUMMASTERDOING THE RIGHT THING THE RIGHT WAY
    • COMMON MISTAKESUNDERPOWERED PRODUCT OWNERTHE OVERWORKED PRODUCT OWNERTHE PARTIAL PRODUCT OWNERTHE PROXY PRODUCT OWNERTHE PRODUCT OWNER COMMITTEE
    • ENVISIONING THE PRODUCTTHE PRODUCT VISIONDESIRABLE QUALITIES OF THEVISIONSHARED AND UNIFYINGBROAD AND ENGAGINGSHORT AND SWEETMINIMAL MARKETABLE PRODUCTSIMPLICITY
    • THE BIRTH OF THE VISIONUSING PET PROJECTSUSING SCRUMTECHNIQUES FOR CREATING THE VISIONPROTOTYPES AND MOCK-UPSP-D-C-APERSONAS AND SCENARIOSVISION BOX AND TRADE JOURNAL REVIEWKANO MODELVISIONING PRODUCT ROADMAP
    • COMMON MISTAKESNO VISIONPROPHECY VISIONANALYSIS PARALYSISWE KNOW BEST WHAT IS GOOD FOR OURCUSTOMER!!!!BIG IS BEAUTIFUL
    • WORKING WITH THE PRODUCT BACKLOGTHE PRODUCT BACKLOG IS- PRIORITIZEDLIST OF THE OUTSTANDING WORKNECESSARY TO BRING THE PRODUCT TOLIFEIT INCLUDES-• CUSTOMER NEEDS• VARIOUS TECHNICAL OPTION• FUNCTIONAL & NON FUNCTIONALISSUES• REMEDIATING DEFECTS
    • THE “DEEP” QUALITIES OF THE PRODUCTBACKLOGD DETAILEDE ESTIMATEDE EMERGENTP PRIORITIZED
    • PRODUCT BACKLOG PRIORITIZATIONDETERMINES THE LEVEL OF DETAILPRODUCT BACKLOGPRIORITYCOURSE -GRAINEDITEMS i.e EPICSMEDIUM GRAINEDITEMS e.g. LARGERUSER STORIESFINE GRAINED DETAIL ITEMSREADY FOR NEXT ITERATIONLOWHIGH
    • GROOMING THE PRODUCT BACKLOGNEW ITEMS- DISCOVERED ANDDESCRIBEDEXISTING ONES- CHANGED OR REMOVEDSIZING NEEDS TO BE DONE AGAIN ANDAGAIN BY THE TEAMDISCOVERING NEW ITEMDESCRIBING ITEMS
    • PRIORITIZING THE PRODUCT BACKLOG ONTHE BASIS OF• VALUE• KNOWLEDGE• UNCERTAINTY• RISK• RELEASABILITY• DEPENDENCIESGETTING READY FOR THE SPRINTPLANNINGDECIDING COMMON GOALPREPARING JUST ENOUGH ITEMS JUST INTIME
    • LARGESIZELOW HIGH LEVEL OF DETAILSSMALLLARGE UNREFINEDITEMSSMALLUNREFINED ITEMSCLEAR, TESTABLEAND GEASABLEITEMSDECOMPOSING AND REFININGPRODUCT BACKLOG ITEMS
    • DECOMPOSING ITEMSDECOMPOSING MEANS MAKING ITEMSMALLER AND SMALLER UNTIL THEY FIT IN TOA SPRINTPROGRESSIVE REQUIREMENTSDECOMPOSITIONIF ITEM IS LARGE AND COMPLEXTHEN GATHER FEEDBACK FROMCUSTOMER,USER AND STAKEHOLDERS
    • HOW USER STORIES CAN BEDECOMPOSED PROGRESSIVELYCOMPOSEEMAIL AS ANENTERPRISEUSER, I WANTTO COMPOSEEMAILSTATE SUBJECTAS ANENTERPRISEUSERSTATE RECIPIENTAS ANENTERPRISEUSER I WANT TOSTATE ONE ORMORERECIPIENTSSETIMPORTANCE ASAN ENTERPRISEUSER, I WANTTO SET THEIMPORTANCESELECTRECIPIENT AS ANENTERPRISEUSER, I WANTTO SELECT ONEOR MORE USERFROM MYCONTACT LISTENTERRECIPIENT AS ANENTERPRISEUSER, I WANTTO ENTER ARECIPIENT
    • SIZING THE ITEMSUNDERSTANDING THE ITEM ANDDECIDING-EFFORTS REQUIRED TO SOLVE THEMSIZING HELPS IN PRIORITIZATIONFAST TARCKINGFORECASTINGTOOLS TO DECIDE SIZE OF THE ITEMSSTORY POINTSSTORY POINTS ARE COARSE GRAINEDRELATIVE MEASUERS OF EFFORT AND
    • A STORY POINT RANGESR.NO STORY POINTS SIZE INTERPRETATION1 0 ALREADYIMPLEMENTED2 1 EXTRA SMALL3 2 SMALL4 3 MEDIUM5 5 LARGE6 8 EXTRA LARGE7 13 DOUBLE EXTRALARGE8 20 HUGE
