This document outlines an agenda for a workshop on prioritizing product backlogs in a fun and game-like format. The workshop includes introductions, exercises to generate new ideas for a fictional city and prioritize its issues, breaks for discussion, and lessons on prioritization techniques like MVP, MAP, and MoSCoW. The goal is to give participants hands-on experience planning and ranking potential features and improvements for a simulated product.
Mature product backlog and how to deal with it - workshop - main slide deckBartek Gatz
This presentation was first shown during BeIT conference in March 2017. It is a background slide deck for a workshop around backlog prioritisation, cleaning, effective hypothesising and measurements. It comes together with helper materials available as separate decks.
Please make sure to also download
1. https://www.slideshare.net/secret/ej2JPiy7VS8BCn
2. https://www.slideshare.net/secret/1NlWm6VyBV9Kw
The values from the Agile Manifesto don’t seem to say much about the craft of software engineering. In fact, they don’t say anything about engineering at all. However, digging a little bit deeper, one quickly realizes that the benefits of Agile methods and practices cannot be realized with low quality software. Agile depends on engineering excellence.
So forget about Agile for a moment, at least the process side of things, and pay attention to the craft of software engineering; or in other words pay attention to building software the right way. Because only then you will be able to rapidly and continuously build the right software.
What is Agile & Agile Project Management?. Introduction to Plan-based vs value-driven development; Scrum framework and roles and ceremonies; self-organised team, agile values. and leadership
What is wrong with projects? Projects don't work in a VUCA world anymore, particulary not in IT & digital business! And "Agile" isn't the solution either... Is it #noprojects?
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In between the larger organizational goals and the day-to-day work of Development Teams, exists a vacuum. The thing about any vacuum is that it has an innate need to be filled. If we are not careful, this 'Product Management Vacuum' will get filled with meaningless busy work and extensive task management. Being busy without clear direction.
This session introduces the 3 V's -- Vision, Value, Validation -- as a way to get out in front of this problem.
Mature product backlog and how to deal with it - workshop - main slide deckBartek Gatz
This presentation was first shown during BeIT conference in March 2017. It is a background slide deck for a workshop around backlog prioritisation, cleaning, effective hypothesising and measurements. It comes together with helper materials available as separate decks.
Please make sure to also download
1. https://www.slideshare.net/secret/ej2JPiy7VS8BCn
2. https://www.slideshare.net/secret/1NlWm6VyBV9Kw
The values from the Agile Manifesto don’t seem to say much about the craft of software engineering. In fact, they don’t say anything about engineering at all. However, digging a little bit deeper, one quickly realizes that the benefits of Agile methods and practices cannot be realized with low quality software. Agile depends on engineering excellence.
So forget about Agile for a moment, at least the process side of things, and pay attention to the craft of software engineering; or in other words pay attention to building software the right way. Because only then you will be able to rapidly and continuously build the right software.
What is Agile & Agile Project Management?. Introduction to Plan-based vs value-driven development; Scrum framework and roles and ceremonies; self-organised team, agile values. and leadership
What is wrong with projects? Projects don't work in a VUCA world anymore, particulary not in IT & digital business! And "Agile" isn't the solution either... Is it #noprojects?
The Product Management Vacuum and the 3 V'sDon McGreal
In between the larger organizational goals and the day-to-day work of Development Teams, exists a vacuum. The thing about any vacuum is that it has an innate need to be filled. If we are not careful, this 'Product Management Vacuum' will get filled with meaningless busy work and extensive task management. Being busy without clear direction.
This session introduces the 3 V's -- Vision, Value, Validation -- as a way to get out in front of this problem.
Increasing Business Impact - Focusing on value deliveryNarek Alaverdyan
Validated Learning; handling big backlogs of ideas
Focusing on which things to get done more than how to get things done
Lean-Startup: style business analysis and product development
Increasing Business Impact: focusing on Value Delivery
Managing organisational change; balancing technology, process and culture
Delivering fast: It requires new tools, new methods
Being part of the Business through having a “Product Mindset"
Fix-Price Projects And Agile – PyCon SettePeter Bittner
You are a digital agency struggling with your Django projects. You’re over budget and you’ve run out of time, that’s the norm not the exception. And of course you promise to deliver all features on time for a fixed budget, don’t you? – And nobody told you this is a problem?
