The document provides information on the role of a product owner, including organizing work into user stories and prioritizing stories. It discusses that a product owner understands customers, is empowered to make decisions, and acts as the final voice. They define the product vision and backlog, prioritize features, and ensure delivery of business value. Effective product owners attend ceremonies like planning and retrospectives. The document also covers how to write user stories and acceptance criteria, and methods for prioritizing stories like value vs complexity.
This document provides an overview of Agile software development. It begins by defining Agile development as empowering people through constant feedback and acknowledging change. It then outlines the history of Agile methods from the 1970s to today. Key figures who developed methods like Scrum, Extreme Programming, and others are mentioned. The Agile Manifesto values individuals, working software, customer collaboration and responding to change. Core Agile principles are also outlined. Common Agile practices around design, testing, planning and communication are then explored. Finally, it discusses popular Agile methodologies like Scrum, XP, FDD and Lean and key themes across methods.
O documento apresenta os conceitos de Lean Inception e MVP. Lean Inception é um processo colaborativo que resulta no MVP, que é a versão mais simples de um produto para validar hipóteses de negócio. O documento também descreve características-chave de um MVP, como ciclos de feedback curtos e evolução incremental do produto.
What is the purpose of Sprint planning meeting in Agile?Mario Lucero
What is the purpose of the Sprint planning meeting?
When you’re working within an agile management framework, you accomplish discrete tasks within the framework of a sprint. On the first day of each sprint the scrum team holds the sprint planning meeting.
Acceptance criteria are used to confirm that a user story meets the intended purpose by describing clear outcomes that prove the story is acceptable to the product owner. A definition of done sets fixed criteria that all user stories must meet, such as refactored code, testing, and documentation. A sprint goal is a short description of what the team plans to achieve during a sprint, written by the team and product owner to communicate the sprint's purpose.
What does a Scrum Master do all day if a Daily Scrum is only 15 minutes? This talk - “A Day in the Life of a Scrum Master” - will explore the role beyond simple facilitation of the Sprint Ceremonies. Attendees learn four different areas of focus for a balanced approach to the role.
This document discusses epics and user stories in agile software development. It defines epics as large features or requirements too big to complete in a single sprint that need to be broken down into smaller user stories. User stories are simple descriptions of features written from the perspective of the end user that follow a who, what, why template. The document provides examples of epics and user stories and guidelines for when and how to split large stories or epics into smaller independent stories that can be estimated and implemented within a sprint.
This document provides an overview of Agile software development. It begins by defining Agile development as empowering people through constant feedback and acknowledging change. It then outlines the history of Agile methods from the 1970s to today. Key figures who developed methods like Scrum, Extreme Programming, and others are mentioned. The Agile Manifesto values individuals, working software, customer collaboration and responding to change. Core Agile principles are also outlined. Common Agile practices around design, testing, planning and communication are then explored. Finally, it discusses popular Agile methodologies like Scrum, XP, FDD and Lean and key themes across methods.
O documento apresenta os conceitos de Lean Inception e MVP. Lean Inception é um processo colaborativo que resulta no MVP, que é a versão mais simples de um produto para validar hipóteses de negócio. O documento também descreve características-chave de um MVP, como ciclos de feedback curtos e evolução incremental do produto.
What is the purpose of Sprint planning meeting in Agile?Mario Lucero
What is the purpose of the Sprint planning meeting?
When you’re working within an agile management framework, you accomplish discrete tasks within the framework of a sprint. On the first day of each sprint the scrum team holds the sprint planning meeting.
Acceptance criteria are used to confirm that a user story meets the intended purpose by describing clear outcomes that prove the story is acceptable to the product owner. A definition of done sets fixed criteria that all user stories must meet, such as refactored code, testing, and documentation. A sprint goal is a short description of what the team plans to achieve during a sprint, written by the team and product owner to communicate the sprint's purpose.
What does a Scrum Master do all day if a Daily Scrum is only 15 minutes? This talk - “A Day in the Life of a Scrum Master” - will explore the role beyond simple facilitation of the Sprint Ceremonies. Attendees learn four different areas of focus for a balanced approach to the role.
This document discusses epics and user stories in agile software development. It defines epics as large features or requirements too big to complete in a single sprint that need to be broken down into smaller user stories. User stories are simple descriptions of features written from the perspective of the end user that follow a who, what, why template. The document provides examples of epics and user stories and guidelines for when and how to split large stories or epics into smaller independent stories that can be estimated and implemented within a sprint.
Certified Scrum Product Owner: class desk, posters and photosAlexey Krivitsky
The document provides an overview of agile product management and scrum. It discusses key concepts like lean, agile, scrum roles and artifacts, ceremonies like sprints and planning, and topics like minimum viable products, user stories, prioritization techniques, and product backlog refinement. The document is a training guide or presentation on agile product management best practices.
Agile evolution lifecycle - From implementing Agile to being AgileMichal Epstein
This document outlines an agile evolution lifecycle consisting of adoption, adjustment, and advancement. It discusses scaling challenges with initial agile adoption within teams and a lack of visibility outside teams. The adjustment phase emphasizes focusing on small, well-defined user stories and taking responsibility for deliveries. Advancement challenges working agile in organizations needing roadmaps for customers and discusses prioritizing features by business value and cost to fit within scope. The final culture stage involves organizational unity across functions, adapting approaches, and focusing on short cycles of gradual value to keep customers happy.
The Agile Fluency Model outlines a journey through different zones of agility, including positive, investment, improvement, and inclusive zones. It focuses on shifting team culture, skills, and organizational structure over time through practices like co-locating teams, establishing clear priorities, and empowering teams. The goal is to help teams and organizations continuously optimize value delivery through metrics like frequent working software delivery and transparent progress visibility.
Definition of Done and Product Backlog refinementChristian Vos
The document discusses product backlog refinement and the definition of done in agile software development. It emphasizes that product backlog refinement is an important meeting to clarify and estimate user stories and work items to have a ready backlog for iteration planning. It also stresses that having a clear definition of done helps improve team quality, transparency for stakeholders, better release planning, and minimizing risks. Regular product backlog refinement coupled with a well-defined definition of done are key practices for achieving agility.
The document provides an overview of agile product backlog management using the Scrum framework. It discusses key aspects of Scrum including the product owner, sprint backlog, product backlog, daily stand-ups, sprint reviews and retrospectives. The document also compares Scrum to the waterfall method and discusses benefits of Scrum such as faster time to market, higher quality and satisfying customers through iterative delivery of working software.
Scaling Scaled Agile: Lessons Learned at UnitedHealth GroupCA Technologies
So maybe your organization has established a release train and it is going well. Now you have been asked to run multiple release trains as part of a portfolio. What’s the same? What’s different? At UnitedHealth Group, one of our largest agile portfolios has six plus release trains, 35 plus scrum teams and hundreds of people all working together to deliver a common business outcome using the scaled agile framework.
This interactive discussion will highlight what we have implemented, what lessons we have learned and what challenges lie ahead in our pursuit for continuous improvement.
