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How does Scrum support the Enterprise: The role of the Product Owner as Voice of the Customer
 

How does Scrum support the Enterprise: The role of the Product Owner as Voice of the Customer

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In the Scrum process the project team is seen in terms of handling a backlog of requirements that together represent the “product.” The only team member in this methodology that represents the ...

In the Scrum process the project team is seen in terms of handling a backlog of requirements that together represent the “product.” The only team member in this methodology that represents the customer is the product owner. Scrum methodology does not cover the work of the product owner and in the big picture of software product design this role is actually more important than the Scrum Master. It is from the product owner that the team gets product requirements, it is the product owner that supplies the priority of backlog items, called User Stories in Agile methodology. So how do you get a set of requirements, User Stories, for your team’s Product Backlog? Scrum only says that it is the role of the Product Owner to get these from the customer; simple. Well not so fast.
Product development is a strategic exercise and decisions regarding what functionality to include ultimately impacts the very nature of the organization that builds and maintains the product. In order for the Product Owner to create the Product Backlog for the Scrum team to work on it is necessary to know where each requirement fits into the corporate vision, whether or not there are alternatives that may be better or cheaper, what other projects within the greater enterprise may be similar so as to avoid duplication. Scrum does not take into account any of this, because it is not meant to manage any of these issues. Scrum is meant to support a build and release process; which works fine as long as you know what you are doing before you start.
In order to support the work of the Product Owner you also need a management structure to make the strategic decisions that allow the Product Owner to create a product backlog that will add value to the organization by lowering costs, lowering rework, and producing a product that fits the goals of the enterprise.
In an enterprise that supports Agile the role of Product Owner on a Scrum team might hold the functional role of account manager, project manager, business analyst, engagement manager, but the common set of responsibilities that this functional role manages on a day to day basis involve direct communication with customers, requirements gathering, negotiation with customers and reporting progress to customers on contracted work. In a customer centric management philosophy senior management needs to offer a great deal of support to your Product Owner in the form of clear vision and goals with rules of engagement with the customer group well defined ahead of any requirements gathering or negotiations. If the Product Owner does not have these rules of engagement clearly defined before-hand then the risk is that the enterprise may accept work that it is not able to do, that may take it away from it vision and mission statement, and most importantly that it may cost more than it brings in as revenue.

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    How does Scrum support the Enterprise: The role of the Product Owner as Voice of the Customer How does Scrum support the Enterprise: The role of the Product Owner as Voice of the Customer Presentation Transcript

