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Product Owner Team: Leading Agile Program Management from Agile2015 by Dean Stevens

This deck was used at the Agile Alliance Conference of the year Agile2015 in Washington, DC. The content was presented to a group of around 200 attendees by Enterprise Transformation Consultant, Dean Stevens.

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Product Owner Team: Leading Agile Program Management from Agile2015 by Dean Stevens

  1. 1. Agile2015 Product Owner Team: Leading Agile Program Management Dean Stevens LeadingAgile
  2. 2. • Pick a Role • Product Owner Team Member • Agile Team Member • Portfolio Stakeholder Table Talk
  3. 3. Why a Product Owner Team? Improve and Accelerate your Agile Transformation and Product Delivery. Provide support, guidance and coaching for Agile Teams to get the job done.
  4. 4. Agile Teams: Keys to Success Backlog Team Database Report Screen Clarity Accountability Measureable Progress
  5. 5. Product Owner Team: Key Objectives Product Owner Team Feature Agile Team Portfolio Management • Provide Clarity through a well defined Feature Backlog • Hold Agile Teams Accountable to make and meet commitments • Demonstrate Measurable Progress by facilitating demonstration of integrated features • Provide timely information to Portfolio Management for investment decisions
  6. 6. Portfolio Management: Key Investment Questions • Will this Epic drive business results identified in Investment Themes? • Is this Epic ordered relative to the other Epics? Is this prioritization reflected on the Epic Backlog? • Are we meeting allocation by channel in alignment with our agreements? Is this reflected in the Epic Backlog? • How big is this Epic? Should be less than 3 months so we can plan and “see” progress. • Do we need all the Features to meet the business goal? Start thinking MVP. • Is the forecasted date acceptable? Should we reprioritize? • Start thinking Cost of Delay • Which Epics go into the next release? Establish release objectives. • Are the Epics ready for Release Planning? • Have Epic owners considered MVP? • What is the confidence in the release plan? • Do we have credible release plans documented? Strategic Alignment Detailed PlanningDemand Planning Execution Governance • Is the software demoed? • Have we solved the business problem identified in the Epic Brief? • Should we stop building and get market feedback to validate our assumptions? • Are we making progress on the epics? • Are the stories ordered by cost of delay? Portfolio Management
  7. 7. Product Owner Team Roles Brief Description Product Manager (PROD) Support the valuable solution and ensure features are ordered considering epic priorities; usually the leader of the PO Team Solution Architect (SA) Support the technically viable solution; provide support and guidance to Tech Leads and other technology personnel Release Manager (RM) Support an achievable solution ensuring demand is balanced with capacity and dependencies; facilitate release planning and protect the release plans QA Management (QA) Provide support and guidance for the quality of the solution; ensure quality is considered and coordinated early Project Manager (PM) Foster effective collaboration of the PO Team to shepherd Features through the Kanban and ensure effective communication with the portfolio team; AKA Scrum Master of the PO Team Product Owner (PO) Serves as Product Owner on a team; often a Business Analyst Product Owner Team Roles
  8. 8. Release Planning Story Mapping Solution Vision Release Targeting Investment Validation Delivery Teams Product Owner Team Detailed Planning (Clarity) Execution Governance (Accountability) Accountability Demand Planning Strategic Alignment Investment Prioritization Investment Alignment Epic Intake Portfolio Team Product Owner Teams Delivery Teams Product/ Strategy Sprint Done Story DemoDaily Review Sprint Planning Story Refinement ThreeTierModel Teamsand Collaborations Continuous Improvement Production Ready Release Execution Governance (Accountability) Build Ready To Build Release Viability Maximize Strategic Alignment Increase Transparency Increase Predictability Reduce Time to ROI Improve Quality Reduce Rework Minimize Delivery Risk Production Ready Release IntegrationDevelop and Test