For more information, please visit http://cainc.to/Nv2VOe
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
The document contains instructions for drawing a summer meadow scene with specific elements like flowers, grass, cows, birds, and a sun. It begins with more open requirements to draw blue and red flowers with cows and birds under a sun. Then it provides closed, detailed requirements specifying the number and characteristics of each element to include in the drawing. The document discusses the difference between open and closed requirements.
Backlog refinement is not a Scrum event, but instead is an ongoing activity during the Sprint required to decompose, describe, estimate, and order backlog items in the Product Backlog.
This material is divided into two sections. The first section reviews the basics of backlog refinement, covering various options for conducting the activity. The second section covers tips for maintaining a healthy backlog and potential anti-patterns.
This material was presented at Agile New England in July and August 2022 as "101" introduction and "202" advanced sessions.
The document discusses product roadmaps in an agile context. It defines a product roadmap as a plan showing how a product will evolve over coming months or versions. Roadmaps provide continuity, alignment, and communicate strategy. Goal-oriented rather than feature-based roadmaps are recommended. The roadmap sits within the wider product strategy and helps focus the product backlog. Regular reviews ensure the roadmap stays dynamic and aligned with goals.
This document provides an overview of agile stories, estimating, and planning. It discusses what user stories are, how to write them, and techniques for estimating story sizes such as story points. It also covers different levels of planning including release planning, iteration planning, and daily planning. The document is intended to provide background information on using agile methods for requirements management and project planning.
User Story Mapping, Discover the whole storyJeff Patton
Variations of these slides have been used in a variety of talks.
These slides support discussions on why stories work, and when they don't. And, on story mapping, how and why it works.
Scaling Agile With SAFe (Scaled Agile Framework)Andreano Lanusse
This document provides an overview of the Scaled Agile Framework (SAFe) for applying Lean and Agile practices at an enterprise scale. It discusses the key aspects of SAFe including the three levels (Team, Program, Portfolio), roles and activities within a Program like Release Planning and the Agile Release Train, and how features flow from the Portfolio through Epics and Programs down to individual Teams. The goal is to show how 5-10 Agile Teams can deliver shared objectives using SAFe to scale Agile practices beyond a single team.
This document discusses transforming organizations to agile practices. It begins by outlining common goals for going agile such as predictability, quality, and innovation. It then discusses considerations for transformation based on organization size and dependencies. The key aspects for transformation are identified as backlogs, teams, and working tested software. Governance structures, metrics, and teaming strategies are also discussed. Transformation is framed as a journey, and quadrants are used to illustrate where organizations are currently and where they aim to go.
This is adapted from our workshop at Mind the Product/London 2017. In this full-day session, we talked through the purposes of a roadmap and a process for establishing your product's vision, gaining alignment with your stakeholders, validating themes, and presenting to upper level execs in order to maximize your team's impact.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
This document provides an introduction to Scrum, an agile framework for project management. It discusses the principles of agile development and Scrum, including self-organizing cross-functional teams, short sprint cycles, daily stand-ups, product backlogs and user stories, estimation techniques, and retrospectives for continuous improvement. The Scrum framework emphasizes empiricism, adaptation, transparency, inspection, and frequent delivery of working software.
The document provides an overview of roles, artifacts, meetings, and processes in Scrum. It defines the key roles of the Scrum Team, Product Owner, and Scrum Master. It describes the main artifacts like the Product Backlog, Sprint Backlog, and Burndown Chart. It outlines the core Scrum events of Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. Finally, it addresses common questions and concepts like estimating, prioritization by business value, and self-managing teams.
My main goal is to share and make you experiment some of the techniques that I use when transforming teams into high-perfoming agile teams, by providing you with four (4) different ways to estimate projects in Agile.
Product Strategy - How to figure out a plan for your product?Julie Knibbe
- What is product strategy?
- How do you evaluate your current position and performance (KPIs, metrics, Kano..)
- Can you be agile and have a vision?
- How to master the art of roadmapping when you have to juggle short term gains and longer term projects?
Highest quality code in your SaaS project. Why should you care about it as a ...The Codest
We are launching a SaaS report dedicated to the whole SaaS market.
It is a useful pill of knowledge for the non-technical founders who are struggling with many challenges, especially the technological ones. In the report, we cover the specific problems/dilemmas such as:
- Is it worth making SaaS start-up if you are a non-technical founder?
- What are the biggest challenges to a non-technical founder?
- MVP as the most popular way to deliver product time to market
- Useful tips on how to build a SaaS product in 6 simple steps
Check out the report and make sure to eliminate common mistakes that can hurt your business. Are you a non-technical founder? Don’t worry!
In the short tutorial, you will learn how to successfully build a SaaS product with no programming skills.
Certified Scrum Product Owner: class desk, posters and photosAlexey Krivitsky
The document provides an overview of agile product management and scrum. It discusses key concepts like lean, agile, scrum roles and artifacts, ceremonies like sprints and planning, and topics like minimum viable products, user stories, prioritization techniques, and product backlog refinement. The document is a training guide or presentation on agile product management best practices.
Agile evolution lifecycle - From implementing Agile to being AgileMichal Epstein
This document outlines an agile evolution lifecycle consisting of adoption, adjustment, and advancement. It discusses scaling challenges with initial agile adoption within teams and a lack of visibility outside teams. The adjustment phase emphasizes focusing on small, well-defined user stories and taking responsibility for deliveries. Advancement challenges working agile in organizations needing roadmaps for customers and discusses prioritizing features by business value and cost to fit within scope. The final culture stage involves organizational unity across functions, adapting approaches, and focusing on short cycles of gradual value to keep customers happy.
The Agile Fluency Model outlines a journey through different zones of agility, including positive, investment, improvement, and inclusive zones. It focuses on shifting team culture, skills, and organizational structure over time through practices like co-locating teams, establishing clear priorities, and empowering teams. The goal is to help teams and organizations continuously optimize value delivery through metrics like frequent working software delivery and transparent progress visibility.
Definition of Done and Product Backlog refinementChristian Vos
The document discusses product backlog refinement and the definition of done in agile software development. It emphasizes that product backlog refinement is an important meeting to clarify and estimate user stories and work items to have a ready backlog for iteration planning. It also stresses that having a clear definition of done helps improve team quality, transparency for stakeholders, better release planning, and minimizing risks. Regular product backlog refinement coupled with a well-defined definition of done are key practices for achieving agility.
The document provides an overview of agile product backlog management using the Scrum framework. It discusses key aspects of Scrum including the product owner, sprint backlog, product backlog, daily stand-ups, sprint reviews and retrospectives. The document also compares Scrum to the waterfall method and discusses benefits of Scrum such as faster time to market, higher quality and satisfying customers through iterative delivery of working software.
Scaling Scaled Agile: Lessons Learned at UnitedHealth GroupCA Technologies
So maybe your organization has established a release train and it is going well. Now you have been asked to run multiple release trains as part of a portfolio. What’s the same? What’s different? At UnitedHealth Group, one of our largest agile portfolios has six plus release trains, 35 plus scrum teams and hundreds of people all working together to deliver a common business outcome using the scaled agile framework.
