Scaling product ownership product camp atlanta 2011

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A True Story on Scaling Product Ownership at Product

Winner of BEST SESSION at Product Camp 2011

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Scaling product ownership product camp atlanta 2011

  1. 1. Scaling  Product  Ownership   A  Story         Peter  Saddington,  CSM  CSP   Enterprise  Agile  Coach,  Thinqube,  Inc.   Agilescout.com   @agilescout   Thinqube  Network,  Inc.   1  
  2. 2. Peter  Saddington  -­‐  CSP,  CSM,    M.A.  Counseling,  M.A.  Educa=on  Independent  Enterprise  Agile  Coach    •  Over  14  years  in  IT  –  Programmer,  Dev   Manager,  Project/Program  Manager,  VP   OperaMons,  Enterprise  Agile  Coach  •  Government,  DoD,  healthcare,  web  &   media,  telecom,  financial    me@peter.ps  404.669.6662    www.agilescout.com  www.scrumpocketguide.com  www.twiUer.com/agilescout   2  
  3. 3. •  Let’s  talk  about  the  PO  for  a  bit  •  I’ll  tell  you  a  story  •  It’s  a  long  day  •  It’s  right  aYer  lunch  •  Let’s  get  to  the  point  •  Let  me  brag  about  my  daughter  •  35  minutes  •  Q&A  +  Discussion   Thinqube  Network,  Inc.   3  
  4. 4. Product  Owner  ResponsibiliMes  •  Tells  the  team  what  they  need  to  build  •  Creates  the  prioriMzed  product  backlog  (PPLB)  •  Represents  the  customer  •  Elaborates  requirements  •  ParMcipates  in  scrum  meeMngs  •  Inspects  the  product  at  end  •  Course  corrects  or  change  direcMon  •  Communicate  progress  and  vision   Thinqube  Network,  Inc.   4  
  5. 5. Many  Roles  of  the  Product  Owner  •  Tells  the  team  what  they  need  to   –  PRODUCT  MANAGER   build    •  Creates  the  prioriMzed  product   –  PRODUCT  MANAGER   backlog  (PBI)    •  Represents  the  customer   –  CLIENT  REPRESENTATIVE  •  Requirements  ElaboraMon   –  BUSINESS  ANALYST  •  Communicates  vision   –  PRODUCT  MANAGER  •  ParMcipates  in  scrum  meeMngs   –  TEAM  MEMBER  •  Inspects  the  product  at  end   –  QUALITY  ASSURANCE  •  Course  corrects  or  change  direcMon   –  MANAGEMENT  •  Communicate  progress   –  PROJECT  MANAGER   Thinqube  Network,  Inc.   5  
  6. 6. Typical  Product  Ownership  PRODUCT OWNERCSM / Project ManagerDevelopersAnalystsQA Delivery TeamUI/UXDelivery Personnel Thinqube  Network,  Inc.   6  
  7. 7. A  Simple  Product   Product Owner Team 1 Single Application Single Team Thinqube  Network,  Inc.   7  
  8. 8. Thinqube  Network,  Inc.   8  
  9. 9. Thinqube  Network,  Inc.   9  
  10. 10. Thinqube  Network,  Inc.   10  
  11. 11. Scaling  Product  Ownership  Check  List  1.  Vision  –  Understand  what  the  purpose  is   Thinqube  Network,  Inc.   11  
  12. 12. Process  FAIL  or  WIN?   Thinqube  Network,  Inc.   12  
  13. 13. 1.  ASK   2.  REWARD   3.  PENALIZE   4.  BUILD    Thinqube  Network,  Inc.   13  
  14. 14. “If  you  could  have  one  thing…”   Thinqube  Network,  Inc.   14  
  15. 15. Scaling  Product  Ownership  Check  List  1.  Vision  –  Understand  what  the  purpose  is  2.  Business  Goals  –  Understand  the  “Mission   CriMcal”  prioriMes     Thinqube  Network,  Inc.   15  
  16. 16. Thinqube  Network,  Inc.   16  
  17. 17. [BEFORE]  #FUN!  –  Complex  Product  Maj. #1 Lt. Col. #1 Prog. Man. Lt. Col. #2 1A   1B   1C   1D   Team 1 ABCD Single TeamPortal Data Change Control Architecture MULTIPLE APPLICATIONS Thinqube  Network,  Inc.   17  
  18. 18. Thinqube  Network,  Inc.   18  
