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cPrime Training Center
www.cprime.com/ctc
Certified Scrum Product Owner
1
All slides 2014 Roger. W. Brown
Certified Scrum Product Owner
Instructor – Roger Brown CST, CSC
Course Objectives
You will learn about
The Scrum framework
Product Planning in Scrum
Product Owner responsibilities and practices
And you will be eligible for Scrum Product Owner Certification
2
Scrum Certification Options
Theory Practice Guide
Scrum Alliance is the largest,
most established, influential
professional membership organization in the Agile
world. As part of a growing
community of more than
350,000 members worldwide,
our members are helping us achieve our mission of
"Transforming the World of Work."
www.ScrumAlliance.org
3
CSPO Class Backlog
Scrum Foundations
Scrum Planning
Story Mapping
Product Vision
Product Roadmap
Prioritization Estimation User Stories
Story Splitting
Scaling Scrum Up and Out
Just-in-Time Elaboration
Portfolio Management
Product Backlog
Management
Product Ownership
Budget and Finance
Scrum Framework
Product Discovery
Must
Should
Could
Release Management
Working with the Dev Team
Working with Stakeholders
Working with the
ScrumMaster
Scrum Meetings
Focus and Flow
Other Prioritization
Tools
Class Vision
4
Scrum Framework
• Scrum has 4 meetings and 3 artifacts
• Scrum has 3 roles that share the
responsibility of creating value in small
increments
• The roles complement each other to create
a balanced team
5
Scrum Framework
Potentially Shippable Product
Increment
Sprint Backlog
Product Backlog
Release
Planning
Sprint
Planning
Sprint
Review Sprint
Retrospective
Daily
Scrum
Sprint
1-4
weeks
Story Time
6
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Certified Scrum Product Owner
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Scrum Meetings
Sprint
Planning Sprint
Review
Daily
Scrum Sprint
Retrospective
1-4
weeks 2 – 4 hours 1. Which Items this Sprint? 2. Break down to sharable tasks
Fixed, repeating “time-box”
15 minutes - What did you do yesterday? - What do you plan for today? - Any blockers?
1-2 hours Public demo
1-2 hours Private process improvement recap
7
The Scrum Team
Desired Features
Product Owner
Development Team
Product
ScrumMaster
8
Product Owner
Maximizes the value of the work done
o Sets Vision o Manages Backlog o Elaborates Features o Reviews Work o Reports Release Progress
9
o 7 ± 2 o Cross functional o Full-time o Self-organizing o Empowered
Development Team Member
Develops the product with high quality
10
ScrumMaster
o Change Agent o Facilitator o Protector o Coach o Mentor o Gopher
Helps the team improve flow
and throughput
11
notes
12
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Certified Scrum Product Owner
3
Product Ownership
• Agile provides benefits for business • The Product Owner job has three main
dimensions that make it a very large job for one person
13
Faster Time to Market Quicker ROI Lower Total Cost
Respond to Change Reduced Risk Stakeholder Relations
Agile Benefits for Business
14
Time
Pro
fit
competition
market penetration
customer feedback
innovation
compliance
internal stakeholders
market changes
The Product Owner balances competing demands to maximize value/time
Manage the Profit Strategy
15
Product Development Value Stream
Product Discovery
Product Definition
Product Development
Product Delivery
Product Operation
Product Support
Agile product
development covers
these activities.
Which of these
activities involve
the Product
Owner?
customer
16
Define the Product
Build the Product
Plan the Product
It’s a Big Job
Corporate Strategy Portfolio Alignment Customer Needs Corporate Needs Competition Stakeholders
Product Vision Revenue Target
Product Backlog Priorities
Funding UX
Dev Team Collaboration Scrum Framework
Product Details Product Review
Release Plan
What else?
