The SafeCom team struggled with adopting agile practices until a new product owner was appointed. The new product owner painted a clear vision, set specific sprint goals, prioritized support tasks, and spent significant time with the team. As a result, the team's productivity and delivery improved dramatically. The document advocates that product owners must provide focus, direction and support to their teams for agile methods to succeed.

1. Den gode Product Owner
- En historie fra det virkelige liv -
præsenteret af
Christine og Rasmus fra SafeCom

2. Christine og Rasmus

4. Hvorfor agilt?
• Work smarter and be able to change with the market.
• SafeCom R&D is better at meeting expectations in connection to Sales, PM and Support
• Involve stakeholders (Support, team, sales, marketing, Waterloo, people working with other Nuance
products) early and often
• Resolve bottleneck issues due to key resources (PM, development/QA)
• Improve cross functional communication (across technical platforms and products)
• Write consistent requirements (The old SoW) specifications seen from the product owner’s point of
view (stories)
• Strive for a regular workload, avoiding peaks across R&D
• Encourage innovation and smart thinking
• Focus on how to encourage people to take on responsibility
• Improve job satisfaction: Influence on solutions and own work tasks, possibility, feeling of getting help
from colleagues when needed
• Improve managements confidence in colleagues’ ability to work out solutions within a framework
rather than solving strictly defined tasks
• Improve quality in external and internal deliverables in order to have fewer back flows and improve
customer satisfaction
4

5. 5

6. Hvordan gik det så?
• Product owner og team blev introduceret “story” begrebet
– PO’en sprøjtede med stor iver stories ud
– Teamet var mere skeptiske
– Teamet diskuterede løsning og arkitektur
• Alle deltog med begejstring
– Planlægningsmøder,
– 3 ugentlige stand-ups
– Demoer
– Retrospektiver
6

7. 7
”Hvorfor tager planlægnings-
møderne en hel dag?”
Ӂh der er langt ned til testafdelingen,
jeg sender bare en e-mail”
”Det er sgu lettere hvis jeg
bare lige fikser det selv”
”Jeg har liiiiige en anden
opgave jeg skal løse først”
”Hvorfor skal vi
skrive sedler på alt?””Jeg magter altså ikke
at stå op den halve time
som et stand-up varer”
”Hvad laver ham fyren med
test-script’ene egentligt?”

8. 0
20
40
60
80
100
120
140
"27.11" "28.11" "29.11" "30.11" "1.12" "2.12" "3.12" "4.12" "5.12" "6.12" "7.12" "8.12" "9.12" "10.12" "11.12" "12.12"

10. 10

11. 11

12. • Teamet manglede PO der kunne give dem:
– en egentlig vision
– overskuelige mål
– forståelse
– fokus
– tid
• Der måtte en ny PO til!
Scrum Masteren var ved at give op
12

14. Hvad var det han gjorde?
• Malede en vision
• Satte klare release- og sprint-mål
• Benhård prioritering af support opgaver
• Brugte tid på at skrive stories
• Viste interesse for teamet
• Tilgængelig for teamet (+60% af tiden)
• Satte tid af (15 timer/uge)
• Deltog i alle stand-ups og retrospektiver
• Stillede krav til, fyren med test-script’ene
• Arbejdede tæt sammen med SCRUM Masteren
14

16. Den uendelige historie
16

17. Hvordan gik det så?
17

18. 21
15
9 9 9 9 9
0 0
56
52
45
28
22 22
17
2 0
35
32
25
4
4 4
4
14
8
7
0
0 0
0
0
1
1
1
1
1 2
2
2
2
35
35 35
35
35
1
0
0
0
0 10 7
4
0
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0
0
0
7
7
7
4
0
112
99
86
76
88
86
78
57
12
112
99
79
41
35 35
30
16
8
0
20
40
60
80
100
120
Friday APR 19 Monday APR 22 Tuesday APR 23 Wednesday APR
24
Thursday APR 25 Monday APR 29 Thuesday APR
30
Wednesday May
1st
Thursdag May
2nd
Comitted to 16
Delivered 24

19. Tillid
er ikke noget man først skal fortjene
19

21. Roller og ansvar
Team
• Skal gøre det rigtige rigtigt
• Skal have fokus på kvalitet
• Skal ønske at dygtiggøre sig
• Skal tage ansvar og tro på sig
selv
Product Owner
• Skal sikre afkastet af sin
investering
• Skal vise vejen: Produkt
vision, release og sprint mål
• Skal motivere, respektere og
tro på teamet
• Skal kunne og turde at
prioritere
21

24. Hvor er vi så i dag?
• Work smarter and be able to change with the market.
• SafeCom R&D is better at meeting expectations in connection to Sales, PM and Support
• Involve stakeholders (Support, team, sales, marketing, Waterloo, people working with other Nuance
products) early and often
• Resolve bottleneck issues due to key resources (PM, development/QA)
• Improve cross functional communication (across technical platforms and products)
• Write consistent requirements (The old SoW) specifications seen from the product owner’s point of
view (stories)
• Strive for a regular workload, avoiding peaks across R&D
• Encourage innovation and smart thinking
• Focus on how to encourage people to take on responsibility
• Improve job satisfaction: Influence on solutions and own work tasks, possibility, feeling of getting help
from colleagues when needed
• Improve managements confidence in colleagues’ ability to work out solutions within a framework
rather than solving strictly defined tasks
• Improve quality in external and internal deliverables in order to have fewer back flows and improve
customer satisfaction
24

25. 25