  9. 9. • Pick a Role • PO Team Member • Agile Team Member • Portfolio Stakeholder • What are some challenges/concerns based on your role? Table Talk
  10. 10. Strategic Alignment Purpose • Strategic alignment and prioritization of Epics • Shared understanding and agreement with portfolio stakeholders Activities • Describe Value and Features • Consider constraints Artifact • Epic Brief • Strategically aligned Epics in Portfolio Backlog Strategic Alignment Investment Prioritization Investment Alignment Epic Intake
  11. 11. Epic Brief •Epic Title/ Product Manager •Investment Theme (and Capability if known) •Value Statement Description •Features/Benefits •PersonasScope •Dependencies •Risks •Assumptions Constraints •Opportunity CasePlanning PROD articulates the Description & Scope PROD and SA identify Constraints Portfolio Mgmt. validates alignment to strategy & priority
  12. 12. Demand Planning Purpose • Validate Investment and Roadmap • Provide Clarity through a well defined Feature Backlog Activities • Define and validate Features • Initial planning for risks and dependencies • Balance demand to demonstrated capacity Artifacts • Epic Brief Refined • Epic Roadmap / Timeline • Epic Risk Report Solution Vision Release Targeting Investment Validation Demand Planning (Clarity)
  13. 13. Epic Roadmap PO Team defines Features PO Team explores planning options RM forecasts Epics on the Epic Roadmap Portfolio Management validates Roadmap Execution Detailed Planning Demand Planning Program Increment N Program increment N+1 Program Increment N+2 Epic 2 Epic 3 Epic 3 Epic 2 Epic 4 Epic 4 Epic 3 Epic 4 Epic 5 Agile Epic Roadmap Expected Kanban State Agile Delivery Team UI A UI B Shared Services
  14. 14. Epic Risk Report PM leads PO Team to assess risks PO Team works to address and mitigate significant risks Epics start at red; PO Team and Agile Team earns green Portfolio Team ensures significant risks are addressed
  15. 15. Detailed Planning Purpose • Explore and identify “steel thread”, MVP and other options • Provide clarity by supporting backlog refinement and planning Activities • Story Writing and Mapping • Release Planning Event • Backlog Refinement Artifacts • Story Map with release options • Release Plans • Story Backlog Release Planning Story Mapping Ready To Build Release Viability Detailed Planning (Clarity)
  16. 16. Release Plans Agile Teams write and estimate stories PO Team facilitates Release Planning Event PO Team provides support and guidance Portfolio Team validates sufficient planning •Test Approach •Technical Approach •Environments & coordinationTechnical •Release Management Impacts •Production Services Impacts •Security Impacts •Dependency Coordination Logistics •Features & Stories Planned •Go to Market PlanBusiness
  17. 17. • Are we ready? Have concerns been addressed? • What challenges do you anticipate? Table Talk
  18. 18. Execution Governance Purpose • Provide support and guidance to Agile Teams to build and test Stories • Deliver integrated Features that solve the business problems Activities • Release Coordination Meeting • Hold Agile Teams accountable to make and meet commitments • Measurable Progress by facilitating demo of integrated Features Artifacts • Integrated Features Production Ready Release Integration Testing Develop and Test Build Execution Governance (Accountability)
  19. 19. • Facilitate coordination of cross team concerns • Cultivate and consider options • Make continue, change, kill decisions with Portfolio Team • Provide support, coaching and guidance to Agile Teams Execution Governance
  20. 20. Product Owner Team: Key Objectives Product Owner Team Feature Agile Team Portfolio Management • Provide Clarity through a well defined Feature Backlog • Hold Agile Teams Accountable to make and meet commitments • Demonstrate Measurable Progress by facilitating demonstration of integrated features • Provide timely information to Portfolio Management for investment decisions
  21. 21. Detailed Guide What will you do different tomorrow?