    • How does Scrum support the Enterprise The role of the Product Owner as Voice of the Customer Bob Heggie, PMP Blogging at: www.portfolioagility.com © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • Supporting the Product Owner • The Scrum Team handles the Product • Requirements come in (as User Stories) • Product is created • Team works on more requirements © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • Supporting the Product Owner • What is the role of the Product Owner? • Has contact with the Customer • Collects and Prioritize Requirements • Acts as agent of change • “Voice of the Customer” © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • Supporting the Product Owner • Who is the Customer? • Clients of the Enterprise (outside customers) • Your Boss (inside customer) • Co-workers (inside customer) © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • Supporting the Product Owner • The Product Owner’s Role as “Voice of the Customer” • Deliver value to clients • Deliver value to Boss • Deliver value to Co-workers • Value to each means something different. © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • What is Value? • “Value can only be defined by the ultimate customer.” (Womack & Jones, 2003, pp 16) • “As programs are to deliver more benefits ... we [management] must be attuned to changes in our organization’s strategic environment and in its goals and objectives.” (Levin, 2012, pp 1) © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • Supporting the Product Owner • PM supports the PO in balancing competing objectives within the Enterprise • Many competing objectives (ROI, Customer Satisfaction, P&L) • Corporate vision and goals • Corporate Culture © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • Supporting the Product Owner • How does the PM help the Product Owner make the right choices? • Limited framework for change • Strong Enterprise PMO for strategic resource planning. • Culture of cooperation and problem solving © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • Supporting the Product Owner • Limited framework for change • Change Control Committee (Product Owner meets with Stakeholders) • Change Management Processes (Review and Document every change; sign-off) © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • Supporting the Product Owner • Strong Enterprise PMO for strategic resource planning. • If additional resources required are they available? • If SMEs are required are they available? • If not then when? and at what cost? © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • Supporting the Product Owner • Culture of cooperation and problem solving • Mentoring for Product Owners • Tools to promote collaboration (BaseCamp) • Promote action and ownership of issues • Practice “Customer-Centric Project Management” © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • Customer-Centric Thinking • “Customer-centric project management puts customer satisfaction at the heart of project management with the aim of ensuring all project customers believe the project team is delivering a quality service.” (Harrin and Peplow, 2012, pp 9) © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • • “Voice of the Customer” “Customer-Centric Project Management” • How do you get what you want? • How do your customers get what they want? • Communicate, collaborate, negotiate, you and your customer get what you want. • Allow the customer to define value by using “Customer-Centric Project Management” © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • PMO Examples • Have a Chief Product Owner who owns the Big Product (Pichler, 2010, Pichler Consulting) • Responsible for overall vision • Delegates sub-products to Product Owners in each Scrum Team © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • PMO Examples (Pichler, 2010, Pichler Consulting [Online http://www.romanpichler.com/blog/roles/scaling-the-product-owner/ ) © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • PMO Examples • Scale up Agile using Scrum and Kanban (Cottmeyer, 2011, PMI Global Congress 2011-North America) • Use a 2-Tier Kanban Model for requirements flow • Lowest Tier uses Scrum Model since requirements and priorities well defined © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • PMO Examples (Cottmeyer, 2011, PMI Global Congress 2011--North America, pp 7) © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • PMO Examples (Cottmeyer, 2011, PMI Global Congress 2011--North America, pp 10) © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • PMO Examples Case Study • Growing Software Company in CRM • High uncertainty of requirements • Shifting priorities • Demanding Customers • Quality Control challenges © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • PMO Examples Case Study • PM created a enterprise level in-take strategy • Change Control Board (CCB) • Enterprise level resource plan • Enterprise level communication plan • Promoted “Customer-Centric Thinking” © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • PMO Examples Case Study Enterprise Portfolio (Track Progress) Project Team Estimate Actual* Due % Done Login Project Team 1 15 days 15 days Sprint 2 100 Report Project Team 1 15 days 0 days Sprint 5 0 Project Y Team 1 5 days 0 days Sprint 6 0 Database Project Team 2 20 days 15 days Sprint 3 75 Project X Team 2 15 days 0 days Sprint 6 0 * For demonstration purposes assume we are in Sprint 3, each Sprint is 5 days and we have had no schedule exceptions. Product Owner 1 Product Owner 2 © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • PMO Examples Case Study IT Roster (Resource Plan) Project Sprint 0 Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7 Login Project Report Project Project Y Database Project Project X Login Project Database Project Report Project Project X Team 1 Team 2 SME © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • PMO Examples Case Study • Change example: In Sprint 3 the SME is 1 week late with the Database Project. • What is the downstream impact of this change? • How do the Product Owners know what to tell customers? © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • PMO Examples Case Study IT Roster (Revised Resource Plan) Project Sprint 0 Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7 Login Project Report Project Project Y Database Project Project X Login Project Database Project Report Project Project X Team 1 Team 2 SME © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • PMO Examples Case Study Enterprise Portfolio (Revised) Project Team Estimate Actual* Due % Done Login Project Team 1 15 days 15 days Sprint 2 100 Report Project Team 1 15 days 0 days Sprint 6 0 Project Y Team 1 5 days 0 days Sprint 6 0 Database Project Team 2 25 days 15 days Sprint 4 60 Project X Team 2 15 days 0 days Sprint 7 0 * For demonstration purposes assume we are in Sprint 3, each Sprint is 5 days and we have had no schedule exceptions. Product Owner 1 Product Owner 2 © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • Questions? © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • References • Womack, J. P. & Jones, D. T., (2003), Lean Thinking, Banish Waste and Create Wealth in your Corporation, New York: Free Press • Harrin, Elizabeth and Peplow, Phil (2012), Customer-Centric Project Management, Gower, UK • Pichler, R (2010), ‘The Product Owner Role: Product Owner on One Page’, Pichler Consulting, [Online] Available from http://www.romanpichler.com/blog/roles/one-page-product-owner/ • Cottmeyer, Michael E. (2011), ‘Large scale program and portfolio management with Scrum and Kanban’, PMI Global Congress 2011--North America • Levin, Ginger (2012) “Embrace and Exploit Change as a Program Manager: Guidelines for Success,” Originally published as a part of the 2012 PMI Global Congress Proceedings – Vancouver, BC, Canada. [Online] Available from http://www.pmi.org/~/media/PDF/Knowledge-Shelf/EmbraceExploitChange_Levin.ashx © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
    • About Me Bob Heggie, PMP LinkedIn: http://www.linkedin.com/in/robertheggie Blog: www.portfolioagility.com © Copyright 2013, Robert J Heggie, PMP, All rights reserved.