17
notes
18
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Scrum Foundations
• Agile software development implements
Lean principles and dynamics
• The primary driver of Agile work is Value
• Scrum is one form of Agile, designed
initially for software development but
applicable to other kinds of work
19
Agile Manifesto
Manifesto for Agile Software Development 2001
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
www.agilemanifesto.org
20
What is Agile Software Development?
Team Based Incremental Iterative Frequent Delivery Fully Visible Production Quality Value Driven
21
Estimates
Features
Schedule Cost
Plan
Driven
The Plan creates
cost/schedule estimates
Waterfall
The Vision creates
feature estimates
Schedule Cost
Features
Value / Vision
Driven
Agile
Source: Sliger and Broderick “The Software Manager’s Bridge to Agility”
Constraints
Value Driven
22
Continuous Improvement
Plan
Do Check
Act
Deming Cycle
Empirical Process Transparency,
Inspect and
Adapt
23
notes
24
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Certified Scrum Product Owner
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Scrum Planning
• Scrum planning is continuous
• Scrum planning happens at 5 levels, each
with a different time horizon
• The Product Backlog is the primary source
of work to be completed and value to be
delivered
25
Drawbacks of Traditional Planning
• Done when we know the least
• Written words become a commitment
• Too much information to grasp at one time
• Confuse “What” with “How”
• Details are open to interpretation
• Everything is Priority One
• Success is measured by adherence to schedule
26
5 Levels of Planning
Strategy
Portfolio
Vision
Roadmap
Release
Sprint
Day
P1 P2 P3 P4 P5
Product Backlog
Release 1 Release 2 Release 3
s1 s2 s3 s4 … sN
Scru
m P
lan
nin
g
27
Product Backlog What capabilities are needed for financial success?
Priorities Which items are most valuable?
Release Plan How long will it take or how many can we do by a given date?
s1 s2 s3 s4 … sN
Velocity How much can the team complete in a Sprint?
Estimates How much effort is required for each item?
The Elements of Agile Planning
28
notes
29
Product Vision
• The Vision describes the purpose of the
product to be created or enhanced
• There are several ways to present the
vision as a common goal for the Scrum
Team
• The Vision is the inspiration for the
Product Backlog
30
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Know Your Market
• What is the target market? • Who are the target customers? • What are the sales channels? • What are the top benefits? • What are the pricing and revenue models?
31
• The Big Picture of how the product creates value
• Aligns team and business to the same goal
Product Vision
What is the name? Who is the target customer? What are the key benefits? What are the differentiating features?
32
Product Backlog
• Dynamic set of items to be done
• Prioritized
• Constantly in flux as the situation changes
Story
Story
Story
Spike
Story
Refactor
Story
Defect
Process Change
items are removed
priorities change
items are added
33
Vision Board
34
notes
35
Product Roadmap
• Roadmapping is a tool for creating a longer
term release strategy
• Roadmaps describe the product in very
high level terms
36
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Product Roadmap
First sub-setting of Product Backlog for a long product development time frame
• How many releases?
• When?
• What is included in each?
Tim
e
Health Care Products
Information
Health Care Products Retail Sales
Health Care Products Wholesale
Sales
The roadmap will be reviewed and updated as things
change
Product Backlog
Releases
37
Product Roadmap – an example
Combo Plate
Core
• Hippa
Community
• I8N
Shopping Cart
• Line of credit
Platform
• Mobile access
• For all users, wholesale RX • For all users, international
access • For BusDev, credit support
Q2 Q3 Q4
Core Engine
• Catalog
• API
Community
• Product rating
Shopping Cart
• Typical retail functions • Credit card support
Platform
• Transactions
• Billing
• For all users, retail sales for OTC products
• For providers, manual and API catalog access
Core
• CRM
Community
• Supplier ratings
Shopping Cart
• Purchase Order support
Platform • Scalable to 1M
transactions/day
• For all users, wholesale sales for OTC products
• For all users, retail sales for Rx products
• For Sales, CRM Functionality
Taco Enchilada
Q1
Core Engine
• CMS
• Manual SEO
• Keyword Search
Community
• Article rating
Shopping Cart
Platform
• User accounts
• For all users, free access to linked and original content
• For writers, content management
• For Sales, SEO access
Nacho
Release name
Release date
Theme and/or target
customers
Objectives by feature area
Architectural Build-out 38
notes
39
User Stories
• User Stories are simple descriptions of
desired functionality
• Stories are elaborated just-in-time for
implementation
• Stories are used for planning
• The INVEST Criteria help us write good
stories
40
User Story Template
As a <user role>, I can <do something> so that <I get some value>.