  22. 22. Strategic Alignment State Leads Activity APM Tool Artifact Epic Intake PROD Completes the Description section of the Epic Brief and finds a Portfolio Team member to sponsor the Epic Creates Epic Initiate Epic Brief Investment Alignment PORT Validates alignment with Portfolio Roadmap and Investment Themes Facilitator updates Epic state Investment Prioritization PROD Completes and validates the Features & Benefits section Create Features Epic Brief Investment Prioritization PROD & SA Completes the Constraints section; action to address any significant blockers (Requires high level modeling of candidate architecture) Create Spikes as needed Epic Brief Investment Prioritization PO Team Figures Priority Score Record Investment Prioritization PORT Prioritizes Epic in Epic Backlog for Investment Validation Facilitator updates Epic State Strategic Alignment Investment Prioritization Investment Alignment Epic Intake
  23. 23. Demand Planning State Leads Activity APM Tool Artifact Investment Validation PROD Validate features leveraging visual specification and prototypes Visual Specification Solution Vision PO Team Define Features (Feature Acceptance Criteria, Visual Specification, NFR) Update Features Solution Vision PROD Update Capability Catalog to identify and align new features to current capabilities Capability Catalog Solution Vision PO Team Identify and initiate planning for risks and dependencies (Look Ahead Planning) Risk Dashboard Solution Vision RM & SA Identify Agile Teams to own Features Update Feature Owner Release Targeting RM With PROD and SA, size features and mock plan into Sprints Record Refined Estimate for Feature Release Targeting RM Updates Epic Roadmap and summarize in Epic Timeline Epic Roadmap Release Targeting PM Moves feature through to Epic Breakdown done Update Feature state Release Targeting RM Identifies Release Objectives for the next Release. Communicates and validates with PORT & PO Team Create or update Release Release Objectives Release Targeting PORT Decides whether to authorizes Epic for further investment for Agile Teams to perform Detailed Planning Facilitator updates Epic State Solution Vision Release Targeting Investment Validation Demand Planning
  24. 24. Detailed Planning State Leads Activity APM Tool Artifact Story Mapping PO Team Introduce Epic to Agile Teams who own the Features; generally a kick off presenting Epic Brief, candidate architecture, UI mocks, and other feature modeling Meeting Agenda Story Mapping Agile Team Assesses whether Features are Ready for Detailed Planning; pulls into Story Mapping when ready Update Feature state Story Mapping Agile Team Write Stories and build the story map Create stories Story Map Story Mapping Agile Team Collaborating with PROD, elicit acceptance criteria Update stories Story Mapping Agile Team Sufficient technical design and estimate stories Update stories with estimates Technical Spikes Story Mapping Agile Team Identify the “steel thread”, thin slice that follows happy path from end to end. Determine scope options for MMF, MVP and candidate functional releases. Story Map Story Mapping PO Team Supports Release Planning preparation and provides guidance on scope options Story Map Release Planning Agile Team Mock plan the next Release Horizon by moving stories into iterations Add to iterations Release Planning Story Mapping Ready To Build Release Viability Detailed Planning (Clarity)
  25. 25. Detailed Planning State Leads Activity APM Tool Artifact RP Event RM Prepares Agenda and follow up to communicates preparation and participation for Release Planning event Agenda RP Event Agile Teams Plans User Stories for the Release, plan dependencies; organize team risk reporting Update Release, PTD, Iteration, story dependencies Initiate Risk Reporting RP Event RM Captures release scope plans; prepares Release Reports Validates Features and Stories in Release Plan Release Plan Template RP Event Build Eng. Lead source code branching strategies and planning; communicate plans Branching Plan RP Event QA Mgr. Lead Test Planning including Integration and Verification of features; communicate plans Test Plan Template RP Event Security Lead security planning; communicate plans Security Plan RP Event SA Define Technical Spikes Create Spikes RP Event RM & PM Reports on release planning; Updates Epic Timeline, Epic Roadmap and Portfolio Dashboard Release Plans Release Viability PORT Validates viable release plans to meet release objectives Facilitator updates Epic State Story Refinement Agile Team Begins story refinement Updates stories Specification Release Planning Story Mapping Ready To Build Release Viability Detailed Planning (Clarity)
  26. 26. Execution Governance State Leads Activity APM Tool Artifact Story Refinement Agile Teams Leads Story Refinement Updates stories Specification Develop & Test PO Team Provide Agile Teams the environment and support they need to get the job done, support Agile Team activities Develop & Test Agile Teams Build, Test and Demo stories Working Software Integration RM Coordinates stories to build end to end functionality as identified in Story Mapping; prepares PTD list Export PTD list Story Map Integration Build Eng. Assembles Release Components; Builds Integration environment; Builds Staging & Production environments Integration QA Mgr. Leads Integration testing for Features Feature Complete PROD Reviews and accepts Features Feature Complete PO Team Reviews and accepts release Production Ready Release Integration Testing Develop and Test Build Execution Governance (Accountability)
  27. 27. Execution Governance State Leads Activity APM Tool Artifact Execution Governance RM Monitor, coordinate and report on Release Progress. Updates Epic Timeline and Epic Roadmap Release Burndown, Release Risk, Release Status Report Execution Governance PM Monitor and report on Epic or Milestone Progress. Updates Portfolio Dashboard. Milestone CFD, Metrics, Operations Review Epic Status Report; Operations Review Execution Governance PORT Monitors key information to support teams, generate options and make investment decisions Status Reports Execution Governance PM Post Launch Hyper-care management; transition to Operations Launch Plans Production Ready Release Integration Testing Develop and Test Build Execution Governance (Accountability)

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