Scaling product ownership product camp atlanta 2011
1. Scaling
Product
Ownership
A
Story
Peter
Saddington,
CSM
CSP
Enterprise
Agile
Coach,
Thinqube,
Inc.
Agilescout.com
@agilescout
Thinqube
Network,
Inc.
1
2. Peter
Saddington
-‐
CSP,
CSM,
M.A.
Counseling,
M.A.
Educa=on
Independent
Enterprise
Agile
Coach
• Over
14
years
in
IT
–
Programmer,
Dev
Manager,
Project/Program
Manager,
VP
OperaMons,
Enterprise
Agile
Coach
• Government,
DoD,
healthcare,
web
&
media,
telecom,
financial
me@peter.ps
404.669.6662
www.agilescout.com
www.scrumpocketguide.com
www.twiUer.com/agilescout
2
3. • Let’s
talk
about
the
PO
for
a
bit
• I’ll
tell
you
a
story
• It’s
a
long
day
• It’s
right
aYer
lunch
• Let’s
get
to
the
point
• Let
me
brag
about
my
daughter
• 35
minutes
• Q&A
+
Discussion
Thinqube
Network,
Inc.
3
4. Product
Owner
ResponsibiliMes
• Tells
the
team
what
they
need
to
build
• Creates
the
prioriMzed
product
backlog
(PPLB)
• Represents
the
customer
• Elaborates
requirements
• ParMcipates
in
scrum
meeMngs
• Inspects
the
product
at
end
• Course
corrects
or
change
direcMon
• Communicate
progress
and
vision
Thinqube
Network,
Inc.
4
5. Many
Roles
of
the
Product
Owner
• Tells
the
team
what
they
need
to
– PRODUCT
MANAGER
build
• Creates
the
prioriMzed
product
– PRODUCT
MANAGER
backlog
(PBI)
• Represents
the
customer
– CLIENT
REPRESENTATIVE
• Requirements
ElaboraMon
– BUSINESS
ANALYST
• Communicates
vision
– PRODUCT
MANAGER
• ParMcipates
in
scrum
meeMngs
– TEAM
MEMBER
• Inspects
the
product
at
end
– QUALITY
ASSURANCE
• Course
corrects
or
change
direcMon
– MANAGEMENT
• Communicate
progress
– PROJECT
MANAGER
Thinqube
Network,
Inc.
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14. “If
you
could
have
one
thing…”
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15. Scaling
Product
Ownership
Check
List
1. Vision
–
Understand
what
the
purpose
is
2. Business
Goals
–
Understand
the
“Mission
CriMcal”
prioriMes
Thinqube
Network,
Inc.
15
19. [BEFORE]
Trial
and
Error
Managing
the
Enterprise
Backlog
Team 1A Team 1B Team 1C Team 1D
2
3
4
DEPENDENCIES / CONSTRAINTS
- Blocking progress
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Network,
Inc.
19
21. [BEFORE]
Team
Workload
Across
Teams
Team 1A Team 1B Team 1C
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Team 1D
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Network,
Inc.
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22. [BEFORE]
Team
Workload
–
Adding
Work
Team 1A Team 1B Team 1C
Team 1D
Feature
1
Feature
1
Feature
1
Feature
1
Feature
2
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Feature
2
Feature
2
Feature
1
Feature
1
Feature
2
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Network,
Inc.
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23. [BEFORE]
Team
Workload
-‐
Gaps
Team 1A Team 1B Team 1C
Feature
1
Feature
1
Feature
1
Team 1D
Feature
1
Feature
2
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Feature
2
Feature
2
Feature
1
Feature
1
Feature
2
Feature
2
Feature
2
Feature
2
Feature
2
Feature
2
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Network,
Inc.
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35. [AFTER]
MulMple
Teams
for
SINGLE
Product
Maj. #1 Lt. Col. #1 Prog. Man. Lt. Col. #2
1
2
3
4
Portal Data Change Control Architecture
Team 1 Team 2 Team
Thinqube
Network,
Inc.
