Mike Cottmeyer - How to Own a Really big complex Product
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This document discusses how to manage product ownership at scale for complex, multi-team products. It notes that product owners do not scale effectively and common strategies like assigning one product owner per team do not work. Instead, it advocates developing organizational capabilities for business analysis, engineering, and leadership/coordination. These capabilities can be expressed differently depending on the level of scale, such as through product owner teams, Scrum of Scrums, integration teams, and alignment of culture. The key is delivering value across multiple teams by thinking holistically about capabilities rather than focusing on individual roles.
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Mike Cottmeyer - How to Own a Really big complex Product
- 1. How to Own a Really Big Complex Product Presented by: Mike Cottmeyer
- 2. mike cottmeyervice-president, pillar technology semcottmeyer@pillartechnology.com+1.404.312.1471www.pillartechnology.comwww.leadingagile.comtwitter.com/mcottmeyer
- 3. Agenda
- 4. Agenda Product Owner Basics
- 5. Agenda Product Owner Basics Complex Products in Large Enterprises
- 6. Agenda Product Owner Basics Complex Products in Large Enterprises Exploring Product Ownership
- 7. Agenda Product Owner Basics Complex Products in Large Enterprises Exploring Product Ownership Managing the Enterprise Backlog
- 8. The Product Owner in Scrum
- 9. Team
- 10. Developers
- 13. Analyst PM Testers Developers
- 14. Analyst CSM Testers Developers
- 15. Product Owner Analyst CSM Testers Developers
- 16. The Product Owner in Scrum Creates the PPBL
- 17. The Product Owner in Scrum Creates the PPBL Prioritizes the PPBL
- 18. The Product Owner in Scrum Creates the PPBL Prioritizes the PPBL Elaborates the requirements
- 19. The Product Owner in Scrum Creates the PPBL Prioritizes the PPBL Elaborates the requirements Communicate vision
- 20. The Product Owner in Scrum Creates the PPBL Prioritizes the PPBL Elaborates the requirements Communicate vision Represents the customer
- 32. Product Owner is a BIG Job!
- 33. Product Owner is a BIG Job! Product Manager… vision and direction
- 34. Product Owner is a BIG Job! Product Manager… vision and direction Project Manager… sequence and status
- 35. Product Owner is a BIG Job! Product Manager… vision and direction Project Manager… sequence and status Business Analyst… elaborating requirements
- 36. Product Owner is a BIG Job! Product Manager… vision and direction Project Manager… sequence and status Business Analyst… elaborating requirements Quality Assurance… inspecting outcomes
- 37. Product Owner is a BIG Job! Product Manager… vision and direction Project Manager… sequence and status Business Analyst… elaborating requirements Quality Assurance… inspecting outcomes Management… terminating and changing
- 38. Product Owner is a BIG Job! Product Manager… vision and direction Project Manager… sequence and status Business Analyst… elaborating requirements Quality Assurance… inspecting outcomes Management… terminating and changing User Experience… usability
- 39. Product Owner is a BIG Job! Product Manager… vision and direction Project Manager… sequence and status Business Analyst… elaborating requirements Quality Assurance… inspecting outcomes Management… terminating and changing User Experience… usability Team Member… participates with the team
- 42. Owning Complex Products Biller Transactions Fin Inst. Transactions Credit Card Payments ACH Payments Fraud/Risk Identity/ Enrollment SAS SAP Corporate Billing Web IVR Payments Risk Business Intelligence Corporate Financials Partner Communication Bus Intel/ Reporting
- 43. User Story Screen User Story Team User Story Report User Story User Story Database User Story User Story
- 44. User Story Screen User Story Team User Story Report User Story User Story Database User Story User Story
- 45. Team 1
- 46. Team 2 Team 1
- 47. Team 2 Team 1 Team 3
- 48. Team 2 Team 1 Team 3 Product A
- 49. Team 2 Team 1 Team 3 Product B Product A
- 50. Team 2 Team 1 Team 3 Product B Product A
- 51. Managing the Enterprise Backlog
- 52. Epic Epic Epic Epic
- 53. Feature Epic Feature Feature Feature Epic Feature Epic Feature Epic
- 54. Team 1 User Story Feature Epic User Story Feature User Story Team 2 Feature User Story Feature Epic User Story User Story Feature Epic User Story Feature Team 3 User Story User Story Epic User Story
- 55. The performance of one team can starve Value Creation
- 56. Context Team 2 Team 1 Team 3
- 57. Context Coordination Team 2 Team 1 Team 3
- 58. PMO
- 59. PO Team PMO
- 60. Team PO Team PMO
- 61. Guidance Team PO Team PMO
- 62. Feedback Team PO Team PMO
- 63. Manage the system, identify and elevate constraints
- 64. 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 Feature 1
- 65. Team 1 Team 2 Team 3 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 2 Feature 1 Feature 1 Feature 2 Feature 1 Feature 2 Feature 2 Feature 1 Feature 1 Feature 2 Feature 1 Feature 1 Feature 2