Card – Conversation – Confirmation
41
Sample User Stories
As a registered user, I can purchase OTC products on-line so that I do not have to drive to the store
As a purchaser, I can print a receipt for a past transaction so that I can keep my own off-line records
As a purchaser, I can search for generic equivalents of name-brand items so I can save money
As a vendor, I can see monthly sales reports so I can see which products are selling best
42
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Where are the details?
(front)
Story 6: Catalog Demo As a prospective user, I can browse the catalog to see if it has the kinds of products I am interested in.
(back)
Story 1 Acceptance Criteria [ ] Use standard design layout [ ] Has full catalog actions except for adding to shopping cart or wishlist [ ] Item click leads to product detail page with same restrictions [ ] Show product review star ratings only, no comments [ ] Call to action: “Become a Member” links to registration page
Automated Tests
Speclet • formula • UI design • business rules
43
Backlog Hierarchy
Epic User Story Task Task Task Task
User Story Task Task Task Task
User Story Task Task Task Task
Product Backlog
Sprint Backlog
Business Goal
Planning Implementation
44
INVEST Criteria for User Stories
I Independent Can deliver value by itself
N Negotiable Details can be worked out by conversation
V Valuable The value to the user is clear
E Estimable Team understands it well enough to estimate
S Small Fits in one Sprint
T Testable We have clear test criteria
Bill Wake, 2003
45
User Story Tips
As a User…
As a <Scrum Role>
Who, How, What instead of Who, What, Why
Will it take more than 2-3 days?
Would a user really ask to do that?
? How can we know when it is done?
? How can we test it?
? How would we demo that at the sprint review?
> 1 And, Or, Plurals, Comma
> 1 Too many acceptance criteria (>12)
> 1 Too many tasks (>10)
INVEST
46
notes
47
Prioritizing
• Priorities help the Scrum Team decide
what to do next
• Priorities help with long term planning
• Prioritization can be done in many ways,
based on many criteria
48
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The Right Product
What you deliver is much more important than how much you deliver!
$ $ $ $ $ $ $
$
$
$
49
Managing Value
• Return on Investment
Benefits – Costs
Costs
Cost is easy with a fixed team size and
Sprint length
Benefit is not so easy to
determine Elements of Business Value • Increased sales • Accelerated sales • Decreased expenses • Customer satisfaction/retention • External compliance • Market differentiation
50
Prioritization - MoSCoW
o Business value
• Acquisition
• Activation
• Retention
• Referral Revenue
o New knowledge
o Risk/Complexity
o Desirability
51
Theme Screening
+ = better than 0 = same - = worse than
Themes
Bu
y a
Pro
du
ct
(Bas
elin
e)
Man
age
C
ata
log
Co
nte
nt
Fin
d
Pro
du
cts
Sup
po
rt
Sup
plie
rs
Co
mm
un
ity
Fun
ctio
ns
Sele
ctio
n C
rite
ria
Draws new customers 0 + + 0 -
Generates Q1 revenue 0 0 - - -
Attracts Investors 0 - 0 + -
Builds out platform 0 + - + 0
Net Score 0 1 -1 1 -3
Rank 3 1 4 2 5
Continue? Y Y N Y N
Source: Mountain Goat Software 52
notes
53
Estimating
• Agile estimation is done at both the high
level and the low level
• Estimates are used for planning and for
tracking progress
• Estimates are done quickly, by the
Development Team
• Estimates are not commitments
54
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Story Estimation Basics
Quick
Story 1: Home Page As a prospective user, I can view the home page so that I can decide if I want to try the service.
