Product Management with scrum

2. AGILE
PRODUCT
MANAGEMENT
WITH SCRUM
CREATING PRODUCTS THAT
CUSTOMERS LOVE
- ROMAN PICHLER
PRODUCT MANAGEMENT BOOK REVIEW
PRESENTED BY – ADITYA M. KARWA

3. SCRUM
SPRINT

4. SCRUM IS AN ITERATIVE AND
INCREMENTAL AGILE SOFTWARE
DEVELOPMENT FRAMEWORK FOR
MANAGING SOFTWARE PROJECTS AND
PRODUCT OR APPLICATION
DEVELOPMENT. ITS FOCUS IS ON "A
FLEXIBLE, HOLISTIC PRODUCT
DEVELOPMENT STRATEGY WHERE A
DEVELOPMENT TEAM WORKS AS A UNIT
TO REACH A COMMON GOAL" AS
OPPOSED TO A "TRADITIONAL,
SEQUENTIAL APPROACH"
SOME IMPORTANT TERMS
WHAT IS SCRUM

5. SPRINT-
A SPRINT IS THE BASIC UNIT OF DEVELOPMENT IN
SCRUM. THE SPRINT IS A "TIMEBOXED" EFFORT, I.E.
IT IS RESTRICTED TO A SPECIFIC DURATION.THE
DURATION IS FIXED IN ADVANCE FOR EACH SPRINT
AND IS NORMALLY BETWEEN ONE WEEK AND ONE
MONTH.
SCRUM IS FACILITATED BY A SCRUMMASTER, WHO
IS ACCOUNTABLE FOR REMOVING IMPEDIMENTS TO
THE ABILITY OF THE TEAM TO DELIVER THE SPRINT
GOAL/DELIVERABLES. THE SCRUMMASTER IS NOT
THE TEAM LEADER, BUT ACTS AS A BUFFER
BETWEEN THE TEAM AND ANY DISTRACTING
INFLUENCES.
SCRUM MASTER

6. UNDERSTANDING THE PRODUCT
OWNERS ROLE
THE PRODUCT OWNER IS ONE AND ONLY
PERSON RESPONSIBLE FOR
MANAGING THE PRODUCT BACKLOG
AND ENSURING THE VALUE OF THE
WORK TEAM PERFORMS. THIS PERSON
MAINTAINS THE PPRODUCT BACKLOG
AND ENSURES THAT IT IS VISIBLE TO
EVERYONE

7. DESIRABLE CHARECTERISTICS OF A
PRODUCT OWNER
VISIONORY DOER
LEADER AND TEAM PLAYER
ENTREPRENEURIAL TEAM
IF YOU GIVE A MEDIOCRE IDEA TO A
GREAT TEAM,THEY WILL EITHER FIX IT OR
THROW IT AWAY AND COME UP WITH
SOMETHING THAT WORKS.

8. COMMUNICATOR AND NEGOTIATOR
EMPOWERED AND COMMITTED
AVAILABLE AND QUALIFIED
PATIENCE
WORKING WITH THE TEAM
COLLABORATING WITH THE
SCRUMMASTER
DOING THE RIGHT THING THE RIGHT WAY

9. COMMON MISTAKES
UNDERPOWERED PRODUCT OWNER
THE OVERWORKED PRODUCT OWNER
THE PARTIAL PRODUCT OWNER
THE PROXY PRODUCT OWNER
THE PRODUCT OWNER COMMITTEE

10. ENVISIONING THE PRODUCT
THE PRODUCT VISION
DESIRABLE QUALITIES OF THE
VISION
SHARED AND UNIFYING
BROAD AND ENGAGING
SHORT AND SWEET
MINIMAL MARKETABLE PRODUCT
SIMPLICITY

11. THE BIRTH OF THE VISION
USING PET PROJECTS
USING SCRUM
TECHNIQUES FOR CREATING THE VISION
PROTOTYPES AND MOCK-UPS
P-D-C-A
PERSONAS AND SCENARIOS
VISION BOX AND TRADE JOURNAL REVIEW
KANO MODEL
VISIONING PRODUCT ROADMAP

12. COMMON MISTAKES
NO VISION
PROPHECY VISION
ANALYSIS PARALYSIS
WE KNOW BEST WHAT IS GOOD FOR OUR
CUSTOMER!!!!
BIG IS BEAUTIFUL

13. WORKING WITH THE PRODUCT BACKLOG
THE PRODUCT BACKLOG IS- PRIORITIZED
LIST OF THE OUTSTANDING WORK
NECESSARY TO BRING THE PRODUCT TO
LIFE
IT INCLUDES-
• CUSTOMER NEEDS
• VARIOUS TECHNICAL OPTION
• FUNCTIONAL & NON FUNCTIONAL
ISSUES
• REMEDIATING DEFECTS

