Can we automate the process of backlog prioritizing? by Adam Gadomski Scalac
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How you can automate the process of backlog prioritizing to help get things done that are important for your project first.
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Can we automate the process of backlog prioritizing? by Adam Gadomski Scalac
- 1. CAN YOU AUTOMATE PRODUCT BACKLOG PRIORITISATION _____________________________________________________
- 2. BARTEK GATZ TECHNICAL PRODUCT MANAGER DYNATRACE ADAM GADOMSKI TECHNICAL PROJECT MANAGER SCALAC
- 7. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min — 10 min — 15 min - 15 min — 10 min — 20 min — 15 min — 10 min - 10 min - 15 min - 25 min
- 9. TYPES OF PROJECTS PoC - Proof of Concept purpose: to verify some technical assumptions, lowers risk of failure, can we do it? covers just a small part of system (not the entire system) model of a one product’s aspect, bugs
- 10. Prototype purpose: to test product design & usability & functionality. To reduce number of mistakes by discovering errors in system, how to do it? working, but not perfect model of several aspects of product, bugs TYPES OF PROJECTS
- 11. MVP - Minimum Viable Product: purpose: to get minimum version of product to the market just core functionality, no bugs TYPES OF PROJECTS
- 12. MAP - Minimum Awesome Product purpose: to create more reliable and more attractive product for user and customer best product experience possible with the given resources TYPES OF PROJECTS
- 13. TYPES OF PROJECTS MVP vs MAP
- 14. TYPES OF PROJECTS MVP vs MAP
- 15. TYPES OF PROJECTS MVP vs MAP
- 16. Enterprise purpose: to give big business an ability to solve enterprise problems complex application or environment of applications TYPES OF PROJECTS
- 17. TYPES OF PROJECTS Enterprise Systems examples Payment Processing CRM (Customer Relationship Management) ERP (Enterprise Resource Planning) BI (Business Intelligence) Data Engineering
- 18. Let’s play with some Enterprise System backlog
- 19. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min — 10 min — 15 min - 15 min — 10 min — 20 min — 15 min — 10 min - 10 min - 15 min - 25 min
- 21. INTRODUCTION
- 22. BACKLOG CITY CITY DESCRIPTION HANDOUT _________________________________________
- 23. BACKLOG CITY • existing city • close to sea and a river • 4 districts • total of 2.1 million inhabitants • uneven wealth spread
- 25. SUMMARY PROBLEM SOLUTION ? ? ? ? ? BACKLOG CITY
- 26. • existing “backlog” • mix of new ideas and known problems • continued work on earlier “version” • but now it is your problem BACKLOG CITY
- 27. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min — 10 min — 15 min - 15 min — 10 min — 20 min — 15 min — 10 min - 10 min - 15 min - 25 min
- 28. EXERCISE #1
- 29. create your own new ideas for Backlog City EXERCISE #1 TIME: 10 MINUTES BACKLOG CITY
- 30. SUMMARY PROBLEM SOLUTION ? ? ? ? ? EXERCISE #1 BACKLOG CITY
- 31. LET’S HEAR ‘EM! EXERCISE #1 BACKLOG CITY
- 32. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min — 10 min — 15 min - 15 min — 10 min — 20 min — 15 min — 10 min - 10 min - 15 min - 25 min
- 33. EXERCISE #2
- 34. TIME: 10 MINUTES prioritise your stream of work EXERCISE #2 BACKLOG CITY
- 36. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min — 10 min — 15 min - 15 min — 10 min — 20 min — 15 min — 10 min - 10 min - 15 min - 25 min
- 37. BREAK 10 minutes