This interactive discussion will highlight what we have implemented, what lessons we have learned and what challenges lie ahead in our pursuit for continuous improvement.
For more information, please visit http://cainc.to/Nv2VOe
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
The document contains instructions for drawing a summer meadow scene with specific elements like flowers, grass, cows, birds, and a sun. It begins with more open requirements to draw blue and red flowers with cows and birds under a sun. Then it provides closed, detailed requirements specifying the number and characteristics of each element to include in the drawing. The document discusses the difference between open and closed requirements.
Backlog refinement is not a Scrum event, but instead is an ongoing activity during the Sprint required to decompose, describe, estimate, and order backlog items in the Product Backlog.
This material is divided into two sections. The first section reviews the basics of backlog refinement, covering various options for conducting the activity. The second section covers tips for maintaining a healthy backlog and potential anti-patterns.
This material was presented at Agile New England in July and August 2022 as "101" introduction and "202" advanced sessions.
The document discusses product roadmaps in an agile context. It defines a product roadmap as a plan showing how a product will evolve over coming months or versions. Roadmaps provide continuity, alignment, and communicate strategy. Goal-oriented rather than feature-based roadmaps are recommended. The roadmap sits within the wider product strategy and helps focus the product backlog. Regular reviews ensure the roadmap stays dynamic and aligned with goals.
This document provides an overview of agile stories, estimating, and planning. It discusses what user stories are, how to write them, and techniques for estimating story sizes such as story points. It also covers different levels of planning including release planning, iteration planning, and daily planning. The document is intended to provide background information on using agile methods for requirements management and project planning.
User Story Mapping, Discover the whole storyJeff Patton
Variations of these slides have been used in a variety of talks.
These slides support discussions on why stories work, and when they don't. And, on story mapping, how and why it works.
Scaling Agile With SAFe (Scaled Agile Framework)Andreano Lanusse
This document provides an overview of the Scaled Agile Framework (SAFe) for applying Lean and Agile practices at an enterprise scale. It discusses the key aspects of SAFe including the three levels (Team, Program, Portfolio), roles and activities within a Program like Release Planning and the Agile Release Train, and how features flow from the Portfolio through Epics and Programs down to individual Teams. The goal is to show how 5-10 Agile Teams can deliver shared objectives using SAFe to scale Agile practices beyond a single team.
This document discusses transforming organizations to agile practices. It begins by outlining common goals for going agile such as predictability, quality, and innovation. It then discusses considerations for transformation based on organization size and dependencies. The key aspects for transformation are identified as backlogs, teams, and working tested software. Governance structures, metrics, and teaming strategies are also discussed. Transformation is framed as a journey, and quadrants are used to illustrate where organizations are currently and where they aim to go.
This is adapted from our workshop at Mind the Product/London 2017. In this full-day session, we talked through the purposes of a roadmap and a process for establishing your product's vision, gaining alignment with your stakeholders, validating themes, and presenting to upper level execs in order to maximize your team's impact.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
This document provides an introduction to Scrum, an agile framework for project management. It discusses the principles of agile development and Scrum, including self-organizing cross-functional teams, short sprint cycles, daily stand-ups, product backlogs and user stories, estimation techniques, and retrospectives for continuous improvement. The Scrum framework emphasizes empiricism, adaptation, transparency, inspection, and frequent delivery of working software.
The document provides an overview of roles, artifacts, meetings, and processes in Scrum. It defines the key roles of the Scrum Team, Product Owner, and Scrum Master. It describes the main artifacts like the Product Backlog, Sprint Backlog, and Burndown Chart. It outlines the core Scrum events of Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. Finally, it addresses common questions and concepts like estimating, prioritization by business value, and self-managing teams.
My main goal is to share and make you experiment some of the techniques that I use when transforming teams into high-perfoming agile teams, by providing you with four (4) different ways to estimate projects in Agile.
Product Strategy - How to figure out a plan for your product?Julie Knibbe
- What is product strategy?
- How do you evaluate your current position and performance (KPIs, metrics, Kano..)
- Can you be agile and have a vision?
- How to master the art of roadmapping when you have to juggle short term gains and longer term projects?
Highest quality code in your SaaS project. Why should you care about it as a ...The Codest
We are launching a SaaS report dedicated to the whole SaaS market.
It is a useful pill of knowledge for the non-technical founders who are struggling with many challenges, especially the technological ones. In the report, we cover the specific problems/dilemmas such as:
- Is it worth making SaaS start-up if you are a non-technical founder?
- What are the biggest challenges to a non-technical founder?
- MVP as the most popular way to deliver product time to market
- Useful tips on how to build a SaaS product in 6 simple steps
Check out the report and make sure to eliminate common mistakes that can hurt your business. Are you a non-technical founder? Don’t worry!
In the short tutorial, you will learn how to successfully build a SaaS product with no programming skills.
The Minimum Loveable Product: Go Beyond the Minimum Viable ProductDialexa
Minimum Viable Products (MVP) rarely make "good" products. We discuss an alternative: the Minimum Loveable Product. In the world of platform engineering, coordinating your software (and perhaps hardware teams) to deliver a valuable product that your target audience will use is critical to success.
http://by.dialexa.com/beyond-the-minimum-viable-product-why-you-should-build-a-minimum-loveable-product
Quant + Qual + Iteration for Great ProductsBen Carey
This document discusses the importance of combining quantitative, qualitative, and iterative methods for product development. It argues that quantitative data tells you what problems exist, qualitative research reveals why those problems exist, and iteration allows you to fix them. The document provides examples of quantitative metrics like retention, activation, and sentiment analysis that can be tracked. It also emphasizes the importance of qualitative methods like design thinking, observation, and human-centered design to understand user needs at a deeper level. The overall message is that using both quantitative and qualitative approaches together in an iterative process leads to better product outcomes.
Design Sprints: Learnings and Insights from the TrenchesBart Deferme
1. The document discusses learnings from conducting design sprints at Qwinix, a software development company. It summarizes insights from facilitating over 12 design sprints.
2. Key takeaways include the importance of producing a sprint report, ensuring collaboration through off-site lunches, careful recruitment of prototype testers, defining roles for facilitation, and keeping the goals of the sprint in focus to avoid going off track.
3. Other insights involve avoiding early discussions of monetization, helping clients identify their end users through questioning assumptions, understanding that the sprint is just the beginning of a user-centered design process, and managing expectations that the sprint is not a shortcut but a validation step.
A mentor master class I've been doing for The Refiners, the cross-boarder acceleration program for foreign founders in Silicon Valley. Business models are hard to define for entrepreneurs because as a startup this is precisely your #1 mission: research (in the R&D sense), experiment, pivot and ultimately find a scalable business model for your company. I wish there was a magic recipe in this process. But there isn't. However, there's a methodology that helps and many mistakes to avoid that I wish I had known about when I started 15+ years ago. This is what these slides are about.
-Кто такой продакт менеджер?