- 66. Team 1 Team 2 Team 3 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 2 Feature 1 Feature 1 Feature 2 Feature 1 Feature 2 Feature 2 Feature 1 Feature 1 Feature 2 Feature 1 Feature 1 Feature 2 Feature 2 Feature 2 Feature 2 Feature 2 Feature 2 Feature 2 Feature 2 Feature 2
- 67. Team 1 Team 2 Team 3 Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 2 Feature 1 Feature 1 Feature 2 Feature 1 Feature 2 Feature 2 Feature 1 Feature 1 Feature 2 Feature 1 Feature 1 Feature 2 Feature 2 Feature 2 Feature 3 Feature 2 Feature 2 Feature 3 Feature 2 Feature 3 Feature 3 Feature 2 Feature 2 Feature 2
- 68. Project A Project A Project A 3 months Project B Project B Project B Project C Project C Project C
- 69. Project A Project A Project A 3 months Project B Project B Project B 6 months Project C Project C Project C
- 70. Project A Project A Project A 3 months Project B Project B Project B 6 months Project C Project C 9 months Project C
- 71. Project A Project B Project C Project A Project B Project C Project A 7 months Project B Project C
- 72. Project A Project B Project C Project A Project B Project C Project A 7 months Project B 10 months Project C
- 73. Project A Project B Project C Project A Project B Project C Project A 7 months Project B 10 months 13 months Project C
- 74. Project A Project B Project C Project A Project B Project C Project A 7 months Project B 10 months 13 months Project C
- 75. 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 Feature 1
- 76. 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 Feature 1
- 77. 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
- 78. 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 2 Feature 2 Feature 2 Feature 2 Feature 2 Feature 2 Feature 2
- 79. 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 2 Feature 2 Feature 2 Feature 2 Feature 2 Feature 2 Feature 2 Feature 3 Feature 3 Feature 3 Feature 3 Feature 3 Feature 3 Feature 3 Feature 3 Feature 3
- 80. 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 2 Feature 2 Feature 2 Feature 2 Feature 2 Feature 2 Feature 2 Feature 3 Feature 3 Feature 3 Feature 3 Feature 3 Feature 3 Feature 3 Feature 3 Feature 3
- 81. Product Ownership in the Large
- 82. Product Ownership is a set of organizational capabilities…
- 83. …not a person!
- 84. Team 1 Team
- 85. Team 2 Team 1
- 86. Team 2 Team 1 Team 3 Across Teams
- 87. Project Team 2 Team 1 Team 3 Project A
- 88. Portfolio Team 2 Team 1 Team 3 Project B Project A
- 89. That get expressed differently depending on your level of scale
- 91. Product Owner Capabilities Agile as Business Analysis
- 92. Product Owner Capabilities Agile as Business Analysis Agile as Engineering
- 93. Product Owner Capabilities Agile as Business Analysis Agile as Engineering Agile as Leadership & Coordination
- 94. Business Analysis CapabilitiesHelping organizations develop the capabilities to achieve Enterprise Agility Product Development Product Strategy Solution Requirements Develop Product Launch Product Operate and Support Product Understand Needs of the Customer Establish Product Vision Plan Launch Establish Development Environment Support Operations Understand Requirements Develop Product Strategy Define Product Roadmap Coordinate Launch Provide Customer Support Maintain Architecture Integration Testing Manage Product Portfolio Define Business Requirements Support Implementation Coordinate Work Achieve Customer Acceptance Perform Maintenance and Customizations Define Product Backlog Design and Engineer Solution Deploy Product Environment Planning Manage Suppliers Maintain Product Quality Maintain Work Environment Learn from Outside Sources Develop Team Commit To Agility Everyone Engage Stakeholders Ensure Process Adherence Identify and Remove Impediments Ensure Internal Communication Manage Risks Provide Job Training
- 95. Engineering CapabilitiesHelping organizations develop the capabilities to achieve Enterprise Agility Product Development Product Strategy Solution Requirements Develop Product Launch Product Operate and Support Product Understand Needs of the Customer Establish Product Vision Plan Launch Establish Development Environment Support Operations Understand Requirements Develop Product Strategy Define Product Roadmap Coordinate Launch Provide Customer Support Maintain Architecture Integration Testing Manage Product Portfolio Define Business Requirements Support Implementation Coordinate Work Achieve Customer Acceptance Perform Maintenance and Customizations Define Product Backlog Design and Engineer Solution Deploy Product Environment Planning Manage Suppliers Maintain Product Quality Maintain Work Environment Learn from Outside Sources Develop Team Commit To Agility Everyone Engage Stakeholders Ensure Process Adherence Identify and Remove Impediments Ensure Internal Communication Manage Risks Provide Job Training
