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MATURE PRODUCT BACKLOGAND HOW TO DEAL WITH IT
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BARTEK GATZPRODUCT MANAGER AT SPARTEZ
GAMEPRODUCT BACKLOG
GAME“PRODUCT” BACKLOG
GAME“PRODUCT”“BACKLOG”
GAME“PRODUCT”“BACKLOG”
introduction exercise #1 exercise #2
some theoryexercise #3 exercise #4
— 15 min — 15 min — 15 min — 20 min — 15 min — 10 min
SPLIT INTO TEAMS, PLEASE
INTRO
BACKLOG CITYCITY DESCRIPTION HANDOUT
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BACKLOG CITY
• existing city • close to sea and a river • 4 districts • total of 2.1 inhabitants • uneven wealth spread
BACKLOG CITY
AA
B
A
C
D
B
BACKLOG CITY
SUMMARY
PROBLEM SOLUTION
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? ? ?
BACKLOG CITY
• existing “backlog” • mix of new ideas and known problems • continued work on earlier “version” • but now it is your problem
EXERCISE #1
BACKLOG CITY
create your own new ideas for Backlog City
EXERCISE #1
TIME: 10 MINUTES
BACKLOG CITYEXERCISE #1
SUMMARY
PROBLEM SOLUTION
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? ? ?
BACKLOG CITYEXERCISE #1
LET’S HEAR ‘EM!
EXERCISE #2
BACKLOG CITYEXERCISE #2
TIME: 10 MINUTES
prioritise your stream of work
BACKLOG CITYEXERCISE #2
OBSERVATIONS
THEORY
WHAT ARE THE PROBLEMS?
#1 We have really long backlogs
#2 We do not say “NO” to bad ideas early enough
#3 We rediscover the same problems over again
#4 We jump from problems to solutions too fast
#5 We do not measure and validate
#6 We make simple prioritisation mistakes
#7 Open backlog invites scope and feature creep
It’s all true because I used memes
HYPOTHESIS INCUBATOR
sprint in progress
max two sprints of prioritised issues in the backlog
PRODUCT BACKLOG
Nothing gets to the backlog, unless: this is a technical task this is a bug it hatched from Incubator
PRODUCT BACKLOG
separate project in JIRA issue type = HYPOTHESIS workflow = INCUBATION
LAID
LAID
LAID
INSPECTED
INSPECTED
HEATED UP
PRIORITISED
PRIORITISED
PRIORITISED
PRIORITISED
INFERTILE
GONE BAD
GONE BAD
GONE BAD
GONE BAD
HATCHED
HATCHED
HATCHED
COMPLETED
only HATCHED hypothesis go to backlog
HYPOTHESIS INCUBATOR
PROBLEM DESCRIPTION (TEXT)
KPI IMPACT HYPOTHESIS (TEXT)
SOLUTION HYPOTHESIS (TEXT)
SUCCESS CRITERIA (TEXT)
LAY TIME STAMP (DATE)
HYPOTHESIS
PRIORITY (2x VALUE)
IMPACT COST
PROBLEM DESCRIPTION (TEXT)
what problem we are trying to solve:in-product problemuser problem
HYPOTHESIS
KPI IMPACT HYPOTHESIS (TEXT)
what primary metric we think this problem relates to:KPIs only, so this must be focusedstrategic alignment
HYPOTHESIS
SOLUTION HYPOTHESIS (TEXT)
super short high level description of the potential solutionthis is a user storyno technical discussions allowed here
HYPOTHESIS
SUCCESS CRITERIA (TEXT)
how are we going to measure whether the solution workedmeasurement technique applieddescription of experiments if requiredquantifiable thresholds for selected metrics
HYPOTHESIS
fields required for prioritisation exercise:valuesIMPACT defines the strength of movement of KPI needleCOST of delivery is a guesstimation
HYPOTHESIS
PRIORITY (2x VALUE)
IMPACT COST
values between 0 and 5IMPACT defines the strength of movement of KPI needleURGENCY defines the consequences if not addressed soon
