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Rawsthorne | Who is your PO
- 1. Dan Rawsthorne: Product Owner 12/9/2009
Dan Rawsthorne
Certified Scrum Trainer
Senior Coach
Danube Technologies, Inc.
dan@danube.com
Agile Days ‘09, Moscow
December 9, 2009
Product Owner
The Secret of Success
© 2009
Topics to Cover
How Scrum Works
Who/What is the Product Owner (PO)?
Responsibilities of the PO
Summary
Discussion
© 2009 Product Owner by Dan Rawsthorne 2
Danube Webinar 1
- 2. Dan Rawsthorne: Product Owner 12/9/2009
Why the Product Owner is Important
According to the Standish Group, the following Table
represents the primary success/failure criteria for Software
Projects
SUCCESS CRITERIA POINTS
1. User Involvement 19
2. Executive Management Support 16
3. Clear Statement of Requirements 15
4. Proper Planning 11
5. Realistic Expectations 10
6. Smaller Project Milestones 9
7. Competent Staff 8
8. Ownership 6
9. Clear Vision & Objectives 3
10. Hard-Working, Focused Staff 3
TOTAL 100
© 2009 Product Owner by Dan Rawsthorne 3
How Scrum Works
© 2009 Product Owner by Dan Rawsthorne 4
Danube Webinar 2
- 3. Dan Rawsthorne: Product Owner 12/9/2009
Mechanics of Scrum: Flow Each Sprint
Reports/
Daily Metrics/
Standup
Impediments
Sprint/
Iteration
Sprint
Planning Increment
Sprint of Work
Backlog
Backlog Sprint Review
Retrospective Results
© 2009 Product Owner by Dan Rawsthorne 5
Why Scrum Succeeds
Empirical (agile) Process – Detailed up-front
planning and defined processes are replaced by
adaptive inspect and adapt cycles (product and
process)
Changeable Code – we know how to write code
we’re not afraid to change
Strict Accountability Model – one person on each
Team (the PO) is accountable for the Team’s
product
Self-Organization – team is self-managing and
organizes itself around goals given
constraints
© 2009 Product Owner by Dan Rawsthorne 6
Danube Webinar 3
- 4. Dan Rawsthorne: Product Owner 12/9/2009
Who/What is the Product Owner?
© 2009 Product Owner by Dan Rawsthorne 7
Straight to the Source – Ken Schwaber
The Product Owner is the leader of the Scrum Team
“The [Product Owner] is responsible for what the scrum team builds and for
optimizing the value of it.” (The Enterprise and Scrum, 2008, pg 114)
“[The Product Owner] is the person who is officially responsible for the
project… everyone in the organization has to respect his or her decisions.
No one is allowed to tell the Scrum Teams to work from a different set of
priorities, and Scrum Teams aren’t allowed to listen to anyone who says
otherwise.” (Agile Software Development with Scrum, Schwaber and
Beedle, 2002, pg 34) [ed: emphasis mine]
The Product Owner is the “single, wringable, neck” (The Enterprise and
Scrum, 2008, pg 6)
There are two additional caveats
The Product Owner IS a member of the Scrum Team
The Product Owner IS NOT the ScrumMaster
But I’ll tell you a story about this one later…
This is it. This is all. Everything else is just noise…
© 2009 Product Owner by Dan Rawsthorne 8
Danube Webinar 4
- 5. Dan Rawsthorne: Product Owner 12/9/2009
The Basic Scrum Engine (Scrum Team)
Product Owner is the Key
As a Person
Single-Wringable Neck
Stakeholders Decides on Releasability
Business As a Role
Owner
Stakeholder Management
Vision, Goals, and Features
SME
Release Planning
SME Scrum Product
Master Owner Drives the Team
Understands ROI
Prioritizes Stories
Acts as SME, or brings
SME SME them in
Drive the Team
© 2009 Product Owner by Dan Rawsthorne 9
Getting Work Done (the RASCI model)
R esponsible – the Team members are Responsible for the work
the Team committed to
A ccountable – the Product Owner is the only Team member
Accountable to the Business for the work the Team has
committed to
S upportive – The ScrumMaster is Supportive of the Team by
facilitating its self-organization, coaching in scrum, removing
impediments, and so on…
C onsulted – external Subject Matter Experts (SMEs) are
Consulted by Team members if necessary. No one outside the
team is either Responsible or Accountable for work the Team