  19. 19. [BEFORE]  Trial  and  Error   Managing  the  Enterprise  Backlog  Team 1A Team 1B Team 1C Team 1D 2   3   4   DEPENDENCIES / CONSTRAINTS - Blocking progress Thinqube  Network,  Inc.   19  
  20. 20. FULL  UTILIZATION   Thinqube  Network,  Inc.   20  
  21. 21. [BEFORE]  Team  Workload  Across  Teams   Team 1A Team 1B Team 1C Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Team 1D Thinqube  Network,  Inc.   21  
  22. 22. [BEFORE]  Team  Workload  –  Adding   Work   Team 1A Team 1B Team 1C Team 1D Feature  1   Feature  1   Feature  1   Feature  1   Feature  2   Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  2   Feature  2   Feature  1   Feature  1   Feature  2   Thinqube  Network,  Inc.   22  
  23. 23. [BEFORE]  Team  Workload  -­‐  Gaps   Team 1A Team 1B Team 1C Feature  1   Feature  1   Feature  1   Team 1D Feature  1   Feature  2   Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  2   Feature  2   Feature  1   Feature  1   Feature  2   Feature  2   Feature  2   Feature  2   Feature  2   Feature  2   Thinqube  Network,  Inc.   23  
  24. 24. [BEFORE]  Team  Workload  –  Full  Capacity   Team 1A Team 1B Team 1C Feature  1   Feature  1   Feature  1   Feature  1   Feature  2   Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  2   Feature  2   Feature  1   Feature  1   Feature  2   Feature  3   Feature  3   Feature  2   Feature  2   Feature  2   Feature  3   Feature  2   Feature  3   Feature  2   Thinqube  Network,  Inc.   24  
  25. 25. Thinqube  Network,  Inc.   25  
  26. 26. [BEFORE]  Team  Workload  EsMmate   Feature  1   Feature  1   3 Months Feature  1   Feature  2   Feature  2   Feature  2   Feature  3   Feature  3   Feature  3   Thinqube  Network,  Inc.   26  
  27. 27. [BEFORE]  Team  Workload  EsMmate   Feature  1   Feature  1   Feature  1   Feature  2   6 Months Feature  2   Feature  2   Feature  3   Feature  3   Feature  3   Thinqube  Network,  Inc.   27  
  28. 28. [BEFORE]  Team  Workload  EsMmate   Feature  1   Feature  1   Feature  1   Feature  2   Feature  2   9 Months Feature  2   Feature  3   Feature  3   Feature  3   Thinqube  Network,  Inc.   28  
  29. 29. SIMPLE!   9  Months  Dude!     Easy-­‐cakes!   Thinqube  Network,  Inc.   29  
  30. 30. Team  Workload  Reality   Feature  1   Feature  2   Feature  3   Feature  1   Feature  2   Feature  3   Feature  1   7 Months Feature  2   Feature  3   Thinqube  Network,  Inc.   30  
  31. 31. Team  Workload  Reality   Feature  1   Feature  2   Feature  3   Feature  1   Feature  2   Feature  3   Feature  1   7 Months Feature  2   10 Months Feature  3   Thinqube  Network,  Inc.   31  
  32. 32. Team  Workload  Reality   Feature  1   Feature  2   Feature  3   Feature  1   Feature  2   Feature  3   Feature  1   7 Months Feature  2   10 Months Feature  3   15 Months Thinqube  Network,  Inc.   32  
  33. 33. Thinqube  Network,  Inc.   33  
  34. 34. Process  FAIL  or  WIN?   Thinqube  Network,  Inc.   34  
  35. 35. [AFTER]     MulMple  Teams  for  SINGLE  Product  Maj. #1 Lt. Col. #1 Prog. Man. Lt. Col. #2 1   2   3   4  Portal Data Change Control ArchitectureTeam 1 Team 2 Team Thinqube  Network,  Inc.   3 Team 4 35  
  36. 36. Thinqube  Network,  Inc.   36  
  37. 37. Thinqube  Network,  Inc.   37  
  38. 38. [AFTER]  Team  Workload  Balanced   Approach   Team 1 Team 2 Team 3 Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Thinqube  Network,  Inc.   38  
