agile is killing me! product camp austin 2010
Post on 13-Sep-2014
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Agile is killing me! - Managing your time when development goes AgileWhen software engineering transforms to an Agile methodology, big changes are in store for Product Managers. The planning process becomes a regular occurrence instead of a once-a-year event. The requirements process morphs from lots of documentation up front to continuous conversations and progressive elaboration. All of these changes can wreak havoc on a Product Manager's schedule and can blur the lines of responsibility beyond recognition. The workload can increase more than 60%, especially if you have both Product Manager and Product Owner responsibilities.In this session we will share successful techniques to adapt to Agile including: dealing with role conflict, adapting to global engineering teams, and organizational models. This will be presented in a Town Hall format, where the audience will also be invited to offer their best practices for each of the challenges discussed.Paul Brownell leads the Software Process practice for Growth Acceleration Partners, a management consulting and outsourcing firm headquartered in Austin. Paul is an experienced software executive and practitioner of Agile methods since 2001. As Product Line Director at BMC Software, Paul successfully led SCRUM teams distributed across India, Israel, and the United States.TRANSCRIPT
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3© 2010 Paul Brownell [email protected]
Paul Brownell
• Software Process Practice Leader• 15 years as a software executive• Agile practitioner since 2001• Specialist in Scrum and Outsourcing• Led SCRUM teams distributed across India,
Israel, China, and the US
4© 2010 Paul Brownell [email protected]
Objective – Share Techniques
• Dealing with role conflict• Adapting to global teams• Leverage organization models• Avoid common pitfalls
5© 2010 Paul Brownell [email protected]
ComprehensiveDocumentation
Processes and Tools
Contract Negotiation
Following a Plan
Agile Fundamentals
over
over
over
overCustomerCollaboration
Individualsand
Interaction
Respondingto Change
Working Software
7© 2010 Paul Brownell [email protected]
Scrum Roles
Product Owner• Develops backlog• Determines priorities• Serves as proxy for the user/customer• Identifies business value• Relates work units to business objectives• Defines acceptance criteria• Interacts daily with teams
Scrum Master• Facilitates development process• Coordinates with other teams• Provides status information• Removes blocks and protects from
interruption• Ensures implementation of lessons
learned
Team• Designs software• Codes Software• Tests software• Documents software
8© 2010 Paul Brownell [email protected]
Product Manager Role
Product Owner• Develops backlog• Determines priorities• Serves as proxy for the user/customer• Identifies business value• Relates work units to business objectives• Defines acceptance criteria• Interacts daily with teams
Product Manager• Develops strategy• Analyzes markets• Manages portfolio• Sets pricing• Builds business partnerships• Promotes product• Supports sales• Interacts with customers
9© 2010 Paul Brownell [email protected]
Role Conflict
Product Owner• Develops backlog• Determines priorities• Serves as proxy for the user/customer• Identifies business value• Relates work units to business objectives• Defines acceptance criteria• Interacts daily with teams
Product Manager• Develops strategy• Analyzes markets• Manages portfolio• Sets pricing• Builds business partnerships• Promotes product• Supports sales• Interacts with customers
customers team
10© 2010 Paul Brownell [email protected]
Role ConflictTechniques
• Identify a Proxy: Business Analyst, Architect, Lead Developer or Lead QA• Involve customers/clients to provide direct
feedback and input• Provide windows of scheduled availability•Make time for: Release Planning, Sprint
Planning, Demos
© 2010 Paul Brownell [email protected]
11
Adapting to Distributed Teams
• Minimal face-to-face time• Different time zones• Language and culture
barriers• Hard to ‘sketch on a
napkin’• Discussions by email
12© 2010 Paul Brownell [email protected]
Adapting to Distributed TeamsTechniques
• Identify a Proxy in the same time zone• Provide windows of scheduled availability in
the same time zone•Make time for: Release Planning, Sprint
Planning, Demos and daily standups
© 2010 Paul Brownell [email protected]
13
Organization Structures – Combined Role
• Advantages– Clear connection to
customer– Clear understanding of
release status and content
• Keys to success– Good proxies– Careful time management
customer team customer
Product Manager/Owner 1
Product Manager/Owner 2
Product A-F Product G-L
Product Line Owner
© 2010 Paul Brownell [email protected]
14
team
Organization Structures – Split Role (Large Company, Many Products)
• Advantages– Clear functional focus– Match skills to function– PO can co-locate
• Keys to success– PM & PO tightly
connected
customer
Product Manager
Products A-F Products A-F
Products G-LProducts G-L
Product Owner
Product Line Owner
© 2010 Paul Brownell [email protected]
15
team team
Organization Structures – Split Role (Small Company, Many Products)
• Advantages– Clear functional focus– Match skills to function– PO can co-locate
• Keys to success– PM & PO tightly connected– Careful PM time
management
customer
Product Owner 1
Products A-F Products G-L
Product Owner 2
Product Manager
© 2010 Paul Brownell [email protected]
16
Planning Continuously
• Regular re-examination of priorities• Smaller granularity deliverables• Forest is built one tree at a time• More meetings
17© 2010 Paul Brownell [email protected]
Planning ContinuouslyTechniques
• Just-in-time deliverables• Teamwork• Use tools to stay organized: Rally,
VersionOne, JIRA + GreenHopper •Watch out for:– Getting stuck in the building– Thrashing priorities– Overcomplicating the requirements
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