See the original presentation at http://slides.com/bittner/pycon7-fix-price-projects-and-agile
Video: https://www.youtube.com/watch?v=Lka7nsDsZk8
There’s real evidence that Agile software engineering projects work better than waterfall. In Silicon Valley, Agile is the de-facto standard for innovating new products. But an Agile project needs good product management and good UX design to succeed. Fitting UX in with product management and Agile can be uncomfortable for UX designers. Once you get it, though, you’ll never want to work any other way. We’ll look at:
- Why Agile works well for innovation and for software delivery
- What product management is and why your software product can’t succeed without it
- The different product phases: Discover, expand and exploit
- The role of UX in each phase
- Setting up hypotheses and metrics to keep Agile teams on track
Project management in the age of accelerating change - IT/Tech specificLuca Minudel
- What is Agile and why is becoming increasingly popular?
- For what types of endeavours Agile is best suited?
- What additional tools does Agile add to a PM toolbox?
- How does a traditional project differ from an Agile digital product delivery?
- What is the role of the PM in an Agile delivery?
This session gives a short introduction of Agile for traditional Project Managers and describes the structure, the steps and the activities of an Agile project from Inception to delivery.
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PR-272: Accelerating Large-Scale Inference with Anisotropic Vector Quantization
[Guo et al., ICML 2020]
Paper link: https://arxiv.org/abs/1908.10396
Video presentation link: https://youtu.be/cU46yR-A0cs
reviewed by Sunghoon Joo
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DevOpsDays Baltimore 2017.
Product owners are under pressure from Marketing and Leadership to focus on features, while operability (availability, performance, monitoring, etc) are an afterthought to be bolted on later. Deployments fail, customers complain, and work isn't fun. How can DevOps reach out to Product?
People from a "Product background" often have zero technical experience, but find themselves needing to dictate the deliverables. Product owners are under great pressure from Marketing and Leadership to focus on "features" from a customer perspective; the so-called "non-functional requirements" often fall by the wayside. Operability - monitorabilty, recoverability, availability, performance, among other aspects - is difficult to bake into an application that was developed without such consideration.
This talk will present practical approaches to bridge-building between Ops and Product. Focusing especially on cross-functional Agile teams with leadership with little or no Ops background, we will explore whether "planning the work will result in the planned work being the work that is done." When working with a mixed team, doing development, deployment, incident response, and everything in support of that, such plans go off the rails. Methods of championing Ops needs while avoiding "the sky is falling" perceptions will be presented. What kinds of unplanned work exist? Are there steps we can take to convert unplanned work into planned work? How does work flow through the team? How does unplanned work disrupt the flow?
Product owners are under pressure from Marketing and Leadership to focus on features, while operability (availability, performance, monitoring, etc) are an afterthought to be bolted on later. Deployments fail, customers complain, and work isn't fun. How can DevOps reach out to Product?
People from a "Product background" often have zero technical experience, but find themselves needing to dictate the deliverables. Product owners are under great pressure from Marketing and Leadership to focus on "features" from a customer perspective; the so-called "non-functional requirements" often fall by the wayside. Operability - monitorabilty, recoverability, availability, performance, among other aspects - is difficult to bake into an application that was developed without such consideration.
This talk will present practical approaches to bridge-building between Ops and Product. Focusing especially on cross-functional Agile teams with leadership with little or no Ops background, we will explore whether "planning the work will result in the planned work being the work that is done." When working with a mixed team, doing development, deployment, incident response, and everything in support of that, such plans go off the rails. Methods of championing Ops needs while avoiding "the sky is falling" perceptions will be presented. What kinds of unplanned work exist? Are there steps we can take to convert unplanned work into planned work? How does work flow through the team? How does unplanned work disrupt the flow?
