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Product Ownership Challenges


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These are the slides from my talk at the LESS 2011 conference in Stockholm, Sweden.

Product Ownership is a multi-faceted responsibility that demands a broad set of perspectives combined with deep product and domain knowledge. Effective product ownership requires both an internal and an external perspective. The challenges are amplified for large complex organizations developing large complex products and systems. In different organizations, engineering, product management, user experience and other functional groups can all lay claim to the role with some legitimacy.This talk will describe the challenges of understanding product ownership in large organizations, and of filling the product owner role effectively. We present different models for filling the product owner role, including single product owner, proxy product owner, and product owner teams.

Published in: Technology, Business

Product Ownership Challenges

  1. 1. Product  Ownership   Challenges  in  Large   Organiza7ons        
  2. 2.   @ken_power  
  3. 3. •  Is  responsible  for  the  success  of  the  product   •  Be  available  to  the  Delivery  Team   throughout  the  Itera7on   •  Represents  the  user  and  customer   •  Decides  what  features  go  into  the  product   •  Point  of  contact  for  Delivery  Team  to  get   ques7ons  answered   •  Writes  requirements  in  the  form  of  user   stories   •  Helps  team  make  decisions   •  Maintains  the  product  backlog   •  Never  (ever,  ever)  produce  es7mates  on   behalf  of  Delivery  Team   •  Responsible  for  priori7zing  product  backlog   items   •  Engage  customer  both  internal  and   •  Decides  the  order  in  which  content  is   external   delivered   •  Accepts  user  stories  using  the  Defini7on  of   •  Works  with  Delivery  Team  to  determine   Done  and  acceptance  criteria   specific  itera7on  content   •  Remains  engaged  and  responsive   •  Communicates  expecta7ons   throughout  the  project   •  Defines  project  goals   •  Conducts  the  Sprint  Review   •  Sets  project  vision   @ken_power  
  4. 4. January  ‘08   December  ‘09   September  ‘10   Formal  Agile   Ongoing   Transi7on  Program   Agile  Office   Pilot  Projects   Established   Increased  Adop7on   con7nuous   Launched   improvement   2008   2009   2010   2011   2012+   • Teams   • More  Teams   • Commitment  to   • Expand  adop7on   • Build  on  successes   • Agile  Projects   • Agile  Program   sustainable  and   across  product  areas   • Learn  and  adapt   • Organic  Growth   Management   sustained  agility   • Improve  capability  of   • Refine  and  Improve   • System  Wide  Focus   • Broad  Organiza7on   organiza7on   • Expanded  adop7on   • Formal  Training  Plan   Focus   • Specific  areas  of   across  product  areas   • Formal  Exec  Support   • Focused  Stakeholder   focus,  including   • New  people  and   • Broader  Stakeholder   Engagement   architecture  in  lean/ Engagement   teams   agile  organiza7ons   • Scaling  across   • PorYolio   porYolio   Management   @ken_power  
  5. 5. • Lots  of  people     • Internal  Conferences,  Learning   Company   • Working  Team   • Transi7on  Team   • ~6000  people   • ~150+  Agile  Teams   Technology  Group   • Core  Working  Team   • Transi7on  Team       • ~600  People   Business  Unit   • ~35+  Agile  Teams   People,  Products,   PorYolios,  Systems   @ken_power  
  6. 6.   @ken_power  
  7. 7. Sprint   Planning   Design   Backlog   Delivery   Management   Test   Build   Demo   Acceptance   @ken_power  
  8. 8.   @ken_power  
  9. 9.   @ken_power  
  10. 10.   @ken_power  
  11. 11.   @ken_power  
  12. 12.   @ken_power  
  13. 13.   @ken_power  
  14. 14.   @ken_power  
  15. 15. •  …  are  in  a  single  Scrum  Team?   •  …  does  it  take  to  build  and  deliver  a  product?   •  …  does  it  take  to  ship  a  product?   •  …  does  it  take  to  ship  a  system?   •  …  are  affected  by  the  crea7on  and  delivery  of  the  product?   @ken_power  
  16. 16.   @ken_power  
