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  

 me@peter.ps  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  

Thinqube  Network,  Inc.   3  

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  

Thinqube  Network,  Inc.   4  

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

Thinqube  Network,  Inc.   23  

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

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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

Thinqube  Network,  Inc.   42  

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.    

Thinqube  Network,  Inc.   47  

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!  

Thinqube  Network,  Inc.   49  

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  

 me@peter.ps  404.669.6662    www.agilescout.com  www.scrumpocketguide.com  www.twiUer.com/agilescout   50