has committed to
I nformed – all external Stakeholders are kept Informed of what
the Team has committed to, and the progress the team
is making
© 2009 Product Owner by Dan Rawsthorne 10
Danube Webinar 5
- 6. Dan Rawsthorne: Product Owner 12/9/2009
Product Owner vs ScrumMaster
The PO is "The person who is responsible for what the scrum team
builds and for optimizing the value of it." (The Enterprise and Scrum,
pg 114)
“The ScrumMaster is responsible for the Scrum process, its correct
implementation, and the maximization of its benefits” (Agile Project
Management with Scrum, pg 142)
“In particular, the ScrumMaster is responsible for teaching the PO how
to most effectively manage the work of the Scrum team … and meet
their objectives through scrum." (The Enterprise and Scrum, pg 78)
The PO and SM go together
“like peas and carrots” (Forrest Gump)
“like a horse and carriage” (Frank Sinatra)
“like milk and cookies” (Santa Claus)
© 2009 Product Owner by Dan Rawsthorne 11
Organizational Examples
There are many Product Owners here, if the organization is
managing itself using scrum
These people will have to learn the scrum way of doing things
The people don’t change, the way they work changes…
“Product H-12” These people
Office Management
SMEs
Are POs. It’s not
Staff Team A choice – it’s a
Product Manager: Hugh
definition
“Project Gold” “Project Silver” “Project Fury”
Management Development Management
Team Team Team
Project Manager: Gerry Project Manager : Susan Project Manager: Fiona
Team Lead: Stan
“Pirates” “Warriors” “Lions” “Tigers” “Bears”
DevTeam DevTeam DevTeam DevTeam DevTeam
Team Lead: Pete Team Lead: Wendi Team Lead: Lars Team Lead: Tanvi Team Lead: Bhanu
© 2009 Product Owner by Dan Rawsthorne 12
Danube Webinar 6
- 7. Dan Rawsthorne: Product Owner 12/9/2009
Managing with Scrum
Organizational Teams
Project Management Team “Project Gold” Project Gold
Dev Teams Management PO Team
Team
Scrum Teams (potentially) Project Manager: Gerry
Project Management Team
“Pirates” “Warriors”
Dev Teams DevTeam DevTeam
Team Lead: Pete Team Lead: Wendi
Product Owner Teams (virtual)
“Product H-12”
Office Management Product H-12 Communicate
SMEs PO Team
Staff Team Cooperate
Product Manager: Hugh Coordinate
“Project Gold” “Project Silver” “Project Fury”
Management Development Management
Team Team Team
Project Manager: Gerry Project Manager : Susan Project Manager: Fiona
Team Lead: Stan
© 2009 Product Owner by Dan Rawsthorne 13
Managing the Backlog
One thing these PO Teams could do is manage a joint backlog
The following is a simple example of what this could look like
Mgmt Unallocated
“Project Fury” Backlog Backlog
Management
Team
Project Manager: Fiona
Team Team Team
“Tigers” Backlog “Bears” Backlog “Lions” Backlog
DevTeam DevTeam DevTeam
Team Lead: Tanvi Team Lead: Bhanu Team Lead: Lars
The Team’s Backlog may only consist of the Sprint Backlog, or
could be more of it…
© 2009 Product Owner by Dan Rawsthorne 14
Danube Webinar 7
- 8. Dan Rawsthorne: Product Owner 12/9/2009
Could also have other Virtual Teams
Like Scrum Master Teams. Here’s an example…
The SM Team would be there for managing cross-team
impediments, and so on
This is “Scrum of Scrums” Pattern
Project Fury “Project Fury” Project Fury
SM Team Management PO Team
Team
Project Manager: Fiona
ScrumMaster: Rob
“Tigers” “Bears” “Lions”
DevTeam DevTeam DevTeam
Team Lead: Tanvi Team Lead: Bhanu Team Lead: Lars
ScrumMaster: Joe ScrumMaster: Pavel ScrumMaster: Martin
© 2009 Product Owner by Dan Rawsthorne 15
The “main” Product Owner Problem
Is the person on the team accountable to the business
and/or organization for the success of the team,
therefore…
The ProductOwner has the right to be involved in every decision
the team makes, but an obligation not to micromanage;
The ProductOwner has veto power at all times, but should control
the urge to use it; and
The ScrumTeam has the obligation to give the ProductOwner all
the information needed to make good decisions.
