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In order to be successful teams must…
1. Have a shared vision
2. Create an understandable mental model that realizes the vision
3. Be able to learn as a team
4. Teams members must exhibit personal mastery
5. Engage in “Systems Thinking”
-- 5 Characteristics of a Learning Organization [Senge 1990]
Knowledge Work is not characterized by a strong physics model…
Software is notoriously complex – the end product is an abstraction. To deliver a
functional system, every member of a software team must reference a shared
mental model that every team member understands.
-- Dan Mezick “The Culture Game”](https://image.slidesharecdn.com/20151006productmanagerpresentation-dac-151102234505-lva1-app6891/85/Michael-Bonamassa-Presentation-3-320.jpg)
Michael Bonamassa Presentation
The document summarizes key concepts from a workshop on integrating product management and product ownership. It discusses: 1. The objectives of aligning and empowering product management by defining the product manager and product owner roles, identifying customers and products, and grooming backlogs through prioritization and socialization. 2. Skills and responsibilities for product managers and product owners, including balancing strategic and tactical work across human, business, and technical dimensions. 3. Elements of an effective backlog like functional intent captured in epics, temporal intent in roadmaps, architectural intent in epics/features, and evidence of completion in acceptance criteria. 4. Techniques for prioritizing backlogs, including relative
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Michael Bonamassa Presentation
- 1. Dallas Agile Camp- 2015 Integrating Product Management with Product Ownership
- 2. 2 Workshop Objectives Aligning andEmpowering Product Management • Why do we need the Product Manager / Product Owner roles? • How do you identify your customer and product? • Grooming a backlog (Prioritization and Socialization)
- 3. 3 In order tobe successful teams must… 1. Have a shared vision 2. Create an understandable mental model that realizes the vision 3. Be able to learn as a team 4. Teams members must exhibit personal mastery 5. Engage in “Systems Thinking” -- 5 Characteristics of a Learning Organization [Senge 1990] Knowledge Work is not characterized by a strong physics model… Software is notoriously complex – the end product is an abstraction. To deliver a functional system, every member of a software team must reference a shared mental model that every team member understands. -- Dan Mezick “The Culture Game”
- 4. 4 Without a strongphysics model we are left with shared understanding As a Commuter I need a car that flies so I can avoid the traffic on highways Mental Models Filters Assumptions lead to that drive
- 5. 5 If it wasonly our Bias we Need to Overcome… Unconscious Incompetence Conscious Incompetence Conscious Competence Unconscious Competence Source: Wikipedia
- 6. 6 Great Product Managersare integrative thinkers They integrate the Human, Business, and Technical dimensions to deliver breakthrough products that delight and improve the lives of our customers Human-Centered Design Business Strategy & Analysis Technology Lead and frame product efforts in terms of key consumer insights and needs Define and ship products that are strategically bold and important to our business(es) Be fluent in current/emerging technologies and understand implications on product and business strategy and execution • Business leaders should be developing “table stakes” knowledge in H & T dimensions to move from Point A B • Complement yourself with team members who spike in H & T dimensions A Human Business Technical Great Product Managers operate here Business leaders are typically here B
- 7. 7 They apply differentlevels of involvement in defining and focusing on each PM PO LevelofInvolvementandFocus WHY WHAT HOW Strategy Execution PMs need to be grounded in “How” as it informs progress on “What” Both product managers and product owners must care about and account for the why / what / how but… POs need to be grounded in “Why” as it informs value behind “What” Together the Why, What & How need to be balanced.
