The product owner and the scrum team. Can one person do this at scale?
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The product owner and the scrum team. Can one person do this at scale?

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Presented at IIBA Baltimore on March 11, 2014. The last 10 years of Agile have focused on the team. The next 10 years of Agile will focus on the enterprise. That said, should the Product Owner ...

Presented at IIBA Baltimore on March 11, 2014. The last 10 years of Agile have focused on the team. The next 10 years of Agile will focus on the enterprise. That said, should the Product Owner continue to be a single person or does it need to evolve as well? Let's cover the basics and then see how LeadingAgile has been successful at leveraging the Product Owner role at scale.

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  • Who is this God-like figure?This is typically the product manager. Sometimes a dev manager plays the role of PO. KEY: PO needs support. Often unreasonable to be just 1 person BUT need ONE person to be in charge w/ no ambiguity. 1 voice.Others in your org that might assist: project manager, analyst, UX/Human-Factors, architect, SME, Technical Product Manager.BAs to write the acceptance criteria is great. PO and supporting staff need to work well together. Clear boundaries or way to come to agreement. *** Allow NO ambiguous work into the sprint. ***Product Manager owns the “what and why”. Consider having someone else own the “how” it should work to support the thing the user needs to do. Those might be 2 different skill sets.
  • Analysis and Design runs independent of the 3 month construction phase. No single feature should take longer than 2 weeks to deconstruct for the Delivery team. The Hub Team just has to make sure they have one or two sprints of work ready to be consumed by the delivery team. There is a continuous elaboration and deconstruction.After the completion of a Sprint, it should only take a few days to Integrate and Stage completed features. The remainder of the time is spent running tests on a feature level. It is a continuous process throughout the release.
  • Analysis and Design runs independent of the 3 month construction phase. No single feature should take longer than 2 weeks to deconstruct for the Delivery team. The Hub Team just has to make sure they have one or two sprints of work ready to be consumed by the delivery team. There is a continuous elaboration and deconstruction.After the completion of a Sprint, it should only take a few days to Integrate and Stage completed features. The remainder of the time is spent running tests on a feature level. It is a continuous process throughout the release.

The product owner and the scrum team. Can one person do this at scale? Presentation Transcript

  • 1. The Product Owner and the Scrum Team Can one person do this at scale? Derek Huether, Enterprise Agile Coach LeadingAgile
  • 2. Derek Huether – Enterprise Agile Coach Twitter: @derekhuether or @leadingagile Google: +derekhuether or +leadingagile LinkedIn: /derekhuether or /company/leadingagile
  • 3. What makes Agile great?
  • 4. Simple by Design
  • 5. 4 Values Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
  • 6. 12 Principles Satisfy the Customer Welcome Change Deliver Frequently Collaborate Daily Support & Trust Motivated Teams Promote Face-to-Face Conversations Deliver Working Software Promote Sustainable Pace Promote Technical Excellence Maximize Through Simplicity Have Self-Organized Teams Reflect & Adjust Regularly
  • 7. Incremental Iterative 1 2 3 1 2 3
  • 8. What makes Scrum a great Agile delivery framework?
  • 9. Simple by Design
  • 10. Scrum Framework Scrum Team 1. Product Owner 2. Development Team 3. Scrum Master Scrum Events 1. The Sprint 2. Sprint Planning 3. Daily Scrum 4. Sprint Review 5. Sprint Retrospective Scrum Artifacts 1. Product Backlog 2. Sprint Burndown 3. Delivery Increment
  • 11. What is a Product Owner? The Product Owner is the sole person responsible for managing the Product Backlog. Product Backlog management includes:  Clearly expressing Product Backlog items;  Ordering the items in the Product Backlog to best achieve goals and missions;  Optimizing the value of the work the Development Team performs;  Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next; and,  Ensuring the Development Team understands items in the Product Backlog to the level needed.
  • 12. Product Owner Success 1. For the Product Owner to succeed, the entire organization must respect his or her decisions. 2. The Product Owner’s decisions are visible in the content and ordering of the Product Backlog. 3. No one is allowed to tell the Development Team to work from a different set of requirements, and the Development Team isn’t allowed to act on what anyone else says.
  • 13. Product Owner is a BIG Job! • Product Manager… vision and direction • Project Manager… sequence and status • Business Analyst… elaborating requirements • Quality Assurance… inspecting outcomes • Management… terminating and changing • User Experience… usability • Team Member… participates with the team
  • 14. The downside of Agile (including Scrum) is the same thing that makes it great Last 10 years have been team focused Next 10 years must be enterprise focused
  • 15. How do we scale Scrum and the Product Owner role?
  • 16. Analysts Testers Developers Product Owner Scrum Master SME’s Clarity (Scope) User Story Accountability (Structure & Governance) Measurable Progress (Deliverables & Metrics) User Story User Story User Story User Story User Story User Story Screen Updates Databases Updates Reports
  • 17. Clarity Different Scope for Different Timelines
  • 18. Scope • Epics ( < 1 release) • Features ( < 1 sprint) • User Stories (3-5 days) • Tasks (< 8hrs)
  • 19. Accountability (Structure) Different Teams for Different Jobs
  • 20. Team Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system. Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams. PO Team Team Team
  • 21. Team Team PO Team Team Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system. Programs Teams – These teams define requirements, set technical direction, and provide context and coordination. Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
  • 22. Team PO Team Team PO Team Team Team PO Team Team Team Team Team Team Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban
  • 23. Accountability (Governance) Roles and Responsibilities Inputs and Outputs
  • 24. Portfolio Teams - Epics Inception Elaboration Construction Transition Program Teams - Features Analysis and Design Build Integrate Stage Product & Services - Stories Ready DoneIn Progress Sprint(s) Release Release Sprint(s) Portfolio Planning Release Planning Sprint Planning Daily Planning
  • 25. Measurable Progress (Deliverables) Epics, Features, Stories
  • 26. Portfolio Teams - Epics Inception Elaboration Construction Transition Program Teams - Features Analysis and Design Build Integrate Stage Product & Services - Stories Ready DoneIn Progress Sprint(s) Release Release Sprint(s) Epics Features Stories
  • 27. Measurable Progress (Metrics) Structure, Adoption, Governance
  • 28. Structure Governance Metrics Adoption
  • 29. To be successful in the next 10 years, do you still think one person can do all this?