This causes interesting “power dynamics” that the Team/
ScrumMaster must manage…
As a part of the Team, the Product Owner usually
Acts as “Stakeholder Manager”
Prioritizes Stories
Does Release Planning
Etc…
© 2009 Product Owner by Dan Rawsthorne 16
Danube Webinar 8
- 9. Dan Rawsthorne: Product Owner 12/9/2009
Product Owner Responsibilities
Provide Vision, Goals, Direction
Drive the Team at a Sustainable Pace
Adapt and Release the Product
© 2009 Product Owner by Dan Rawsthorne 17
Product Owner Responsibilities in Scrum
Review Review Review Review
& Adapt & Adapt & Adapt & Adapt
Startup Release Release
Project Activities Sprint Sprint
Sprint Sprint Sprint Sprint
Visioning Release Release Closeout
Planning Planning Activities
Project Release Release
Start &
Project
Product Vision Release Goal End
Budget Release Baseline
Product RoadMap Release Strategy Sprint Goal
Product Backlog Release Game Plan Sprint Backlog
Provide Vision, Goals, Direction Adapt and Release the Product
Drive Team at a Sustainable Pace
© 2009 Product Owner by Dan Rawsthorne 18
Danube Webinar 9
- 10. Dan Rawsthorne: Product Owner 12/9/2009
Three Levels/Layers of Agility
Tactical Agility (SM and Team)
Inside the Sprint
Explaining the “Whats” - Figuring out the “Hows”
The SM helps the Team self-organize for this
PO (person) is member of team, not PO
Low-Level Strategic Agility (PO)
On the Sprint Boundaries (and inside the Sprint)
Modifying the Backlog
Changing sprint goals without changing Release Goals
Working with the BO and other Stakeholders
Strategic Agility (BO and above)
Modify the Release Goals and Product Roadmap
Perhaps modify the Product Vision
Done if Team isn’t meeting Release Goals…
© 2009 Product Owner by Dan Rawsthorne 19
Product Owner’s Goal (agile or not)
Move the Team along the S-Shaped curve to Release
In “standard” PM, the plan is what makes this happen
In agility, the PO being smart is what makes this happen
"S-Shaped" Curve
1
critical mass point
0.9 Minimally releasable
0.8
Earned Business Value
Buffer,
0.7 Nice to haves,
0.6 Rework
0.5
architecturally
0.4 significant Must haves
0.3
0.2
0.1
0
0 20 40 60 80 100
% of Team’s Budgeted Effort
© 2009 Product Owner by Dan Rawsthorne 20
Danube Webinar 10
- 11. Dan Rawsthorne: Product Owner 12/9/2009
Remember…
The Product Owner is a member of a self-organizing scrum team
There are three types of responsibilities on this team
Development Responsibilities
ScrumMaster Responsibilities
ProductOwner Responsibilities
The Scrum Team decides who does what, and each member of the
team is accountable to the Scrum Team to do it
This means that the ProductOwner may not be the person who actually
does all the PO stuff…
It’s based on the skills of the people on the team
Scrum teams have people with skills, not people playing roles
© 2009 Product Owner by Dan Rawsthorne 21
Product Owner Responsibilities
Provide Vision, Goals, Direction
Drive the Team at a Sustainable Pace
Adapt and Release the Product
© 2009 Product Owner by Dan Rawsthorne 22
Danube Webinar 11
- 12. Dan Rawsthorne: Product Owner 12/9/2009
Product Owner Challenge
To make sure the project produces something of value
That it represents the stakeholder’s needs
This requires that the Product Owner understand what
the Stakeholders want 2 years from now (or the end)
Product Vision and Goals
Product Roadmap for Development
Capabilities and Features
Marketing, Sales support
Etc
That they provide a Release Plan/Strategy
That they put together a Backlog for the team
And make sure it gets populated with Stories
© 2009 Product Owner by Dan Rawsthorne 23
Vision Examples
Business Vision: I, SirJeff, want to get lots of new
customers for my new airline, Royal Catalina Air (so that
I can make a lot of money…)