- 96. Leadership & Coordination CapabilitiesHelping organizations develop the capabilities to achieve Enterprise Agility Product Development Product Strategy Solution Requirements Develop Product Launch Product Operate and Support Product Understand Needs of the Customer Establish Product Vision Plan Launch Establish Development Environment Support Operations Understand Requirements Develop Product Strategy Define Product Roadmap Coordinate Launch Provide Customer Support Maintain Architecture Integration Testing Manage Product Portfolio Define Business Requirements Support Implementation Coordinate Work Achieve Customer Acceptance Perform Maintenance and Customizations Define Product Backlog Design and Engineer Solution Deploy Product Environment Planning Manage Suppliers Maintain Product Quality Maintain Work Environment Learn from Outside Sources Develop Team Commit To Agility Everyone Engage Stakeholders Ensure Process Adherence Identify and Remove Impediments Ensure Internal Communication Manage Risks Provide Job Training
- 97. Team 1
- 98. Team 2 Team 1
- 99. Team 3 Team 2 Team 1
- 100. Scrum of Scrums Team 2 Team 1 Team 3
- 101. Product Owner Team Team 2 Team 1 Team 3
- 102. Product Owner Team with Architects Team 2 Team 1 Team 3
- 103. Integration Team Team 2 Team 1 Team 3
- 104. Alignment and culture trump people, process, and tools
- 105. Summary
- 106. Summary Product Owners don’t scale
- 107. Summary Product Owners don’t scale Common strategies don’t work
- 108. Summary Product Owners don’t scale Common strategies don’t work It takes more than one team to deliver value
- 109. Summary Product Owners don’t scale Common strategies don’t work It takes more than one team to deliver value By thinking about organizational capabilities
- 110. Summary Product Owners don’t scale Common strategies don’t work It takes more than one team to deliver value By thinking about organizational capabilities We can create situationally specific strategies
- 111. mike cottmeyervice-president, pillar technology semcottmeyer@pillartechnology.com+1.404.312.1471www.pillartechnology.comwww.leadingagile.comtwitter.com/mcottmeyer
- 112. How to Own a Really Big Complex Product Presented by: Mike Cottmeyer
Hinweis der Redaktion
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- So here is our small agile team.
- Agile teams are cross functional units that have everything they need to deliver some increment of business value. In a software organization… the agile team is going to have one or more developers…
- They will have one or more QA testers. Sometimes teams have technical testers that are responsible for writing unit tests… sometimes this is left up to the developers. Sometimes teams have manual testers… possibly exercising the UI. Many teams will do both kinds of testing.
- Sometimes a team will someone playing the role of business analyst. This can be a dedicated position on the team… or it might be blended with some other role… maybe a lead developer. Often times teams will have a BA that is serving as a proxy product owner for the real customer or product owner. Dedicated or blended Custome proxy
- Small agile teams don’t typically have or need a project manager. I believe that there is a place for project management on an agile teams… but often project managers are coordinating the activities of several teams and doing some higher level planning activities and providing.
- Agile teams will usually have someone in the role of ScrumMaster or Agile process coordinator. This can be a dedicated position on the team or a role that is shared with another role on the team. Sometimes you have a dedicated ScrumMaster but they are working with more than one agile team at a time.
- Last but not least we have a product owner. They are the interface between the team and the business. They are the single wringable neck and responsible for the business outcomes of the product. They define requirements, set the priorties, and othewise help the team converge on the best possible outcome to meet the business objectives. Agile teams have all these roles in some form or fashion… they are self contained and independent. This kind of team is the backdrop to almost everything you read about adopting agile. This is such an important concept because if this isn't’ the kind of team you are building as you adopt agile… some of the things you are learning about just aren’t going to work.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 12. Our goal is to recognize, that on projects where we have a tremendous amount of uncertainty... we don't want to create plans that don't reflect our current understanding of reality. We don't want to assume the process overhead of change management, when change is going to be the norm. Agile gives us a way to manage our projects, in the face of uncertainty, while aggressively working to reduce risk and uncertainty.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.
- This slide sequence is mainly to setup the talk. Prior to this I want to go through an introduction, talk about how this talk builds on the talk I did yesterday, how it is an experience report where I started developing and writing about some of these ideas around scaling agile across multiple teams.