Product Management - pitfalls of Data Driven DevelopmentBartek Gatz
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Validated Learning; handling big backlogs of ideas
Focusing on which things to get done more than how to get things done
Lean-Startup: style business analysis and product development
Increasing Business Impact: focusing on Value Delivery
Managing organisational change; balancing technology, process and culture
Delivering fast: It requires new tools, new methods
Being part of the Business through having a “Product Mindset"
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You are a digital agency struggling with your Django projects. You’re over budget and you’ve run out of time, that’s the norm not the exception. And of course you promise to deliver all features on time for a fixed budget, don’t you? – And nobody told you this is a problem?
See the original presentation at http://slides.com/bittner/pycon7-fix-price-projects-and-agile
Video: https://www.youtube.com/watch?v=Lka7nsDsZk8
There’s real evidence that Agile software engineering projects work better than waterfall. In Silicon Valley, Agile is the de-facto standard for innovating new products. But an Agile project needs good product management and good UX design to succeed. Fitting UX in with product management and Agile can be uncomfortable for UX designers. Once you get it, though, you’ll never want to work any other way. We’ll look at:
- Why Agile works well for innovation and for software delivery
- What product management is and why your software product can’t succeed without it
- The different product phases: Discover, expand and exploit
- The role of UX in each phase
- Setting up hypotheses and metrics to keep Agile teams on track
Project management in the age of accelerating change - IT/Tech specificLuca Minudel
- What is Agile and why is becoming increasingly popular?
- For what types of endeavours Agile is best suited?
- What additional tools does Agile add to a PM toolbox?
- How does a traditional project differ from an Agile digital product delivery?
- What is the role of the PM in an Agile delivery?
This session gives a short introduction of Agile for traditional Project Managers and describes the structure, the steps and the activities of an Agile project from Inception to delivery.
Maximizing the impact of UX in an agile environment: Mixing agile and lean UXBrilliant Experience
When companies adopt an agile development environment, UX teams often feel like they just lost their seat at the table. It’s never easy to change, but by adapting your UX practices to accommodate agile, you can have the impact on design you always wanted.
Maximizing the impact of UX in an agile environment: Mixing agile and Lean UXJohn Whalen
When companies adopt an agile development environment, UX teams often feel like they just lost their seat at the table. It’s never easy to change, but by adapting your UX practices to accommodate agile, you can have the impact on design you always wanted.
PR-272: Accelerating Large-Scale Inference with Anisotropic Vector QuantizationSunghoon Joo
PR-272: Accelerating Large-Scale Inference with Anisotropic Vector Quantization
[Guo et al., ICML 2020]
Paper link: https://arxiv.org/abs/1908.10396
Video presentation link: https://youtu.be/cU46yR-A0cs
reviewed by Sunghoon Joo
Data science is not Software Development and how Experiment Management can ma...Jakub Czakon
Working on data science projects that are run as if they were software development can sometimes feel like trying to fit a square peg in a round hole. In this talk, I will explain why that happens and what people do to try and fix it. Lately, in the context of machine learning, the concept of experiment management, which treats ml experiments as first-class citizens, has been gaining a lot of traction. I will discuss what it is, what are the benefits of using it, and how you can apply it in your work to make run your projects more efficiently.
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Product owners are under pressure from Marketing and Leadership to focus on features, while operability (availability, performance, monitoring, etc) are an afterthought to be bolted on later. Deployments fail, customers complain, and work isn't fun. How can DevOps reach out to Product?
People from a "Product background" often have zero technical experience, but find themselves needing to dictate the deliverables. Product owners are under great pressure from Marketing and Leadership to focus on "features" from a customer perspective; the so-called "non-functional requirements" often fall by the wayside. Operability - monitorabilty, recoverability, availability, performance, among other aspects - is difficult to bake into an application that was developed without such consideration.
This talk will present practical approaches to bridge-building between Ops and Product. Focusing especially on cross-functional Agile teams with leadership with little or no Ops background, we will explore whether "planning the work will result in the planned work being the work that is done." When working with a mixed team, doing development, deployment, incident response, and everything in support of that, such plans go off the rails. Methods of championing Ops needs while avoiding "the sky is falling" perceptions will be presented. What kinds of unplanned work exist? Are there steps we can take to convert unplanned work into planned work? How does work flow through the team? How does unplanned work disrupt the flow?
