product backlog management
DESCRIPTION
Product Backlog Management for Scrum and Agile ProjectsTRANSCRIPT
Agile Product Backlog Management
Silvana Wasitova, CSM, CSP, CSPO, PMP, ACP
Bucharest, November 2013
Why do these companies use Agile Methods?
About me
Waterfall
Agile
Scrum Framework
Scrum : Summary
Product Owner
Team
Scrum Master
Product Planning Sprint Planning Daily ScrumSprint ReviewRetrospective
Product BacklogSprint BacklogPotentialy
Shippable Product
Burn-down Chart
Roles(Who)
Practices(How)
Artifacts(What)
Cardinal Rule: Work on the highest priority item first
Product Owner
Define features of the product Decide on release date and content Responsible for product profitability / ROI Prioritize features according to market value Adjust features and priority every iteration,
as needed Accept or reject work results
6
Cost of Delay
Market
Opportunity
Demand
The Product The Backlog
Stakeholders
Users
Risk Management
Cost of Delay
http://www.flickr.com/photos/bmhkim/4192236972
Cost of Delay
http://www.webbizideas.com/tutorials/local-seo/content-ideas-answers.html
3.4 billion pageviews in 1 month
Rolland Garros
February
Yahoo-Eurosport: 2008 Event Schedule
January April May JuneMarch
Rugby 6 Nations Wimbledon
TDF
EuroParis-Dakar Tour de France
Moto GPGolf, Athletics, CyclingBasketball
BoxingHorse RacingHockey, etc
FOOT: Olympic Games qualifiers World Cup qualifiers
Apr 12, 202317 Year long project, 2-wk sprints
Managing the Product Backlog
Initial
R1
R2
R3
Ready
R3
S1
S2
S3
S4
R2
Refined
R1
R2
R3
End of S1
R3
S2
S3
S4
R2
Scope Management
Example - Release Plan – initial version
Apr 12, 2023
Sprint 1 Sprint 6Sprint 2 Sprint 5Sprint 4Sprint 3
Mega Menu
Top Nav
Bottom Nav
Left Nav
version
People Picker
VSTTop RightNav
Test Env’t
Left Nav
Global Nav(Toolbar)
Bottom Nav
Bread-crumbs
Authoring,ContentMgmt
Search
Portal Integration
Wizzard
CommsPanelPart 1
CommsPanelPart 3
CommsPanelPart 2
MAT
NewsRollup
Ongoing activities: update taxonomy
VST Feedback
MAT Feedback
Sprint 7
Prep forCutover
PlannedGo Live
ActualGo Live
Sprint 8
© Silvana Wasitova
Scrum vs. Waterfall: Time To Market
Develop & QASpec
Develop & QASpec
Scrum
Waterfall
12 weeks 3-6 wksy wks
9 weeks
3 months
6-10 months
CollaborativeResults-Oriented
3 MONTHS
x wks
Updates
Sequential Process-Oriented
6-10 MONTHS
Faster Time to Market Higher Quality Satisfied Customer
Budget & ROI
Delivering Business Value
23
Bu
sin
ess
Valu
e
Scrum
Timedeliver business value in ea iteration: Dev, QA, docs, integration test
Sprint 1
Sprint 2
Sprint 3
Sprint 4
Sprint 5
deliver business value all at once
Scope Definition Develop DeploySpecsQA
Regression
Waterfall
ROI
ROI
64% implemented features are rarely or never used
Ref: Jim Johnson, Chairman of Standish Group, quoted in 2006 in: http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOSSample: government and commercial organizations, no vendors, suppliers or consultants
Rarely19%
Never45%
Always7%
Often13%
Sometimes16%
http://webwhiteboard.com
Release Planning
26
• Projects may have multiple Releases (optional)• Each release likely has multiple Sprints• Stories are started and completed in one Sprint• Stories are executed based on value and priority
User Story Map
Required
Important
Optional
Essential
“Backbone and skeleton”Identify the “Minimal viable product”
• Specifications will never be fully understoodZiv’s Law:
• The user will never be sure of what they want until they see the system in production (if then)
Humphrey’s Law:
• An interactive system can never be fully specified, nor can it ever be fully tested
Wegner’s Lemma:
• Software evolves more rapidly as it approaches chaotic regions (without spilling into chaos)
Langdon’s Lemma:
Agile deals with 28
http://www.flickr.com/photos/janex/38847936
Agile Philosophy
Adapt to changing requirements throughout dev. cycle Stress collaboration between developers and
customers Early product delivery Strip-off non-essential activities & artifacts Transparency: daily standup Regular reviews with Client/Product Owner Continuous improvement via Retrospectives
2012 survey, 4000+ respondents
Top Three Reasons
Accelerate time to market
Manage changing priorities
Better align IT & business objectives
2012 survey, 4000+ respondents
Silvana Wasitova, PMP, ACP, CSM, CSP, CSPO
[email protected]+41 79 558 05 09
slideshare.com/wasitova
References http://scrum.jeffsutherland.com http://scrum.jeffsutherland.com/2013/10/what-heck-is-business-value-anyway
s.html http://www.scrumalliance.org/ http://www.mountaingoatsoftware.com
http://www.agilealliance.org
Speed of Change: http://blog.jackvinson.com/archives/2010/12/31/resilience_-_managing_at_the_speed_of_change.html
Scrum Origins Jeff Sutherland
• Initial scrums at Easel Corp in 1993
• IDX and 500+ people doing Scrum
Ken Schwaber• Co-presented Scrum at OOPSLA 96
with Sutherland
• Author of three books on Scrum
Mike Beedle• Scrum patterns in PLOPD4
Ken Schwaber and Mike Cohn• Co-founded Scrum Alliance in 2002,
initially within the Agile Alliance
36
Agile & PMBOK
Agile processes reflect PMBOK process groups: Initiating, Plan, Execute, Monitor/Control, Close
In each iteration:
• Plan, Execute, Monitor, Control
• Scope, time, cost and quality management
Reading List• Agile Project Management with Scrum by Ken Schwaber
• Agile Estimating and Planning by Mike Cohn
• Agile Retrospectives by Esther Derby and Diana Larsen
• Agile Software Development with Scrum by Ken Schwaber and Mike Beedle
• Scrum and The Enterprise by Ken Schwaber
• Agile and Iterative Development: A Manager’s Guide by Craig Larman
• User Stories Applied for Agile Software Development by Mike Cohn
Sites:
• ScrumAlliance.org
• JeffSutherland.com