- 38. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min — 10 min — 15 min - 15 min — 10 min — 20 min — 15 min — 10 min - 10 min - 15 min - 25 min
- 39. SOME THEORY
- 41. #1 We have really long backlogs
- 42. #2 We do not say “NO” to bad ideas early enough
- 43. #3 We rediscover the same problems over again
- 44. #4 We jump from problems to solutions too fast
- 45. #5 We do not measure and validate
- 46. #6 We make simple prioritisation mistakes
- 47. #7 Open backlog invites scope and feature creep
- 48. It’s all true because I used memes
- 50. IDEA INCUBATOR
- 51. sprint in progress max two sprints of prioritised issues in the backlog PRODUCT BACKLOG
- 52. Nothing gets to the backlog, unless: this is a technical task this is a bug it hatched from Incubator PRODUCT BACKLOG
- 53. separate project in JIRA issue type = IDEA workflow = INCUBATION LAID LAID LAID INSPECTED INSPECTED HEATED UP PRIORITISED PRIORITISED PRIORITISED PRIORITISED INFERTILE GONE BAD GONE BAD GONE BAD GONE BAD HATCHED HATCHED HATCHED COMPLETED only HATCHED ideas go to backlog PRODUCT BACKLOG
- 54. PROBLEM DESCRIPTION (TEXT) KPI IMPACT HYPOTHESIS (TEXT) SOLUTION HYPOTHESIS (TEXT) SUCCESS CRITERIA (TEXT) LAY TIME STAMP (DATE) IDEA PRIORITY (2x VALUE) IMPACT COST
- 55. PROBLEM DESCRIPTION (TEXT) what problem we are trying to solve: in-product problem user problem IDEA
- 56. KPI IMPACT HYPOTHESIS (TEXT) what primary metric we think this problem relates to: KPIs only, so this must be focused strategic alignment IDEA
- 57. SOLUTION HYPOTHESIS (TEXT) super short high level description of the potential solution this is a large user story (epic) no technical discussions allowed here IDEA
- 58. SUCCESS CRITERIA (TEXT) how are we going to measure whether the solution worked measurement technique applied description of experiments if required quantifiable thresholds for selected metrics IDEA
- 59. fields required for prioritisation exercise IMPACT defines the strength of movement of KPI needle COST of delivery is a guesstimation PRIORITY (2x VALUE) IMPACT COST IDEA
- 60. IMPACT defines the strength of movement of KPI needle URGENCY defines the consequences if not addressed soon DIFFICULTY of delivery combines guesstimation of all costs: development marketing support technology RISK specifies the risk associated with a given hypothesis PRIORITY (4x SINGLE SELECT) IMPACT URGENCY RISK DIFFICULTY fields required for prioritisation exercise IDEA
- 61. LAY TIME STAMP (DATE) age of hypothesis: non-important ideas should be removed method to keep the incubator clean IDEA
- 62. PROBLEM DESCRIPTION (TEXT) KPI IMPACT HYPOTHESIS (TEXT) SOLUTION HYPOTHESIS (TEXT) SUCCESS CRITERIA (TEXT) LAY TIME STAMP (DATE) PRIORITY (2x VALUE) IMPACT COST IDEA
- 63. PROBLEM DESCRIPTION (TEXT) KPI IMPACT HYPOTHESIS (TEXT) SOLUTION HYPOTHESIS (TEXT) SUCCESS CRITERIA (TEXT) LAY TIME STAMP (DATE) PRIORITY (2x VALUE) IMPACT COST PRIORITY (4x SINGLE SELECT) IMPACT URGENCY RISK DIFFICULTY IDEA
- 64. LAID HEATED UP PRIORITISED GONE BAD HATCHED INFERTILE INSPECTED COMPLETED REJECTED INCUBATION WORKFLOW
- 65. LAID new idea: the only way to get into the workflow INCUBATION WORKFLOW
- 66. LAID first idea check performed: strategic alignment check science fiction check INSPECTED INCUBATION WORKFLOW
- 67. LAID prioritisation complete: ready for hatching INSPECTEDPRIORITISED INCUBATION WORKFLOW
- 68. LAID impossible to prioritise just yet: more data required to validate INSPECTEDPRIORITISEDHEATED UP not right TTM unclear impact on KPI INCUBATION WORKFLOW
