Łukasz Banach - Scrum Days 2016
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The document provides tips for how to be a good Product Owner. It emphasizes establishing a clear product vision and priorities by gathering requirements, shaping the product, and managing initiatives. It also stresses the importance of transparent and honest communication with customers through feedback loops and availability to ensure business value and alignment with market needs. The document concludes that really successful Product Owners say no to almost everything that does not directly contribute to their product vision.
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Łukasz Banach - Scrum Days 2016
- 1. Say NO! How to be a good Product Owner Łukasz Banach Scrum Days 2016
- 2. Product Owner means who?
- 4. Business Value Provide the best possible business value fits market needs and evangelizing the whole organization.
- 5. PO scope of work Gather all requirement, priorities and accept final product shape Product Shape Spread all necessary information about vision and goals Share the vision Be the one of the people responsible for project results Common responsibility Create and keep most valuable product initiatives on track Manage priorities
- 6. Features arguments 1 2 3 4 5 6 7 8 But the data looks good But it will only take a few minutes But this customer is about to quit But we can just make it optional But we’re supposed to be allowed to work on whatever we want But we’ve nothing else planned But out competitors already have it But 852 000 people want it
- 7. But the BOSS really wants it!
- 10. Communication
- 12. Transparency
- 13. Honesty
- 14. Feedback loop
- 16. “The difference between successful people and really successful people is that really successful people say no to almost everything.” Warren Buffett
- 18. How to fuck up your communication?
- 20. Summary •Clear Product Vision •Word-class communication •Close to the market and customers
- 22. Thank You Łukasz Banach lukasz@codility.com linkedin / banach
Editor's Notes
- My favorite argument! Joke: who is the most important stakeholder in the company, based on surveys?
- Clear PROCESS what help our business move forward. It cannot be a few idea bundles. It should be aligned with your company but you making a decisions! You should prepare and update Product Vision all the time. And be consistent delivering that. It doesn’t mean a list of projects or not being flexible. When you have strong arguments, it is easier to say NO.
- You have a lot of arguments - tools, experience, market research, A/B test but stakeholders have more other arguments! Position - yes, it’s important. It helps but it’s not so easy to achieve good position? So - who will decide? You - but it is not how to decide with a god finger. No to force anything.
- You have to: convince people to the idea(s) find partner, time, budget, resources motivate people I spend 60% of my working hours on communication issues. You have to be a great internal PR manager!
- What defines good Project communication?
- Based on which conditions and from who you’ve made a decision Clear, well explained business goals A/B tests Open Refinements
- No emotions around the projects - chill out, it’s only a workplace! F2F feedback (good! and bad - and please do not use shit sandwich) Tell the truth - about your hesitations, problems, etc. Do not be a Black box!
- Gather feedback from Sales and Support Team (seat with them, see deals reasons, see their customers expectations) Meet with them, discuss about that and come back with information (what, when, important or not)?
- V2MOMs or OKRs -committed with other stakeholders. And define GOALS! Then it’s easier to tell: ok, if you want more, what you want to remove from the plan? Q Presentation + Monthly summaries with progress sharing Geckoboard - visualise progress, KPI and goals.
- http://www.productstrategymeanssayingno.com/
- Overpromise Give ETA Release dates Spread your frustration around the company Build alliances
- Regularly Lean customer development Engage your development team members Share with other and see how it influence on your work plan