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Role of the Product Owner in State Government Agility

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Presented at the Washingon State Government IPMA conference. …

Presented at the Washingon State Government IPMA conference.
Product Owners are an important role in agility enabling processes and systems.

Published in Business , Technology
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  • 1. PRODUCT OWNERS Role of the P.O. in agile contexts
  • 2. Joseph Flahiff PMI Agile CoP Board Member 15+ years Traditional and Agile President of Whitewater Projects, Inc. Author, Speaker, Coach, Consultant joseph@whitewaterprojects.com PMI ACP
  • 3. What does it mean to be Agile? Agile is the ability to adapt to changes as fast or faster than changes occur. Agile is NOT a noun…it’s an adjective Flexible
  • 4. A Broader Definition Build Cycle Build Cycle Build Cycle Build CycleBuild Cycle Build Cycle Change Cycle Change Cycle Change Cycle Change Cycle
  • 5.  Chilean Mine Incident  33 Miners  3 MILES below  69 Days When have you been agile?
  • 6. Daily Scrum Finished Product Customer Time Boxed Sprint Customer Product Owner Product Backlog Sprint Backlog
  • 7. Iterative & Incremental Customer I will know it when I see it Ok Let’s start with this Creator
  • 8. Value Based Releases 0% 5% 10% 15% 20% 25% 30% Release Value
  • 9. 4 Aspects of Agility
  • 10. Execution in Volatile Contexts Leaders have the ANSWERS STABLE work processes are put in place IMPLEMENTING CHANGE is a huge undertaking Feedback is ONE-WAY Employee judgment is DISCOURAGED Fear (of the boss) is NORMAL Leaders set DIRECTION (strategy) EXECUTION IN VOLITILE CONTEXTEXECUTION IN STABLE CONTEXT TENTATIVE work processes provide a starting point CONSTANT SMALL CHANGES are a way of life Feedback is TWO-WAY Employee judgment is ESSENTIAL Fear inhibits EXPERIMENTATION, ANALYSIS, and PROBLEM SOLVING GOAL Execute on known now. GOAL Create value over the long term Adapted from: Teaming Amy C. Edmondson | Novartis Professor of Leadership & Management | Harvard Business School
  • 11. Leader as Servant Leader Leader
  • 12. Leaders Set Vision and Parameters
  • 13. Vision and Implementation
  • 14. Authority AvailabilityKnowledge What makes a good PO
  • 15. Knowledge  Understands the need  The customer  The product  The law and interpretation  How it all fits together
  • 16. Knowledge PO BA
  • 17. Availability  Whatever it takes  Presence  Is a PEER member of the team (not us/them)  Responsible for the WHAT  Team decides the HOW
  • 18. Availability PO BA PM
  • 19.  Power or right to give orders, make decisions, and enforce obedience. Authority
  • 20. Legitimate Positional Police, Judge Reward Ability to give rewards Boss Coercive Ability to Punish Judge Expert Knowledge Einstein Referent Persuasive, Charisma Mother Theresa Referential Given by reference Project Manager Types of Authority
  • 21. The IDEAL PO  Customer Value minded  Only Job  Top Priority  Understands product  Understands customers  Has Political clout  Compensated on success  Decisions cannot be overruled
  • 22. Authority AvailabilityKnowledge What makes a good PO
  • 23. 4 Aspects of Agility
  • 24. Q&A
  • 25. Joseph Flahiff PMI Agile CoP Board Member 15+ years Traditional and Agile President of Whitewater Projects, Inc. Author, Speaker, Coach, Consultant joseph@whitewaterprojects.com PMI ACP
  • 26.  The Absent Product Owner  Multiple Product Owners  The Powerless Product Owner PO Problems
  • 27. Absent product owner  Business Value minded  Only Job  Top Priority  Understands product  Understands customers  Has Political clout  Compensated on success  Decisions cannot be overruled ?
  • 28. Symptoms  Decisions lag for days sometimes weeks  Too busy for Demos  Stair step Cumulative Flow (next slides) ?
  • 29. Cures  Structure  Commitment  Empowerment  Deliver to inspire ?
  • 30. Multiple Product Owners  Business Value minded  Only Job  Top Priority  Understands product  Understands customers  Has Political clout  Compensated on success  Decisions cannot be overruled
  • 31.  Decisions lag for days sometimes weeks  Frequently needs to confirm direction Symptoms
  • 32. Cures  More Frequent steering meetings  PO Chairs the Steering committee  Deliver to inspire
  • 33. The Powerless Product Owner  Business Value minded  Only Job  Top Priority  Understands product  Understands customers  Has Political clout  Compensated on success  Decisions cannot be overruled
  • 34. The Powerless Product Owner  Frequent need to get approval  Inability to make final decisions  Decisions made are reversed
  • 35. Power for the Powerless Product Owner  Find who has the power  Recruit them as PO  Get them to empower Existing Legitimate Positional Police, Judge Reward Ability to give rewards Boss Coercive Ability to Punish Judge Expert Knowledge Einstein Referent Persuasive, Charisma Mother Theresa Referential Given by reference Project Manager
  • 36. The IDEAL PO  Business Value minded  Only Job  Top Priority  Understands product  Understands customers  Has Political clout  Compensated on success  Decisions cannot be overruled