-видение;
-стратегия;
-дизайн;
-исполнение;
-отличие продакт менеджера от других ролей в разработке;
-ключевые навыки продакт менеджера;
-почему быть продакт менеджером круто?
This document discusses various strategies for monetizing a technology product or service. It begins by evaluating economies of scale and common pitfalls startups face. It then discusses how to guarantee customer adoption, such as Apple's strategy of making the Apple II accessible to non-hobbyists. Next, it addresses frameworks for determining appropriate product tiers and pricing, such as using a Kickstarter campaign to test pricing. Finally, it presents different options for monetization, including memberships, selling content, sponsorships, and leveraging user data. The overall document provides an overview of important considerations for startups seeking to effectively monetize their offerings.
This document discusses business fundamentals for selecting profitable products to develop. It emphasizes the importance of objectively evaluating products based on their impact on company profitability. It provides guidance on questions to consider, such as market potential, competition, resources, and financial metrics like net present value. Key frameworks covered include Porter's five forces, SWOT analysis, and the product selection matrix. The document stresses understanding customer needs, competitors, and having the capabilities and resources to successfully develop products.
This document provides expert perspectives on what constitutes a minimum viable product (MVP). It defines an MVP as the version of a new product that allows for the most learning about customers with the least effort. Experts emphasize that an MVP should focus on testing assumptions about customer needs rather than rapid delivery. Ash Maurya notes the importance of capturing customer value in an MVP by solving a real problem. Marcin Treder shares his experience transitioning from a paper prototyping product to a web-based MVP to test assumptions about their next product. The document explores various experts' views on properly defining an MVP's scope and priorities.
Bootstrap Business Seminar 3: Designing a Minimum Viable Product (MVP)CityStarters
This document provides guidance on developing a minimal viable product (MVP). It recommends first researching customer needs through industry benchmarks and user interviews to identify problems and value propositions. The next steps involve creating a refined feature list aligned with goals, user journeys, and a moodboard graphic design. The MVP should be tested by gathering opinions from potential customers on a prototype rather than spending significant time and money. If the MVP proves the assumptions, then a second version can collect real customer data and payments. The overall process aims to validate a business idea with minimal waste before fully developing a product.
Aligning Product Strategy with Customer Feature RequestsProductPlan
We’ve all been on customer calls where we’re asked for a feature that just does not align with our product strategy. It’s not a problem if one request is an outlier, but how should you handle recurring requests from your customers that do not align with your product strategy? In this webinar, product management veterans share real examples of feature requests that did not naturally fit with the company’s vision.
This document summarizes an outline for a presentation on outcome-based product roadmaps. The presentation discusses how focusing on outcomes rather than outputs can help product teams achieve their goals. It recommends defining a product vision, goals, opportunities, and desired outcomes to guide strategy, discovery, and delivery. The presentation also provides tips for adapting legacy roadmaps to this outcome-focused approach and taking an outcome-driven mindset when planning roadmap releases.
Presenter: Christian Bonilla
Product managers overwhelmingly reported to use that not having time for strategy or proper market validation as their #1 problem. As product managers it’s our job to make sure we're building the right product, but many (possibly a majority) of us don’t think we’re doing that. We'll discuss the root causes of the problem and how PMs can enforce market validation in their organizations when prioritizing new features and products in the roadmap.
Christian is the founder of UserMuse, a market research service for product managers and marketers that launched in March 2017. Before founding UserMuse, he was the Director of SaaS Product Management at Resonate, a consumer intelligence and audience measurement firm. He writes regularly for Mind the Product, Fast Company and other publications and is an unabashed Quora addict.
Despite $ billions spent understanding the market, product managers in B2B software don't know what to build most of the time. Here's how you can do better as a product manager and leader.
- Radian6 started as a social media listening software company that provided analytics on brand sentiment, popular industry conversations, and discussions about customers.
- They began with a minimum viable product to understand social conversations companies were unaware of. This addressed an important problem for early customers like Dell monitoring issues discussed online.
- The MVP approach led to rapid growth, hiring 300 employees and hundreds of customers before being acquired by Salesforce.com for $400 million, demonstrating the success of starting small and learning quickly.
The document summarizes Heek's product development process, which includes defining the problem, crafting personas, building prototypes, conducting private and public betas, and launching the product. Some key steps are identifying a problem by interviewing potential users, defining the "why, how, what" to clarify goals, creating personas to represent target users, iteratively prototyping based on user feedback, launching a minimum viable product, and using tools like Product Hunt to generate interest during public launch. The process aims to continuously validate assumptions and refine the product based on real-world user testing.
The document provides guidance on product management topics from experienced product leaders. It discusses what a product manager's role is, how to define user personas and conduct user research, the importance of metrics and experimentation, product scoping and specifications, storytelling skills, product-led growth, career growth, retention, building MVPs, and frameworks for product management. Contributors include VP roles from companies like Zeta and xto10x sharing their expertise on topics like defining the PM role, market research, metrics, and retention strategies.
Building new products - sundar rajan - introduction (part 1)Sundar Rajan
In this talk, we will understand the challenges & risks associated with new product development. We will also learn the concept of a discovery process to minimize these risks in a systematic way.
During the talk we will build a fictious product using the discovery process to understand this methodology.
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Mike Palladino: Product Owner Toolkit
1. UA PMDAY 2021
1
Product Owner Toolkit
Mike Palladino, PMP, CSM, ATP Instructor, SAFe
- Director, Agile Center of Excellence, Bristol Myers Squibb
- Adjunct Professor, Villanova University
- Author, Data Management University
- Past President, PMI-DVC chapter
6. What are the 3 most
important things a
Product Owner does?
6
Quickly describe in your
own words. (2 minutes)
PMDay October 9, 2021
7. The role of a Product Owner
A Product Owner bridges the gap between those
asking and those doing
A key responsibility is understanding the many
stakeholders that may all have different opinions.
7
Understands the
customers
Empowered to make
decisions
One final voice
• act as the business “voice”
• collaborate with the team
and stakeholders
VOICE OF THE CUSTOMER
• ensure business value delivery
• accept or reject work results
VALUE
• define product vision
• refine product backlog
(features) and desired
outcomes
PRODUCT BACKLOG
• prioritize features/outcomes
according to business value
• adjust features/outcomes and
priority
PRIORITY
PMDay October 9, 2021
8. The role of a Product Owner
Day-to-day tasks
8
Understands the
customers
Empowered to make
decisions
One final voice
• Understand what customers
will pay for
Talks to the customers
• Continually updates Roadmap
as needed
Creates Vision and Roadmap
• Creates the User Stories
• Answers questions from
developers
Creates the User Stories
• Decides what stories are next
• Decides what stories are in the
Sprints
Prioritize the Backlog
• Sprint Planning
• Daily Standup
• Demo
• Retrospective
Attends all Ceremonies
• Sprint Planning
• Daily Standup
• Demo
• Retrospective
Determines if the Story is Done
PMDay October 9, 2021
9. Product Owner Success Factors
Product Owner is the final arbiter of all inputs
100% dedication to the team is needed in order
to support value-based delivery for a product
Ground the team on the vision, the user, and
the why its important for the user and the
business
Advocating for user testing which is invaluable
to ensuring what gets launched and will be met
with acceptance by end-users
Provide consistent engagement amongst the
stakeholder community
DEVELOPMENT
TEAM
PRODUCT
OWNER
SCRUM
MASTER
STAKEHOLDERS
PMDay October 9, 2021 9
10. What questions do you
have?
