Scaling product ownership product camp atlanta 2011
•
4 gefällt mir•1,102 views
A True Story on Scaling Product Ownership at Product Winner of BEST SESSION at Product Camp 2011
Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Andere mochten auch
Ähnlich wie Scaling product ownership product camp atlanta 2011
Ähnlich wie Scaling product ownership product camp atlanta 2011 (20)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
Scaling product ownership product camp atlanta 2011
- 1. Scaling Product Ownership A Story Peter Saddington, CSM CSP Enterprise Agile Coach, Thinqube, Inc. Agilescout.com @agilescout Thinqube Network, Inc. 1
- 2. Peter Saddington -‐ CSP, CSM, M.A. Counseling, M.A. Educa=on Independent Enterprise Agile Coach • Over 14 years in IT – Programmer, Dev Manager, Project/Program Manager, VP OperaMons, Enterprise Agile Coach • Government, DoD, healthcare, web & media, telecom, financial me@peter.ps 404.669.6662 www.agilescout.com www.scrumpocketguide.com www.twiUer.com/agilescout 2
- 3. • Let’s talk about the PO for a bit • I’ll tell you a story • It’s a long day • It’s right aYer lunch • Let’s get to the point • Let me brag about my daughter • 35 minutes • Q&A + Discussion Thinqube Network, Inc. 3
- 4. Product Owner ResponsibiliMes • Tells the team what they need to build • Creates the prioriMzed product backlog (PPLB) • Represents the customer • Elaborates requirements • ParMcipates in scrum meeMngs • Inspects the product at end • Course corrects or change direcMon • Communicate progress and vision Thinqube Network, Inc. 4
- 5. Many Roles of the Product Owner • Tells the team what they need to – PRODUCT MANAGER build • Creates the prioriMzed product – PRODUCT MANAGER backlog (PBI) • Represents the customer – CLIENT REPRESENTATIVE • Requirements ElaboraMon – BUSINESS ANALYST • Communicates vision – PRODUCT MANAGER • ParMcipates in scrum meeMngs – TEAM MEMBER • Inspects the product at end – QUALITY ASSURANCE • Course corrects or change direcMon – MANAGEMENT • Communicate progress – PROJECT MANAGER Thinqube Network, Inc. 5
- 6. Typical Product Ownership PRODUCT OWNER CSM / Project Manager Developers Analysts QA Delivery Team UI/UX Delivery Personnel Thinqube Network, Inc. 6
- 7. A Simple Product Product Owner Team 1 Single Application Single Team Thinqube Network, Inc. 7
- 10. Thinqube Network, Inc. 10
- 11. Scaling Product Ownership Check List 1. Vision – Understand what the purpose is Thinqube Network, Inc. 11
- 12. Process FAIL or WIN? Thinqube Network, Inc. 12
- 13. 1. ASK 2. REWARD 3. PENALIZE 4. BUILD Thinqube Network, Inc. 13
- 14. “If you could have one thing…” Thinqube Network, Inc. 14
- 15. Scaling Product Ownership Check List 1. Vision – Understand what the purpose is 2. Business Goals – Understand the “Mission CriMcal” prioriMes Thinqube Network, Inc. 15
- 16. Thinqube Network, Inc. 16
- 17. [BEFORE] #FUN! – Complex Product Maj. #1 Lt. Col. #1 Prog. Man. Lt. Col. #2 1A 1B 1C 1D Team 1 ABCD Single Team Portal Data Change Control Architecture MULTIPLE APPLICATIONS Thinqube Network, Inc. 17
- 18. Thinqube Network, Inc. 18
- 19. [BEFORE] Trial and Error Managing the Enterprise Backlog Team 1A Team 1B Team 1C Team 1D 2 3 4 DEPENDENCIES / CONSTRAINTS - Blocking progress Thinqube Network, Inc. 19
- 20. FULL UTILIZATION Thinqube Network, Inc. 20
- 21. [BEFORE] Team Workload Across Teams Team 1A Team 1B Team 1C Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Team 1D Thinqube Network, Inc. 21
- 22. [BEFORE] Team Workload – Adding Work Team 1A Team 1B Team 1C Team 1D Feature 1 Feature 1 Feature 1 Feature 1 Feature 2 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 2 Feature 2 Feature 1 Feature 1 Feature 2 Thinqube Network, Inc. 22
- 23. [BEFORE] Team Workload -‐ Gaps Team 1A Team 1B Team 1C Feature 1 Feature 1 Feature 1 Team 1D Feature 1 Feature 2 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 2 Feature 2 Feature 1 Feature 1 Feature 2 Feature 2 Feature 2 Feature 2 Feature 2 Feature 2 Thinqube Network, Inc. 23
- 24. [BEFORE] Team Workload – Full Capacity Team 1A Team 1B Team 1C Feature 1 Feature 1 Feature 1 Feature 1 Feature 2 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 2 Feature 2 Feature 1 Feature 1 Feature 2 Feature 3 Feature 3 Feature 2 Feature 2 Feature 2 Feature 3 Feature 2 Feature 3 Feature 2 Thinqube Network, Inc. 24
- 25. Thinqube Network, Inc. 25