14. THE “DEEP” QUALITIES OF THE PRODUCT
BACKLOG
D DETAILED
E ESTIMATED
E EMERGENT
P PRIORITIZED

15. PRODUCT BACKLOG PRIORITIZATION
DETERMINES THE LEVEL OF DETAIL
PRODUCT BACKLOG
PRIORITY
COURSE -GRAINED
ITEMS i.e EPICS
MEDIUM GRAINED
ITEMS e.g. LARGER
USER STORIES
FINE GRAINED DETAIL ITEMS
READY FOR NEXT ITERATION
LOW
HIGH

16. GROOMING THE PRODUCT BACKLOG
NEW ITEMS- DISCOVERED AND
DESCRIBED
EXISTING ONES- CHANGED OR REMOVED
SIZING NEEDS TO BE DONE AGAIN AND
AGAIN BY THE TEAM
DISCOVERING NEW ITEM
DESCRIBING ITEMS

17. PRIORITIZING THE PRODUCT BACKLOG ON
THE BASIS OF
• VALUE
• KNOWLEDGE
• UNCERTAINTY
• RISK
• RELEASABILITY
• DEPENDENCIES
GETTING READY FOR THE SPRINT
PLANNING
DECIDING COMMON GOAL
PREPARING JUST ENOUGH ITEMS JUST IN
TIME

18. LARGE
SIZE
LOW HIGH LEVEL OF DETAILS
SMALL
LARGE UNREFINED
ITEMS
SMALL
UNREFINED ITEMS
CLEAR, TESTABLE
AND GEASABLE
ITEMS
DECOMPOSING AND REFINING
PRODUCT BACKLOG ITEMS

19. DECOMPOSING ITEMS
DECOMPOSING MEANS MAKING ITEM
SMALLER AND SMALLER UNTIL THEY FIT IN TO
A SPRINT
PROGRESSIVE REQUIREMENTS
DECOMPOSITION
IF ITEM IS LARGE AND COMPLEX
THEN GATHER FEEDBACK FROM
CUSTOMER,USER AND STAKEHOLDERS

20. HOW USER STORIES CAN BE
DECOMPOSED PROGRESSIVELY
COMPOSE
EMAIL AS AN
ENTERPRISE
USER, I WANT
TO COMPOSE
EMAIL
STATE SUBJECT
AS AN
ENTERPRISE
USER
STATE RECIPIENT
AS AN
ENTERPRISE
USER I WANT TO
STATE ONE OR
MORE
RECIPIENTS
SET
IMPORTANCE AS
AN ENTERPRISE
USER, I WANT
TO SET THE
IMPORTANCE
SELECT
RECIPIENT AS AN
ENTERPRISE
USER, I WANT
TO SELECT ONE
OR MORE USER
FROM MY
CONTACT LIST
ENTER
RECIPIENT AS AN
ENTERPRISE
USER, I WANT
TO ENTER A
RECIPIENT

21. SIZING THE ITEMS
UNDERSTANDING THE ITEM AND
DECIDING-
EFFORTS REQUIRED TO SOLVE THEM
SIZING HELPS IN PRIORITIZATION
FAST TARCKING
FORECASTING
TOOLS TO DECIDE SIZE OF THE ITEMS
STORY POINTS
STORY POINTS ARE COARSE GRAINED
RELATIVE MEASUERS OF EFFORT AND

22. A STORY POINT RANGE
SR.NO STORY POINTS SIZE INTERPRETATION
1 0 ALREADY
IMPLEMENTED
2 1 EXTRA SMALL
3 2 SMALL
4 3 MEDIUM
5 5 LARGE
6 8 EXTRA LARGE
7 13 DOUBLE EXTRA
LARGE
8 20 HUGE

23. NON-LINEAR SEQUENCE IN TABLE SPEED
UP DECISION MAKING PROCESS
PLANNING POKER
USED FOR EEFECTIVE TEAM BASED
ESTIMATION
STEPS-
ITEM IS EXPLAINED
HIGHER PRIORITY TO LOWEST PRIORITY
THEN GAME OF POKER STARTS
IT CONTINUES TILL CONSENSUS
AFTER ESTIMATING TWO ITEMS
RELATIVITY IS COMPARED IF RIGHT THEN

