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PO Teams:
The Power of an Awesome Product Owner Team
Kim Antelo
Kim Antelo
Principal Consultant Scrum Inc.
2
Perspectives
Why?
What’s the difference?
3 + monitors
1 small monitor
a
My PO Friend Amy
Examples
8
Driving
Waze
Spotify
Enterprise Resource
Planning
Order Management
Supply Chain
Finance
Customer Support Site
Technical documents
e-commerce
Inquiries
What is a
team?
Work
together to
remove
impediments
Grow each other
through technical
excellence
Breadth of
Knowledge
EXPERTISE
Two or more people
who come together to
achieve a common
goal
What characteristics do we
look for in teams?
Interesting byproduct
https://www.tablegroup.com/imo/media/doc/Advantagethe_five_dysfuctions(4).pdf
What
happens if
there is
no
backlog?
12
Teams work….
on low value things
on the wrong things
Waste time looking for
things to work on
…
Why the Standish Group
thinks Scrum Works
• Peyton Manning- OMAHA
• Time to make a decision is the
primary driver of project failure and
budget overrun
• Scrum pushes decisions down to the
team and small teams reduce
“decision latency”
• Strong, decisive, available Product
Owner is critical to short decision
latency
Decision latency is directly related to Process Efficiency!
Team of PO
responsibilities
• Create an inspirational vision for
products & make it visible to the
organization
• Generate a single prioritized backlog
of products
• Consider dependencies raised by the
teams to prevent impediments
• Decide upon and monitor metrics
that give insight into the products
14
© 1993-2019 Scrum Inc. 15
PO Team
Executive Leadership
PO (Head PO)
SM
Team – PO from SoS,
other people as needed
Vision – WHY
Servant Leadership
Review + Sprint
Planning
Team of Teams
PO (CPO)
SM
Team – PO from teams,
other people as needed
Items to create the
backlog
Roadmap
Scaled Events: Planning,
Daily, Refinement,
Review, Retro
Teams
Cross Functional
Do the work
Sprints
Validated Learning
3-5-3
Product
Focus
Organization
Focus
Customer Field Trips
Regulation
Getting Sales
Time with teams
Leadership accountability
Create/Kill products
Change management
Provide Incremental
Funding
© 1993-2019 Scrum Inc.
• Attracting and optimizing talent
• Creating intensity that requires the
best thinking
• Extending challenges. Push
beyond what they know.
• Debating decisions. Engage people
in making decisions up front
allowing people to understand the
decisions.
• Instilling ownership and
accountability
16
Multipliers
2.1 X increase in capability and intelligence
© 1993-2019 Scrum Inc.
Lead the Organization
Patrick Lencioni’s “The Advantage”
Create Clarity
• Why do we exist?
• How do we behave?
• What do we do?
• How will we succeed?
• What is most important--right now?
• Who must do what?
https://www.tablegroup.com/organizational-health
Build a Cohesive Leadership Team
• Small enough to be effective.
• Trust one another, genuinely vulnerable.
• Regularly engage in productive, unfiltered conflict
around important issues.
• Leaves meetings with clear-cut, active and specific
agreements around decisions.
• Hold one another accountable to commitments and
behaviors.
• Focused on team number one. They put the collective
priorities and needs of the larger organization ahead
of their own departments.
1
2
© 1993-2019 Scrum Inc. 18
Scaled Backlog Refinement and Review
C
CPO
SH
Stakeholders
PO
Product
Owners
C
SH
Sprint/Time
C
Aligned
Product
Backlog
C
SH
SH
SH SH
PO PO PO
Vision
Validated
Learning
Validated
Learning
Aligned
Product
Backlog
Aligned
Product
Backlog
Flow metrics
Flow
Distribution
Business
Results
• Features
• Defects
• Risks
• Debts
• Value
• Cost
• Quality
• Happiness
Objectives and Key Results (OKR)
20
• Balance metrics like
Revenue and
• Do not cascade
metrics
• Quarterly and
annual horizon
© 1993-2019 Scrum Inc. 21
MetaScrum- See ScrumPlop Pattern
Case Study by Kim Antelo
Quality
Test
PLM
Diag
Fin
Model
PLM
• Build Knowledge across silos
• What did we learn that would impact our priorities?
• Understand interdependencies and re-use
opportunities
• Each product deep dives at least every 90 days
• Build network of teams to address a “mission”
• Meet every week for 2-4 hours
• How are we going to address the next most important
thing?
PLM
© 1993-2019 Scrum Inc.
•Create and Kill products
•Aligns enterprise around single
backlog
•Restructure network of teams
22
Strategic Product Alignment
• Who: Key Stakeholders, Leadership, Product Owners, and Team members.
• Run by Chief Product Owner
• Topics:
See the Scrum plop pattern MetaScrum
•Did anything change that would
change the strategy or
priorities?