- 8. 8 Shared disciplines thatspan from strategic to tactical Human Business Technical Product Owner Product Manager • Provides thought leadership to reveal unmet needs and develop innovative solutions • Designs for the entire customer journey • Clearly understands customer needs through objective analysis • Understands key business outcomes and how technology drives that value • Communicates business outcomes in a way that enables manageable features and user stories • Incorporates customer insights into feature design • Acts as the voice of the team, empowered to make on the spot decisions • Defends the end to end customer experience • Ensures strategic alignment between business outcomes and technical capabilities • Develops core positioning and messaging for the product • Is an expert on the competition • Effectively engages in technical decision making • Considers key interdependencies across systems • Understands current and target architectures • Ensures delivery of necessary business outcomes • Prioritizes and sequence the team’s work to maximize value • Works in a 1 to 1 ratio, leading a specific development teams • Looks outside the industry for innovation and capabilities • Aligns business and technology strategies • Clearly understands customer needs • Creates and directs highly performing work teams • Understands current and target architecture • Possesses a working knowledge of systems Product Management Family
- 9. 9 Skills Responsibilities • Workwith executive leadership and enterprise architecture to align products with the portfolio vision • Develop and maintain a product strategy, vision and roadmap aligned with overall business strategy • Lead efforts with branding and marketing teams to derive the product’s key capabilities and benefits • Work closely with leadership to define architecture, expectations for user experience, and innovations • Specify objectives for current and future products • Lead multiple teams, ensuring alignment of iterative, incremental development across multiple work streams and functional areas • Effectively collaborate to ensure prioritization of new features, maintenance and non-functional requirements, technical debt and architectural enhancements • Develop and maintain executive reporting, removing impediments as necessary Product Manager Role - Skills and Responsibilities • Ability to shape and sequence new intent while keeping in mind the needs of the customer • Proven leadership within the business and market • Deep, systemic knowledge of critical business interfaces • Influence executive leadership to garner support and funding for initiatives • Ensure alignment of end customer needs and proposed solutions • Able to motivate and lead multiple teams and product owners through effective program management • Able to anticipate program risks and misalignments • Possess an entrepreneurial, startup, or corporate innovation mindset • Proven track record of thought leadership and practices, looking outside the business and industry for innovations and best practices
- 10. 10 Skills Responsibilities • Workwith product leadership and enterprise architecture to align product plans with the portfolio vision • Develop and maintain a product vision and roadmap aligned with business epics • Work to communicate the product’s key capabilities and benefits to enhance adoption of the product • Effectively incorporate architecture, user experience, and innovative product capabilities into design • Specify requirements for current and future products • Lead the product management team in the iterative, incremental development • Effectively collaborate to manage the distribution of backlog items to development teams • Balance priorities between new features, maintenance requirements, non-functional requirements, reduction of technical debt and architectural enhancements • Develop and maintain program measures, removing impediments as necessary Product Owner Role - Skills and Responsibilities • Possess a holistic understanding of the business and product market • Influence stakeholders and product managers • Understands end customer needs and perspectives and works to define solutions in the simplest possible way • Understanding and ability to speak to technology domain • Intellectual curiosity and ability to work in fast-paced, complex and ambiguous environments • Able to motivate and lead a team through energetic collaboration • Well organized, able to multi-task, and able to prioritize Compelling and effective communication with team and stakeholders • Excellent negotiation and relationship building skills • Excellent judgment and decisiveness • Able to anticipate risks, manage issues and clear obstacles
- 11. 11 Workshop Objectives Aligning andEmpowering Product Management • Why do we need the Product Manager / Product Owner roles? • How do you identify your customer and product? • Grooming a backlog (Prioritization and Socialization)
- 12. 12 Agility Spans theOrganization and Value Stream Uncertainty increases
- 13. 13 Value Stream Mapping SubmitLoan for Processing Send to Underwriting Send for Final Approval Wait for Disbursement Do Something Valuable for Customers Generate Income from Customers