- 69. not worth the investment: no strategic alignment science fiction INFERTILE INCUBATION WORKFLOW
- 70. idea potentially worth it, but: fell a victim of prioritisation for too long most likely outdated INFERTILEGONE BAD INCUBATION WORKFLOW
- 71. idea of high overall priority: at this stage it goes to product backlog transforms into: INFERTILEGONE BADHATCHED user story experiment HATCHED INCUBATION WORKFLOW
- 72. idea implementation completed: developed and released validated to have met success criteria INFERTILEGONE BADHATCHEDCOMPLETED source of truth for: release notes marketing materials experiment validation INCUBATION WORKFLOW
- 73. HEATED UPPRIORITISEDINSPECTEDLAIDINFERTILEGONE BADHATCHEDCOMPLETEDREJECTED idea rejected: experiment failed validated to have NOT met success criteria rollback may be required INCUBATION WORKFLOW
- 74. LAID HEATED UP PRIORITISED GONE BAD HATCHED INFERTILE INSPECTED COMPLETED REJECTED INCUBATION WORKFLOW
- 75. PRIORITISATION IMPACT 0 1 2 3 4 5 0 1 2 3 4 5COST IMPACT PRIORITY = COST + 1 _______________________________
- 76. IMPACT 0 1 2 3 4 5 0 1 2 3 4 5 URGENCY DIFFICULTY 0 1 2 3 4 5RISK 0 1 2 3 4 5 IMPACT x URGENCY PRIORITY = RISK + DIFFICULTY + 1 _______________________________ PRIORITISATION
- 77. IMPACT 0 1 2 3 4 5 0 1 2 3 4 5 URGENCY DIFFICULTY 0 1 2 3 4 5RISK 0 1 2 3 4 5 PRIORITISATION IMPACT x URGENCY PRIORITY = RISK + DIFFICULTY + 1 _______________________________ + VO
- 78. IMPACT 0 1 2 3 4 5 0 1 2 3 4 5COST performed by PO + BO + DEV + ARCH + MKT on regular basis using Eisenhower 2x1 matrix PRIORITISATION
- 79. TO SUM UP…..
- 80. clean primary product backlog controlled inflow of requirements controlled rollout of ideas / improvements / simplifications no changes without a good reason - working on things that matter measurements for validation deprecation of bad ideas before they hurt us TO SUM UP…..
- 81. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min — 10 min — 15 min - 15 min — 10 min — 20 min — 15 min — 10 min - 10 min - 15 min - 25 min
- 82. EXERCISE #3
- 83. BACKLOG CITY new problems have arisen EXERCISE #3 TIME: 10 MINUTES
- 84. SUMMARY PROBLEM SOLUTION KPI IMPACT SUCCESS CRITERIA SUMMARY PROBLEM SOLUTION BACKLOG CITY EXERCISE #3 ? ? ?
- 85. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min — 10 min — 15 min - 15 min — 10 min — 20 min — 15 min — 10 min - 10 min - 15 min - 25 min
- 86. EXERCISE #4
- 87. let’s reprioritise! TIME: 10 MINUTES BACKLOG CITY EXERCISE #4
- 88. SUMMARY PROBLEM SOLUTION KPI IMPACT SUCCESS CRITERIA IMPACT COST PRIORITY SUMMARY PROBLEM SOLUTION BACKLOG CITY EXERCISE #4
- 89. PRIORITISATION IMPACT 0 1 2 3 4 5 0 1 2 3 4 5COST IMPACT PRIORITY = COST + 1 _______________________________
- 91. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min — 10 min — 15 min - 15 min — 10 min — 20 min — 15 min — 10 min - 10 min - 15 min - 25 min
- 92. BREAK 10 minutes
- 93. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min — 10 min — 15 min - 15 min — 10 min — 20 min — 15 min — 10 min - 10 min - 15 min - 25 min
- 94. SOME MORE THEORY
- 95. SPRINT PLANNING stories’ priorities derived from: epic priorities things that matter within epics things which are close to completion
- 96. MOSCOW
- 97. MoSCoW prioritisation technique Stands for: M - Must have S - Should have C - Could have W - Won’t have
- 98. MoSCoW prioritisation technique Let’s make an assumption: We use JIRA issue tracking tool
- 99. MoSCoW prioritisation technique Alright, but how can we use MoSCoW technique in JIRA ?
