how to own a really big complex product v3
TRANSCRIPT
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How to Own a Really Big Complex ProductPresented by: Mike Cottmeyer
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Mike CottmeyerEnterprise Agile Coach
leadingagile.comfacebook.com/leadingagiletwitter.com/mcottmeyerlinkedin.com/in/cottmeyer
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Agenda
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Agenda
• Product Owner Basics
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Agenda
• Product Owner Basics• Complex Products in Large Enterprises
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Agenda
• Product Owner Basics• Complex Products in Large Enterprises• Exploring Product Ownership
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Agenda
• Product Owner Basics• Complex Products in Large Enterprises• Exploring Product Ownership• Managing the Enterprise Backlog
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The Product Owner in Scrum
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Team
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Developers
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DevelopersTesters
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Developers
Analyst
Testers
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Developers
PMAnalyst
Testers
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Developers
CSMAnalyst
Testers
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Product Owner
CSMAnalyst
Testers
Developers
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The Product Owner in Scrum
• Creates the PPBL
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The Product Owner in Scrum
• Creates the PPBL• Prioritizes the PPBL
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The Product Owner in Scrum
• Creates the PPBL• Prioritizes the PPBL• Elaborates the
requirements
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The Product Owner in Scrum
• Creates the PPBL• Prioritizes the PPBL• Elaborates the
requirements• Communicate vision
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The Product Owner in Scrum
• Creates the PPBL• Prioritizes the PPBL• Elaborates the
requirements• Communicate vision• Represents the
customer
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The Product Owner in Scrum
• Creates the PPBL• Prioritizes the PPBL• Elaborates the
requirements• Communicate vision• Represents the
customer
• Participates in the Scrum meetings
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The Product Owner in Scrum
• Creates the PPBL• Prioritizes the PPBL• Elaborates the
requirements• Communicate vision• Represents the
customer
• Participates in the Scrum meetings
• Inspects the product
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The Product Owner in Scrum
• Creates the PPBL• Prioritizes the PPBL• Elaborates the
requirements• Communicate vision• Represents the
customer
• Participates in the Scrum meetings
• Inspects the product• Changes direction
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The Product Owner in Scrum
• Creates the PPBL• Prioritizes the PPBL• Elaborates the
requirements• Communicate vision• Represents the
customer
• Participates in the Scrum meetings
• Inspects the product• Changes direction• Communicates
progress
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The Product Owner in Scrum
• Creates the PPBL• Prioritizes the PPBL• Elaborates the
requirements• Communicate vision• Represents the
customer
• Participates in the Scrum meetings
• Inspects the product• Changes direction• Communicates
progress• Terminates the
sprint
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The Single Wringable Neck
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Product Owner is a BIG Job!
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Product Owner is a BIG Job!
• Product Manager… vision and direction
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Product Owner is a BIG Job!
• Product Manager… vision and direction• Project Manager… sequence and status
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Product Owner is a BIG Job!
• Product Manager… vision and direction• Project Manager… sequence and status• Business Analyst… elaborating requirements
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Product Owner is a BIG Job!
• Product Manager… vision and direction• Project Manager… sequence and status• Business Analyst… elaborating requirements• Quality Assurance… inspecting outcomes
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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
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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
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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
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Owning a Simple Product
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
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Owning a Complex Product
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Owning a Complex ProductPayments Services
Risk Services
Business Intelligence
Corporate Financials
Online Banking
X X X X
Phone Banking
X X X
Payment Processing
X X
Remittance Processing
X X
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Owning a Complex Product
Biller Transactions
Fin Inst. Transactions
Partner Communication
Credit Card Payments
ACH Payments
Payments
Fraud/Risk
Identity/ Enrollment
Risk
SAS
Bus Intel/ Reporting
Business Intelligence
SAP
Corporate Billing
Corporate Financials
Web
IVR
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Team 1
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Team 2Team 1
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Team 2Team 1 Team 3
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Team 2Team 1 Team 3
ProductA
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Team 2Team 1 Team 3
ProductB
ProductA
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Team 2Team 1 Team 3
ProductB
