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How does Scrum support the Enterprise
The role of the Product Owner as Voice of the Customer
Bob Heggie, PMP Blogging at: www.portfolioagility.com
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
Supporting the Product Owner
• The Scrum Team handles the Product
• Requirements come in (as User Stories)
• Product is created
• Team works on more requirements
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
Supporting the Product Owner
• What is the role of the Product Owner?
• Has contact with the Customer
• Collects and Prioritize Requirements
• Acts as agent of change
• “Voice of the Customer”
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
Supporting the Product Owner
• Who is the Customer?
• Clients of the Enterprise (outside customers)
• Your Boss (inside customer)
• Co-workers (inside customer)
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
Supporting the Product Owner
• The Product Owner’s Role as “Voice of the Customer”
• Deliver value to clients
• Deliver value to Boss
• Deliver value to Co-workers
• Value to each means something different.
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
What is Value?
• “Value can only be defined by the ultimate customer.” (Womack & Jones, 2003, pp 16)
• “As programs are to deliver more benefits ... we [management] must be attuned to changes in our organization’s strategic environment and in its goals and objectives.” (Levin, 2012, pp 1)
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
Supporting the Product Owner
• PM supports the PO in balancing competing objectives within the Enterprise
• Many competing objectives (ROI, Customer Satisfaction, P&L)
• Corporate vision and goals
• Corporate Culture
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
Supporting the Product Owner
• How does the PM help the Product Owner make the right choices?
• Limited framework for change
• Strong Enterprise PMO for strategic resource planning.
• Culture of cooperation and problem solving
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
Supporting the Product Owner
• Limited framework for change
• Change Control Committee (Product Owner meets with Stakeholders)
• Change Management Processes (Review and Document every change; sign-off)
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
Supporting the Product Owner
• Strong Enterprise PMO for strategic resource planning.
• If additional resources required are they available?
• If SMEs are required are they available?
• If not then when? and at what cost?
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
Supporting the Product Owner
• Culture of cooperation and problem solving
• Mentoring for Product Owners
• Tools to promote collaboration (BaseCamp)
• Promote action and ownership of issues
• Practice “Customer-Centric Project Management”
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
Customer-Centric Thinking
• “Customer-centric project management puts customer satisfaction at the heart of project management with the aim of ensuring all project customers believe the project team is delivering a quality service.” (Harrin and Peplow, 2012, pp 9)
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
“Voice of the Customer”
• “Customer-Centric Project Management”
• How do you get what you want?
• How do your customers get what they want?
• Communicate, collaborate, negotiate, you and your customer get what you want.
• Allow the customer to define value by using “Customer-Centric Project Management”
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
PMO Examples
• Have a Chief Product Owner who owns the Big Product (Pichler, 2010, Pichler Consulting)
• Responsible for overall vision
• Delegates sub-products to Product Owners in each Scrum Team
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
PMO Examples
(Pichler, 2010, Pichler Consulting [Online http://www.romanpichler.com/blog/roles/scaling-the-product-owner/ )
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
PMO Examples
• Scale up Agile using Scrum and Kanban (Cottmeyer, 2011, PMI Global Congress 2011--North America)
• Use a 2-Tier Kanban Model for requirements flow
• Lowest Tier uses Scrum Model since requirements and priorities well defined
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
PMO Examples
(Cottmeyer, 2011, PMI Global Congress 2011--North America, pp 7)
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
PMO Examples
(Cottmeyer, 2011, PMI Global Congress 2011--North America, pp 10)
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
PMO Examples Case Study
• Growing Software Company in CRM
• High uncertainty of requirements
• Shifting priorities
• Demanding Customers
• Quality Control challenges
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
PMO Examples Case Study
• PM created a enterprise level in-take strategy
• Change Control Board (CCB)
• Enterprise level resource plan
• Enterprise level communication plan
• Promoted “Customer-Centric Thinking”
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
PMO Examples Case Study
Enterprise Portfolio (Track Progress)Enterprise Portfolio (Track Progress)Project Team Estimate Actual* Due % Done
Login Project Team 1 15 days 15 days Sprint 2 100
Report Project Team 1 15 days 0 days Sprint 5 0
Project Y Team 1 5 days 0 days Sprint 6 0
Database Project Team 2 20 days 15 days Sprint 3 75
Project X Team 2 15 days 0 days Sprint 6 0
Product Owner 1 Product Owner 2
* For demonstration purposes assume we are in Sprint 3, each Sprint is 5 days and we have had no schedule exceptions.
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
PMO Examples Case StudyIT Roster (Resource Plan)IT Roster (Resource Plan)
Project Sprint 0 Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7
Login Project
Report Project
Project Y
Database Project
Project X
Login Project
Database Project
Report Project
Project X
Team 1 Team 2 SME © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
PMO Examples Case Study
• Change example: In Sprint 3 the SME is 1 week late with the Database Project.
• What is the downstream impact of this change?
• How do the Product Owners know what to tell customers?
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
PMO Examples Case Study
IT Roster (Revised Resource Plan)IT Roster (Revised Resource Plan)Project Sprint 0 Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7
Login Project
Report Project
Project Y
Database Project
Project X
Login Project
Database Project
Report Project
Project X
Team 1 Team 2 SME © Copyright 2013, Robert J Heggie, PMP, All rights reserved.
PMO Examples Case Study
Enterprise Portfolio (Revised)Enterprise Portfolio (Revised)Project Team Estimate Actual* Due % Done
Login Project Team 1 15 days 15 days Sprint 2 100
Report Project Team 1 15 days 0 days Sprint 6 0
Project Y Team 1 5 days 0 days Sprint 6 0
Database Project Team 2 25 days 15 days Sprint 4 60
Project X Team 2 15 days 0 days Sprint 7 0
Product Owner 1 Product Owner 2
* For demonstration purposes assume we are in Sprint 3, each Sprint is 5 days and we have had no schedule exceptions.
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.
References
• Womack, J. P. & Jones, D. T., (2003), Lean Thinking, Banish Waste and Create Wealth in your Corporation, New York: Free Press
• Harrin, Elizabeth and Peplow, Phil (2012), Customer-Centric Project Management, Gower, UK
• Pichler, R (2010), ‘The Product Owner Role: Product Owner on One Page’, Pichler Consulting, [Online] Available from http://www.romanpichler.com/blog/roles/one-page-product-owner/
• Cottmeyer, Michael E. (2011), ‘Large scale program and portfolio management with Scrum and Kanban’, PMI Global Congress 2011--North America
• Levin, Ginger (2012) “Embrace and Exploit Change as a Program Manager: Guidelines for Success,” Originally published as a part of the 2012 PMI Global Congress Proceedings – Vancouver, BC, Canada. [Online] Available from http://www.pmi.org/~/media/PDF/Knowledge-Shelf/EmbraceExploitChange_Levin.ashx
© Copyright 2013, Robert J Heggie, PMP, All rights reserved.