Product Vision: In order to get lots of new customers for
my airline, I want a website, RoyalCatalinaAir.com, that
will be as good as that of “real” airlines
© 2009 Product Owner by Dan Rawsthorne 24
Danube Webinar 12
- 13. Dan Rawsthorne: Product Owner 12/9/2009
Definition/Overview of “Agile Analysis”
© 2009 Product Owner by Dan Rawsthorne 25
Analysis: Product Capability Story
Analysis is primarily about Decomposition
Our Product decomposes into Capabilities
Capabilities are implemented by doing stories
But not all stories are capability-driven
Our Project’s work can be seen as a collection of Stories
But we’re only going to focus on the capability-driven ones
Incremental Analysis is (basically):
Find the Capabilities, validate them, then
Find the Stories, and validate them
Then we use the stories to drive development…
Product Capability Story
© 2009 Product Owner by Dan Rawsthorne 26
Danube Webinar 13
- 14. Dan Rawsthorne: Product Owner 12/9/2009
Analysis Concept on One Slide
“Connective Tissue” stories
Backbone
Capability
Minimum, Releasable
System end-to-end, functionality
Demonstrable,
Architecturally-Significant
Scenario
© 2009 Product Owner by Dan Rawsthorne 27
Initial Backlog (Epics)
Capabilities of CatAir Website
[usecase] Buy an e-Ticket
[usecase] Check Status of Flights
[usecase] Manage Pilot Timesheets
[usecase] Hotel and Car Reservations
[usecase] Manage “Good Customer” Plan
Other Stuff
[enviro] Set up Team Room
[enviro] Test Lab and Development Environment
[maint] Support SouvSite.com
© 2009 Product Owner by Dan Rawsthorne 28
Danube Webinar 14
- 15. Dan Rawsthorne: Product Owner 12/9/2009
Example: Stories for “Buy an e-ticket” Capability
[usecase] Buy an e-Ticket Fd Dn Size
[backbone] Get List of Flights from CUTLASS (ugly interface) 0 1 L
[backbone] Capture Itinerary Information 0 2 L
[backbone] Capture Passenger Information 0 2 L Continuous
[backbone] Reserve Flight in CUTLASS 0 2 L
[alt] Modify CUTLASS to Understand When Flight is Full (note: was awful!) 2 3 L Analysis
[analysis] Analysis Meeting with SirJeff 1 3 S
[backbone] Pick One Flight and Pay for It (note: stubbed out actual payment) 0 3 L As you move
[alt] Handle Round Trip Flights (ugly Interface) 0 3 L
[beefup] Hook Up Actual Visa/MasterCard Processing Widget (note: was a PITA) 3 4 L
along, you will
[backbone] Issue email Confirmation to Customer 0 4 M need to find new
[interface] Improve Interface for buying e-ticket 3 4 M
[beefup] Close Reservations when Plane is Full (note: turned out to be easy) 0 4 L stories “within” the
[alt] Add Payment with PayPal (note: really straightforward) 3 4 M
[alt] Reserve Flight to Pay upon arrival at Airport 0 4 M
features
[alt] Handle multiple-Passenger Parties 0 5 L
[interface] Web Interface for Adding/Modifying Flight Info 3 5 L
What we see here
[beefup] Get Luggage Info, including Scuba Tanks 3 5 L is the list of stories
[analysis] Exploratory Testing to "See What's Left" for Buy an e-Ticket 4 5 S
[spt] Make sure SirJeff’s Marketing materials have correct information 2 5 S for “Buy an e-
[bug] Fix Bug in Luggage Weight Calculations 5 5 S
[bug] Fix Small List of Bugs found in Exploratory Testing 5 6 M
Ticket” that were
[alt] Pay with AMEX 3 M prepared and/or
[alt] Bring Pet on Board 5 M
[beefup] Special Needs (wheelchair, etc) 5 S implemented in this
[alt] Select Seat online
[alt] Pay with Coupon
3
3
M
M
release
[beefup] Seat Belt Extender Needed for 'large' Passenger 3 S
[beefup] Special Meals 5 S
[alt] Change Seat online 3 M
[alt] Comfort Seat for 'really large' Passenger 5 S
© 2009 Product Owner by Dan Rawsthorne 29
Release Planning
© 2009 Product Owner by Dan Rawsthorne 30
Danube Webinar 15
- 16. Dan Rawsthorne: Product Owner 12/9/2009
What is an Agile Release Plan?