3 Team 4 35
38. [AFTER]
Team
Workload
Balanced
Approach
Team 1 Team 2 Team 3
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
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Network,
Inc.
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39. [AFTER]
Team
Workload
Balanced
Approach
Team 1 Team 2 Team 3
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Team 4
Feature
1
Spread your features across teams
Thinqube
Network,
Inc.
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40. [AFTER]
Team
Workload
Balanced
Approach
Team 1 Team 2 Team 3
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Feature
2
Feature
2
Feature
2
Team 4 Feature
2
Feature
2
After full completion of Feature 1,
continue on to Inc.
Thinqube
Network,
Feature 2! 40
41. [AFTER]
Team
Workload
Balanced
Approach
Team 1 Team 2 Team 3
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Feature
1
Feature
2
Feature
2
Feature
2
Feature
2
Feature
2
Feature
3
Feature
3
Team 4
Feature
3
Feature
3
Feature
3
Complete all features as a single aligned-team.
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Network,
Inc.
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43. Scaling
Product
Ownership
Check
List
1. Vision
–
Understand
what
the
purpose
is
2. Business
Goals
–
Understand
the
“Mission
CriMcal”
prioriMes
3. Visualize
Priori>es
+
Limit
Team
WIP
–
At
enterprise
level
4. Defini>on
of
Done
–
Alignment
for
teams!
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Network,
Inc.
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44. CoordinaMon
of
Effort
“Product
Management
Alignment
Team”
Integration Architects
Team 4
Others…
Team 1 Team 2 Team 3
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Network,
Inc.
44
46. Weekly
Update
–
Team
X
-‐
Sprint
Y
Points
CommiUed:
XX
Points
Delivered:
YY
Issues/Impediments
What
is
prevenMng
from
meeMng
Sprint
commitment?
1.
2.
What
is
the
team
doing
to
resolve
and
meet
Sprint
commitment?
1.
2.
What
is
the
team
asking
from
Management
to
help
resolve
and
meet
Sprint
commitment?
1.
2.
AddiMonal
Discussion
Topics:
1.
2.
3.
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Network,
Inc.
46
47. Scaling
Product
Ownership
Check
List
1. Vision
–
Understand
what
the
purpose
is
2. Business
Goals
–
Understand
the
“Mission
CriMcal”
prioriMes
3. Visualize
Priori>es
+
Limit
Team
WIP
–
At
enterprise
level
4. Defini>on
of
Done
–
Alignment
for
teams!
5. Scrum
of
Scrums
–
Remove
Constraints!
6. And…
boom
goes
the
dynamite.
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Network,
Inc.
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48. Final
Results
• 2
week
sprints
• Full
Product
Owner
engagement
• 78%
of
features
complete
in
first
4
months
• 130%
decrease
in
defects
• 90%
of
Mission
CriMcal
Features
complete
ahead
of
schedule
(9
months)
• $12.7M
program
extended
to
$22.2M
• HAPPY
CUSTOMER
Thinqube
Network,
Inc.
48
49. Summary
• Big
visible
charts
• Team
alignment
daily/weekly
• Make
policies
explicit
• Cultural
change
must
happen
• Product
Owners
need
to
align
and
know
all
constraints
on
teams
+
EMPOWERMENT!
RAR!
• One
strategy
doesn’t
always
work
for
all
• Full
alignment
of
teams
isn’t
always
possible!
Thinqube
Network,
Inc.
49
50. Peter
Saddington
-‐
CSP,
CSM,
M.A.
Counseling,
M.A.
Educa=on
Independent
Enterprise
Agile
Coach
• Over
14
years
in
IT
–
Programmer,
Dev
Manager,
Project/Program
Manager,
VP
OperaMons,
Enterprise
Agile
Coach
• Government,
DoD,
healthcare,
web
&
media,
telecom,
financial
me@peter.ps
404.669.6662
www.agilescout.com
www.scrumpocketguide.com
www.twiUer.com/agilescout
50