- 100. MoSCoW prioritisation technique The easiest way is “to map” MoSCoW values against “priority” field
- 101. MoSCoW prioritisation technique Must have = highest Should have = high Could have = low Won’t have = lowest
- 103. MoSCoW prioritisation technique It’s important to have in backlog all stories - including the ones with the lowest priority = Won’t have
- 105. ABS helper definitions BV - Business Value perceived value of the solution applied to an epic
- 106. ABS helper definitions SUMMARY PROBLEM SOLUTION KPI IMPACT SUCCESS CRITERIA IMPACT COST PRIORITY SUMMARY PROBLEM SOLUTION
- 107. ABS helper definitions SP - Story Points perceived estimated effort of an individual story within an epic
- 108. ABS helper definitions CSP - Cumulative Story Points sum of remaining story points for given epic
- 109. ABS helper definitions MSF - MOSCOW Factor Must have = highest = 8 Should have = high = 5 Could have = low = 2 Won’t have = lowest = 1
- 110. ABS helper definitions FBV - Fraction Business Value FBV = BV x SP x MSF CSP
- 111. project types introduction exercise #1 exercise #2 break some theory exercise #3 exercise #4 break some more theory exercise #5 - 15 min — 10 min — 15 min - 15 min — 10 min — 20 min — 15 min — 10 min - 10 min - 15 min - 25 min
- 112. EXERCISE #5
- 113. BACKLOG CITY EXERCISE #5 select 3 top epics from your list break them into 3-7 user stories estimate story points for each define MOSCOW factor for each story sort your backlog run 3 sprints TIME: 25 MINUTES
- 114. BACKLOG CITY EXERCISE #5 story 1 story 2 story 3 story 4 SPBV MSF CSP FBV
- 115. BACKLOG CITY EXERCISE #5 PART 1 - select 3 epics
- 116. BACKLOG CITY EXERCISE #5 PART 2 - break them down into 3-7 stories
- 117. BACKLOG CITY EXERCISE #5 PART 3 - copy business value from epic’s impact BV
- 118. BACKLOG CITY EXERCISE #5 PART 4 - estimate story points for each story SP
- 119. BACKLOG CITY EXERCISE #5 PART 5 - define MOSCOW factor for each story MSF Must have = highest = 8 Should have = high = 5 Could have = low = 2 Won’t have = lowest = 1
- 120. BACKLOG CITY EXERCISE #5 PART 6 - team velocity
- 121. BACKLOG CITY EXERCISE #5 PART 7 - calculate remaining story points for epics CSP
- 122. BACKLOG CITY EXERCISE #5 PART 8 - calculate fraction business value FBV FBV = BV x SP x MSF CSP
- 123. BACKLOG CITY EXERCISE #5 PART 8 - sort your backlogs by FBV but only for 2 less important epics
- 124. BACKLOG CITY EXERCISE #5 PART 9 - run sprint 1 (close stories at the top which fit within your velocity limit entirely)
- 125. BACKLOG CITY EXERCISE #5 PART 10 - calculate remaining story points for epics CSP
- 126. BACKLOG CITY EXERCISE #5 PART 11 - calculate fraction business value FBV FBV = BV x SP x MSF CSP
- 127. BACKLOG CITY EXERCISE #5 PART 12 - sort your backlogs by FBV
- 128. BACKLOG CITY EXERCISE #5 PART 13 - run sprint 2 (close stories at the top which fit within your velocity limit entirely)
- 129. BACKLOG CITY EXERCISE #5 PART 14 - add last epics’ stories (the most important one)
- 130. BACKLOG CITY EXERCISE #5 PART 15 - calculate remaining story points for epics CSP
- 131. BACKLOG CITY EXERCISE #5 PART 16 - calculate fraction business value FBV FBV = BV x SP x MSF CSP
- 132. BACKLOG CITY EXERCISE #5 PART 17 - sort your backlogs by FBV
- 133. BACKLOG CITY EXERCISE #5 PART 18 - run sprint 3 (close stories at the top which fit within your velocity limit entirely)
- 135. THANK YOU!
- 136. ONE FINAL REQUEST