Shane Hastie (SoftEd/Agile Alliance of Auckland)
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The document discusses product ownership as a team effort requiring diverse skills. It outlines that the product owner role alone is flawed and product ownership benefits from a team with varied viewpoints. Additionally, the summary should note that the document provides an overview of different project types, tools to help product owners focus on value, and techniques for effective product backlogs and vision setting.
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Shane Hastie (SoftEd/Agile Alliance of Auckland)
- 1. Product Ownership is a Team Sport Shane Hastie Agile Practice Lead – SoftEd Chair – Agile Alliance of New Zealand
- 2. 2 Hi - I’m Shane Global Agile Practice Lead and Chief Knowledge Engineer
- 3. Agenda • The Product Owner Role • Project Types • The Product Ownership Team • Putting Value First • Tools & Techniques for Product Ownership • Wrap-up
- 4. The Scrum Guide 2013 “The Product Owner is responsible for maximizing the value of the product and the work of the development team. How this is done may vary widely across organizations, Scrum teams, and individuals. The Product Owner is the sole person responsible for managing the product backlog.” The Product Owner
- 5. Discussion What are some of the anti-patterns of product ownership which you have seen?
- 6. Project types • There is no “one-size-fits-all” in knowledge-worker projects • Complexity of problem and solution • Enhancements to existing products • New business opportunities • Bet-the-company reengineering • Business process changes
- 7. The Cinderella project • Small co-located team • Generic skills • Expert engaged customer at your beck and call • Clear terms of reference • Short duration ( <12 months) • Web based, user centric • Dedicated on-site customer or subject matter expert (SME) • Clear project vision • Dedicated team members (not shared with other projects)
- 8. Your project
- 9. The Octopus model Context Size Criticality Business model Stable architecture Team distributio n Governance Rate of change Age of the system
- 10. Product Ownership • Product Management • Marketing • Business Advocacy • Customer Advocacy • End User Advocacy • Domain Subject Matter Knowledge • Analysis • User Experience and Graphic Design • Innovation • Communications • Decision Making • Legal and Compliance
- 11. A single product team Affected Stakeholders IT Development Analysis TestingDomain Experts GovernanceUsers / Customers Value focused Delivery focused Value Team Facilitator [Product Owner Value Manager] Delivery Team Facilitator [ScrumMaster / Iteration Manager] Key:
- 12. Value focused Business Stakeholders Business Analysis Champion / Visionary Project Management Governance Users Experience Delivery Team Facilitator [ScrumMaster / Iteration Manager] User Acceptance Test Independent Verification and Validation (IV&V)
- 13. Delivery focused Delivery Team Facilitator [ScrumMaster / Iteration Manager] Analysis Testing Engineering / Development Architecture / Technical Leadership The delivery team: has everything and everyone they need to deliver a working piece of tested, documented, deployable product. Value Team Facilitator [Product Owner Value Manager]
- 14. Discussion How do the concepts of Product Ownership and delivery focused team members apply in your projects?
- 15. The shape of a healthy backlog Decreasing queue length
- 16. The shape of a healthy backlog What’s in that backlog? Wishful Thinking What we want someday What we need soon What we need now Today The Future Time
- 17. Itn 1 Itn 2 Itn 3 Itn 4 Itn 5 Itn 6 Itn 7 Itn 8 Itn 9 Itn 10 Int 11 Value vs points delivered Value Story points Value focus
- 18. Itn 1 Itn 2 Itn 3 Itn 4 Itn 5 Itn 6 Itn 7 Itn 8 Itn 9 Itn 10 Int 11 Value vs Points delivered Value Story points Trim this Save this Knowing when to stop
- 19. Discussion How easy (or hard) is it to take a value- focused view and actually stop work on a project? Why?
- 20. Some Tools & Techniques
- 21. Innovation • The number-one challenge of Agile project management is creating a culture of innovation -- everything else pales in comparison. • Agile projects often attempt to implement the new, the untried, and the nearly impossible -- this is not the problem domain in which controlling tasks to achieve a fixed plan will succeed. This is a problem domain that demands the innovative exploration of possibilities. Jim Highsmith - Cutter Journal 17 Jan 2007
- 22. Of babies & bathwater
- 23. Purpose alignment model Partner Leverage the experience of someone who does a better job in this space Excel and Innovate Focus efforts and resources on these processes, products & projects Maintenance Not important to our strategic initiatives and may be a good candidate for outsourcing Parity Apply industry standards when possible MarketDifferentiation Mission Criticality High High Low Low
- 24. Vision Common understanding across the whole team of what the project is for and what success looks like. Use a collaborative workshop to achieve understanding and agreement on • Vision Box • Drivers and Organisational Goals • Problem/Opportunity • Elevator Statement • Stakeholder Map • Sliders • Project Charter “For (customer), who (statement of need), the (product name) is a (product category) that (key benefit, compelling reason to buy). Unlike (primary competitor), our product (statement of primary differentiation).”