Do you Agree?
Disagree?
10
Quickly discuss with your
neighbor (1 minute)
PMDay October 9, 2021
12. A Product Vision is crucial for a
team
12
… and it’s the Product Owner’s job to set it and
communicate it to the team and stakeholders.
A product vision describes
• who the customers are
• what the customers need, and
• why this will be valuable to the customers.
It should be aspirational, actionable, and illustrate
the business and customer value to set the
direction for the team.
Action without
a vision is a
nightmare.
JapaneseProverb
Дія без бачення –
це кошмар
13. Match the vision with the company
13
To discover, develop and deliver innovative medicines
that help patients prevail over serious diseases.
Fill every home with music.
Empower every person and every organization on the
planet to achieve more
To capture and share the world’s moments.
We push the boundaries of science to deliver life-
changing medicines.
A
B
C
D
E
1.___
2.___
3.___
4.___
5.___
14. Vision Statement – Different Methods
Use a method that is easy for you and your team to help brainstorm
EXAMPLE:
For the business user, who needs to be productive, and on-the-go,
the Surface Pro is a convertible tablet that is easy to carry and gives
you full computing productivity no matter where you are. Unlike
laptops, Surface Pro serves your on-the-go needs without having to
carry an extra device.
Crossing the Chasm by Geoffrey Moore Hills from IBM’s Design Thinking
EXAMPLE:
I believe that this nation should commit itself to achieving the goal [...]
of landing a man on the Moon and returning him safely to Earth.
John F. Kennedy, 1961
For (the target customers)
Who (have a certain need),
Our product is a (product category)
That provides (compelling reason to buy).
Unlike (the product alternative),
Our product (has these key differentiators)
PMDay October 9, 2021 14
15. A year ago, Sam & Charlie found themselves in between jobs during the
pandemic. They love dogs and would often hear about how their friends and
neighbors were too busy to give their dogs the exercise they deserved
during the day. There were only a few dog walkers in the area, and they all
offered a frustrating and outdated experience for finding and scheduling a
reliable dog walker.
Seeing a need to address these problems, they started “Puppy Pals”. With
a tiny budget, they created a 1-page website with their phone numbers and
emails to book a walk.
Business has exploded recently, and Sam and Charlie have asked for our
help as Product Owners to create a clear vision for the Puppy Pals
website, and prioritize what to build next to meet their customer’s needs.
Class briefing
PMDay October 9, 2021 15
17. Create a vision for Puppy Pals
Using the vision format on the right,
draft a Product Vision for the Puppy
Pals website and place it in the chat
17
For: [target user]
Who: [target user’s needs]
The: [product name]
Is a: [product category]
That: [product benefit / reason to buy]
Unlike: [existing solutions / competitors]
Our product: [differentiation]
5 minutes
For friends & neighbors who are too busy to give
their dogs the exercise they deserve, Puppy Pal
offers dog walking and play date services the are
convenient, economical and beneficial to your pets
physical and mental well being. Also, unlike other
dog walking services in the area, Puppy Pals is a
convenient and economical solution with easy to
schedule appointments and can be paid in cash,
credit card, Bitcoin or Ethereum.
PMDay October 9, 2021
18. Roadmaps need to align to the goal
and illustrate the vision
18
Okay, we’re being a little dramatic.
A roadmap is a high-level, strategic visual summary that
outlines the vision and direction for the product offering over
time. It is both a strategic guide for stakeholders to
reference as well as a plan for execution.
A goal without a
plan, is just a wish.
-Antoine de Saint-Exupery
Мета без плану –
це лише бажання
19. Roadmaps – Different Formats
19
Okay, we’re being a little dramatic.
a roadmap based on goals rather than dominated by many features.
Goal Oriented product roadmap (GO product roadmap) Now-Next-Later product roadmap
A roadmap focused more on the features, rather than the
goals/objectives you would like to achieve as a Product Owner.
Use a format that works best for your company’s goal(s).
20. What is Minimum Viable Product (MVP)?
20
PMDay October 9, 2021
21. Minimum Marketable Product (MMP)
Sometimes the MVP may not deliver enough value for the customers to warrant full commercialization
series of MVPs will create an MMP that is
ready to be released to the general
public/market to generate business value
MMP is a product with the smallest
possible feature set that addresses the
user needs, creates the desired user
experience, and can hence be marketed
and sold successfully.
22. Organizing Our Work (Product Backlog)
22
Breakdown work and visualize
into EpicsFeatures and right-
sized User Stories
User Stories should be small
enough to fit into a Sprint and be
completed within a few days
Each User Story delivers value
without dependencies on other
User Stories to be completed.
Tactical
Strategic
Note: User stories can be Functional or Non-Functional (Technical)
PMDay October 9, 2021
23. How do you prioritize
your personal to-do list?
23
Quickly describe in your
own words. (2 mins)
“When everything is a priority, nothing is a priority”
«Коли все є пріоритетом, нічого не є пріоритетом»
PMDay October 9, 2021
24. Your, or someone
else’s opinion
Competitive
“me-too” features
Size of the
customer
The loudest
customer
How NOT to Prioritize
“You can’t just ask customers what they want and then try to give that to them. By the
time you get it built, they’ll want something new.”
– Steve Jobs, Inc. Interview 1989
«Що він сказав»
PMDay October 9, 2021 24
25. No prioritization method is perfect. But some are better than others depending on what you are
prioritizing, the maturity of your organization, and the maturity of your product.
Simplicity
The simpler the
method, the faster you
prioritize.
Depending on the
setting, this might
drive your choice.
Data-informed
Some methods rely
more on data than
others.
You might think using
data is a no-brainer,
but sometimes you
don’t have it yet.
Balance value with
complexity
Some methods lack
any consideration to
technical complexity.
Confidence factor
Some methods
incorporate a way to
balance exciting new
ideas against the
amount of actual
customer research
performed.
Things to consider when choosing a prioritization method
PMDay October 9, 2021 25
26. As a Product Owner, it’s your responsibility to facilitate the conversation with the team and choose one
that works the best. Below are a few options that can be used:
Prioritization Methods
Value vs.
Complexity
RICE
Weighted Shortest
Job First (WSJF)
Story Mapping
MoSCoW
Prioritization
Affinity Mapping
Reach x Impact x Confidence
Effort
Cost of Delay
Effort
Must Should Could Won’t
PMDay October 9, 2021 26
27. P27
Value vs. Complexity
Pros:
• Factors in effort
• Shows the quick wins
• Most effective when
paired with a scorecard
Cons:
• Difficult to visualize with
lots of features
• Very subjective on its
own
28. Prioritize features for a Puppy Pals’ Website
28
1
2
3
4
5
6
7
BUSINESS
VALUE
COMPLEXITY / EFFORT ($, Time)
Low High
High
?