ProductA
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Biller Transactions
Fin Inst. Transactions
Partner Communication
Credit Card Payments
ACH Payments
Payments
Fraud/Risk
Identity/ Enrollment
Risk
SAS
Bus Intel/ Reporting
Business Intelligence
SAP
Corporate Billing
Corporate Financials
Web
IVR
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Biller Transactions
Fin Inst. Transactions
Partner Communication
Credit Card Payments
ACH Payments
Payments
Fraud/Risk
Identity/ Enrollment
Risk
SAS
Bus Intel/ Reporting
Business Intelligence
SAP
Corporate Billing
Corporate Financials
Web
IVR
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Biller Transactions
Fin Inst. Transactions
Partner Communication
Credit Card Payments
ACH Payments
Payments
Fraud/Risk
Identity/ Enrollment
Risk
SAS
Bus Intel/ Reporting
Business Intelligence
SAP
Corporate Billing
Corporate Financials
Web
IVR
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Biller Transactions
Fin Inst. Transactions
Partner Communication
Credit Card Payments
ACH Payments
Payments
Fraud/Risk
Identity/ Enrollment
Risk
SAS
Bus Intel/ Reporting
Business Intelligence
SAP
Corporate Billing
Corporate Financials
Web
IVR
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Biller Transactions
Fin Inst. Transactions
Partner Communication
Credit Card Payments
ACH Payments
Payments
Fraud/Risk
Identity/ Enrollment
Risk
SAS
Bus Intel/ Reporting
Business Intelligence
SAP
Corporate Billing
Corporate Financials
Web
IVR
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Biller Transactions
Fin Inst. Transactions
Partner Communication
Credit Card Payments
ACH Payments
Payments
Fraud/Risk
Identity/ Enrollment
Risk
SAS
Bus Intel/ Reporting
Business Intelligence
SAP
Corporate Billing
Corporate Financials
Web
IVR
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Managing the Enterprise Backlog
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Epic
Epic
Epic
Epic
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Feature
Feature
Feature
Feature
Feature
Feature
Epic
Epic
Epic
Epic
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Feature
Feature
Feature
Feature
Feature
Feature
Epic
Epic
Epic
Epic
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Team 1
Team 2
User Story
User Story
User Story
Team 3
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The performance of one team can starve Value Creation
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Feature 1 Feature 1 Feature 1
Team 1 Team 2 Team 3
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
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Feature 1 Feature 1 Feature 1
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 2
Feature 2
Feature 2
Feature 2
Feature 2
Feature 2
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Feature 1 Feature 1 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 2Feature 2
Feature 2Feature 2
Feature 2
Feature 2 Feature 2Feature 2
Team 1 Team 2 Team 3
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Feature 1 Feature 1 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 2Feature 2
Feature 2Feature 2
Feature 2
Feature 2 Feature 2Feature 2
Feature 3
Feature 3
Feature 3
Feature 3
Team 1 Team 2 Team 3
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Feature 1
Feature 1
Feature 1
Feature 2
Feature 2
Feature 2
Feature 3
Feature 3
Feature 3
3 months
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Feature 1
Feature 1
Feature 1
Feature 2
Feature 2
Feature 2
Feature 3
Feature 3
Feature 3
6 months
3 months
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Feature 1
Feature 1
Feature 1
9 months
Feature 2
Feature 2
Feature 2
Feature 3
Feature 3
Feature 3
6 months
3 months
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Feature 1
Feature 2
Feature 3
Feature 1
Feature 2
Feature 3
Feature 1
Feature 2
Feature 3
7 months
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Feature 1
Feature 2
Feature 3
Feature 1
Feature 2
Feature 3
Feature 1
Feature 2
Feature 3
8 months
7 months
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Feature 1
Feature 2
Feature 3
Feature 1
Feature 2
Feature 3
Feature 1
Feature 2
Feature 3
10 months
7 months
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Feature 1
Feature 2
Feature 3
9 months
Feature 1
Feature 2
Feature 3
Feature 1
Feature 2
Feature 3
10 months
7 months
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Feature 1
Feature 2
Feature 3
13 months
Feature 1
Feature 2
Feature 3
Feature 1
Feature 2
Feature 3
10 months
7 months
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Feature 1
Feature 2
Feature 3
13 months
Feature 1
Feature 2
Feature 3
Feature 1
Feature 2
Feature 3
10 months
7 months
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Feature 1 Feature 1 Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Team 1 Team 2 Team 3
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Feature 1 Feature 1 Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Team 1 Team 2 Team 3
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Feature 1 Feature 1 Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Feature 1
Team 1 Team 2 Team 3
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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 2Feature 2
Feature 2
Team 1 Team 2 Team 3
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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 2Feature 2
Feature 2
Feature 3 Feature 3 Feature 3
Feature 3
Feature 3
Feature 3
Feature 3
Feature 3
Feature 3
Team 1 Team 2 Team 3
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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 2Feature 2
Feature 2
Feature 3 Feature 3 Feature 3
Feature 3
Feature 3
Feature 3
Feature 3
Feature 3
Feature 3
Team 1 Team 2 Team 3
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Manage the system, identify and elevate constraints
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Product Ownership in the Large
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…is a set of organizational capabilities
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…not a person!
