The Product Owner and the Scrum Team
Can one person do this at scale?
Derek Huether, Enterprise Agile Coach
LeadingAgile
Derek Huether – Enterprise Agile Coach
Twitter:
@derekhuether or @leadingagile
Google:
+derekhuether or +leadingagile
Link...
What makes Agile great?
Simple by Design
4 Values
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer ...
12 Principles
Satisfy the
Customer
Welcome
Change
Deliver
Frequently
Collaborate
Daily
Support & Trust
Motivated
Teams
Pro...
Incremental
Iterative
1 2 3
1 2 3
What makes Scrum a great Agile
delivery framework?
Simple by Design
Scrum Framework
Scrum Team
1. Product Owner
2. Development Team
3. Scrum Master
Scrum Events
1. The Sprint
2. Sprint Plann...
What is a Product Owner?
The Product Owner is the sole person responsible
for managing the Product Backlog.
Product Backlo...
Product Owner Success
1. For the Product Owner to succeed, the entire
organization must respect his or her decisions.
2. T...
Product Owner is a BIG Job!
• Product Manager… vision and direction
• Project Manager… sequence and status
• Business Anal...
The downside of Agile (including Scrum)
is the same thing that makes it great
Last 10 years have been team focused
Next 10...
How do we scale Scrum and the
Product Owner role?
Analysts
Testers
Developers
Product Owner
Scrum Master
SME’s
Clarity
(Scope)
User Story
Accountability
(Structure & Govern...
Clarity
Different Scope for
Different Timelines
Scope
• Epics ( < 1 release)
• Features ( < 1 sprint)
• User Stories (3-5 days)
• Tasks (< 8hrs)
Accountability (Structure)
Different Teams for
Different Jobs
Team
Portfolio Teams – These teams govern the
portfolio and make sure that work is moving
through the system.
Programs Tea...
Team
Team
PO
Team
Team
Portfolio Teams – These teams
govern the portfolio and make
sure that work is moving
through the sy...
Team
PO
Team
Team
PO
Team
Team Team
PO
Team
Team
Team Team Team Team
Product &
Services
Teams
Program
Teams
Portfolio
Team...
Accountability (Governance)
Roles and Responsibilities
Inputs and Outputs
Portfolio Teams - Epics
Inception Elaboration Construction Transition
Program Teams - Features
Analysis and Design Build I...
Measurable Progress (Deliverables)
Epics, Features, Stories
Portfolio Teams - Epics
Inception Elaboration Construction Transition
Program Teams - Features
Analysis and Design Build I...
Measurable Progress (Metrics)
Structure, Adoption, Governance
Structure
Governance
Metrics
Adoption
To be successful in the next 10
years, do you still think one person can
do all this?
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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 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?

    1. 1. The Product Owner and the Scrum Team Can one person do this at scale? Derek Huether, Enterprise Agile Coach LeadingAgile
    2. 2. Derek Huether – Enterprise Agile Coach Twitter: @derekhuether or @leadingagile Google: +derekhuether or +leadingagile LinkedIn: /derekhuether or /company/leadingagile
    3. 3. What makes Agile great?
    4. 4. Simple by Design
    5. 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. 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. 7. Incremental Iterative 1 2 3 1 2 3
    8. 8. What makes Scrum a great Agile delivery framework?
    9. 9. Simple by Design
    10. 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. 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. 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. 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. 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. 15. How do we scale Scrum and the Product Owner role?
    16. 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. 17. Clarity Different Scope for Different Timelines
    18. 18. Scope • Epics ( < 1 release) • Features ( < 1 sprint) • User Stories (3-5 days) • Tasks (< 8hrs)
    19. 19. Accountability (Structure) Different Teams for Different Jobs
    20. 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. 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. 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. 23. Accountability (Governance) Roles and Responsibilities Inputs and Outputs
    24. 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. 25. Measurable Progress (Deliverables) Epics, Features, Stories
    26. 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. 27. Measurable Progress (Metrics) Structure, Adoption, Governance
    28. 28. Structure Governance Metrics Adoption
    29. 29. To be successful in the next 10 years, do you still think one person can do all this?
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