Role of the Product Owner in State Government Agility

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

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Role of the Product Owner in State Government Agility

  1. 1. PRODUCT OWNERS Role of the P.O. in agile contexts
  2. 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. 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. 4. A Broader Definition Build Cycle Build Cycle Build Cycle Build CycleBuild Cycle Build Cycle Change Cycle Change Cycle Change Cycle Change Cycle
  5. 5.  Chilean Mine Incident  33 Miners  3 MILES below  69 Days When have you been agile?
  6. 6. Daily Scrum Finished Product Customer Time Boxed Sprint Customer Product Owner Product Backlog Sprint Backlog
  7. 7. Iterative & Incremental Customer I will know it when I see it Ok Let’s start with this Creator
  8. 8. Value Based Releases 0% 5% 10% 15% 20% 25% 30% Release Value
  9. 9. 4 Aspects of Agility
  10. 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. 11. Leader as Servant Leader Leader
  12. 12. Leaders Set Vision and Parameters
  13. 13. Vision and Implementation
  14. 14. Authority AvailabilityKnowledge What makes a good PO
  15. 15. Knowledge  Understands the need  The customer  The product  The law and interpretation  How it all fits together
  16. 16. Knowledge PO BA
  17. 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. 18. Availability PO BA PM
  19. 19.  Power or right to give orders, make decisions, and enforce obedience. Authority
  20. 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. 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. 22. Authority AvailabilityKnowledge What makes a good PO
  23. 23. 4 Aspects of Agility
  24. 24. Q&A
  25. 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. 26.  The Absent Product Owner  Multiple Product Owners  The Powerless Product Owner PO Problems
  27. 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. 28. Symptoms  Decisions lag for days sometimes weeks  Too busy for Demos  Stair step Cumulative Flow (next slides) ?
  29. 29. Cures  Structure  Commitment  Empowerment  Deliver to inspire ?
  30. 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. 31.  Decisions lag for days sometimes weeks  Frequently needs to confirm direction Symptoms
  32. 32. Cures  More Frequent steering meetings  PO Chairs the Steering committee  Deliver to inspire
  33. 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. 34. The Powerless Product Owner  Frequent need to get approval  Inability to make final decisions  Decisions made are reversed
  35. 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. 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

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