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Team 2Team 1 Team 3
Context
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Team 2Team 1 Team 3
ContextCoordination
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Team 1
Team
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Team 2Team 1
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Team 2Team 1 Team 3
Across Teams
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Team 2Team 1 Team 3
Project A
Project
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Team 2Team 1 Team 3
Project B
Project A
Portfolio
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That get expressed differently depending on your level of scale
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Product Owner Capabilities
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Product Owner Capabilities
• Agile as Business Analysis
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Product Owner Capabilities
• Agile as Business Analysis• Agile as Engineering
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Product Owner Capabilities
• Agile as Business Analysis• Agile as Engineering• Agile as Leadership & Coordination
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Business Analysis CapabilitiesHelping organizations develop the capabilities to achieve Enterprise Agility
Understand Needs of the
Customer
Develop Product Strategy
Manage Product Portfolio
Achieve Customer Acceptance
Define Business Requirements
Product Strategy Solution Requirements Develop Product Launch Product
Operate and Support Product
Define Product Backlog
Establish Product Vision
Define Product Roadmap
Plan Launch
Engage Stakeholders
Planning
Coordinate Launch
Establish Development Environment
Manage Suppliers
Ensure Process Adherence
Identify and Remove
Impediments
Ensure Internal Communication
Maintain Work Environment
Develop Team
Support Operations
Provide Customer Support
Support Implementation Coordinate Work
Maintain Architecture
Understand Requirements
Maintain Product Quality
Design and Engineer Solution Deploy Product
Integration Testing
Learn from Outside Sources
Commit To Agility
Manage Risks Provide Job Training
Everyone
Environment
Perform Maintenance and Customizations
Product Development
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Engineering CapabilitiesHelping organizations develop the capabilities to achieve Enterprise Agility
Understand Needs of the
Customer
Develop Product Strategy
Manage Product Portfolio
Achieve Customer Acceptance
Define Business Requirements
Product Strategy Solution Requirements Develop Product Launch Product
Operate and Support Product
Define Product Backlog
Establish Product Vision
Define Product Roadmap
Plan Launch
Engage Stakeholders
Planning
Coordinate Launch
Establish Development Environment
Manage Suppliers
Ensure Process Adherence
Identify and Remove
Impediments
Ensure Internal Communication
Maintain Work Environment
Develop Team
Support Operations
Provide Customer Support
Support Implementation Coordinate Work
Maintain Architecture
Understand Requirements
Maintain Product Quality
Design and Engineer Solution Deploy Product
Integration Testing
Learn from Outside Sources
Commit To Agility
Manage Risks Provide Job Training
Everyone
Environment
Perform Maintenance and Customizations
Product Development
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Leadership & Coordination CapabilitiesHelping organizations develop the capabilities to achieve Enterprise Agility
Understand Needs of the
Customer
Develop Product Strategy
Manage Product Portfolio
Achieve Customer Acceptance
Define Business Requirements
Product Strategy Solution Requirements Develop Product Launch Product
Operate and Support Product
Define Product Backlog
Establish Product Vision
Define Product Roadmap
Plan Launch
Engage Stakeholders
Planning
Coordinate Launch
Establish Development Environment
Manage Suppliers
Ensure Process Adherence
Identify and Remove
Impediments
Ensure Internal Communication
Maintain Work Environment
Develop Team
Support Operations
Provide Customer Support
Support Implementation Coordinate Work
Maintain Architecture
Understand Requirements
Maintain Product Quality
Design and Engineer Solution Deploy Product
Integration Testing
Learn from Outside Sources
Commit To Agility
Manage Risks Provide Job Training
Everyone
Environment
Perform Maintenance and Customizations
Product Development
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Agile Expression of Product Ownership
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Team 1
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Team 2Team 1
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Team 3Team 2Team 1
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Scrum of Scrums
Team 2Team 1 Team 3
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Product Owner Team
Team 2Team 1 Team 3
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Product Owner Team withArchitects
Team 2Team 1 Team 3
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Integration Team
Team 2Team 1 Team 3
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Lean/Kanban Expression of Product Ownership
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Analysis Design Build Test Deploy
Analysis Design Build Test DeployAnalysis Design Build Test DeployAnalysis Design Build Test Deploy
Projects
ProductsProductsProducts
Sprint Sprint Sprint Sprint SprintSprint Sprint Sprint Sprint SprintSprint Sprint Sprint Sprint Sprint
TeamsTeamsTeams
Sprint Sprint Sprint Sprint SprintSprint Sprint Sprint Sprint SprintSprint Sprint Sprint Sprint Sprint
TeamsTeamsTeams
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Alignment and culture trump people, process, and tools
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Summary
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Summary
• Product Owners don’t scale
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Summary
• Product Owners don’t scale• Common strategies don’t work
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Summary
• Product Owners don’t scale• Common strategies don’t work• It takes more than one team to deliver value
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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
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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
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Mike CottmeyerEnterprise Agile Coach
leadingagile.comfacebook.com/leadingagiletwitter.com/mcottmeyerlinkedin.com/in/cottmeyer
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How to Own a Really Big Complex ProductPresented by: Mike Cottmeyer
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