SirJeff wants us to release V1 of the website in 3 months
(14 weeks). He wants to know what he can tell his
marketing and sales folks will be there. In other words, we
need a Release Plan
An Agile Release Plan is actually a Strategy
How Many StoryPoints (SPs) do we have to play with, and how
many do we allocate (baseline) to individual features, goals,
capabilities? (budget plus shopping list plus strategy)
Relying on agility as we go in order to optimize the Business Value
(BV) that is produced (what happens when we go to store)
NOT a series of Sprint Plans
In fact, we don’t want all the stories – lean principle
Will do analysis as we go, in parallel, and along with
development
© 2009 Product Owner by Dan Rawsthorne 31
What’s Going On
Have a team
Transitioning from SouvSite development
Half the team for the first 2 sprints
Whole team from then on
Velocity of 60 SPs/Sprint
Expense is 400 Hours/Sprint for the team
Have a client, Royal Catalina Airlines (RCA)
Royal Catalina Airlines is owned by Sir Geoffrey Smithers (SirJeff)
who made a fortune writing software in the Silicon Valley before
buying a plane and ferrying tourists up and down the California
Coast
He is now buying 4 more planes, hiring pilots, crews, etc, and
wants a web site, RoyalCatalinaAir.com. We’re writing it for him…
© 2009 Product Owner by Dan Rawsthorne 32
Danube Webinar 16
- 17. Dan Rawsthorne: Product Owner 12/9/2009
Baseline Total Capacity Calculations (budget)
We have half the team for the first
two sprints
We have a Transition sprint, as we
bring the rest of team over
And then we have four ”full” sprints
Joe’s on a Honeymoon sprints 5-6
This is a total of 335 SPs as our
baseline SP budget
And we “spend” 2820 hours to do it
60 hours/person/sprint
Sprint 1 2 3 4 5 6 7 Total
Hours 240 240 480 480 468 432 480 2820
SPs 30 30 45 60 58 52 60 335
© 2009 Product Owner by Dan Rawsthorne 33
Goals and Baselines (shopping list)
After working with SirJeff and our Team for 2-3 days, we come
up with the basics of our Release Plan, as follows…
risky
Capability/Item BV Baseline
Buy an e-Ticket 80% 108SP
Investigate CUTLASS interface/capabilities 10SP
Investigate the basics of Pilot Timesheets 10% 20SP
Check Status of Flights 10% 40SP
SouvSite Maintenance (before Release Sprint) 23SP
Chores (before Release Sprint) 79SP
Release Sprint (includes SouvSite Maint and Chores) 60SP
Total 100% 335SP
© 2009 Product Owner by Dan Rawsthorne 34
Danube Webinar 17
- 18. Dan Rawsthorne: Product Owner 12/9/2009
And we Come Up With a Baseline Game Plan
Note that we decomposed the Release Sprint into pieces, too, in
order to manage “Release Activities”
© 2009 Product Owner by Dan Rawsthorne 35
Product Owner Responsibilities
Provide Vision, Goals, Direction
Drive the Team at a Sustainable Pace
Adapt and Release the Product
© 2009 Product Owner by Dan Rawsthorne 36
Danube Webinar 18
- 19. Dan Rawsthorne: Product Owner 12/9/2009
Sprint Planning Meeting
Reports/
Daily
Standup Metrics/
Impediments
Sprint/
Iteration
Sprint
Planning
Increment
Sprint of Product
Backlog
Sprint Review
Retrospective Results
Backlog
© 2009 Product Owner by Dan Rawsthorne 37
Purpose of Sprint Planning
To come to an “agreement” between the Product
Owner and the team
To determine which stories will be worked on in the
sprint
To specify in more detail what each story means so
that it can be estimated and so that “scope creep” will
be avoided during the sprint
This becomes the team’s “contract” for the sprint
For the team to decompose the stories to tasks
The PO is normally not involved (as the PO)
But could be involved as a Team Member
© 2009 Product Owner by Dan Rawsthorne 38
Danube Webinar 19
- 20. Dan Rawsthorne: Product Owner 12/9/2009
Commitment Driven Planning Script
1. Product Owner (with assistance from Team) prioritizes stories in
Backlog
2. Team with Product Owner – Add “Agreement” section to highest-
priority story remaining on your list
3. Team w/o Product Owner – Break-Out the Story into Tasks
4. Team w/o Product Owner – Decide if you can get that story “done” in
the Sprint (“thumbs up” from team)
If No, Stop and draw Sprint Backlog line above the story you just Tasked out, but
can’t commit to…
Note: you can try moving another (smaller) story above the line and going
back to step 2
If Yes, Ask the team if it’s “full”
If Yes, stop
If No, continue at step 2 with next story
© 2009 Product Owner by Dan Rawsthorne 39
Commit-Driven Planning “in action”
Stories Tasks Tasks Completed
In Progress
Sprint Backlog
© 2009 Product Owner by Dan Rawsthorne 40
Danube Webinar 20
- 21. Dan Rawsthorne: Product Owner 12/9/2009
Stories
© 2009 Product Owner by Dan Rawsthorne 41
Stories
Requests for Valuable stuff...