24. ESTIMATING NON FUNCTIONAL
REQUIREMENTS
NON FUNCTIONAL REQUIREMENTS APPLY
TO ALL FUNCTIONAL REQUIREMENTS
THESE ARE INCLUDED IN THE TEAMS
DEFINITION OF DONE
PRODUCT OWNERS AND SCRUM MASTERS
PLAY MAJOR ROLE THEY SHOULD NOT
INFLUENCE ANY PROCESS UNLESS THEY
ARE PERFORMERS
PRODUCT OWNER SHOULD BE PRESENT
FOR EVERY MEETING

25. FAST- TRACK ESTIMATION
IF THERE ARE TIME CONSTRAINTS
USE STICKY NOTES
DEALING WITH NON FUNCTIONAL
REQUIREMENTS
THESE ARE OPERATIONAL
REQUIREMENTS, QUALITIES OF THE
SYSTEM AND CONSTRAINTS
DESCRIBE THEM
DISTINGUISH THEM BETWEEN GLOBAL
AND LOCAL REQUIREMENTS

26. SCALING PRODUCT BACKLOG
• USE ONE PRODUCT BACKLOG
• EXTEND THE GROOMING HORIZON
• PROVIDE SEPERATE BACKLOG VIEWS
COMMON MISTAKES
• DISGUISED REQUIREMENT
SPECIFICATION
• WISH LIST FOR SANTA
• GROOMING NEGLECT
• REQUIREMENT PUSH
• COMPETING BACKLOGS

27. PLANNING THE RELEASE
TIME, COST AND FUNCTIONALITY
QUALITY IS FROZEN
EARLY AND FREQUENT RELEASES
QUARTERLY CYCLES
VELOCITY
BASED ON BACKLOG ITEM AND REVIEW RESULT
RELEASE BURNDOWN CHARTS

28. RELEASE BURNDOWN BAR

29. RELEASE BURNDOWN CHART

30. RELEASE PLAN
SPRINT 1 2 3 4 5
VELOCITY
FORECAST
N/A 12-32 18-28 21-28 11-18
ACTUAL
VELOCITY
20 25 25
DEPENDEN
CIES
IMAGING
LIBRARY
RELEASES ALPHA
CALS BASIC
TEXT
MESSAGE
HOLIDAYS
CURRENT
SPRINT

31. CREATING RELEASE PLAN
SPREAD THE MESSAGE IN EVERY SPRINT
DECIDE WORK PLAN
USE ELECTRONIC TOOLS LIKE
SPREADSHEET,etc
USE OF STICKY NOTE ON THE WALL IS
BEST
RELEASE PLANNING ON THE LARGE
PROJECTS
COMMON BASELINES FOR ESTIMATES
LOOK-AHEAD PLANNING
PIPELINING

32. COMMON MISTAKES
NO RELEASE PLAN
PRODUCT OWNER IN THE PASSENGER
SEAT
BIG-BANG RELEASE
QUALITY COMPROMISES

33. COLLABORATING IN THE SPRINT
MEETINGS
ENORMOUSLY IMPORTANT FOR PRODUCT
OWNERS
SPRINT PLANNING
DEFINITION OF DONE
DAILY SCRUM
SPRINT BACKLOG AND SPRINT
BURNDOWN
SPRINT REVIEW
JUST IN TIME REVIEWS
SPRINT RETROSPECTIVE

34. SPRINT MEETINGS ON LARGE
PROJECTS
JOINT SPRINT PLANNING
SCRUM OF SCRUMS
JOINT SPRINT REVIEW
JOINT SPRINT RETROSPECTIVE
COMMON MISTAKES
THE BUNGEE PRODUCT OWNER
THE PASSIVE PRODUCT OWNER
UNSUSTAINABLE PACE
SMOKE AND MIRRORS
REPORTING UP THE SPRINT BURNDOWN

35. TRANSITIONING IN TO THE PRODUCT
OWNER ROLE
BECOMING A GREAT PRODUCT
OWNER
KNOW YOURSELF
GET A COACH
DEVELOP AND GROW
ENSURE THAT YOU HAVE SPONSOSHIP
FROM RIGHT LEVEL
YOU ARE NOT DONE YET

36. DO DON’T
SAY WHAT NEEDS TO BE DONE SAY HOW AND HOW MUCH
TIME IT WILL TAKE
CHALLENGE THE TEAM BULLY THEM
GET INTERESTED IN BUILDING
HIGH PERFORMANCE TEAM
FOCUS ON SHORT TERM
DELIVERY ONLY
PRACTICE BUSINESS- VALUE-
DRIVEN THINKING
STICK TO THE ORIGINAL SCOPE
AND APPROACH “NO MATTER
WHAT”
PROTECT THE TEAM FROM
OUTSIDE NOISE
WORRY THE TEAM WITH
CHANGES
INCORPORATE CHANGE BETN
SPRINTS
ALLOW CHANGE TO CREEP
INTO SPRINTS