•Incremental funding
Wrap
• PO Teams have
superpowers
• Perspectives
• Functional/domain
knowledge
• Solving the right
problems
• Constantly learning
and sharing
29
PO Teams #GOTOCPH

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PO Teams #GOTOCPH

  • 1. PO Teams: The Power of an Awesome Product Owner Team Kim Antelo
  • 4.
  • 5. What’s the difference? 3 + monitors 1 small monitor a My PO Friend Amy
  • 6. Examples 8 Driving Waze Spotify Enterprise Resource Planning Order Management Supply Chain Finance Customer Support Site Technical documents e-commerce Inquiries
  • 7. What is a team? Work together to remove impediments Grow each other through technical excellence Breadth of Knowledge EXPERTISE Two or more people who come together to achieve a common goal What characteristics do we look for in teams?
  • 10. What happens if there is no backlog? 12 Teams work…. on low value things on the wrong things Waste time looking for things to work on …
  • 11. Why the Standish Group thinks Scrum Works • Peyton Manning- OMAHA • Time to make a decision is the primary driver of project failure and budget overrun • Scrum pushes decisions down to the team and small teams reduce “decision latency” • Strong, decisive, available Product Owner is critical to short decision latency Decision latency is directly related to Process Efficiency!
  • 12. Team of PO responsibilities • Create an inspirational vision for products & make it visible to the organization • Generate a single prioritized backlog of products • Consider dependencies raised by the teams to prevent impediments • Decide upon and monitor metrics that give insight into the products 14
  • 13. © 1993-2019 Scrum Inc. 15 PO Team Executive Leadership PO (Head PO) SM Team – PO from SoS, other people as needed Vision – WHY Servant Leadership Review + Sprint Planning Team of Teams PO (CPO) SM Team – PO from teams, other people as needed Items to create the backlog Roadmap Scaled Events: Planning, Daily, Refinement, Review, Retro Teams Cross Functional Do the work Sprints Validated Learning 3-5-3 Product Focus Organization Focus Customer Field Trips Regulation Getting Sales Time with teams Leadership accountability Create/Kill products Change management Provide Incremental Funding
  • 14. © 1993-2019 Scrum Inc. • Attracting and optimizing talent • Creating intensity that requires the best thinking • Extending challenges. Push beyond what they know. • Debating decisions. Engage people in making decisions up front allowing people to understand the decisions. • Instilling ownership and accountability 16 Multipliers 2.1 X increase in capability and intelligence
  • 15. © 1993-2019 Scrum Inc. Lead the Organization Patrick Lencioni’s “The Advantage” Create Clarity • Why do we exist? • How do we behave? • What do we do? • How will we succeed? • What is most important--right now? • Who must do what? https://www.tablegroup.com/organizational-health Build a Cohesive Leadership Team • Small enough to be effective. • Trust one another, genuinely vulnerable. • Regularly engage in productive, unfiltered conflict around important issues. • Leaves meetings with clear-cut, active and specific agreements around decisions. • Hold one another accountable to commitments and behaviors. • Focused on team number one. They put the collective priorities and needs of the larger organization ahead of their own departments. 1 2
  • 16. © 1993-2019 Scrum Inc. 18 Scaled Backlog Refinement and Review C CPO SH Stakeholders PO Product Owners C SH Sprint/Time C Aligned Product Backlog C SH SH SH SH PO PO PO Vision Validated Learning Validated Learning Aligned Product Backlog Aligned Product Backlog
  • 17. Flow metrics Flow Distribution Business Results • Features • Defects • Risks • Debts • Value • Cost • Quality • Happiness
  • 18. Objectives and Key Results (OKR) 20 • Balance metrics like Revenue and • Do not cascade metrics • Quarterly and annual horizon
  • 19. © 1993-2019 Scrum Inc. 21 MetaScrum- See ScrumPlop Pattern Case Study by Kim Antelo Quality Test PLM Diag Fin Model PLM • Build Knowledge across silos • What did we learn that would impact our priorities? • Understand interdependencies and re-use opportunities • Each product deep dives at least every 90 days • Build network of teams to address a “mission” • Meet every week for 2-4 hours • How are we going to address the next most important thing? PLM
  • 20. © 1993-2019 Scrum Inc. •Create and Kill products •Aligns enterprise around single backlog •Restructure network of teams 22 Strategic Product Alignment • Who: Key Stakeholders, Leadership, Product Owners, and Team members. • Run by Chief Product Owner • Topics: See the Scrum plop pattern MetaScrum •Did anything change that would change the strategy or priorities? •Incremental funding
  • 21. Wrap • PO Teams have superpowers • Perspectives • Functional/domain knowledge • Solving the right problems • Constantly learning and sharing 29