2 Story 17: Generics
As a purchaser, I can search for generic equivalents of name-brand items so I can save money
5
Quick
Relative
Guess
Done by Team
More than 2x effort required
55
Velocity
5
12
27
32
36 38
40 37 38
40
0
5
10
15
20
25
30
35
40
45
1 2 3 4 5 6 7 8 9 10
Sto
ry P
oin
ts C
om
ple
ted
Sprint
Team Velocity
How many story points can the Team complete in a Sprint?
Varies by circumstance, increases with
experience
Aggregates Team dynamics and organizational
factors
Is measured, not “managed” Velocity is sum of
estimates of stories completed
56
Using Agile Estimates
How much we have to
do
How much is
done
Forecast of scope to be completed
57
notes
58
Story Splitting
• Smaller stories are easier to work with and
enhance flow
• Smaller stories gives us more options to
reduce scope
59
Smaller is Better
20
5 3 5
Smaller Stories are easier to
work with
Increased Throughput
• helps flow
• quicker feedback
• unbundle priorities
Decreased Complexity
• easier to estimate
• fewer test cases
• easier to focus
• cleaner designs
60
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Vertical Slices
Presentation
Business Logic
Persistence
Domain
Data Store
Use
r St
ory
2
Use
r St
ory
1
Each story will should deliver
end-user value.
Sam
ple
Arc
hit
ect
ure
Sta
ck
61
Two Levels of Scope Control
Epic 1 Epic 2 Epic 3 Epic 4
In Scope for Release Out
62
Story Splitting Patterns
• Workflow Steps • Business Rule Variations • Major Effort • Simple/Complex • Variations in Data • Data Entry Methods • Defer Performance • Operations (CRUD) • Spikes
http://www.richardlawrence.info/2009/10/28/patterns-for-splitting-user-stories/
63
notes
64
Story Mapping
• Story Maps are a 2-Dimensional
representation of the Product Backlog
• Story Maps are an easy way to visualize
what is in and what is out of the next
release
65
Story Map
Epic
I can browse by
type
I can search by product
name
I can add to my cart
I can check out
I can browse by
sku
I can remove
from cart
I can browse by
price
I can see total with shipping
I can save for later
I can search by company
I can search by barcode
I can buy things
Browse Search Cart Transact History
I can move items to wish list
I can print an old receipt
I can get month’s
total
I can browse by popularity
Theme
Must
Should
Could
Pri
ori
ty
I can print the receipt
66
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notes
67
Product Backlog Management
• A well-managed Product Backlog keeps the
Development Team running smoothly
• A 1-sprint look-ahead on stories will help
the flow
• The Team needs details Just In Time
• Defining Ready and Done will dramatically
reduce time waste
68
Backlog Grooming
Product Owner spends 30% of their time working on the Product Backlog
• Identify new stories
• Splitting epics and stories
• Updating Release Plan with current velocity data
• Adjusting priorities
• Preparing next stories
• Designing user experience
69
Story Time
Development Team spends 5-10% of Sprint with the Product Owner preparing for the next Sprint
• Reviewing candidate stories
• Getting details and acceptance criteria
• Some technical design
• Looking at new stories
• Considering new ideas
Often a regular meeting 1 hour/week
or 2-3 hours mid-sprint
70
Definition of Ready
Negotiate with your Team - What they need for each story - When they need it
Sample Right size Screen sketches Acceptance criteria Dependent stories? Speclets
71
Definition of Done
• When estimating size, consider all the work needed to complete the story
• The Definition of Done may evolve over time
Sample
Can also have one
for sprints and
releases
Unit tested to 90% coverage Code reviewed Acceptance tests pass UI Tested User Help updated Deployment scripts updated
72
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Sprint Flow
Sprint N Sprint N+1
Candidate Stories for N+1 (1.5 x velocity)
Definition of Ready
Screen Designs for N+1 (LoFi)
Continuous Product Backlog Grooming
Story Time Sprint Planning
Definition of Done
73
notes
74
Just-in-Time Elaboration
• Story elaboration is done just in time to
reduce wasted time defining details that
may never get used
• Details are provided to the Development
Team as conversations, acceptance criteria
and speclets
• Details may also lead to story splits
75
Elaborating Stories
As a user, I can get a receipt for a past transaction so that I don’t have to keep a paper copy
• How far in the past can data be retrieved?
