Ciklum Seminar Zurich June 25, 2013 Dmitry Kanevksy (Ciklum)

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Why is the „Product Owner” role so important in agile development and particularly in nearshore team settings? What can and will go wrong, if roles, methods, and tools for proper requirements gathering, documentation and prioritization are missing? This session gives a brief overview of how an ideal setup looks like: Integrate your software development teams into the requirements development process, share business knowledge and responsibility for product delivery!

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Ciklum Seminar Zurich June 25, 2013 Dmitry Kanevksy (Ciklum)

  1. 1. Agile Product Management Strategic considerations and successful patterns for nearshore software development Dima Kanevsky, Consulting Lead
  2. 2. We are going to talk about • Strategic considerations of Agile Product development • Product Owners role and key fallacies in a nearshore setup • Four unsuccessful and five successful patterns in Agile Product Development which let product managers succeed with nearshore teams
  3. 3. NOT going too deep into the ‘right’ practices
  4. 4. We are too much overcomplicating software development
  5. 5. individuals Organizations Complex ecosystems
  6. 6. Risk Return Problem is unknown and solution is unknown Problem is known, solution is known Problem – solution fit Solution is known, problem is not known
  7. 7. Effective Efficient Product success
  8. 8. Manager’s wet dreams
  9. 9. ‘…aim at commanding positions within a given market segment’ - Davidow, Marketing High Technology Monopoly or..
  10. 10. Lean principles to the rescue • Mitigate risk • Minimize inventory • Eliminate waste
  11. 11. ‘…68% of the features are used either once or never’, Gartner, 2008
  12. 12. How to produce value?
  13. 13. The number one the most critical for software success and return-on-investment is effective user adoption - Sand Hill Group and Neochange, 2011
  14. 14. Three biggest challenges of a product owner in a nearshore setup • creating a sense of ownership within the team • sharing business context to engage the team in decision making • inefficient and costly communication
  15. 15. What can and will go wrong
  16. 16. #1 PO is a bad representation of a user
  17. 17. # 2 too much focus on a product vision
  18. 18. ‘Coming up with 15 or 20 product features proves to be easy. It's figuring out which 3 or 4 would cause someone to buy the product that is difficult’, - Hillsmith.
  19. 19. # 3 too much design documentation
  20. 20. Right approach
  21. 21. # 4 too much communication
  22. 22. The less people talk the better
  23. 23. How an ideal setup looks like
  24. 24. #1 collaborative requirements gathering and validation
  25. 25. #2 inject business context holder in the team
  26. 26. #3 Opt out for a fully distributed scrum
  27. 27. #4 Bring the team together
  28. 28. #5 Treat people as adults
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