“… are a promise for a future conversation” - Ron Jeffries (from Alistair
Cockburn)
Have “Doneness” criteria
Have Value (not all have Business Value)
Have Story Size – I use “t-shirt sizes”, S/M/L, with value 2/4/8
Have Tasks to get them “done”
Have Effort (estimated and actual), usually at Task level
Different from Requirements:
Requirement: “here’s what I want, go do it...”
Story: “here’s what I want, let’s talk...”
© 2009 Product Owner by Dan Rawsthorne 42
Danube Webinar 21
- 22. Dan Rawsthorne: Product Owner 12/9/2009
Acceptance Criteria (definition of “done”)
© 2009 Product Owner by Dan Rawsthorne 43
Iron Triangle and “Doneness”
Effort
Story Done List
----
Tests to Pass
balance Time Boxes
--
Inspections
Process Reqts
Agile Planning is actually about balancing effort, scope, and technical debt
The expected scope and debt is seldom documented in detail, but there is a
virtual list (which I often like to make explicit)
DoneList (acceptance criteria) has two parts
Scope Side, usually defined by tests, time boxes, etc
Debt Side, usually defined by inspections, process steps, etc
The DoneLists have different qualities for different types of stories
(storyotypes), and lead to specific tasks to get the DoneList completed”
© 2009 Product Owner by Dan Rawsthorne 44
Danube Webinar 22
- 23. Dan Rawsthorne: Product Owner 12/9/2009
Sample Development Story
Get List of Flights from CUTLASS Tasks
Size: 8 SPs Type: [backbone]
As a <flyer> I want <to have a list of
flights that matches my itinerary> so that
Architecture
<I can choose one that works for me> and Design
General: 32 hrs
- Joe is the expert on CUTLASS
- Simplifying Assumptions: One Way, Single Leg, No
Seat Selection, Single Passenger, Full Fare, No
Luggage … Write Functional
Acceptance:
- Pass in an itinerary and get a list of Flights back
Tests
Doneness:
Review Architectural Decisions with Team
12 hrs
Design Review
Review Functional Test Strategy
Review Unit Tests
Verify Tests passing on Development Machine
Code and Unit
Code Review Test
Functional Tests Written
Verify Tests passing on Integration Box 80 hrs
Add Tests to Regression Test Suite
© 2009
Doing the Work
© 2009 Product Owner by Dan Rawsthorne 46
Danube Webinar 23
- 24. Dan Rawsthorne: Product Owner 12/9/2009
Sample Task Board
© 2009 Product Owner by Dan Rawsthorne 47
Sample Task Board (in tool)
© 2009 Product Owner by Dan Rawsthorne 48
Danube Webinar 24
- 25. Dan Rawsthorne: Product Owner 12/9/2009
Team Swarm
Stakeholders
PO/Analysts Testers
To the To The
Backlog Product
Coders
© 2009 Product Owner by Dan Rawsthorne 49
Technical Debt
© 2009 Product Owner by Dan Rawsthorne 50
Danube Webinar 25
- 26. Dan Rawsthorne: Product Owner 12/9/2009
What is Technical Debt?