• How can the transaction be identified?
• Can the receipt be printed?
• Can the receipt be emailed?
• The receipt will be itemized with a total, date
and purchases contact information
• Can the user re-order the same items easily
while looking at the receipt on-line?
76
Details as Acceptance Criteria
(front) As a user, I can get a receipt for a past transaction so that I don’t have to keep a paper copy
(back) Data are available for 3 years User can search by date User can search by order number User can search by item name etc…
77
Details as Smaller Stories
As a user, I can get a receipt for a past transaction so that I don’t have to keep a paper copy
As a user, I can print a past receipt to file for my tax records
As a user, I can have a past receipt e-mailed to me so that I can forward it to my accountant
78
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Acceptance Criteria
As a purchaser, I can print a receipt for a past transaction so that I don’t have to keep a paper copy
Given
• that a purchaser has one or more transactions
• And she is viewing her payment history
When
• She clicks on the line item for one transaction
Then
• A purchase detail page will be shown
• Using the format sketched in attachment A.
• With a “Print Receipt” button that presents a printable
receipt in a pop-up window
• Having a “Print” button that invokes the browser print
function
This is called “Gherkin” Format, a newly popular normal form
79
Speclets
personalize
show local time
show state of sales tax
80
notes
81
Release Management
• There are two basic product release
strategies based on time and scope
• Risk is reduced by including slack in the
plan
• Release tracking and forecasting are based
on real data about actual product
completed
82
Release Plan
s1
s2
s3
…
sN
Product Backlog
Release as often as possible
Newsworthy Release Event
Tim
e
Release Backlog
Must
Should
Could
Won’t in this
Release
Sprints
Release Plan 1. How long will it
take or 2. how many can we
do by a given date?
Release Forecast:
1. How Long? Number of Sprints = Total Backlog/Average Velocity 2. How Much? Percent of Backlog = Total Backlog/(Average Velocity * Number of Sprints)
Include extra Sprints to handle the unexpected
83
Feature-Based Release Strategy
Release Backlog
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Release 1: Conventional health care products
Release 2: Alternative health care products
Release 3: health care services
When will it be done?
84
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Time- Based Release Strategies
Release Backlog
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Q1 Release
Q2 Release
Q3 Release
How much will we complete?
85
The Importance of Slack
6 1 2 8 6
From Slack – Tom DeMarco
• 30 – 40 % of schedule overrun comes from emerging requirements
• Change needs room
• Pressure does not speed up work
• People are not Plug & Play
• Cannot plan for the unexpected
• Leave room for new ideas
1 8
7 3
4 5 2
6 1 2 8 6 1
8 7 3
4 5 2 9
86
Visibility
The more we know, the better we can
adapt And the better we can manage risk
Report what we know, not what we hope
87
Release Planning Meeting
Align Vision
Identify User Roles
Identify features/Epics
Brainstorm User Stories
List Priority Criteria
Prioritize Stories
Estimate Stories
Check Priorities
Forecast Team Velocity
Forecast Release 1-2 days
88
notes
89
Working with the Development Team
• The Dev Team may propose stories for the
Product Backlog
• Teams take time to mature
• The Dev Team is self-organizing
• Awareness of effective motivators can help
build a high performance team
90
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Team Priorities
Performance Boost Refactor the transaction engine to handle 10,000 per second
Stories may come from the Team
Technical Debt can slow down development
91
Establishing Goals
• Product Vision • Why are we doing this?
