CSPO 2010 slides - ScrumSense€¦ · [scaling patterns based from Henrik’s ... need to scale) | missing or ine!ective SoS | missing or ine!ective portfolio management | some teams

Product Owner

Certified Scrum

Peter Hundermarkwith Carlo Kruger

Saturday 13 February 2010

day 1 | 08:30 - 17:00

getting going


day 1 | season 1a | 08:30 - 09:15


Introductions* pair-up* introduce each other

www.scrumsense.com


Scrum Sense* 2007* 3 Agile coaches* Scrum rollouts, XP practices, Kanban visual management


Let’s gather a list of questions and issues you’d like to resolve during these 2 days...

timetable08:30—12:0013:00—17:00


* Tea & coffee from 08:00* Tea breaks around 10:00 & 14:30* Toilets are...

RULESSaturday 13 February 2010

* Cell phones off during class* One conversation* Be on time* Change tables/seats

product owner role


day 1 | season 1b | 09:15 - 10:00

The New, New Product Development Game


Let’s remind ourselves of the fundamentals that underpin Scrum…it all started with this article by Takeuchi & Nonaka[15]

built-in instabilitySaturday 13 February 2010

* challenging goals* wide freedom

self-organising teamsSaturday 13 February 2010

State of zero information or ambiguity—prior knowledge does not applyTeam (system) becomes self-organising given:* Autonomy* Self-trancendence: establish own goals→keep elevating→find ways to overcome the status quo* Cross-fertilisation: outcome of collocation and interaction/collaboration of cross-functional team

overlapping

development

phases


* individual and whole become inseparable* divergence and convergence (“groan zone”)* move from sequential→sashimi→holistic or “rugby” approach* “soft” benefits: responsibility, commitment, problem-solving, diverse skills, market sensitivity

“multi-learning”


* multi-level learning: encourage multiple paths to learning* multi-functional learning: get experience in other skills* fosters initiative* basis for organisational transformation

subtle control


* teams are not uncontrolled* checkpoints prevent the built-in instability, ambiguity, tension from turning into chaos* emphasise: self-control | control through peer pressure | control through love* subtle control: teams with right people & common values | open work environment | listen to customers | evaluate & reward group performance | establish rhythm | tolerate mistakes | involve suppliers

organisationaltransfer

of learning


* people who “get it” bring learning to new teams* incremental improvements* dangers of institutionalisation!


Deming Cycle* we remind ourselves that complex work requires an empirical process

maximise ROIestablish & communicate visionadjust plan to match reality

80% / 5 mins rule


essence of the responsibilities of the PO role:* sits in driver’s seat—manages value stream “from concept to cash”* shares common vision* plan—work—re-plan (“inspect and adapt”)* collaborates, guides, directs team(Source: Jim York)[30]

understand

①

user and customer

needs


Three characteristics—#1:* Know the domain* Observe users* Involve users in writing stories* Applies to whole team!

proactivestakeholder

management

②Saturday 13 February 2010

#2:* Invite stakeholders to reviews* Involve them in story-writing & release planning* Communicate, communicate, communicate!

know how software is

developed

③Saturday 13 February 2010

#3:* Understand your Agile SDLC (process & practices)


Team exercise - discuss PO smells you have experienced [5 + 5]Some examples: 1. not empowered | 2. unable to formulate or communicate vision | 3. insufficient time—other ‘important’ work | 4. missing in action - no daily interaction with team | 5. passive—‘are we there yet?’ | 6. lack of Agile/Scrum/Lean training | 7. No story-writing workshops | 8. No estimation meetings | 9. PB not groomed | 10. No burndown / release plan | 11. Changing sprint backlog | 12. ‘advising’ team on implementation | 13. Lacking leadership qualities

each team needs a

full-timeproduct owner!

22


now you know why Ken says this…* combine small teams* we’ll talk more about multi-team environments tomorrow

product mindset


day 1 | season 2 | 10:30 - 12:00

product

featuresstream of


no more projects...only products:* projects end as soon as work is delivered…ignores reality* products live on until the last user switches off* can also view a product as a stream of features

visionSaturday 13 February 2010

What is a vision? Examples: Kennedy’s “man on the moon” speechExercise: 1. Work individually, write down idea(s) for a product—anything, but be practical! | 2. Share your idea(s) with the whole class | 3. Dot votes on ideas. Choose top N | 4. Owners become the POs | 5. Choose a PO (team) to join…and create a draft vision | 6. Share draft visions—others offer feedback | 7. Finalise vision | 8. Share final vision[60]

I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth.

John F Kennedy, 25 May, 1961


Kennedy’s “man on the moon” speech. He also said: “No single space project in this period will be more impressive to mankind, or more important for the long-range exploration of space; and none will be so difficult or expensive to accomplish. … If we are to go only half way, or reduce our sights in the face of difficulty, in my judgment it would be better not to go at all.

For target customerWho statement of the need or opportunityThe product name is a product category

That key benefit, compelling reason to buy

Unlike primary competitive alternative

Our product statement of primary differentiation”

Jim Highsmith


Exercise: 1. Work individually, write down idea(s) for a product—anything, but be practical! | 2. Share your idea(s) with the whole class | 3. Dot votes on ideas. Choose top N | 4. Owners become the POs | 5. Choose a PO (team) to join…and create a draft vision | 6. Share draft visions—others offer feedback | 7. Finalise vision | 8. Share final vision[60]

agile require-ments


day 1 | season 3 | 13:00 - 14:30


day 1 | retrospective | 16:30 - 17:00* if time: check if some of the listed questions can be ticked off* what will I tell someone I meet tonight?