    • NON-LINEAR SEQUENCE IN TABLE SPEEDUP DECISION MAKING PROCESSPLANNING POKERUSED FOR EEFECTIVE TEAM BASEDESTIMATIONSTEPS-ITEM IS EXPLAINEDHIGHER PRIORITY TO LOWEST PRIORITYTHEN GAME OF POKER STARTSIT CONTINUES TILL CONSENSUSAFTER ESTIMATING TWO ITEMSRELATIVITY IS COMPARED IF RIGHT THEN
    • ESTIMATING NON FUNCTIONALREQUIREMENTSNON FUNCTIONAL REQUIREMENTS APPLYTO ALL FUNCTIONAL REQUIREMENTSTHESE ARE INCLUDED IN THE TEAMSDEFINITION OF DONEPRODUCT OWNERS AND SCRUM MASTERSPLAY MAJOR ROLE THEY SHOULD NOTINFLUENCE ANY PROCESS UNLESS THEYARE PERFORMERSPRODUCT OWNER SHOULD BE PRESENTFOR EVERY MEETING
    • FAST- TRACK ESTIMATIONIF THERE ARE TIME CONSTRAINTSUSE STICKY NOTESDEALING WITH NON FUNCTIONALREQUIREMENTSTHESE ARE OPERATIONALREQUIREMENTS, QUALITIES OF THESYSTEM AND CONSTRAINTSDESCRIBE THEMDISTINGUISH THEM BETWEEN GLOBALAND LOCAL REQUIREMENTS
    • SCALING PRODUCT BACKLOG• USE ONE PRODUCT BACKLOG• EXTEND THE GROOMING HORIZON• PROVIDE SEPERATE BACKLOG VIEWSCOMMON MISTAKES• DISGUISED REQUIREMENTSPECIFICATION• WISH LIST FOR SANTA• GROOMING NEGLECT• REQUIREMENT PUSH• COMPETING BACKLOGS
    • PLANNING THE RELEASETIME, COST AND FUNCTIONALITYQUALITY IS FROZENEARLY AND FREQUENT RELEASESQUARTERLY CYCLESVELOCITYBASED ON BACKLOG ITEM AND REVIEW RESULTRELEASE BURNDOWN CHARTS
    • RELEASE BURNDOWN BAR
    • RELEASE BURNDOWN CHART
    • RELEASE PLANSPRINT 1 2 3 4 5VELOCITYFORECASTN/A 12-32 18-28 21-28 11-18ACTUALVELOCITY20 25 25DEPENDENCIESIMAGINGLIBRARYRELEASES ALPHACALS BASICTEXTMESSAGEHOLIDAYSCURRENTSPRINT
    • CREATING RELEASE PLANSPREAD THE MESSAGE IN EVERY SPRINTDECIDE WORK PLANUSE ELECTRONIC TOOLS LIKESPREADSHEET,etcUSE OF STICKY NOTE ON THE WALL ISBESTRELEASE PLANNING ON THE LARGEPROJECTSCOMMON BASELINES FOR ESTIMATESLOOK-AHEAD PLANNINGPIPELINING
    • COMMON MISTAKESNO RELEASE PLANPRODUCT OWNER IN THE PASSENGERSEATBIG-BANG RELEASEQUALITY COMPROMISES
    • COLLABORATING IN THE SPRINTMEETINGSENORMOUSLY IMPORTANT FOR PRODUCTOWNERSSPRINT PLANNINGDEFINITION OF DONEDAILY SCRUMSPRINT BACKLOG AND SPRINTBURNDOWNSPRINT REVIEWJUST IN TIME REVIEWSSPRINT RETROSPECTIVE
    • SPRINT MEETINGS ON LARGEPROJECTSJOINT SPRINT PLANNINGSCRUM OF SCRUMSJOINT SPRINT REVIEWJOINT SPRINT RETROSPECTIVECOMMON MISTAKESTHE BUNGEE PRODUCT OWNERTHE PASSIVE PRODUCT OWNERUNSUSTAINABLE PACESMOKE AND MIRRORSREPORTING UP THE SPRINT BURNDOWN
    • TRANSITIONING IN TO THE PRODUCTOWNER ROLEBECOMING A GREAT PRODUCTOWNERKNOW YOURSELFGET A COACHDEVELOP AND GROWENSURE THAT YOU HAVE SPONSOSHIPFROM RIGHT LEVELYOU ARE NOT DONE YET
    • DO DON’TSAY WHAT NEEDS TO BE DONE SAY HOW AND HOW MUCHTIME IT WILL TAKECHALLENGE THE TEAM BULLY THEMGET INTERESTED IN BUILDINGHIGH PERFORMANCE TEAMFOCUS ON SHORT TERMDELIVERY ONLYPRACTICE BUSINESS- VALUE-DRIVEN THINKINGSTICK TO THE ORIGINAL SCOPEAND APPROACH “NO MATTERWHAT”PROTECT THE TEAM FROMOUTSIDE NOISEWORRY THE TEAM WITHCHANGESINCORPORATE CHANGE BETNSPRINTSALLOW CHANGE TO CREEPINTO SPRINTS