• Release Goals • Quality, function, process, performance • Make them SMART
• Sprint Goals • Overall goal is much more than just
completing the tasks
92
Tuckman's Team Development Model
Storming
Forming
Norming
Performing
• Teams go through four stages
• Teams can regress when membership changes
Time
Effe
ctiv
en
ess
Applies to the Development Team and the whole Scrum Team
93
• Financial rewards often give poor results • Intrinsic vs. extrinsic motivation • People are motivated by
• autonomy • mastery • purpose
See Dan Pink, TED.com and Drive
Motivation
94
notes
95
Working with the ScrumMaster
• The ScrumMaster is your partner in
achieving a smooth flow and continuous
improvement
• The ScrumMaster is a productivity
multiplier for the Team
96
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Value of the ScrumMaster
Manage impediments Facilitate meetings Mediate disputes Teach Scrum Manage the process Assist the Product Owner
Observe and coach the Team Protect Team from distractions Communicate with stakeholders Keep track of time Encourage excellence Help with organizational change
ScrumMaster 7 Team Members Productivity
97
notes
98
Working with Stakeholders
• Customers are not your only Stakeholders
• You can’t please everyone all the time
99
Agile Team
Product Ecosystem
Desired Features
Product Owner
Development Team
Product
ScrumMaster
Execs
Identification Prioritization Elaboration Innovation
Sprint Review Validation Delivery
Consultation Strategy Refinement
Customers
Marketing Ops
100
Who are your Stakeholders?
• Customers • Other end-users • Management • Upper Marketing • Sales • Operations and Support • Who Else?
101
Balancing Priorities
• Stakeholder Preferences • Internal and external • Politics: is each one represented?
• Strategic Alignment • Some stories map directly to corporate goals
• Driving Profit • Value Exchange Model
• How do you trade money for value? • Ex. transactional, licensed
• Profit Engine • How do you enable people to buy more? • Ex. freemium, standards, value-add services
From Luke Hohmann, Enthiosys
102
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notes
103
Scrum Meetings
• Scrum organizes work into 1-4 week time
boxes called Sprints
• Each Sprint has 4 primary meetings
• The bulk of the time is spent creating value
in the form of a product
104
Sprint Time Box
S1
1-4 weeks
Steady cadence, fixed length
Focus No one can change the Sprint plan except the Scrum Team to add or
remove a PBI
S2 S3 S4
Abnormal Termination If the Sprint Goal cannot
be reached for unexpected reasons, stop and plan a new
Sprint
105
Sprint Planning Meeting
Product Backlog
Sprint Backlog
Pri
ori
ty
Goal 1: What?
• Which PBIs can we commit to? • What is our Sprint Goal? Ex. Build the shopping cart
Goal 2: How?
• What tasks can we identify for each item? • How long do we think each will take?
Attended by • Product Owner, Development Team, ScrumMaster • Other interested stakeholders
Time-box is 4 hours for a 2
week Sprint
Item
106
Daily Scrum
15 Min
The Three Questions What did you do yesterday? What do you plan to do today? Is anything blocking you?
107
Task Board
Sprint Burndown
Daily Progress and Planning
Item
108
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Sprint Review
• Purpose • Demonstrate the completed stories
• Get feedback from the Stakeholders
• Attendees • Product Owner, Development Team, ScrumMaster
• Any other stakeholders
• Last day of Sprint • ~2 hours for a 2 week sprint
Preparation • Who will show what? • Deploy to a preview server • Any documentation needed? • Update and show release burnup chart • What is the Team status?
2 Hours
Show actual running
code!
