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Dallas Agile Camp - 2015
Integrating Product Management with Product Ownership
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Workshop ObjectivesAligning and Empowering Product Management
• Why do we need the Product Manager / Product Owner roles?
• How do you identify your customer and product?
• Grooming a backlog (Prioritization and Socialization)
3
In order to be successful teams must…1. Have a shared vision
2. Create an understandable mental model that realizes the vision
3. Be able to learn as a team
4. Teams members must exhibit personal mastery
5. Engage in “Systems Thinking”
-- 5 Characteristics of a Learning Organization [Senge 1990]
Knowledge Work is not characterized by a strong physics model…
Software is notoriously complex – the end product is an abstraction. To deliver a functional system, every member of a software team must reference a shared
mental model that every team member understands.
-- Dan Mezick “The Culture Game”
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Without a strong physics model we are left with shared understanding
As a Commuter I need a car that flies so I can avoid the traffic on highways
Mental Models Filters Assumptionsleadto
thatdrive
5
If it was only our Bias we Need to Overcome…
Unconscious Incompetence
Conscious Incompetence
Conscious Competence
Unconscious Competence
Source: Wikipedia
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Great Product Managers are integrative thinkersThey integrate the Human, Business, and Technical dimensions to deliver breakthrough products that delight and improve the lives of our customers
Human-Centered Design Business Strategy & Analysis TechnologyLead and frame product efforts in terms of key consumer insights and needs
Define and ship products that are strategically bold and important to our business(es)
Be fluent in current/emerging technologies and understand implications on product and business strategy and execution
• Business leaders should be developing “table stakes” knowledge in H & T dimensions to move from Point A B
• Complement yourself with team members who spike in H & T dimensions
A
Human
Business Technical
Great Product Managers operate here
Business leaders are typically here
B
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They apply different levels of involvement in defining and focusing on each
PM POLe
vel o
f Inv
olve
men
t and
Foc
us
WHY WHAT HOWStrategy Execution
PMs need to be grounded in “How”
as it informs progress on
“What”
Both product managers and product owners must care about and account for the why / what / how but…
POs need to be grounded in “Why” as it informs value
behind “What”
Together the Why, What & How need to be balanced.
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Shared disciplines that span from strategic to tactical
Human
Business
Technical
Product Owner
Product Manager
• Provides thought leadership to reveal unmet needs and develop innovative solutions
• Designs for the entire customer journey
• Clearly understands customer needs through objective analysis
• Understands key business outcomes and how technology drives that value
• Communicates business outcomes in a way that enables manageable features and user stories
• Incorporates customer insights into feature design
• Acts as the voice of the team, empowered to make on the spot decisions
• Defends the end to end customer experience
• Ensures strategic alignment between business outcomes and technical capabilities
• Develops core positioning and messaging for the product
• Is an expert on the competition
• Effectively engages in technical decision making
• Considers key interdependencies across systems
• Understands current and target architectures
• Ensures delivery of necessary business outcomes
• Prioritizes and sequence the team’s work to maximize value
• Works in a 1 to 1 ratio, leading a specific development teams
• Looks outside the industry for innovation and capabilities
• Aligns business and technology strategies
• Clearly understands customer needs
• Creates and directs highly performing work teams
• Understands current and target architecture
• Possesses a working knowledge of systems
Product Management Family
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Skills Responsibilities
• Work with executive leadership and enterprise architecture to align products with the portfolio vision
• Develop and maintain a product strategy, vision and roadmap aligned with overall business strategy
• Lead efforts with branding and marketing teams to derive the product’s key capabilities and benefits
• Work closely with leadership to define architecture, expectations for user experience, and innovations
• Specify objectives for current and future products• Lead multiple teams, ensuring alignment of iterative,
incremental development across multiple work streams and functional areas
• Effectively collaborate to ensure prioritization of new features, maintenance and non-functional requirements, technical debt and architectural enhancements
• Develop and maintain executive reporting, removing impediments as necessary
Product Manager Role - Skills and Responsibilities
• Ability to shape and sequence new intent while keeping in mind the needs of the customer
• Proven leadership within the business and market • Deep, systemic knowledge of critical business
interfaces• Influence executive leadership to garner support and
funding for initiatives• Ensure alignment of end customer needs and
proposed solutions• Able to motivate and lead multiple teams and product
owners through effective program management• Able to anticipate program risks and misalignments• Possess an entrepreneurial, startup, or corporate
innovation mindset• Proven track record of thought leadership and
practices, looking outside the business and industry for innovations and best practices
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Skills Responsibilities
• Work with product leadership and enterprise architecture to align product plans with the portfolio vision
• Develop and maintain a product vision and roadmap aligned with business epics
• Work to communicate the product’s key capabilities and benefits to enhance adoption of the product
• Effectively incorporate architecture, user experience, and innovative product capabilities into design
• Specify requirements for current and future products• Lead the product management team in the iterative,
incremental development• Effectively collaborate to manage the distribution of
backlog items to development teams• Balance priorities between new features, maintenance
requirements, non-functional requirements, reduction of technical debt and architectural enhancements
• Develop and maintain program measures, removing impediments as necessary
Product Owner Role - Skills and Responsibilities
• Possess a holistic understanding of the business and product market
• Influence stakeholders and product managers • Understands end customer needs and perspectives
and works to define solutions in the simplest possible way
• Understanding and ability to speak to technology domain
• Intellectual curiosity and ability to work in fast-paced, complex and ambiguous environments
• Able to motivate and lead a team through energetic collaboration
• Well organized, able to multi-task, and able to prioritize Compelling and effective communication with team and stakeholders
• Excellent negotiation and relationship building skills• Excellent judgment and decisiveness• Able to anticipate risks, manage issues and clear
obstacles
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Workshop ObjectivesAligning and Empowering Product Management
• Why do we need the Product Manager / Product Owner roles?