  17. 17. Scrum   Master   Product   Cross-­‐Func7onal   Owner   Delivery   Team   Scrum   Team   Product  Owner  Team   System   User     PorYolio   Experience   Extended  Delivery  Team   Council   Team   Other     Business   Units   Product   Development   Beta   TME   Manager   Manager   GB   Channel   UE   Ramp   Program   Product   Lead   Alpha   Manager   Early   Sales   Access   Architect   Support   QA   Program   Manager   Engineers   Tech   Customer   Support   Engagement   Team   Product   Team   Marke7ng   @ken_power  
  18. 18. •  Priori7za7on   •  Technical  Requirements   •  Customer   •  Technology  Direc7on   Requirements   •  Technology  Strategy   •  Revenue   •  Engineering  Investment   (People)     •  Dependencies   Development   Product   (Tac7cal,   (Strategic)   Opera7onal)   Quality  (Product   Quality,   Program   Con7nuity,   (Organiza7on)   Customer  Focus)   •  Engineering  Investment   •  Process  Owner   (People)   •  Stakeholder  Engagement   •  Quality  Direc7on   •  Dependency  Management   •  Quality  Strategy   •  Objec7vity   •  Quality  Requirements   •  Con7nuous  Inspec7on  &   Adap7on   @ken_power  
  19. 19. •  The  Product  Owner  role  can  be  filled  by  a  collabora7ve  Product   Owner  Team   –  Typically  a  Product  Manager,  Development  Manager,  UE  Lead,   Architect,  Program  Manager   •  Meet  regularly  as  a  team  to  manage  the  backlog   @ken_power  
  20. 20.   @ken_power  
  21. 21. •  Ronica  Roth  ar7cle  iden7fies  6  scenarios  for  filling  the  Product  Owner   role   –  Scrum  101  (Single  Product  Owner)   –  Scrum  1012  (Product  Owner  per  Team)   –  Product  Manager,  aka  Uber  Product  Owner   –  Dynamic  Duo   –  Product  Council   –  Product  Owner  Team   @ken_power  
  22. 22. •  New  Features   •  Technical  Debt   •  Quality  Debt   •  Spike  Tests   •  Research   •  Planning   @ken_power  
  23. 23. Investment   Technical  Debt   Quality  Debt   Features   Spike  Tests   Research   Planning   @ken_power  
  24. 24. Investment   Technical  Debt   Quality  Debt   Features   Spike  Tests   Research   Planning   @ken_power  
  25. 25. “ Who  looks  outside,   dreams;  who  looks  inside,   awakes.”   Carl  Gustav  Jung   @ken_power  
  26. 26. Internal  &  External  View  of  Product   Ownership   External   FCS   Sell   Install   Day  2+   Product  Ownersip   Delivery   Customer   Teams   Engagement   Teams   Product   Internal   Product  Ownership   7me   @ken_power  
  27. 27. Execs Market focus Management Projects Portfolio Products Strategy Projects Themes Epics 8.5 MR ES 8.6 MR MR 9.0 MR MR 10.0 User Stories Portfolio Councils Product Team DeliveryTeams Internal reserved. © 2010 Cisco and/or its affiliates. All rights @ken_power 27 Cisco Confidential
  28. 28. Cadence  and  Sequencing   Full  Product  Release  ReleaseRhythm Project Product   Rhythm Increment   Itera7on   @ken_power  
  29. 29. Do something cool As a User I want to do something cool with the product So that I can benefit in some way Concept   Happy  User   @ken_power  
  30. 30. Level  of  Focus  on  the  User  Story   Done   Ready   Product   Owner   Team   Concept   Start   Done   Accept   End   Ship  It   Time   @ken_power  
  31. 31. •  User  Story  defined   •  User  Story  Acceptance  Criteria  defined   •  User  Story  dependencies  iden7fied   •  User  Story  sized  by  Delivery  Team   •  Team  accepts  UE  artefacts   •  Performance  criteria  iden7fied,  where  appropriate   •  Person  who  will  accept  the  User  Story  is  iden7fied   •  Delivery  Team  has  reviewed  and  accepted  the  User  Story   @ken_power  
  32. 32. SycnhronizaCon  Point   Defini7ons  of  Ready  &  Done  act  as  focusing  anchors  for  teams,  Product   Owners,  and  everyone  involved   @ken_power  
  33. 33.   @ken_power  
  34. 34.   @ken_power  
  35. 35. •  Consider  Product  Ownership,  not  just  Product  Owner  role   •  Product  Owner  Teams  bring  balance   •  Understand  and  Engage  Stakeholders   •  Take  an  Internal  and  External  Perspec7ve   •  Think  of  Product  Ownership  like  managing  an  investment  porYolio   •  Understand  Your  System’s  Cadence  and  Establish  synchroniza7on   points   @ken_power  
  36. 36. Thank   @ken_power