Feature Value Comp.
Services and pricing page
Profiles page for different dog
walkers
Testimonials with pictures of
happy dogs
Online booking tool
Online payment system
Text communication system
(confirmations, reminders, etc)
Frequently asked questions
Scale: Low / High (Define mid-points)
PMDay October 9, 2021
29. P29
Pros:
• Simple
• Easy to pair with other
techniques
• Kill bad ideas quickly
• Great for small and new
products
• Helps define an MVP
MoSCoW Prioritization
Cons:
• No link to strategic goals
• Not data-driven
• Does not factor in effort
• Lacks any kind of
sequencing
• Lines can blur between
must and should
30. P30
Pros:
• Helps visualize the backlog
• Gets the team OUT of Jira!
• Keeps the focus on the user
• Prioritize while seeing the
whole story
• Creates a collaboration
space
• Helps define an MVP
Cons:
• Requires a lot of wall
space
• Does not factor in effort
User Story Mapping
31. P31
WSJF =
Cost of Delay
Effort
Business Value
What’s the relative
value to the customer
or business?
Time Criticality
How might user /
business value decay
over time?
Risk Reduction
What is the relative
risk or cost that is
mitigated or
eliminated?
Opportunity
Enablement
What opportunity
might this enable for
the business?
• Do they prefer this
over that?
• Revenue impact?
• Other penalties or
negative impacts?
• Fixed deadline?
• Will they move to
another solution?
• Impact to customer
satisfaction?
• Reduce the risk of this or future delivery?
• Is there value in the information we will receive?
• Does this enable new business opportunities?
+ + or
Cost of Delay
A way of communicating the impact of time on the outcomes we
hope to achieve.
WSJF: Calculate the numerator
32. P32
Duration
B C
A
CoD
Prioritized using WSJF
C
A
B
CoD
Duration
– Dark area: total Cost of Delay
Cost of Delay Effort WSJF
Feature A 13 1 13
Feature B 5 5 1
Feature C 1 13 0.08
Do the highest WSJF first!
WSJF: Put it all together
33. P33
Affinity Mapping and Stack Ranking
Pros:
• Align ideas to strategic
goals
• Encourage ideation
• Simple & interactive
• Enables voting
• Good for workshops
• Helps surface themes
Cons:
• Risky without strategy and
alignment
• Does not factor in effort
35. What is a User
Story?
35
Quickly describe in your
own words. (2 mins)
PMDay October 9, 2021
36. Anatomy of a
User Story
36
“A user story is an invitation
to a future conversation”
Define when we consider
to be done
Brief & fits on an
index card
Just enough to elicit a
future conversation
CARD CONVERSATION CONFIRMATION
Easy to remember using 3Cs
PMDay October 9, 2021
37. 37
Anatomy of a
User Story
Rather than focusing solely on what the system
should do, User Stories are value-centric.
They express the “who”, “what”, and most
importantly, the “why” of needed functionality.
It is not a technical description, BRD, or similar.
Asa<role>,
Iwantto<activity>
sothat<customer value>.
As a Puppy Pal employee,
I want to create an expense
report,
so that I can track my expenses
and receive reimbursement.
PMDay October 9, 2021
38. Anatomy of a
User Story
38
As a student, I want to
view trainer feedback
ratings.
As a trainer, I want my
feedback rating published,
so that new students can
choose wisely.
As a user, I want to
provide a trainer feedback
rating, so that other
students can benefit from
my experiences in the
class.
Which are a well-written User Story?
A B C
PMDay October 9, 2021
39. 39
A user story isn’t ready until it has a set of
acceptance criteria.
Acceptance criteria defines the boundaries and
adds certainty to the user stories. It is the
“Confirmation” section.
Acceptance criteria should be testable and
might be converted into automated tests.
Acceptance criteria should include “happy path”
and “non-happy path” each written in a given-
when-then format.
Given <starting state>,
When <action or event> ,
Then <ending state>.
Anatomy of a
User Story
PMDay October 9, 2021
40. When is a
User Story
ready to be
developed?
40
• Before planning a sprint, the team must agree on
a Definition of Ready for user stories.
• This is a list of the attributes of a user story that
make it immediately actionable for the
development team.
"Ready" stories should be clear, concise,
and most importantly, actionable.
- Scrum Inc. Training
PMDay October 9, 2021
41. Definition of Ready (DoR)
Criteria should be specific to each team
User Story
Asa<role>,
Iwantto<activity>
sothat<customervalue>
Acceptance Criteria
Given <starting state>,
When <action or event> ,
Then <ending state>
41
It’s the Confirmation that a User Story
is done.
Acceptance criteria should include
“happy path” and “non-happy path”
each written in a given-when-then
format.
Rather than focusing solely on what the
system should do, User Stories are
value-centric.
They express the “who”, “what”, and
most importantly, the “why” of needed
functionality.
PMDay October 9, 2021
42. How do we know
when a User Story
is done?
42
• Before planning a sprint, the team must agree on a
Definition of Done for user stories.
• This is a shared agreement checklist of all value-
added activities that lets the team assert that all the
work for an item is complete.
• A Definition of Done can apply to all teams, a specific
team, or even to a specific set of stories.
• Like a backlog, the Definition of Done is active. The
team should revisit and update it as needed.
PMDay October 9, 2021
43. Bring it all
together
43
User story
As a Puppy Pal employee,
I want to create an expense report
so that I can track my expenses for reimbursement.
Acceptance criteria
Given I have filled in all required fields on an expense entry when I click submit
on the expense then an expense record is created and routed to my manager
for approval
AND
Given I have filled in all required fields on an expense entry when I click submit
on the expense then an email is sent to my manager letting them know an
expense is ready for approval.
OR
Given I have not filled in all required fields on an expense entry when I click
submit on the expense then an error message appears telling me which required
fields still need to be filled in.
PMDay October 9, 2021
44. 44
What is missing from a User Story
that should be included?
Bring it all
together
PMDay October 9, 2021
45. Organizing
Our Work
45
Breakdown work and visualize
into Features/Epics and right-
sized User Stories.
User Stories should be small
enough to fit into a Sprint and
completed within a few days.
Separate Strategic and Tactical
focus of the work
Tactical
Strategic
PMDay October 9, 2021
46. How to break
work down
46
What if we are asked to build an Amazon
shopping competitor?
What would we need to include?
(5 minutes)
PMDay October 9, 2021
47. How to break
down work
47
Sample of Amazon competitor Features &
User Stories.
Cart Payments Catalog
View Cart
Add Item to Cart
Remove item
from cart
Update quantity
of item
Payment form
Process Credit
Card payment
Process Return
credit
User Profiles
Epic/Feature
User Story
Legend
Create New
Account
Reset password
Login to app
Update address
View List of
Products
View product
detail page
Rate product
Checkout
PMDay October 9, 2021
49. Let’s Practice
49
How many User Stories do we need to
support this functionality?
