Mature product backlog and how to deal with it - workshop - main slide deck

152 views

Published on

This presentation was first shown during BeIT conference in March 2017. It is a background slide deck for a workshop around backlog prioritisation, cleaning, effective hypothesising and measurements. It comes together with helper materials available as separate decks.

Please make sure to also download
1. https://www.slideshare.net/secret/ej2JPiy7VS8BCn
2. https://www.slideshare.net/secret/1NlWm6VyBV9Kw

Published in: Software
  • Be the first to comment

Mature product backlog and how to deal with it - workshop - main slide deck

  1. 1. MATURE PRODUCT BACKLOG AND HOW TO DEAL WITH IT _________________________________________
  2. 2. BARTEK GATZ PRODUCT MANAGER AT SPARTEZ
  3. 3. GAME PRODUCT BACKLOG
  4. 4. GAME “PRODUCT” BACKLOG
  5. 5. GAME “PRODUCT”“BACKLOG”
  6. 6. GAME “PRODUCT”“BACKLOG”
  7. 7. introduction exercise #1 exercise #2
 some theory
 exercise #3 exercise #4 — 15 min — 15 min — 15 min — 20 min — 15 min — 10 min
  8. 8. SPLIT INTO TEAMS, PLEASE
  9. 9. INTRO
  10. 10. BACKLOG CITY CITY DESCRIPTION HANDOUT _________________________________________
  11. 11. BACKLOG CITY • existing city • close to sea and a river • 4 districts • total of 2.1 inhabitants • uneven wealth spread
  12. 12. BACKLOG CITY A A B A C D B
  13. 13. BACKLOG CITY SUMMARY PROBLEM SOLUTION ? ? ? ? ?
  14. 14. BACKLOG CITY • existing “backlog” • mix of new ideas and known problems • continued work on earlier “version” • but now it is your problem
  15. 15. EXERCISE #1
  16. 16. BACKLOG CITY create your own new ideas for Backlog City EXERCISE #1 TIME: 10 MINUTES
  17. 17. BACKLOG CITY EXERCISE #1 SUMMARY PROBLEM SOLUTION ? ? ? ? ?
  18. 18. BACKLOG CITY EXERCISE #1 LET’S HEAR ‘EM!
  19. 19. EXERCISE #2
  20. 20. BACKLOG CITY EXERCISE #2 TIME: 10 MINUTES prioritise your stream of work
  21. 21. BACKLOG CITY EXERCISE #2 OBSERVATIONS
  22. 22. THEORY
  23. 23. WHAT ARE THE PROBLEMS?
  24. 24. #1 We have really long backlogs
  25. 25. #2 We do not say “NO” to bad ideas early enough
  26. 26. #3 We rediscover the same problems over again
  27. 27. #4 We jump from problems to solutions too fast
  28. 28. #5 We do not measure and validate
  29. 29. #6 We make simple prioritisation mistakes
  30. 30. #7 Open backlog invites scope and feature creep
  31. 31. It’s all true because I used memes
  32. 32. HYPOTHESIS
 INCUBATOR
  33. 33. sprint in progress max two sprints of 
 prioritised issues in the backlog PRODUCT BACKLOG
  34. 34. Nothing gets to the backlog, unless: this is a technical task this is a bug it hatched from Incubator PRODUCT BACKLOG
  35. 35. separate project in JIRA issue type = HYPOTHESIS workflow = INCUBATION LAID LAID LAID INSPECTED INSPECTED HEATED UP PRIORITISED PRIORITISED PRIORITISED PRIORITISED INFERTILE GONE BAD GONE BAD GONE BAD GONE BAD HATCHED HATCHED HATCHED COMPLETED only HATCHED hypothesis go to backlog HYPOTHESIS INCUBATOR
  36. 36. PROBLEM DESCRIPTION (TEXT) KPI IMPACT HYPOTHESIS (TEXT) SOLUTION HYPOTHESIS (TEXT) SUCCESS CRITERIA (TEXT) LAY TIME STAMP (DATE) HYPOTHESIS PRIORITY (2x VALUE) IMPACT COST
  37. 37. PROBLEM DESCRIPTION (TEXT) what problem we are trying to solve: in-product problem user problem HYPOTHESIS
  38. 38. KPI IMPACT HYPOTHESIS (TEXT) what primary metric we think this problem relates to: KPIs only, so this must be focused strategic alignment HYPOTHESIS
  39. 39. SOLUTION HYPOTHESIS (TEXT) super short high level description of the potential solution this is a user story no technical discussions allowed here HYPOTHESIS
  40. 40. SUCCESS CRITERIA (TEXT) how are we going to measure whether the solution worked measurement technique applied description of experiments if required quantifiable thresholds for selected metrics HYPOTHESIS