DIFFICULTY of delivery combines guesstimation of all costs:development marketing support technology
HYPOTHESIS
RISK specifies the risk associated with a given hypothesis
PRIORITY (4x SINGLE SELECT)
IMPACT URGENCY RISK DIFFICULTY
fields required for prioritisation exercise:
LAY TIME STAMP (DATE)
age of hypothesis:non-important ideas should be removedmethod to keep the incubator clean
HYPOTHESIS
PROBLEM DESCRIPTION (TEXT)
KPI IMPACT HYPOTHESIS (TEXT)
SOLUTION HYPOTHESIS (TEXT)
SUCCESS CRITERIA (TEXT)
LAY TIME STAMP (DATE)
HYPOTHESIS
PRIORITY (2x VALUE)
IMPACT COST
LAID
HEATED UP PRIORITISED
GONE BAD
HATCHED
INFERTILE
INSPECTED
COMPLETED REJECTED
INCUBATION WORKFLOW
LAID
new hypothesis:the only way to get into the workflow
INCUBATION WORKFLOW
LAID
first hypothesis check performed:strategic alignment checkscience fiction checkINSPECTED
INCUBATION WORKFLOW
LAID
prioritisation complete:ready for hatching
INSPECTEDPRIORITISED
INCUBATION WORKFLOW
LAID
impossible to prioritise just yet:more data required to validate
INSPECTEDPRIORITISEDHEATED UPnot right TTMunclear impact on KPI
INCUBATION WORKFLOW
not worth the investment:no strategic alignmentscience fictionINFERTILE
INCUBATION WORKFLOW
hypothesis potentially worth it, but:fell a victim of prioritisation for too longmost likely outdatedINFERTILEGONE BAD
INCUBATION WORKFLOW
hypothesis of high overall priority:at this stage it goes to product backlogtransforms into:INFERTILEGONE BADHATCHED
user storyexperiment
HATCHED
INCUBATION WORKFLOW
hypothesis completed:developed and releasedvalidated to have met success criteriaINFERTILEGONE BADHATCHEDCOMPLETED
source of truth for:release notesmarketing materialsexperiment validation
INCUBATION WORKFLOW
HEATED UPPRIORITISEDINSPECTEDLAIDINFERTILEGONE BADHATCHEDCOMPLETEDREJECTED
hypothesis rejected:experiment failedvalidated to have NOT met success criteriarollback may be required
INCUBATION WORKFLOW
LAID
HEATED UP PRIORITISED
GONE BAD
HATCHED
INFERTILE
INSPECTED
COMPLETED REJECTED
INCUBATION WORKFLOW
PRIORITISATION
IMPACT 0 1 2 3 4 5
0 1 2 3 4 5COST
IMPACTPRIORITY = COST + 1
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PRIORITISATION
IMPACT 0 1 2 3 4 5
0 1 2 3 4 5
URGENCY
DIFFICULTY
0 1 2 3 4 5RISK
0 1 2 3 4 5
IMPACT x URGENCYPRIORITY = RISK + DIFFICULTY + 1
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PRIORITISATION
IMPACT 0 1 2 3 4 5
0 1 2 3 4 5COST
performed by PO + BO + DEV + MKT on regular basis
using Eisenhower 2x1 matrix
TO SUM UP…..
clean primary product backlog
controlled inflow of requirements
controlled rollout of ideas / improvements / simplifications
no changes without a good reason - working on things that matter
measurements for validation
deprecation of bad ideas before they hurt us
TO SUM UP…..
EXERCISE #3
BACKLOG CITY
new problems have arisen
EXERCISE #3
TIME: 10 MINUTES
BACKLOG CITY
SUMMARY
PROBLEM SOLUTION
KPI IMPACT SUCCESS CRITERIA
IMPACT COST PRIORITY
EXERCISE #3SUMMARY
PROBLEM SOLUTION
EXERCISE #4
BACKLOG CITY
let’s reprioritize!
EXERCISE #4
TIME: 10 MINUTES
BACKLOG CITY
let’s reprioritize!
EXERCISE #4
HOMEWORK
BACKLOG CITY
SUMMARY
PROBLEM SOLUTION
KPI IMPACT SUCCESS CRITERIA
IMPACT COST PRIORITY
EXERCISE #4SUMMARY
PROBLEM SOLUTION