• How do you identify your customer and product?
• Grooming a backlog (Prioritization and Socialization)
12
Agility Spans the Organization and Value StreamUncertainty increases
13
Value Stream Mapping
Submit Loan for Processing
Send to Underwriting
Send for Final Approval
Wait forDisbursement
Do Something Valuable for Customers
Generate Income from Customers
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Typical Value Stream Mapping Activities
Define High-Level Process Steps
Use Simple Use Case to Add Processing Details
Identify End Product
Include Additional Complexity
Identify Barriers, Issues and Opportunities
Add Environmental and Tool Details
• What flows from idea to production?• What is the final product?
• Map out the steps necessary to move from idea to production
• Take basic use case through the process
• Add necessary details (e.g. cycle time, touch time, WIP, defects)
• Add server names, tools used• Document timelines, how teams
handle builds/testing/deployments
• Work though remaining use cases to uncover dependencies and external interfaces
• Include exception handling and defect process
• Include all the steps necessary to get ideas out the door
• Highlight opportunities, pain points and bottlenecks
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Team
Scaling Level
Portfolio
From Needs to Value: Intent Flow
Epics
Features / Sub- Epics
Features / Sub- Epics Features
/ Sub- Epics
Stories
What / How Hierarchy
2+ Program Increments
2-3 Sprints
1-3 Days
Evidence of Progress & Success
What
How
What
How
Success Criteria
Acceptance Criteria
AC Every Sprint
Every Increment
Major Release
Localized Execution
StrategicExecution
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Workshop ObjectivesAligning and Empowering Product Management
• Why do we need the Product Manager / Product Owner roles?
• How do you identify your customer and product?
• Grooming a backlog (Prioritization and Socialization)
17
What is a backlog?
• If something is in the backlog it MAY get done
• If something is not in the backlog it WON’T get done
• A backlog is a prioritized queue– Queues create variability– Avoid overwhelming team with
never-ending backlogs
• Coupled backlogs reduce predictability (covariance)– Cross backlog coupling must be
resolved either at prioritization or at planning and monitored through localized execution
Higher Priority
Lower Priority
Fine grained, detailed, well understood, ready for implementation
Coarse grained, less detailed (Socialization)
Items can be added, modified, removed or
re-prioritized
Intent
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What are the elements of a backlog?
• Functional Intent– Describes what we need the solution to do– Form: Epics
• Temporal Intent– Describes when we need the Epics completed– Form: Roadmap (updated and informed through execution)(captured on the epic)
• Intentional Architectural Intent– Describes constraints to the way the solution must work (Constrains and informs the
“How)– Form: Architectural Epics & Features
• Evidence of Completion– Describes what the success criteria would be for the solution– Form: Acceptance Criteria on Epics, Features and Stories, Demos (in execution)
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Success Criteria
How do the Elements Come Together into Backlog?
Intentional Architecture Evidence of Completion
Temporal Intent
Business EpicBusiness
EpicBusiness EpicBusiness
Epic
Functional Intent
Architectural EpicArchitectural
EpicArchitectural
EpicArchitectural
Epic / Feature
Business Epic
Architectural Epic
Business Epic
TimeWhat is Needed
Constraints on How
Proof its Done
When its
Needed
When it Can be Done
NFRs
Bac
klog
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A Backlog IS a Prioritized Queue – How do we Prioritize it?
• Loudest Voice– Not a great way but the way most immature teams do it
• Using Relative Estimation– T-Shirt Sizing, Modified Fibonacci, etc.
• Moscow– Must, Should, Could, Won’t
• Business Value– Impact on Value Stream, Subjective Relative Estimation
• Lean Economics – Weighted Shortest Job First– Cost of Delay (Time Criticality + Opportunity + Business Value) / Size
• Learning / Experimentation– Very useful in competitive an/or novel solutions
You Must Pick one
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Relative Estimating
Adapted from Mike Cohn. Agile Estimating and Planning. 2005
Estimating poker combines expert opinion, analogy, and disaggregation for quick but reliable estimates
Each estimator
gets a deck of cards
Product owner reads
a story
Estimators privately
select cards
Cards are turned over
Discuss differences Re-estimate
Participants include all team members The product manager/owner participates, but does not estimate
Steps
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The Fibonacci Sequence
A modified Fibonacci sequence is used to reflect the inherent uncertainty in estimating large items
1 + 0 = 11 + 1 = 22 + 1 = 33 + 2 = 55 + 3 = 88 + 5 = 13
2040
100?
Accuracy vs. Precision If we continued the true
Fibonacci sequence, we would have the following numbers:
21 34 55 89 144
This implies precision which can result in a false sense of accuracy
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How Much Time to Spend Estimating
A little effort helps a lot A lot of effort only helps a
little
50%
100%
Acc
urac
y
Effort
It’s better to be approximately right, than precisely wrong!
Diminishing Value
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Socialization using the 3 C’s
Card, Conversation and Confirmation
Card Can be a Epic,
Feature, Story Contains all
the 4 forms of Intent
Defines the scope of the conversation
Informs as to who should be involved in the conversation
Conversation
Ongoing dialog between Intent Owner and How supplier
Dialog is n-way among aligned stakeholders (Dev, Arch, PM, PO, Test, AE, etc.)
Various How discussions may modify the Acceptance Criteria or identify new Architecturally Significant Capabilities
Confirmation Captured as
Acceptance Criteria on the Card
In ATDD can be Tests
Agreed upon through conversation
Will have evolving meta-data (Size, Backlog Priority, etc.)
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Questions?