  41. 41. fields required for prioritisation exercise: values IMPACT defines the strength of movement of KPI needle COST of delivery is a guesstimation HYPOTHESIS PRIORITY (2x VALUE) IMPACT COST
  42. 42. values between 0 and 5 IMPACT defines the strength of movement of KPI needle URGENCY defines the consequences if not addressed soon DIFFICULTY of delivery combines guesstimation of all costs: development marketing support technology HYPOTHESIS RISK specifies the risk associated with a given hypothesis PRIORITY (4x SINGLE SELECT) IMPACT URGENCY RISK DIFFICULTY fields required for prioritisation exercise:
  43. 43. LAY TIME STAMP (DATE) age of hypothesis: non-important ideas should be removed method to keep the incubator clean HYPOTHESIS
  44. 44. PROBLEM DESCRIPTION (TEXT) KPI IMPACT HYPOTHESIS (TEXT) SOLUTION HYPOTHESIS (TEXT) SUCCESS CRITERIA (TEXT) LAY TIME STAMP (DATE) HYPOTHESIS PRIORITY (2x VALUE) IMPACT COST
  45. 45. LAID HEATED UP PRIORITISED GONE BAD HATCHED INFERTILE INSPECTED COMPLETED REJECTED INCUBATION WORKFLOW
  46. 46. LAID new hypothesis: the only way to get into the workflow INCUBATION WORKFLOW
  47. 47. LAID first hypothesis check performed: strategic alignment check science fiction check INSPECTED INCUBATION WORKFLOW
  48. 48. LAID prioritisation complete: ready for hatching INSPECTEDPRIORITISED INCUBATION WORKFLOW
  49. 49. LAID impossible to prioritise just yet: more data required to validateINSPECTEDPRIORITISEDHEATED UP not right TTM unclear impact on KPI INCUBATION WORKFLOW
  50. 50. not worth the investment: no strategic alignment science fictionINFERTILE INCUBATION WORKFLOW
  51. 51. hypothesis potentially worth it, but: fell a victim of prioritisation for too long most likely outdatedINFERTILEGONE BAD INCUBATION WORKFLOW
  52. 52. hypothesis of high overall priority: at this stage it goes to product backlog transforms into:INFERTILEGONE BADHATCHED user story experiment HATCHED INCUBATION WORKFLOW
  53. 53. hypothesis completed: developed and released validated to have met success criteriaINFERTILEGONE BADHATCHEDCOMPLETED source of truth for: release notes marketing materials experiment validation INCUBATION WORKFLOW
  54. 54. HEATED UPPRIORITISEDINSPECTEDLAIDINFERTILEGONE BADHATCHEDCOMPLETEDREJECTED hypothesis rejected: experiment failed validated to have NOT met success criteria rollback may be required INCUBATION WORKFLOW
  55. 55. LAID HEATED UP PRIORITISED GONE BAD HATCHED INFERTILE INSPECTED COMPLETED REJECTED INCUBATION WORKFLOW
  56. 56. PRIORITISATION IMPACT 0 1 2 3 4 5 0 1 2 3 4 5COST IMPACT PRIORITY = COST + 1 _______________________________
  57. 57. PRIORITISATION IMPACT 0 1 2 3 4 5 0 1 2 3 4 5 URGENCY DIFFICULTY 0 1 2 3 4 5RISK 0 1 2 3 4 5 IMPACT x URGENCY PRIORITY = RISK + DIFFICULTY + 1 _______________________________
  58. 58. PRIORITISATION IMPACT 0 1 2 3 4 5 0 1 2 3 4 5COST performed by PO + BO + DEV + MKT on regular basis using Eisenhower 2x1 matrix
  59. 59. TO SUM UP…..
  60. 60. clean primary product backlog controlled inflow of requirements controlled rollout of ideas / improvements / simplifications no changes without a good reason - working on things that matter measurements for validation deprecation of bad ideas before they hurt us TO SUM UP…..
  61. 61. EXERCISE #3
  62. 62. BACKLOG CITY new problems have arisen EXERCISE #3 TIME: 10 MINUTES
  63. 63. BACKLOG CITY SUMMARY PROBLEM SOLUTION KPI IMPACT SUCCESS CRITERIA IMPACT COST PRIORITY EXERCISE #3 SUMMARY PROBLEM SOLUTION
  64. 64. EXERCISE #4
  65. 65. BACKLOG CITY let’s reprioritize! EXERCISE #4 TIME: 10 MINUTES
  66. 66. BACKLOG CITY let’s reprioritize! EXERCISE #4 HOMEWORK
  67. 67. BACKLOG CITY SUMMARY PROBLEM SOLUTION KPI IMPACT SUCCESS CRITERIA IMPACT COST PRIORITY EXERCISE #4 SUMMARY PROBLEM SOLUTION

×