- 25. Vision • Identify which aspects of the product will meet the three types of need • Every product must balance all three
- 26. Discussion With so many tools for selecting and guiding projects why do we still waste lots of money on features people don’t actually want?
- 27. Albert Einstein “Imagination is more important than knowledge.”
- 28. In conclusion • The Product Owner role is good, but flawed • Project environments are complex and varied • Product Ownership needs a team with diverse skills and viewpoints • Put value first • A backlog is more (and less) than a long list of user stories • There are tools and techniques which can help
- 29. Thanks for listening Any Questions?
- 30. Contact information Shane Hastie shaneh@softed.com www.softed.com Twitter: @shanehastie LinkedIn: http://nz.linkedin.com/in/shanehastie/
Editor's Notes
- Agile Product Ownership
- This is the official Scrum perspective
- Depending on audience size this can be in small groups or with the whole audience 5-10 mins
- Andrea, Jennitta. (2005, September). If the Shoe Doesn’t Fit – Agile Requirements for Stepsister Projects. Better Software Magazine. Accessed from http://www.cmcrossroads.com/sites/default/files/magazine/file/2012/XDD9690filelistfilename1_0.pdf 21 July 2014 A team is small enough to fit within a collocated space—ideally less than ten people but no more than twenty. SMEs are a permanent part of the team. SMEs have a clear vision for the system requirements and can effectively communicate this to developers. SMEs can express the requirements in the form of functional tests. Either the problem domain has a short learning curve or the developers have deep experience in a more complex domain.
- Competing stakeholders, distributed teams, conflicting goals, complex technologies . . . In this environment no one person can (or should) be the single “owner”
- Ask audience what product ownership entails These are some aspects of what product ownership actually needs
- 5-10 mins
- Last responsible moment—RESPONSIBLY A list of hundreds of user stories is a cumbersome and difficult to work with as the traditional 200 page SRS document – need a different way of looking at it.
- As we get closer to doing the work we get more clarity and detail
- Velocity is commonly measured in Story Points – points don’t show value but effort. How do we actually show VALUE (Kruchten talks about “Utils”)
- Hard to do, but vital – by having a Value focus we can stop in adequate time.
- 5-10 mins
- 5-10 mins
- 5-10 mins
- Just because it’s new doesn’t mean it’s good, nor is something bad just because it has been used for a long time.
- Question to participants – what types of artefacts do you use for kicking off a project?
- Discussed in detail in the white paper – depending on the flow and timing this could be a more detailed conversation or a short reference and move forward
- Basic Needs: Which customers expect to be present in a product. Performance Attributes: Which are not absolutely necessary, but which are known about and increase the customer's enjoyment of the product. Delighters: Which customers don't even know they want, but are delighted when they find them.
- 5-10 mins
- One of the most important attributes of the strategic BA is creativity – the ability to envisage and understand business needs and then to identify possible future solutions which position the business for growth or change in alignment with the strategic direction.
- This talk has examined the role of the Product Owner and shown that while Product Ownership is a crucial and critical aspect of product delivery, the “single wringable neck” individual product owner who has all the skill and knowledge needed to make all the important decisions about priority and business value is not attainable except in a very small subset of project types. The majority of projects undertaken today are complicated or complex, falling into areas where innovation is needed, where the problem and the solution are both uncertain and in which a single individual cannot know everything, nor should they be expected to. Product Ownership truly is a team sport – it requires a multi-skilled group who collaborate and work together to identify what constitutes value in each aspect of the initiative, and who then constantly refine and adapt the product backlog based on the emergent learning and discovery that happens as work continues. There is no “one-size-fits-all” approach, each initiative has a different context in which it is being undertaken, the business drivers, customer needs, local environment and team makeup are unique and need a unique approach to the delivery process. Selecting the right initiative to fund, identifying and refining the product backlog is a skill that draws on techniques which have been around for a long time in the creative industries, and requires some new ways of thinking. Knowing when to stop is one of the hardest and most important aspects of truly maximising value delivery.