scaling product ownership product camp atlanta 2011
DESCRIPTION
A True Story on Scaling Product Ownership at Product Winner of BEST SESSION at Product Camp 2011TRANSCRIPT
Scaling Product Ownership A Story
Peter Saddington, CSM CSP Enterprise Agile Coach, Thinqube, Inc.
Agilescout.com @agilescout
Thinqube Network, Inc. 1
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
[email protected] 404.669.6662 www.agilescout.com www.scrumpocketguide.com www.twiUer.com/agilescout 2
• 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
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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
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Many Roles of the Product Owner
• Tells the team what they need to build
• Creates the prioriMzed product backlog (PBI)
• Represents the customer • Requirements ElaboraMon • Communicates vision • ParMcipates in scrum meeMngs • Inspects the product at end • Course corrects or change direcMon • Communicate progress
– PRODUCT MANAGER – PRODUCT MANAGER – CLIENT REPRESENTATIVE – BUSINESS ANALYST – PRODUCT MANAGER – TEAM MEMBER – QUALITY ASSURANCE – MANAGEMENT – PROJECT MANAGER
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Typical Product Ownership
Delivery Team
PRODUCT OWNER CSM / Project Manager Developers Analysts QA UI/UX Delivery Personnel
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A Simple Product
Product Owner
Single Application
Team 1
Single Team
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Scaling Product Ownership Check List
1. Vision – Understand what the purpose is
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Process FAIL or WIN?
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1. ASK
2. REWARD
3. PENALIZE
4. BUILD
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“If you could have one thing…”
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Scaling Product Ownership Check List
1. Vision – Understand what the purpose is 2. Business Goals – Understand the “Mission
CriMcal” prioriMes
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[BEFORE] #FUN! – Complex Product
1B
Lt. Col. #1
Data
1C
Prog. Man.
Change Control
1A
Maj. #1
Portal
MULTIPLE APPLICATIONS
Team 1 ABCD
Single Team
1D
Lt. Col. #2
Architecture
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[BEFORE] Trial and Error Managing the Enterprise Backlog
Team 1A Team 1C Team 1B
3 4
2
DEPENDENCIES / CONSTRAINTS - Blocking progress
Team 1D
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FULL UTILIZATION
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[BEFORE] Team Workload Across Teams
Team 1A Team 1C Team 1B
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
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Team 1D
[BEFORE] Team Workload – Adding Work
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 2
Feature 1
Feature 2
Feature 1
Feature 1
Feature 1
Feature 1
Feature 2
Feature 2
Team 1A Team 1C Team 1B
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Team 1D
[BEFORE] Team Workload -‐ Gaps
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 2
Feature 1
Feature 2
Feature 1
Feature 1
Feature 1
Feature 1
Feature 2
Feature 2
Feature 2
Feature 2
Feature 2
Feature 2
Feature 2
Team 1A Team 1C Team 1B
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Team 1D
[BEFORE] Team Workload – Full Capacity
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 2
Feature 1
Feature 2
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
Team 1A Team 1C Team 1B
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[BEFORE] Team Workload EsMmate
Feature 1
Feature 1
Feature 2
Feature 2
Feature 2
Feature 3
Feature 3
Feature 3
Feature 1
3 Months
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[BEFORE] Team Workload EsMmate
Feature 1
Feature 1
Feature 2
Feature 2
Feature 2
Feature 3
Feature 3
Feature 3
Feature 1
6 Months
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[BEFORE] Team Workload EsMmate
Feature 1
Feature 1
Feature 2
Feature 2
Feature 2
Feature 3
Feature 3
Feature 3
Feature 1
9 Months
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SIMPLE!
9 Months Dude! Easy-‐cakes!
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Team Workload Reality
Feature 2
Feature 3
Feature 1
Feature 2
Feature 3
Feature 2
Feature 1
Feature 3
Feature 1
7 Months
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Team Workload Reality
Feature 2
Feature 3
Feature 1
Feature 2
Feature 3
Feature 2
Feature 1
Feature 3
Feature 1
7 Months
10 Months
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Team Workload Reality
Feature 2
Feature 3
Feature 1
Feature 2
Feature 3
Feature 2
Feature 1
Feature 3
Feature 1
7 Months
10 Months
15 Months
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Process FAIL or WIN?
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[AFTER] MulMple Teams for SINGLE Product
2
Lt. Col. #1
Data
3
Prog. Man.
Change Control
1
Maj. #1
Portal
Team 4
4
Lt. Col. #2
Architecture
Team 1 Team 3 Team 2 Thinqube Network, Inc. 35
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[AFTER] Team Workload Balanced Approach
Team 1 Team 3 Team 2
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
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[AFTER] Team Workload Balanced Approach
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Spread your features across teams
Team 1 Team 3 Team 2
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Team 4
[AFTER] Team Workload Balanced Approach
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 2 Feature 2
Feature 2
Feature 2
Feature 2
After full completion of Feature 1, continue on to Feature 2!
Team 1 Team 3 Team 2
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Team 4
[AFTER] Team Workload Balanced Approach
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
Feature 3
Feature 3 Feature 3
Complete all features as a single aligned-team.
Team 1 Team 3 Team 2
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Team 4
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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!
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CoordinaMon of Effort “Product Management Alignment Team”
Team 1 Team 3 Team 2
Architects Integration
Others…
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Team 4
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Weekly Update – Team X -‐ Sprint Y
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.
Points CommiUed: XX Points Delivered: YY
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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.
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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
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!
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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
[email protected] 404.669.6662 www.agilescout.com www.scrumpocketguide.com www.twiUer.com/agilescout 50