- 14. 14 Typical Value StreamMapping Activities Define High-Level Process Steps Use Simple Use Case to Add Processing Details Identify End Product Include Additional Complexity Identify Barriers, Issues and Opportunities Add Environmental and Tool Details • What flows from idea to production? • What is the final product? • Map out the steps necessary to move from idea to production • Take basic use case through the process • Add necessary details (e.g. cycle time, touch time, WIP, defects) • Add server names, tools used • Document timelines, how teams handle builds/testing/deployments • Work though remaining use cases to uncover dependencies and external interfaces • Include exception handling and defect process • Include all the steps necessary to get ideas out the door • Highlight opportunities, pain points and bottlenecks
- 15. 15 Team Scaling Level Portfolio From Needsto Value: Intent Flow Epics Features / Sub- Epics Features / Sub- Epics Features / Sub- Epics Stories What / How Hierarchy 2+ Program Increments 2-3 Sprints 1-3 Days Evidence of Progress & Success Wha t How Wha t How Success Criteria Acceptance Criteria AC Every Sprint Every Increment Major Release Localized Execution Strategic Execution
- 16. 16 Workshop Objectives Aligning andEmpowering Product Management • Why do we need the Product Manager / Product Owner roles? • How do you identify your customer and product? • Grooming a backlog (Prioritization and Socialization)
- 17. 17 What is abacklog? • If something is in the backlog it MAY get done • If something is not in the backlog it WON’T get done • A backlog is a prioritized queue – Queues create variability – Avoid overwhelming team with never-ending backlogs • Coupled backlogs reduce predictability (covariance) – Cross backlog coupling must be resolved either at prioritization or at planning and monitored through localized execution Higher Priority Lower Priority Fine grained, detailed, well understood, ready for implementation Coarse grained, less detailed (Socialization) Items can be added, modified, removed or re-prioritized Intent
- 18. 18 What are theelements of a backlog? • Functional Intent – Describes what we need the solution to do – Form: Epics • Temporal Intent – Describes when we need the Epics completed – Form: Roadmap (updated and informed through execution)(captured on the epic) • Intentional Architectural Intent – Describes constraints to the way the solution must work (Constrains and informs the “How) – Form: Architectural Epics & Features • Evidence of Completion – Describes what the success criteria would be for the solution – Form: Acceptance Criteria on Epics, Features and Stories, Demos (in execution)
- 19. 19 Success Criteria How do theElements Come Together into Backlog? Intentional Architecture Evidence of Completion Temporal Intent Business EpicBusiness EpicBusiness EpicBusiness Epic Functional Intent Architectural EpicArchitectural EpicArchitectural EpicArchitectural Epic / Feature Business Epic Architectural Epic Business Epic TimeWhat is Needed Constraints on How Proof its Done When its Needed When it Can be Done NFRs Backlog
- 20. 20 A Backlog ISa Prioritized Queue – How do we Prioritize it? • Loudest Voice – Not a great way but the way most immature teams do it • Using Relative Estimation – T-Shirt Sizing, Modified Fibonacci, etc. • Moscow – Must, Should, Could, Won’t • Business Value – Impact on Value Stream, Subjective Relative Estimation • Lean Economics – Weighted Shortest Job First – Cost of Delay (Time Criticality + Opportunity + Business Value) / Size • Learning / Experimentation – Very useful in competitive an/or novel solutions You Must Pick one
- 21. 21 Relative Estimating Adapted fromMike Cohn. Agile Estimating and Planning. 2005 Estimating poker combines expert opinion, analogy, and disaggregation for quick but reliable estimates Each estimator gets a deck of cards Product owner reads a story Estimators privately select cards Cards are turned over Discuss differences Re-estimate Participants include all team members The product manager/owner participates, but does not estimate Steps
- 22. 22 The Fibonacci Sequence Amodified Fibonacci sequence is used to reflect the inherent uncertainty in estimating large items 1 + 0 = 1 1 + 1 = 2 2 + 1 = 3 3 + 2 = 5 5 + 3 = 8 8 + 5 = 13 20 40 100 ? Accuracy vs. Precision If we continued the true Fibonacci sequence, we would have the following numbers: 21 34 55 89 144 This implies precision which can result in a false sense of accuracy
- 23. 23 How Much Timeto Spend Estimating A little effort helps a lot A lot of effort only helps a little 50% 100% Accuracy Effort It’s better to be approximately right, than precisely wrong! Diminishing Value
- 24. 24 Socialization using the3 C’s Card, Conversation and Confirmation Card Can be a Epic, Feature, Story Contains all the 4 forms of Intent Defines the scope of the conversation Informs as to who should be involved in the conversation Conversation Ongoing dialog between Intent Owner and How supplier Dialog is n-way among aligned stakeholders (Dev, Arch, PM, PO, Test, AE, etc.) Various How discussions may modify the Acceptance Criteria or identify new Architecturally Significant Capabilities Confirmation Captured as Acceptance Criteria on the Card In ATDD can be Tests Agreed upon through conversation Will have evolving meta- data (Size, Backlog Priority, etc.)
- 25.