As a registered user, I
want to authenticate in
the application, so that I
can access my account
As a registered user, I
want to recover my
username, so that I
can successfully
authenticate in the
app
As a registered user, I
want to reset my
password, so that I
can access my
account
As an anonymous user, I
want to create an
account, so that I can be
a member of the
application
PMDay October 9, 2021
50. Let’s Practice
50
Write Acceptance Criteria for one
of the User Story
As a registered user, I
want to authenticate in
the application, so that I
can access my account
As a registered user, I
want to recover my
username, so that I
can successfully
authenticate in the
app
PMDay October 9, 2021
51. Let’s Practice
51
Write the User Story and Acceptance
Criteria for one or both
As a <role>,
I want to <action>,
So that <value>
As a <role>,
I want to <action>,
So that <value>
PMDay October 9, 2021
52. Let’s Review
52
What are the 3Cs of a user story?
Brief & fits on an
index card
Just enough to elicit a
future conversation
Confirm when we
consider to be done
CARD CONVERSATION CONFIRMATION
PMDay October 9, 2021
53. Let’s Review
53
What is the recommended format of a
User Story and why do we use it?
Asa<role>,
Iwantto<activity>
sothat<customer value>.
Rather than focusing
solely on what the
system should do, User
Stories are value-centric.
They express the “who”,
“what”, and most
importantly, the “why” of
needed functionality.
PMDay October 9, 2021
54. Let’s Review
54
What is the format of Acceptance Criteria
and what should it include?
Given <starting state>,
When <action or event> ,
Then <ending state>.
It’s the Confirmation that a
User Story is done.
Acceptance criteria should
include “happy path” and “non-
happy path” each written in a
given-when-then format.
PMDay October 9, 2021
55. Let’s Review
55
What is appropriate size of a User Story?
User Stories should be small
enough to fit into a Sprint and
completed within a few days.
Each User Story delivers value
without dependencies on other
User Stories to be completed.
Strategic
Tactical
PMDay October 9, 2021
56. What are Story Points ?
A relative estimate of effort required to implement a User Story
56
PMDay October 9, 2021
57. What are factors influence effort?
57
Effort
Complexity
Uncertainty
Multiple interfaces, function calls etc.
Technical dependencies
Complex testing requirements
Approach is unclear
New or unfamiliar technology
Changing or unstable expectations
SizeEffort
Developer is unfamiliar with the code or feature
Regulatory compliance (GxP, SOX, GDPR, CCPA . . .)
Detailed estimates are hard to do
58. What is a Story Point?
A relative estimate of effort to implement a User Story based on Complexity,
Uncertainty and Risk
Complexity
170 vs 575 yds
1 vs 3
Uncertainty
Visible vs Hidden
Risk
Wide vs Narrow
Water vs Trees
58
PMDay October 9, 2021
59. The truth about estimating #1
Most people are not very good at estimating, but they are good at making
comparisons
59
What are some tasks you’re
confident estimating?
PMDay October 9, 2021
60. The truth about estimating #2
Estimates don’t need to be “Accounting Accurate” to be useful
60
PMDay October 9, 2021
61. So how do these two observations influence how we approach
forecasting effort on an Agile Project?
61
A relative estimate of effort required to implement a User Story
1. We accept that we will not be “accounting accurate”
2. We don’t try to estimate too far ahead
3. We accept that we will get better as we gain more experience (anchor
stories)
PMDay October 9, 2021
63. Let’s Practice
Using the Fibonacci scale,
estimate the number of
calories in each item
( 0, 1, 2, 3, 5, 8, 13, 21, 34, 55, 89,
?, Pass )
63
https://planningpokeronline.com
PMDay October 9, 2021
64. Let’s Practice
Using the Fibonacci scale,
estimate the number of
calories in each item
( 0, 1, 2, 3, 5, 8, 13, 21, 34, 55, 89,
?, Pass )
64
PMDay October 9, 2021
65. Let’s Practice
Using the Fibonacci scale,
estimate the number of
calories in each item
( 0, 1, 2, 3, 5, 8, 13, 21,
34, 55, 89, ?, Pass )
65
PMDay October 9, 2021
68. When do we assign Story Points?
During Backlog Grooming or Sprint Planning typically by playing “Planning Poker”
68
1)The user story is read to the team (typically by
the author of the story)
2)Everyone determines their estimate without
revealing it to the group, if the subject is
completely unknown use “?”
3)All estimates are revealed at once
Differences are discussed
Repeat the process until consensus is
reached
https://planningpokeronline.com
PMDay October 9, 2021
70. How do we use Story Points ?
Sprint Planning
• Set realistic expectations about how much can be done in a sprint (goldilocks)
• Identify when a User Story needs to broken down into smaller increments
Reporting
70
Velocity Chart
PMDay October 9, 2021
71. Burndown Chart
Provides a visual representation of the
remaining mount of work to be completed
in a set time.
Rapid feedback mechanism (aim small,
miss small)
Promotes transparency, visibility and
collaboration
71
Road Tip: Kyiv to Lviv
PMDay October 9, 2021
72. Velocity Chart
Measures the stability & predictability of
the team over time (did we accomplish
what we set out to do?)
Often used as input to the Retrospective
• Unfinished User Story’s are returned to the backlog
Foundational to a team's ability to provide
forecasts that can be used for product
roadmaps, communications etc.
72
PMDay October 9, 2021
73. Story Point Do’s and Don’ts
Do:
Track Business Value separately
Assume Story Points evolve as the team gains more experience and operations
stabilize
Don’t:
Use Story Points to make comparisons between teams
Adjust Story Points within a Sprint (update story or addsubtract scope)
• Strech stories in a sprint are ok, once all stories have been burned down
Skip Planning Poker (don’t defer to the “expert in the room”)
73
PMDay October 9, 2021
74. Key Takeaways
Estimating using Story Points helps teams overcome many inherent difficulties
related to estimating effort (and it’s easy to do)
Planning Poker ensures estimates are derived from a diversity of thought and often
leads to identifying a “better approach” than was originally assumed
Having a few “anchor stories” based on historic actuals improves speed and accuracy
of future estimates
74
PMDay October 9, 2021
75. Backlog Grooming Refinement
75
Item Size
Priority
A 3
1
B 5
2
C 1
3
D 2
4
E 3
5
F 5
6
G 1
7
H 3
8
I 5
9
J 5
10
K 5
11
L 2
12
M
N
O
P
Q
R
7 Stories
20 Points
5 Stories
20 Points
1. Force-rank items
2. Estimate size and break large items
into smaller components
3. Check items against Definition of
Ready (DoR)
4. Delete items as appropriate
Sprint Planning
1. Verify team member availability
2. Determine allocation for defectbug
fixes etc.
