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Agile Is Killing Me! Product Camp Austin 2010

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Agile is killing me! - Managing your time when development goes Agile

When software engineering transforms to an Agile methodology, big changes are in store for Product Managers. The planning process becomes a regular occurrence instead of a once-a-year event. The requirements process morphs from lots of documentation up front to continuous conversations and progressive elaboration. All of these changes can wreak havoc on a Product Manager's schedule and can blur the lines of responsibility beyond recognition. The workload can increase more than 60%, especially if you have both Product Manager and Product Owner responsibilities.
In this session we will share successful techniques to adapt to Agile including: dealing with role conflict, adapting to global engineering teams, and organizational models. This will be presented in a Town Hall format, where the audience will also be invited to offer their best practices for each of the challenges discussed.

Paul Brownell leads the Software Process practice for Growth Acceleration Partners, a management consulting and outsourcing firm headquartered in Austin. Paul is an experienced software executive and practitioner of Agile methods since 2001. As Product Line Director at BMC Software, Paul successfully led SCRUM teams distributed across India, Israel, and the United States.

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Agile Is Killing Me! Product Camp Austin 2010

  1. 1. Agile is killing me! Managing your time when development goes Agile Paul Brownell paul@growthaccelerationpartners.com
  2. 2. please thank our sponsors
  3. 3. Paul Brownell • Software Process Practice Leader • 15 years as a software executive • Agile practitioner since 2001 • Specialist in Scrum and Outsourcing • Led SCRUM teams distributed across India, Israel, China, and the US © 2010 Paul Brownell 3 paul@growthaccelerationpartners.com
  4. 4. Objective – Share Techniques • Dealing with role conflict • Adapting to global teams • Leverage organization models • Avoid common pitfalls © 2010 Paul Brownell 4 paul@growthaccelerationpartners.com
  5. 5. Agile Fundamentals Individuals Processes and over and Tools Interaction Working Comprehensive Software over Documentation Customer Contract Collaboration over Negotiation Responding to Change over Following a Plan © 2010 Paul Brownell 5 paul@growthaccelerationpartners.com
  6. 6. Scrum Process © 2010 Paul Brownell 6 paul@growthaccelerationpartners.com
  7. 7. Scrum Roles Scrum Master Product Owner • Facilitates development process • Develops backlog • Coordinates with other teams • Determines priorities • Provides status information • Serves as proxy for the user/customer • Removes blocks and protects from • Identifies business value interruption • Relates work units to business objectives • Ensures implementation of lessons • Defines acceptance criteria learned • Interacts daily with teams Team • Designs software • Codes Software • Tests software • Documents software © 2010 Paul Brownell 7 paul@growthaccelerationpartners.com
  8. 8. Product Manager Role Product Manager Product Owner • Develops strategy • Develops backlog • Analyzes markets • Determines priorities • Manages portfolio • Serves as proxy for the user/customer • Sets pricing • Identifies business value • Builds business partnerships • Relates work units to business objectives • Promotes product • Defines acceptance criteria • Supports sales • Interacts daily with teams • Interacts with customers © 2010 Paul Brownell 8 paul@growthaccelerationpartners.com
  9. 9. Role Conflict Product Manager Product Owner • Develops strategy • Develops backlog • Analyzes markets • Determines priorities • Manages portfolio • Serves as proxy for the user/customer • Sets pricing • Identifies business value • Builds business partnerships • Relates work units to business objectives • Promotes product • Defines acceptance criteria • Supports sales • Interacts daily with teams • Interacts with customers customers team © 2010 Paul Brownell 9 paul@growthaccelerationpartners.com
  10. 10. Role Conflict Techniques • Identify a Proxy: Business Analyst, Architect, Lead Developer or Lead QA • Involve customers/clients to provide direct feedback and input • Provide windows of scheduled availability • Make time for: Release Planning, Sprint Planning, Demos © 2010 Paul Brownell 10 paul@growthaccelerationpartners.com
  11. 11. Adapting to Distributed Teams • Minimal face-to-face time • Different time zones • Language and culture barriers • Hard to ‘sketch on a napkin’ • Discussions by email © 2010 Paul Brownell paul@growthaccelerationpartners.com 11
  12. 12. Adapting to Distributed Teams Techniques • Identify a Proxy in the same time zone • Provide windows of scheduled availability in the same time zone • Make time for: Release Planning, Sprint Planning, Demos and daily standups © 2010 Paul Brownell 12 paul@growthaccelerationpartners.com
  13. 13. Organization Structures – Combined Role Product Line Owner • Advantages – Clear connection to customer Product Product – Clear understanding of Manager/ Manager/ Owner 2 Owner 1 release status and content customer team customer Product A-F Product G-L • Keys to success – Good proxies – Careful time management © 2010 Paul Brownell paul@growthaccelerationpartners.com 13
  14. 14. Organization Structures – Split Role (Large Company, Many Products) Product Line Owner • Advantages – Clear functional focus – Match skills to function Product Product Manager Owner – PO can co-locate customer team Products A-F Products A-F • Keys to success – PM & PO tightly Products G-L Products G-L connected © 2010 Paul Brownell paul@growthaccelerationpartners.com 14
  15. 15. Organization Structures – Split Role (Small Company, Many Products) Product Manager • Advantages – Clear functional focus customer – Match skills to function Product Product – PO can co-locate Owner 1 Owner 2 team team • Keys to success Products A-F Products G-L – PM & PO tightly connected – Careful PM time management © 2010 Paul Brownell paul@growthaccelerationpartners.com 15
  16. 16. Planning Continuously • Regular re-examination of priorities • Smaller granularity deliverables • Forest is built one tree at a time • More meetings © 2010 Paul Brownell paul@growthaccelerationpartners.com 16
  17. 17. Planning Continuously Techniques • Just-in-time deliverables • Teamwork • Use tools to stay organized: Rally, VersionOne, JIRA + GreenHopper • Watch out for: – Getting stuck in the building – Thrashing priorities – Overcomplicating the requirements © 2010 Paul Brownell 17 paul@growthaccelerationpartners.com
  18. 18. Ask about a free consultation paul@growthaccelerationpartners.com
  19. 19. please thank our sponsors

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