Product Owner

Certified Scrum

Peter Hundermarkwith Carlo Kruger


day 2 | 08:30 - 17:00

what puzzles you?


day 2 | introduction | 08:30 - 09:00* puzzles from day 1...

product backlog


day 1 | season 4 | 15:00 - 16:30

ordering the backlog by

business value


* Discuss in groups how you are currently doing this…and share (5+3)* Mention Kano and Wiegers…and that no-one uses them! (2)* Suggest a simple ‘1-3-10’ affinity-based technique…and apply this to your backlog (10)* Review outcome (5)[25]

sizingthe backlog


* Planning poker is so ‘last decade’…propose affinity-based sizing, using Fibonacci from 1-8 and ‘big’ (5)* Apply to your backlog...SILENCE PLEASE! (5)* Review outcome (5)[15]

when to size


Size during backlog grooming:* story-writing workshops with whole team* sizing meetings with team if stories already written by PO / BAs* last responsible moment is during SP1—for new stories only[2]

re-sizingstories


Re-sizing:* original large story is split (2≠1+1)* new understanding of scope/complexity[3]

backlog

smells


Do exercise in groups and review results (10)Smells: stories written only by PO or only by BA | poorly crafted stories (INVEST) | no idea of business value | stories not READY for sprint planning | all or most sizing done in SP1 | team impeded in sprint due to lack of clarity | lack of clarity because of different interpretation of language | stories lacking test scenarios (BDD) | stories too large/complex | stories not linked to sprint goals and product vision[15]

communication


day 2 | season 5 | 09:00 - 10:00

listeningto the team


[listening to the team]* listening skills* team is responsible for quality - undone work - technical debt - mess


[stakeholder communications]* continuously adapt the plan to match reality (every sprint)* continuously inform stakeholders of reality (every sprint)* form the link between the team and outside stakeholders* bring stakeholders into direct contact with the team* utilise the ScrumMaster to facilitate communications - where the PO is involved in the discussion - where there is likely to be conflict between stakeholders

scrummaster & product owner


[ScrumMaster and Product Owner relationship]Group exercise to consider the relationship between ScrumMaster and Product Owner? (5+5)Tension between* Product Owner, providing the vision and driving force to challenge the team to get the work done* ScrumMaster facilitating communication, nurturing the team, and protecting it from interference

the sprint


day 2 | season 6 | 10:30 - 12:00

constructionexecutionsprint


Group discussions?* choosing sprint length | choosing sprint boundary | timing of meetings | flow and cadence | ‘lab time’?* PO leading planning | PO leading review | PO in retrospective | PO at daily Scrum | PO at Scrum of Scrums?* sprint goal: importance of | when to set | how to set* other meetings: story-writing workshops | sizing meetings | release planning* PO daily work | where to sit

planning &

monitor-ing


day 2 | season 7 | 13:00 - 14:30

productrelease plan


Initial release plan example from Abril Digital Blogs team (March 2008)* Note columns for each sprint with dates* Note some later non-functional stories without estimated sizes…* Note use of backlog management tools :-)

product roadmap


Product roadmap example from Momentum BAW (June 2009)* monthly sprints and releases* July release at left* further releases centre and right* note the advance in backlog management tools from 2008 to 2009 :-)

0

50

100

150

200

250

300

0 1 2 3 4 5 6 7 8

Sto

ry P

oint

s

Sprints

Story points delivered Story points remaining


* who communicates progress? to whom? when? how?* product burnup chart (for a change!)* gap between green and blue lines is work remaining* slope of blue line is velocity* what about auditors?

toolsSaturday 13 February 2010

* These are the tools I recommend to every team for the first two years* After that, you should know enough to choose other tools if you think you need them

scrumat scale


day 2 | season 8 | 15:00 - 16:30

product owners product backlogs teams1 1 1

1 1 21 2 11 2 2

2 1 12 (n) 1 2 (n)

2 2 12 (n) 2 (n) 2 (n)

multi-team patterns


[scaling patterns based from Henrik’s presentation in Stockholm 2008]* queuing theory | pull | PO team | multi-product backlogs | multi-team planning, reviews, retrospectives[30]

portfolio management


* synchronising priorities* single or multiple backlogs?* cumulative velocity and charts[10]

teamProductOwner


* CPO or co-ordinator role* measurement conflicts?[10]

scaling smells


Some scaling smells:| measurement conflicts | power struggles (e.g. David) | more=less (need to scale) | missing or ineffective SoS | missing or ineffective portfolio management | some teams not Agile | high coupling between teams | poor engineering practices hampering integration | missing progress charts | handoffs | lack of visibility / transparency | competition between teams[20]

money for

nothingchange

for free


Why do we have contracts?A technique for fixed price / time / scope projects:* swap out any work (not yet started)* change priorities (not yet started)* additional releases at time-and-material rates* early termination for 20% of unbilled fee[20]

training course (& exam) practice—1 year guide level—3+ years

⎫⎬⎭

⎧⎨⎩


* Scrum Alliance certifications* Exam is currently only applicable to CSM course* Within the next two weeks you will be emailed a userid and password to the Scrum Alliance web site* You’re membership is paid for one year.* And remember that this certification only says you attended a 2-day course given by someone whom the Scrum Alliance trusts to teach Scrum.


day 2 | retrospective | 16:30 - 17:00* review list of questions from start of day 1* what am I going to do differently when I get back to work tomorrow?

ScrumSenseCopyright in these slides is owned by Peter Hundermark and Scrum Sense CC. Some content and images may the copyright of others. Every Certified ScrumMaster or Certified Scrum Product Owner trained by Peter Hundermark is permitted to use this slide set for non-commercial purposes.

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www.scrumsense.com


Documents

CSPO 2010 slides - ScrumSense€¦ · [scaling patterns based from Henrik’s ... need to scale) | missing or ine!ective SoS | missing or ine!ective portfolio management | some teams