109
Sprint Retrospective
• Team meets privately
• Goal is process improvement
• Format
• Gather Data
Reflect on what worked well, what didn’t
• Generate Insights
Discuss results and new ideas
• Decide Action Items
Consider adopting new practices
Stop doing things that are not working
1.5 Hours
Start Stop Continue
Keep it interesting • Appreciations • Food • Variety
110
notes
111
Budget and Finance
• Budgeting relies on Release Planning
• Velocity is the primary unknown in budget
requests
• Some organizations are moving to more
Agile budgeting models
112
Quicker Return on Investment
113
Estimating Release Cost
s1
s2
s3
…
sN
Release Backlog
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
sM-1
sM
Ex. Sprint cost is cost of people on the team for 2
weeks
“Must Have”
Stories
“Could Have”
Stories
“Should Have”
Stories
Planned scope = 300 sp
Forecast velocity = 30 sp
Planned Sprints = 10
Sprint cost = $100,000
Release Cost = $1,000,000
114
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Cone of Uncertainty
Agile release forecast improves with each Sprint based
on actual data as the Team matures.
Esti
mate
Vari
ab
ilit
y
115
Initial budget request is based on cost estimate for 2 Releases
Product becomes self-funding in
Release 3
Incremental Funding
Denne, Mark; Cleland-Huang, Jane (2003). Software by Numbers: Low-Risk, High-Return Development.
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Annual budgeting, like Waterfall development, is at odds with innovation, adaptability and responsive investment. • Success is defined by keeping to the budget at any cost • Sales targets trump customer sat • Internal competition with other products • Risk aversion • Ask for more than you need and always spend it all • Product maintenance cost is someone else’s problem
http://www.bbrt.org/
• Common Cause
• Transparency
• Self-managed Teams
• Ambitious Goals
• Reward financial performance
• Continuous Planning
• Just in time resourcing
• Manage by feedback
Beyond Budgeting
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Defer commitment until the last responsible moment • Take steps to increase knowledge and stop early
if assumptions are proven false • Invest incrementally as assumptions are
confirmed • Reallocate capital based on new knowledge
Reduce budget cycle 12 mo – 6 mo – 3 mo –
1 month
Rudd, The Business Case for Agility
Real Options
118
notes
119
Product Discovery
• Agile Teams may build product faster than
traditional methods can discover user
needs
• There are few more Agile methods for
finding customer needs
120
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Innovation Games
Product Box
Speed Boat
Me and My Shadow
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Customer Development
See also: Lean Startup discussions
• Parallels product development • Find out who your customers are • What kind of market are you in? • What is the Minimum Marketable Feature Set? • Phase product with company growth • Iterate to Learn
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Pragmatic Marketing
Tune into the Market. Gain practical techniques for learning about your market and competitors. Discover tools and techniques that allow you to identify the entire market, listen to it and become its messenger.
- http://www.pragmaticmarketing.com
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Lean UX
User Research
Design Studio
Story Maps
124
notes
125
Scaling Scrum Up and Out
• Scrum can scale to many Teams
• Distributed Scrum is constrained by the
laws of physics but there are patterns that
can help
126
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Multi-Team Product • Team is the scaling unit
• Divide work across multiple small teams
• by feature
• by component
• Organize with Chief Product Owner Team and Scrum of Scrums
SoS
tactical
Team 1 Team 2 Team 3 Team 4
CPO strategic
Scaling Scrum Up
127
• How well does it work? Scrum is the best way to manage distributed Teams. Distributed Teams are not the best way to do Scrum.