- 26. [BEFORE] Team Workload EsMmate Feature 1 Feature 1 3 Months Feature 1 Feature 2 Feature 2 Feature 2 Feature 3 Feature 3 Feature 3 Thinqube Network, Inc. 26
- 27. [BEFORE] Team Workload EsMmate Feature 1 Feature 1 Feature 1 Feature 2 6 Months Feature 2 Feature 2 Feature 3 Feature 3 Feature 3 Thinqube Network, Inc. 27
- 28. [BEFORE] Team Workload EsMmate Feature 1 Feature 1 Feature 1 Feature 2 Feature 2 9 Months Feature 2 Feature 3 Feature 3 Feature 3 Thinqube Network, Inc. 28
- 29. SIMPLE! 9 Months Dude! Easy-‐cakes! Thinqube Network, Inc. 29
- 30. Team Workload Reality Feature 1 Feature 2 Feature 3 Feature 1 Feature 2 Feature 3 Feature 1 7 Months Feature 2 Feature 3 Thinqube Network, Inc. 30
- 31. Team Workload Reality Feature 1 Feature 2 Feature 3 Feature 1 Feature 2 Feature 3 Feature 1 7 Months Feature 2 10 Months Feature 3 Thinqube Network, Inc. 31
- 32. Team Workload Reality Feature 1 Feature 2 Feature 3 Feature 1 Feature 2 Feature 3 Feature 1 7 Months Feature 2 10 Months Feature 3 15 Months Thinqube Network, Inc. 32
- 33. Thinqube Network, Inc. 33
- 34. Process FAIL or WIN? Thinqube Network, Inc. 34
- 35. [AFTER] MulMple Teams for SINGLE Product Maj. #1 Lt. Col. #1 Prog. Man. Lt. Col. #2 1 2 3 4 Portal Data Change Control Architecture Team 1 Team 2 Team Thinqube Network, Inc. 3 Team 4 35
- 36. Thinqube Network, Inc. 36
- 37. Thinqube Network, Inc. 37
- 38. [AFTER] Team Workload Balanced Approach Team 1 Team 2 Team 3 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Thinqube Network, Inc. 38
- 39. [AFTER] Team Workload Balanced Approach Team 1 Team 2 Team 3 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Team 4 Feature 1 Spread your features across teams Thinqube Network, Inc. 39
- 40. [AFTER] Team Workload Balanced Approach Team 1 Team 2 Team 3 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 2 Feature 2 Feature 2 Team 4 Feature 2 Feature 2 After full completion of Feature 1, continue on to Inc. Thinqube Network, Feature 2! 40
- 41. [AFTER] Team Workload Balanced Approach Team 1 Team 2 Team 3 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 2 Feature 2 Feature 2 Feature 2 Feature 2 Feature 3 Feature 3 Team 4 Feature 3 Feature 3 Feature 3 Complete all features as a single aligned-team. Thinqube Network, Inc. 41
- 42. Thinqube Network, Inc. 42
- 43. Scaling Product Ownership Check List 1. Vision – Understand what the purpose is 2. Business Goals – Understand the “Mission CriMcal” prioriMes 3. Visualize Priori>es + Limit Team WIP – At enterprise level 4. Defini>on of Done – Alignment for teams! Thinqube Network, Inc. 43
- 44. CoordinaMon of Effort “Product Management Alignment Team” Integration Architects Team 4 Others… Team 1 Team 2 Team 3 Thinqube Network, Inc. 44
- 45. Thinqube Network, Inc. 45
- 46. Weekly Update – Team X -‐ Sprint Y Points CommiUed: XX Points Delivered: YY Issues/Impediments What is prevenMng from meeMng Sprint commitment? 1. 2. What is the team doing to resolve and meet Sprint commitment? 1. 2. What is the team asking from Management to help resolve and meet Sprint commitment? 1. 2. AddiMonal Discussion Topics: 1. 2. 3. Thinqube Network, Inc. 46
- 47. Scaling Product Ownership Check List 1. Vision – Understand what the purpose is 2. Business Goals – Understand the “Mission CriMcal” prioriMes 3. Visualize Priori>es + Limit Team WIP – At enterprise level 4. Defini>on of Done – Alignment for teams! 5. Scrum of Scrums – Remove Constraints! 6. And… boom goes the dynamite. Thinqube Network, Inc. 47
- 48. Final Results • 2 week sprints • Full Product Owner engagement • 78% of features complete in first 4 months • 130% decrease in defects • 90% of Mission CriMcal Features complete ahead of schedule (9 months) • $12.7M program extended to $22.2M • HAPPY CUSTOMER Thinqube Network, Inc. 48
- 49. Summary • Big visible charts • Team alignment daily/weekly • Make policies explicit • Cultural change must happen • Product Owners need to align and know all constraints on teams + EMPOWERMENT! RAR! • One strategy doesn’t always work for all • Full alignment of teams isn’t always possible! Thinqube Network, Inc. 49
- 50. Peter Saddington -‐ CSP, CSM, M.A. Counseling, M.A. Educa=on Independent Enterprise Agile Coach • Over 14 years in IT – Programmer, Dev Manager, Project/Program Manager, VP OperaMons, Enterprise Agile Coach • Government, DoD, healthcare, web & media, telecom, financial me@peter.ps 404.669.6662 www.agilescout.com www.scrumpocketguide.com www.twiUer.com/agilescout 50