Product owners are under pressure from Marketing and Leadership to focus on features, while operability (availability, performance, monitoring, etc) are an afterthought to be bolted on later. Deployments fail, customers complain, and work isn't fun. How can DevOps reach out to Product?
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A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
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The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
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Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
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I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
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Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
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Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
9. 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
10. 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
12. 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
13. • 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
14. • MVP - Minimum Viable Product
• purpose: to get minimum version of product to the
market
• just core functionality, no bugs
TYPES OF PROJECTS
15. • 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
20. • Enterprise
• purpose: to give big business an ability to solve
enterprise problems
• complex application or environment of
applications
TYPES OF PROJECTS
21. TYPES OF PROJECTS
Enterprise Systems examples
• Payment Processing
• CRM (Customer Relationship Management)
• ERP (Enterprise Resource Planning)
• BI (Business Intelligence)
• Data Engineering
23. 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
30. • existing “backlog”
• mix of new ideas and known problems
• continued work on earlier “version”
• but now it is your problem
BACKLOG CITY
31. 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
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
40. 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
53. sprint in progress
backlog: max two sprints of
prioritized issues in the backlog
"OPERATIONAL" PRODUCT BACKLOG
54. nothing gets to the backlog, unless:
• it is a technical task
• it is a bug
• it has hatched from Incubator
"OPERATIONAL" PRODUCT BACKLOG
55. 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
"operational" backlog
IDEA INCUBATOR
56. PROBLEM DESCRIPTION (TEXT)
KPI IMPACT HYPOTHESIS (TEXT)
SOLUTION HYPOTHESIS (TEXT)
SUCCESS CRITERIA (TEXT)
LAY TIME STAMP (DATE)
IDEA
PRIORITY (2x VALUE)
IMPACT COST
57. what problem we are trying to solve:
in-product problem
user problem
IDEA
PROBLEM DESCRIPTION (TEXT)
58. what primary metric we think
this problem relates to:
KPIs only, so this must be focused
strategic alignment
IDEA
KPI IMPACT HYPOTHESIS (TEXT)
59. super short high level description
of the potential solution
this is a large user story (epic)
no technical discussions allowed here
IDEA
SOLUTION HYPOTHESIS (TEXT)
60. how are we going to measure
whether the solution worked
measurement technique applied
description of experiments if required
quantifiable thresholds for selected metrics
IDEA
SUCCESS CRITERIA (TEXT)
61. fields required for prioritization exercise
IMPACT defines the strength
of movement of KPI needle
COST of delivery is a guesstimation
IDEA
PRIORITY (2x VALUE)
IMPACT COST
62. IMPACT defines the strength of movement of KPI needle
URGENCY defines the consequences if not addressed soon
COST of delivery combines guesstimation of all costs:
development marketing support technology
RISK specifies the risk associated with a given hypothesis
fields required for prioritization exercise
IDEA
PRIORITY (4x VALUE)
IMPACT COSTURGENCY RISK
70. impossible to prioritize just yet:
•more data required to validate
HEATED UP
•not right TTM
•unclear impact on KPI
INCUBATION WORKFLOW
•this is where the Design Sprint happens
72. not worth the investment:
•no strategic alignment
•science fiction
INFERTILE
INCUBATION WORKFLOW
73. idea potentially worth it, but:
•fell a victim of prioritization for too long
•most likely outdated
GONE BAD
INCUBATION WORKFLOW
74. idea of high overall priority:
•at this stage it goes to "operational" product backlog
•transforms into an epic / user story
HATCHED
INCUBATION WORKFLOW
75. idea implementation completed:
•developed and released
•validated to have met success criteria
COMPLETED
•source of truth for:
release notes
marketing materials
experiment validation
INCUBATION WORKFLOW
84. 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…..
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
89. 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
95. 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
98. 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
106. MoSCoW prioritization technique
It’s important to keep all stories in the backlog,
including the ones with the lowest priority as well =
Won’t haves
113. 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
115. •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
BACKLOG CITY
EXERCISE #5
121. BACKLOG CITY
EXERCISE #5
PART 5 -
define MOSCOW factor for each
story
MSF
M - Must have = highest = 8
S - Should have = high = 5
C - Could have = low = 2
W - Won’t have = lowest = 0