3. Plan stories based on adjusted
velocity
PMDay October 9, 2021
76. Sample Sprint Calendar
2 Week Sprints
76
Monday Tuesday Wednesday Thursday Friday
Sprint Planning • Task Breakdown
• Story Boarding
• Design Sessions
• Follow-ups
Development
System
Configuration
User Acceptance
Testing & Defect
Resolution
DEMO
Retrospective
Sprint Planning
PMDay October 9, 2021
77. Let’s Review
77
What are the 4 main responsibilities of a
Product Owner?
Between those
asking and doing
VOICE OF
THE
CUSTOMER
VALUE
PRODUCT
BACKLOG
PRIORITY
Keep team focused
on value delivery
Refine the backlog
Prioritize to deliver
value
PMDay October 9, 2021
78. Let’s Review
78
What 3 things does a Product Vision
describe?
…are our
customers?
Who… What… Why…
…do they
need?
…will this be
valuable
PMDay October 9, 2021
79. Let’s Review
79
What are 3 of the different methods for
prioritizing a backlog of work?
Value vs.
Complexity
RICE
Weighted Shortest
Job First (WSJF)
Story Mapping
MoSCoW
Prioritization
Affinity Mapping
PMDay October 9, 2021
80. Last Thought
80
What did you learn?
“Never add quotes in your presentations”
- Mike Palladino Kyiv, October 9, 2021
«Ніколи не додавайте цитати у свою презентацію»
- Майкл Палладіно, Київ, 9 жовтня 2021 року
PMDay October 9, 2021
81. UA PMDAY 2021
81
Thank you!
Questions ???
Comments ???
Mike Palladino
www.linkedin.com/in/mikepalladino
Editor's Notes
Sometimes we can feel lost in the desert
No, not dessert, the other kind
But, we can find refreshment in unexpected places
Trends, what is happening and what is changing in our profession
Example of large scale program using techniques I mention
Emergence and growth of Business Agility
0:15
0:15
Diya bez bachennya - tse koshmar
A Product Vision illustrates the business value and a fundamental statement of the Project’s purpose.
It is the overarching goal that everyone must share:
- PO / SM / Scrum Team
- Management / Stakeholder
- Customers
0:25
Company vision different from Product. Microsoft example.
These are more appropriate formats for Product Visions, not company visions.
Darth Mykolaiovych Vader in Odessa Finished 15 out of 42 candidates for mayor
Golden Gate dog winner
Odis from Odessa
Darth Mykolaiovych Vader in Odessa Finished 15 out of 42 candidates for mayor 2015
Meta bez planu - tse lyshe bazhannya
Roadmap is a plan of action for how a Product or solution will evolve over time.
It is a critical communication tool and a high-level strategic plan which helps keep the Stakeholders aligned and makes it easier to coordinate the development of different products.
(something for us to think about is, how frequently do we want to meet the leaders and update our Roadmaps)
Road Map Planning is a continuous planning process that includes collecting monthly results (metrics, KPIs) and making updates to anticipated capability delivery within each value stream.
Feedback and input is continuous, and road maps are constantly updated in real time on visual boards.
On a monthly basis, value stream metrics are collected and Product Management comes together with leaders to review performance and collaborate on new additions/adjustments to the road maps.
Revised road maps are reviewed with key stockholders each month (if not more).
In the third month of each quarter, road maps are “advanced” – adding a new quarter to the end and prepped as input into Big Room Planning (BRP). In the third month, the monthly road map planning meeting is conducting during Day 1 of BRP.
Slide shows different formats for Roadmap, it can be goal oriented or it could be focused more on features rather than goals as the you can see displayed on the right hand side.
Features – Based on market trends, customer feedback.
Idea of MVP is not to produce an incomplete product that becomes complete over the course of time, but to have a basic product, focused on the most valuable functions, that become more eminent with new features added.
a question that usually comes up for me is “If MMP is a series of MVPs, should we focus on one MVP at a time? (With the thought that an MVP is common feature set-based.)” I think the answer is usually, “it depends”.
0:35
Koly vse v prioryteti
nishcho ne ye priorytetom
What he said
Shcho vin skazav
Reach: Number of customers impacted by a change
Impact: Relative scale of 1-3 (High, Medium, Low)
Confidence: 100% is High, 80% is Medium, 50% is Low
Effort: Can either use a scale for person-months/days, or a relative H/M/L scale
If short on time, don’t need to go into all of them, just say these are options
Chris
A priortization formula can be something like:
((CN1 + CN2 + BO1 + BO2) / (Effort))x Confidence % = Priority
CN = customer need
BO = business objective
Confidence scale = 100% for high confidence, 80% for medium, 50% for low
0:40
Geetha - 4
Must have, Should have, Could have, Won’t have (this time). MoSCoW. This product prioritization method is about putting features into each of those buckets. It’s relatively straightforward.
MoSCoW may work well with small products that don’t have many technical limitations and dependencies.
Chris
Story Mapping is a great way to document the MVP by organizing and prioritizing user stories. The idea in a nutshell is that you first create task-oriented story cards as shown in Figure 11, and group them into a workflow. You then arrange the cards in priority order for each group. The final step is to draw a line (often with tape) across all the stories to divide them into releases/sprints. Story mapping is a great technique not only for prioritizing but planning a release or just visualizing the backlog.
Having this up on a big wall also creates a great space to collaborate with the team and customers and users.
Chris
Chris
To fill in the table below, the product owner would discuss items with the team and then estimate one column at a time.
Start by finding the smallest value in the column and give it
Chris
Affinity Grouping can be a fun prioritization activity. The idea is simple: have everyone brainstorm opportunities on sticky notes. Then as a team, begin to group similar items together, and then name the groups. Finally, everyone on the team begins to vote on or rank the groups.
Par values in golf are not consistent across courses but are still accurate as a “relative” estimate when comparing holes on the same course
Talk about how the examples provided and how they tend to be things that are familiar, routine or automated . . . If necessary, offer examples: Brushing Teeth, Commuting to Work , washing the car etc.
Then ask about a comparison, 1 hour to wash my car . . . If I washed my pickup truck, would it take more or less time?
If you are trying to lose weight, is it important to know “precisely” how many calories are in each snack?
https://planningpokeronline.com
If you are trying to lose weight, is it important to know “precisely” how many calories are in each snack?
https://planningpokeronline.com
Now that we’ve set the value for the banana spilt sundae, how does the cheese burger compare?
Where do we place the chicken dinner on the estimate scale relative to the Chicken Caesar salad?
Talk about the advantages of using Points in this way . . . Some meals become “Anchor” points for comparison
If you are trying to lose weight, is it important to know “precisely” how many calories are in each snack?
https://planningpokeronline.com
Planning Poker is a consensus-based estimating technique based on the Wideband-Delphi approach
They key is to create “Distance” between the levels to make relative comparisons easier
Quiz the group with questions on what’s been covered.
0:50
Quiz the group with questions on what’s been covered.
Quiz the group with questions on what’s been covered.
Quiz the group with questions on what’s been covered.
0:50
"Nikoly ne dodavayte tsytaty u svoyu prezentatsiyu""Ніколи не додавайте цитати у свою презентацію"