  39. 39. [AFTER]  Team  Workload  Balanced   Approach   Team 1 Team 2 Team 3 Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Team 4 Feature  1   Spread your features across teams Thinqube  Network,  Inc.   39  
  40. 40. [AFTER]  Team  Workload  Balanced   Approach   Team 1 Team 2 Team 3 Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  2   Feature  2   Feature  2  Team 4 Feature  2   Feature  2   After full completion of Feature 1, continue on to Inc.   Thinqube  Network,   Feature 2! 40  
  41. 41. [AFTER]  Team  Workload  Balanced   Approach   Team 1 Team 2 Team 3 Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  1   Feature  2   Feature  2   Feature  2   Feature  2   Feature  2   Feature  3   Feature  3   Team 4 Feature  3   Feature  3   Feature  3   Complete all features as a single aligned-team. Thinqube  Network,  Inc.   41  
  42. 42. Thinqube  Network,  Inc.   42  
  43. 43. Scaling  Product  Ownership  Check  List  1.  Vision  –  Understand  what  the  purpose  is  2.  Business  Goals  –  Understand  the  “Mission   CriMcal”  prioriMes    3.  Visualize  Priori>es  +  Limit  Team  WIP  –  At   enterprise  level  4.  Defini>on  of  Done  –  Alignment  for  teams!     Thinqube  Network,  Inc.   43  
  44. 44. CoordinaMon  of  Effort  “Product  Management  Alignment  Team”   Integration Architects Team 4 Others… Team 1 Team 2 Team 3 Thinqube  Network,  Inc.   44  
  45. 45. Thinqube  Network,  Inc.   45  
  46. 46. Weekly  Update  –  Team  X  -­‐  Sprint  Y   Points  CommiUed:    XX    Points  Delivered:  YY   Issues/Impediments     What  is  prevenMng  from  meeMng   Sprint  commitment?   1.   2.     What  is  the  team  doing  to  resolve   and  meet  Sprint  commitment?   1.   2.     What  is  the  team  asking  from   Management  to  help  resolve  and   meet  Sprint  commitment?   1.   2.  AddiMonal  Discussion  Topics:    1.  2.  3.     Thinqube  Network,  Inc.   46  
  47. 47. Scaling  Product  Ownership  Check  List  1.  Vision  –  Understand  what  the  purpose  is  2.  Business  Goals  –  Understand  the  “Mission   CriMcal”  prioriMes    3.  Visualize  Priori>es  +  Limit  Team  WIP  –  At   enterprise  level  4.  Defini>on  of  Done  –  Alignment  for  teams!  5.  Scrum  of  Scrums  –  Remove  Constraints!  6.  And…  boom  goes  the  dynamite.     Thinqube  Network,  Inc.   47  
  48. 48. Final  Results  •  2  week  sprints  •  Full  Product  Owner   engagement    •  78%  of  features  complete   in  first  4  months  •  130%  decrease  in  defects  •  90%  of  Mission  CriMcal   Features  complete  ahead   of  schedule  (9  months)  •  $12.7M  program   extended  to  $22.2M  •  HAPPY  CUSTOMER     Thinqube  Network,  Inc.   48  
  49. 49. Summary  •  Big  visible  charts  •  Team  alignment  daily/weekly  •  Make  policies  explicit  •  Cultural  change  must  happen  •  Product  Owners  need  to  align  and  know  all   constraints  on  teams  +  EMPOWERMENT!  RAR!  •  One  strategy  doesn’t  always  work  for  all  •  Full  alignment  of  teams  isn’t  always  possible!   Thinqube  Network,  Inc.   49  
  50. 50. Peter  Saddington  -­‐  CSP,  CSM,    M.A.  Counseling,  M.A.  Educa=on  Independent  Enterprise  Agile  Coach    •  Over  14  years  in  IT  –  Programmer,  Dev   Manager,  Project/Program  Manager,  VP   OperaMons,  Enterprise  Agile  Coach  •  Government,  DoD,  healthcare,  web  &   media,  telecom,  financial    me@peter.ps  404.669.6662    www.agilescout.com  www.scrumpocketguide.com  www.twiUer.com/agilescout   50  

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