The Whole process…
Ruth Guerra: Strategic Product Manager
Michelle Dunbar: Operative Product Owner
Ericsson Internal | 2014-04-08 | Page 2
Ericsson Internal | 2014-04-08 | Page 3
Ericsson Internal | 2014-04-08 | Page 4
Ericsson Internal | 2014-04-08 | Page 5
Ericsson Internal | 2014-04-08 | Page 6
Ericsson Internal | 2014-04-08 | Page 7
Ericsson Internal | 2014-04-08 | Page 8
Ericsson Internal | 2014-04-08 | Page 9
Ericsson Internal | 2014-04-08 | Page 10
› OPO
– Increased collaboration between Product management and
development
– Team...
Ericsson Internal | 2014-04-08 | Page 11
AGILE is NOT a
RELIGION!
Adapt case by case
Team size? deadlines?
challenges
The whole process... | Ruth Guerra  | LTG-21
Upcoming SlideShare
Loading in …5
×

The whole process... | Ruth Guerra | LTG-21

543 views

Published on

Presentation held at Lean Tribe Gathering 21 in Stockholm May 13 2014. Read more about Lean Tribe here: http://leantribe.org

Published in: Engineering, Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
543
On SlideShare
0
From Embeds
0
Number of Embeds
82
Actions
Shares
0
Downloads
2
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • RUTH
    Input requirement
    SPM to define an understandable initial requirement based on
    Standards, market situation, customer requirements, portfolio, long term strategy…
    SPM is a facilitator to the development
    SPM is the world ears of the company
    Summarizing and synthetizing multiple requirements into one understandable and reasonable requirement for development
    SPM adds a requirement and makes sure it has the right priority for development
    Agreement among stake holders is SPM’s job
  • Michelle
    In large scale feature development it may require collaboration amongst multiple organisations at various international sites.
    Together we need to figure out what are the pieces and how do they fit together.
    From the development side we need to figure out
    What do we need to do
    How we can do it
    When we can do it
    End to End view – system analysis, design and verification so we get an overall view of the impact
    Go back to SPM with what is needed (resources / equipment etc..)
  • Michelle
    From development side we return to SPM with alternative solutions
    Together we negotiate the scope – and phasing of the feature if needed
    ‘Handshake’ between development / OPO and SPM as to what will be done
    SPM will then based on the recommendation and what is the minimum valuable delivery and times decide on priority of the activities
    Ruth
    SPM
    based on the above and the business select one of the presented alternatives
    Make sure that what is deliver is of value for the customers
    Make sure that no additional development/waste is introduced (by continuous scoping of the feature)
    Make sure the other parts of the organization get ready for commercialization as soon as it is delivered, prepare for market introduction
  • Michelle
    During the development phase the OPO supports the teams – prioritizing team backlog, removing impediments..
    Coordination amongst different organisations – keeping the big picture – keeping the focus on the main goal
    Focus on keeping team-OPO-SPM view aligned – no surprises later on
    Sometimes we may need to go back to SPM for further prioritization of the use cases/portfolio…
    Also for prioritization in order to get additional resources to meet the deadline.
    Is the SPM job to align with other SPMs on priority and manning of the feature.
  • Ruth
    And Michelle
    During development of long features as the SPM is still the ears for the development organization, things might change and small adaptations might be requested to the PDU
    PDU comes back with what is feasible, doable, and cost
    SPM can then see if the additional value is enough to take the consequences of the modification
  • Michelle
    Work along development process to support the right scope of the job in the different sprints
    PDU
    returns proposals with pros and cons from technology perspective
    PDU
    present also phasing of the feature, SPM will then based on the recommendation and what is the minimum valuable delivery and times decide on priority of the activities
    Ruth
    SPM
    based on the above and the business select one of the presented alternatives
    Make sure that what is deliver is of value for the customers
    Make sure that no additional development/waste is introduced (by continuous scoping of the feature)
    Make sure the other parts of the organization get ready for commercialization as soon as it is delivered (sales, services..), prepare for market introduction
  • Work along development process to support the right scope of the job in the different sprints
    Michelle
    PDU
    returns proposals with pros and cons from technology perspective
    PDU
    present also phasing of the feature, SPM will then based on the recommendation and what is the minimum valuable delivery and times decide on priority of the activities
    Ruth
    SPM
    based on the above and the business select one of the presented alternatives
    Make sure that what is deliver is of value for the customers
    Make sure that no additional development/waste is introduced (by continuous scoping of the feature)
    Make sure the other parts of the organization get ready for commercialization as soon as it is delivered (sales, services, supply and support, pricing, customer engagement)
  • Ruth
    Work in the final customer acceptance with the sales organization
  • Michelle and Ruth
  • The whole process... | Ruth Guerra | LTG-21

    1. 1. The Whole process… Ruth Guerra: Strategic Product Manager Michelle Dunbar: Operative Product Owner
    2. 2. Ericsson Internal | 2014-04-08 | Page 2
    3. 3. Ericsson Internal | 2014-04-08 | Page 3
    4. 4. Ericsson Internal | 2014-04-08 | Page 4
    5. 5. Ericsson Internal | 2014-04-08 | Page 5
    6. 6. Ericsson Internal | 2014-04-08 | Page 6
    7. 7. Ericsson Internal | 2014-04-08 | Page 7
    8. 8. Ericsson Internal | 2014-04-08 | Page 8
    9. 9. Ericsson Internal | 2014-04-08 | Page 9
    10. 10. Ericsson Internal | 2014-04-08 | Page 10 › OPO – Increased collaboration between Product management and development – Teams have a better understanding of the customer needs – Continuous alignment – no surprises at the end – Fast support to resolve issues – resources, priority › SPM – Better knowledge of the actual delivered feature – Better adaptation to the current market need – Possibility to deliver smaller pieces and get market traction, hit the market window – Trust on the teams freed time to do strategies, market research and interaction How is this way of working beneficial?
    11. 11. Ericsson Internal | 2014-04-08 | Page 11 AGILE is NOT a RELIGION! Adapt case by case Team size? deadlines? challenges

    ×