Agile India: Working without Product Owner

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Maaret Pyhäjärvi

Talk from Agile India 2019.

Software

@maaretp http://maaretp.com
Working without
a Product Owner
by Maaret Pyhäjärvi

@maaretp http://maaretp.com
Taking forward an established product
From Lead Quality Engineer
to Senior Manager,
Windows Endpoint Development
Customers in millions, test
automation with 14k virtual machines
spawned daily.

@maaretp http://maaretp.com
Testers don’t break
the code, they break
your illusions about
the code.
- Adapted from James Bach
WHATEVER NECESSARY

@maaretp http://maaretp.com
Code doing what it’s supposed to.
Product doing what it would need to.
Product doing only what it is supposed to do.
Basic Illusions: Code Making a Product
Other Illusions: Ideas Leading to Code
Process being able to deliver with a change in mind
People having skills to deliver well.
Business model driving the selection of right focus.

@maaretp http://maaretp.com
Continuous Delivery
No Jira
No Estimates
No Product Owner
No Projects
No Scrum

@maaretp http://maaretp.com
Turning Ideas into Code
Get the right ideas on
every single developer

@maaretp http://maaretp.com
But Being a Product
Owner is So Much Work!

@maaretp http://maaretp.com
BEING A
PRODUCT
OWNER SURE
IS A LOT OF
WORK!
- WILLIAM
GILL

@maaretp http://maaretp.com
Setting up
a 3-month Experiment

@maaretp http://maaretp.com
OUR EXPERIMENT
HYPOTHESIS
CUSTOMER-OBSESSED TEAM
DIRECTLY IN TOUCH WITH
THEIR CUSTOMERS PERFORMS
BETTER WITHOUT A PROXY

@maaretp http://maaretp.com
Before this Experiment
…hands-off manager
… multiple ways of dealing with team list of
work
= super-simple Jira flow without Jira
…moving the product owner out of team room
…frequent releases
…no estimates

@maaretp http://maaretp.com
Listing Product Owner
Responsibilities

@maaretp http://maaretp.com
Product Owner
to Product Management Expert
to work on Requirements Trawling

@maaretp http://maaretp.com
RETRO
1. Nothing changed
2. Delivered more
3. Magical things happened
4. Strategic thinking for PME
5. NOTHING TRAWLED

@maaretp http://maaretp.com
21 days into the experiment the team received
feedback that their latest demo was particularly
good and focused on the customer value.When
confronted with the feedback, the team
considered it as "that's what we're supposed to
do now" - we are customer-focused.

@maaretp http://maaretp.com
65 days into the experiment the team realizes the
last appearance of the product management
expert in planning was around day 55.There were
other channels to maintain pulse of what might
be important than the structure.

@maaretp http://maaretp.com
Impacts in the team

@maaretp http://maaretp.com
Fixing geared up to max

@maaretp http://maaretp.com
Cross-team
Ownership

@maaretp http://maaretp.com
Customer-Facing
Documentation

@maaretp http://maaretp.com
Faster Delivery
of Solutions

@maaretp http://maaretp.com
Incremental Delivery
Turned to Flow

@maaretp http://maaretp.com
Features from Problems
that weren’t asked for

@maaretp http://maaretp.com
Introducing Positive
and Negative Telemetry

@maaretp http://maaretp.com
Core Practices

@maaretp http://maaretp.com
Working as Network
of Connections

@maaretp http://maaretp.com
Bias to Action

@maaretp http://maaretp.com
Customers:
Don’t keep a Distance

@maaretp http://maaretp.com
Data Lies
Less than People

@maaretp http://maaretp.com
After a Year of
#NoProductOwner

@maaretp http://maaretp.com
“Best Team in
Corporate R&D”

@maaretp http://maaretp.com
“One team is not sufficient
proof that this approach is
better. Also, out team lacks
the seniority and
communication skills to
attempt it.”

@maaretp http://maaretp.com
Nothing changes if you
change nothing.

@maaretp http://maaretp.com
Cognitive
Dissonance

@maaretp http://maaretp.com
Developers love
solving problems

@maaretp http://maaretp.com
Maaret Pyhäjärvi
Email: maaret@iki.fi
Twitter: @maaretp
Web: maaretp.com
Blog: visible-quality.blogspot.fi
(please connect with me through
Twitter or LinkedIn)

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Agile India: Working without Product Owner

1. @maaretp http://maaretp.com Working without a Product Owner by Maaret Pyhäjärvi

2. @maaretp http://maaretp.com Taking forward an established product From Lead Quality Engineer to Senior Manager, Windows Endpoint Development Customers in millions, test automation with 14k virtual machines spawned daily.