I like to think of Technical Debt as “Viscosity of Code”
What makes the code hard to work with
“Walk in the Park”, vs “Slog in the Swamp”
22 SP Dead Legacy, Velocity = 0
Story Points
Time
no
© 2009 Product Owner by Dan Rawsthorne 51
Avoid Technical Debt
Development teams must curb over-optimism in
assessing availability and capacity
Management redirects attention from applying
pressure to removing organizational impediments
to progress
Product Owners understand the iron triangle,
ownership of risks, and impact of cutting quality
ScrumMaster must prevent demonstration of any
work that is not “done.”
Retrospective Issue: “anyone produce any code
they’re not particularly proud of?”
© 2009 Product Owner by Dan Rawsthorne 52
Danube Webinar 26
- 27. Dan Rawsthorne: Product Owner 12/9/2009
Product Owner Responsibilities
Provide Vision, Goals, Direction
Drive the Team at a Sustainable Pace
Adapt and Release the Product
© 2009 Product Owner by Dan Rawsthorne 53
Sprint Review
© 2009 Product Owner by Dan Rawsthorne 54
Danube Webinar 27
- 28. Dan Rawsthorne: Product Owner 12/9/2009
Sprint Review
The primary “inspect and adapt” mechanism
between the team and stakeholders in scrum is
the Sprint Review
This Review is the PO’s meeting. In it, the PO is
showing the Stakeholders what his/her Team has
produced for them, and getting feedback
Show the Stakeholders what they need to see so that they
can assess whether or not the team is going in the right
direction
Show the Stakeholders what the Team needs them to see so
that the Team knows they are going in the right
direction
© 2009 Product Owner by Dan Rawsthorne 55
Discuss with Stakeholders
The Team Does the Demo
The Team does the actual work of showing the
Stakeholders that “needs to be shown”
The Team interacts with the Stakeholders, facilitated
by the ScrumMaster and Product Owner
PO leads discussion with Stakeholders (often
facilitated by ScrumMaster
Are we Releasable?
What do you want to do next?
What should the next Sprint’s Goal(s) be?
What do you want to see at the next Sprint
Review?
© 2009 Product Owner by Dan Rawsthorne 56
Danube Webinar 28
- 29. Dan Rawsthorne: Product Owner 12/9/2009
“Hard Core” Metrics for an Agile Project
© 2009 Product Owner by Dan Rawsthorne 57
How the Release Actually Played Out
Sprint 1 2 3 4 5 6 7 Total
Hours 253 233 495 530 467 445 498 2921
SPs 26 32 42 54 66 52 54 326
© 2009 Product Owner by Dan Rawsthorne 58
Danube Webinar 29
- 30. Dan Rawsthorne: Product Owner 12/9/2009
Release Burnup
We are delivering
capabilities and Stories
But what we are
managing is (largely)
StoryPoints
Correction The BurnUp graph
In Sprint 3 shows our production of
StoryPoints
It shows our SP
velocity graphically
It shows how many
SPs we have “to go”
It shows our inventory
of SPs that are “ready
to go”
And it’s easy to
calculate
© 2009 Product Owner by Dan Rawsthorne 59
CPI and SPI for SirJeff
This graph shows our
SPI and CPI as we move
through the sprints
The values are calculated
cumulatively, not one
sprint at a time
Sprint 1 2 3 4 5 6 7 Total
Hrs (B) 240 240 480 480 468 432 480 2820
SPs (B) 30 30 45 60 58 52 60 335
Hrs (A) 253 233 495 530 467 445 498 2921
SPs (A) 26 32 42 54 66 52 54 326
© 2009 Product Owner by Dan Rawsthorne 60
Danube Webinar 30
- 31. Dan Rawsthorne: Product Owner 12/9/2009
Earned Business Value Graphs
Correction
In Sprint 3
© 2009 Product Owner by Dan Rawsthorne 61
Summary
© 2009 Product Owner by Dan Rawsthorne 62
Danube Webinar 31
- 32. Dan Rawsthorne: Product Owner 12/9/2009
So, to Summarize…
The Product Owner is the Team Member who is the
"single wringable neck”
The Organization “owns” this, not us
What the Product Owner does on the team is based on his
or her skills and the needs of the team
This is a self-organizing team containing people with skills, not
people playing roles
But, some of the PO responsibilities are best done by the PO
All Product Owners are different
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Discussion
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- 33. Dan Rawsthorne: Product Owner 12/9/2009
Any Questions?
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Thank You Very Much!
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