The document discusses common "Agile Business Gaps" that occur when organizations implement Agile development practices but do not adapt other business processes. It identifies three main gaps: 1) lack of dedicated Agile product owners, splitting the product manager and owner roles; 2) misalignment between Agile sprints and approval/requirements processes; 3) difficulty funding continuous delivery due to project-focused budgets. Tips are provided to address each gap, such as separate product owner and manager roles, aligning discovery sprints with development sprints, and estimating costs in sprints to fit a project funding model. The goal is for organizations to close these gaps and achieve the vision of an "Agile Business" with benefits like earlier value
3. We are a Product Management
Consulting and Training business.
We work with product teams across
varied industries, companies and
organisational sizes.
4. Our training courses include:
Essentials of Product Management
Agile for Product Managers
Business Case Writing
See more at
http://www.brainmates.com.au/training-summary
23. User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Product
Backlog
User Story
User Story
User Story
Sprint Backlog Sprint Tasks
Sprint
2-4
weeks
Daily
Work
Sprint Release Marketable
Product
Agile Product Development
24. But when a development
team “Goes Agile” other
things break.
Why?
33. IMPACT:
When a Product Manager
also acts as the Agile Product
Owner, both the product and
the Agile project suffers.
34. Tip 1:
a) Resource a dedicated Agile
Product Owner role.
b) The Product Manager and the
Agile Product Owner work hand
in hand to manage the product
delivery.
41. User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Product
Backlog
User Story
User Story
User Story
Sprint Backlog Sprint Tasks
Sprint
2-4
weeks
Daily
Work
Sprint Release Marketable
Product
Key interface is the
Product Backlog.
42. User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Product
Backlog
But where do
User Stories come
from?
The Product Backlog is
a prioritised list of
User Stories.
45. IMPACT:
With no changes to the
signoff and approval stages
the benefits of an Agile team
are wasted.
46. Tip 2
Develop requirements in
“Discovery Sprints” of the same
length as Agile team Sprints.
Signoffs at the end of each
Sprint.
47. Prioritise Business
Case outcomes by
market segment
value.
Segment A
Segment B
Segment C
Segment D
Highest Business Value
Lowest Business Value
48. For the highest value
segment, storyboard
scenarios (or “epics”)
Segment A
Scenario A1
Highest Business Value
Lowest Business Value
Scenario A1 Scenario A2 Scenario A4
Scenario A3
Scenario A2
Scenario A4
Scenario A3
Highest Business Value
49. Finally, break the
scenario into
smaller tasks or
User Stories
Segment A
Scenario A1
User Story A1-X
User Story A1-Y
User Story A1-Z
Highest Business Value
Lowest Business Value
50. Product Backlog
prioritised by
business value and
testable outcomes.
Segment A
Scenario A1
User Story A1-X
User Story A1-Y
User Story A1-Z
Segment B
Scenario B2
User Story B2-X
User Story B2-Y
User Story B2-Z
Segment A
Scenario 2
User Story A2-X
User Story A2-Y
User Story A2-Z
Highest Business Value
Lowest Business Value
51. Outcome:
Alignment of sprint cycles
delivers regular small parts of
Business value with the
traditional process.
56. IMPACT:
It is more difficult to get
projects funded when the
costs are so “Flexible”.
57. Tip 3:
a) Estimate the full cost of a single
sprint.
b) Estimate the # Sprints required
for a market release.
This limits both costs and time of
the project and helps clarify scope.