3. @maaretp http://maaretp.com Testers don’t break the code, they break your illusions about the code. - Adapted from James Bach WHATEVER NECESSARY

4. @maaretp http://maaretp.com Code doing what it’s supposed to. Product doing what it would need to. Product doing only what it is supposed to do. Basic Illusions: Code Making a Product Other Illusions: Ideas Leading to Code Process being able to deliver with a change in mind People having skills to deliver well. Business model driving the selection of right focus.

5. @maaretp http://maaretp.com Continuous Delivery No Jira No Estimates No Product Owner No Projects No Scrum

6. @maaretp http://maaretp.com Turning Ideas into Code Get the right ideas on every single developer

7. @maaretp http://maaretp.com

8. @maaretp http://maaretp.com

9. @maaretp http://maaretp.com

10. @maaretp http://maaretp.com But Being a Product Owner is So Much Work!

11. @maaretp http://maaretp.com BEING A PRODUCT OWNER SURE IS A LOT OF WORK! - WILLIAM GILL

12. @maaretp http://maaretp.com Setting up a 3-month Experiment

13. @maaretp http://maaretp.com OUR EXPERIMENT HYPOTHESIS CUSTOMER-OBSESSED TEAM DIRECTLY IN TOUCH WITH THEIR CUSTOMERS PERFORMS BETTER WITHOUT A PROXY

14. @maaretp http://maaretp.com Before this Experiment …hands-off manager … multiple ways of dealing with team list of work = super-simple Jira flow without Jira …moving the product owner out of team room …frequent releases …no estimates

15. @maaretp http://maaretp.com Listing Product Owner Responsibilities

16. @maaretp http://maaretp.com Product Owner to Product Management Expert to work on Requirements Trawling

17. @maaretp http://maaretp.com RETRO 1. Nothing changed 2. Delivered more 3. Magical things happened 4. Strategic thinking for PME 5. NOTHING TRAWLED

18. @maaretp http://maaretp.com 21 days into the experiment the team received feedback that their latest demo was particularly good and focused on the customer value.When confronted with the feedback, the team considered it as "that's what we're supposed to do now" - we are customer-focused.

19. @maaretp http://maaretp.com 65 days into the experiment the team realizes the last appearance of the product management expert in planning was around day 55.There were other channels to maintain pulse of what might be important than the structure.

20. @maaretp http://maaretp.com Impacts in the team

21. @maaretp http://maaretp.com Fixing geared up to max

22. @maaretp http://maaretp.com Cross-team Ownership

23. @maaretp http://maaretp.com Customer-Facing Documentation

24. @maaretp http://maaretp.com Faster Delivery of Solutions

25. @maaretp http://maaretp.com Incremental Delivery Turned to Flow

26. @maaretp http://maaretp.com Features from Problems that weren’t asked for

27. @maaretp http://maaretp.com Introducing Positive and Negative Telemetry

28. @maaretp http://maaretp.com Core Practices

29. @maaretp http://maaretp.com Working as Network of Connections

30. @maaretp http://maaretp.com Bias to Action

31. @maaretp http://maaretp.com Customers: Don’t keep a Distance

32. @maaretp http://maaretp.com Data Lies Less than People

33. @maaretp http://maaretp.com After a Year of #NoProductOwner

34. @maaretp http://maaretp.com “Best Team in Corporate R&D”

35. @maaretp http://maaretp.com “One team is not sufficient proof that this approach is better. Also, out team lacks the seniority and communication skills to attempt it.”

36. @maaretp http://maaretp.com Nothing changes if you change nothing.

37. @maaretp http://maaretp.com Cognitive Dissonance

38. @maaretp http://maaretp.com Developers love solving problems

39. @maaretp http://maaretp.com Maaret Pyhäjärvi Email: maaret@iki.fi Twitter: @maaretp Web: maaretp.com Blog: visible-quality.blogspot.fi (please connect with me through Twitter or LinkedIn)

Agile India: Working without Product Owner

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