• But distributed teams are a common reality so
• Prefer whole teams at each location
• Start project co-located
• Have ambassadors who travel
• Have buddies across locations
• Expect more documentation
• Don’t let anyone go dark
• Use video, IM, artifact sharing tools
Distributing Scrum Out
128
notes
129
• Agile and Scrum concepts can be applied
at the product portfolio level
Portfolio Management
130
Teams Increase Value/Time
131
Meta Scrum
Product 1 Product 2 Product 3 Product 4
• Manage allocation of investment in products
• Product Owner is Upper Management
• Members are project Product Owners
• Backlog is Product releases
• Priorities can change
• Teams can be re-allocated to different products
Meta-Scrum
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Balance investment in Project Types • Support the org • Grow the business • Create new opportunities
Stop Starting Start Finishing
Rank products/projects by value
Don’t throw good money after bad
Reduce the budget cycle for greater agility
Rothman, Manage Your Project Portfolio: Increase Your
Capacity and Finish More Projects
Portfolio Management Tips
133
notes
134
Other Prioritization Tools
• Relative Weighting can be applied to
Stories
• Financial Projection can be applied to
Releases and Features
• Innovation Games can quickly get input
from your customers
135
Prioritization Factors
Factors to consider • Value
• How much revenue will it generate? • How much present cost will it save?
• Cost • The estimation process gives us a figure • May change with time of delivery
• New knowledge • About the project (means) • About the product (ends)
• Risk • In schedule, cost, functionality • Business or technical
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Relative Weighting
Relative Weighting applies at the story/feature level
- Choose a manageable set of features
- Assemble a set of Subject Matter Experts
- For each feature, query the SMEs to give a 1-9 weight to
• How much benefit is there if this is implemented
• How much penalty is there if this is not implemented
- Create the summary chart and add estimates of cost to get the value to cost ratios as a priority indicator
137
Relative Weighting Calculation
• Benefit and penalty may be weighted differently
• Add benefit and penalty to get total value
• Priority = Value % / Cost %
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Financial prioritization (Profit and Loss Statement)
• Look out N years (product lifetime)
• Estimate
• New revenue
• Incremental revenue
• Retained revenue
• Operational efficiencies
• Balance with development cost to get net cash flow
Financial Projection
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Approaches
• Net Present Value
• Internal Rate of Return
• Payback Period
Source: Agile Estimating and Planning, Mike Cohn
140
Innovation Games
Buy a Feature
Prune the Product Tree
20/20 Vision
141
Kano Analysis
Kano Analysis applies at the theme level - Group features into
- Threshold (must have) - Linear (the more, the better) - Exciters (drive people to buy)
- Get opinions from - Experts - User Survey
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Kano Survey
• Small user sample is sufficient
• Ask both functional
• What if this feature is included?
• … and dysfunctional questions
• What if this feature is missing?
• Categorize and aggregate results
• In your product include
• All threshold features
• Some linear features
• A few exciters
Agile Estimating and Planning – Mike Cohn
143
notes
144
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Focus and Flow
• Scrum works best when the Team
achieves a smooth flow of work
• Scrum dynamics are based on the
mathematics of queuing theory that we
use to manage the Internet
• Continuous improvement is an
underlying goal of Scrum
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Push systems overwhelm capacity, creating turbulence, rework, waste and delay
Pull systems have a steady flow that provides predictability
Push
♫
Pull Systems
146
Small Batches
Small batches move through
a system quicker
Single-piece-flow reduces the wait time
and moves risk to the
margin
Minimize work in progress
Item
147
notes
148
Close
• Parking Lot
• More information for Product Owners
• Wrapping up
149
Learn More
• Forums • http://groups.google.com/group/scrumalliance
• http://groups.yahoo.com/group/scrumdevelopment/
• Certified Scrum Product Owners’ group on LinkedIn
• Self-study
• Local Scrum Groups
• Scrum Gatherings
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Certification
Class Evaluation
Class Picture
151
Instructor
Roger Brown
• Agile Coach
• Scrum Alliance
Email: [email protected]
Twitter: rwbrown
Blog: www.agileCoachJournal.com
LinkedIn: http://www.linkedin.com/in/rogerwbrown
V2.2 152
All slides 2014 Roger. W. Brown
Certified Scrum Product Owner
Instructor – Roger Brown CST, CSC
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