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Scaling

Product Ownership A Story


Peter Saddington, CSM CSP Enterprise Agile Coach, Thinqube, Inc. Agilescout.com @agilescout

Thinqube Network, Inc.

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, nancial me@peter.ps 404.669.6662 www.agilescout.com www.scrumpocketguide.com www.twiUer.com/agilescout

Lets talk about the PO for a bit Ill tell you a story Its a long day Its right aYer lunch Lets get to the point Let me brag about my daughter 35 minutes Q&A + Discussion
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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
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Many Roles of the Product Owner


Tells the team what they need to build Creates the prioriMzed product backlog (PBI) Represents the customer Requirements ElaboraMon Communicates vision ParMcipates in scrum meeMngs Inspects the product at end Course corrects or change direcMon Communicate progress PRODUCT MANAGER PRODUCT MANAGER CLIENT REPRESENTATIVE BUSINESS ANALYST PRODUCT MANAGER TEAM MEMBER QUALITY ASSURANCE MANAGEMENT PROJECT MANAGER

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Typical Product Ownership


PRODUCT OWNER CSM / Project Manager Developers Analysts QA UI/UX Delivery Personnel

Delivery Team

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A Simple Product
Product Owner

Team 1 Single Application Single Team

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Scaling Product Ownership Check List


1. Vision Understand what the purpose is

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Process FAIL or WIN?

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1. ASK 2. REWARD 3. PENALIZE 4. BUILD



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If you could have one thing

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Scaling Product Ownership Check List


1. Vision Understand what the purpose is 2. Business Goals Understand the Mission CriMcal prioriMes

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[BEFORE] #FUN! Complex Product


Maj. #1 1A Lt. Col. #1 1B Prog. Man. 1C Lt. Col. #2 1D Team 1 ABCD

Single Team Portal Data Change Control Architecture

MULTIPLE APPLICATIONS
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[BEFORE] Trial and Error Managing the Enterprise Backlog


Team 1A Team 1B Team 1C Team 1D

3 4

DEPENDENCIES / CONSTRAINTS - Blocking progress


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FULL UTILIZATION

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[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 Team 1D

Feature 1

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[BEFORE] Team Workload Adding Work


Team 1A Team 1B Team 1C

Feature 1 Feature 1 Feature 1 Feature 1 Feature 1

Feature 1 Feature 2 Feature 1 Feature 2 Feature 1

Feature 1 Feature 1 Feature 1 Feature 2 Feature 2

Team 1D

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[BEFORE] Team Workload - Gaps


Team 1A Team 1B Team 1C

Feature 1 Feature 1 Feature 1 Feature 1 Feature 1

Feature 1 Feature 2 Feature 1 Feature 2 Feature 1

Feature 1 Feature 1 Feature 1 Feature 2 Feature 2 Feature 2

Team 1D

Feature 2 Feature 2

Feature 2 Feature 2
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[BEFORE] Team Workload Full Capacity


Team 1A Team 1B Team 1C

Feature 1 Feature 1 Feature 1 Feature 1 Feature 1 Feature 3 Feature 2 Feature 2

Feature 1 Feature 2 Feature 1 Feature 2 Feature 1 Feature 3 Feature 2 Feature 3


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Feature 1 Feature 1 Feature 1 Feature 2 Feature 2 Feature 2 Feature 3 Feature 2


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[BEFORE] Team Workload EsMmate


Feature 1 Feature 1 Feature 1 Feature 2 Feature 2 Feature 2 Feature 3 Feature 3 Feature 3 3 Months

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[BEFORE] Team Workload EsMmate


Feature 1 Feature 1 Feature 1 Feature 2 Feature 2 Feature 2 Feature 3 Feature 3 Feature 3 6 Months

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[BEFORE] Team Workload EsMmate


Feature 1 Feature 1 Feature 1 Feature 2 Feature 2 Feature 2 Feature 3 Feature 3 Feature 3 9 Months

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SIMPLE!
9 Months Dude! Easy-cakes!

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Team Workload Reality


Feature 1 Feature 2 Feature 3 Feature 1 Feature 2 Feature 3 Feature 1 Feature 2 Feature 3 7 Months

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Team Workload Reality


Feature 1 Feature 2 Feature 3 Feature 1 Feature 2 Feature 3 Feature 1 Feature 2 Feature 3 7 Months 10 Months

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Team Workload Reality


Feature 1 Feature 2 Feature 3 Feature 1 Feature 2 Feature 3 Feature 1 Feature 2 Feature 3 7 Months 10 Months 15 Months

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Process FAIL or WIN?

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[AFTER] MulMple Teams for SINGLE Product


Maj. #1 1 Lt. Col. #1 2 Prog. Man. 3 Lt. Col. #2 4

Portal

Data

Change Control

Architecture

Team 1

Team 2

Team Thinqube Network, Inc.

Team 4

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[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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[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 Team 4

Spread your features across teams


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[AFTER] Team Workload Balanced Approach


Team 1 Team 2 Team 3

Feature 1 Feature 1 Feature 1 Feature 2 Team 4

Feature 1 Feature 1

Feature 1 Feature 1

Feature 2 Feature 2

Feature 2 Feature 2

After full completion of Feature 1, Thinqube Network, Feature 2! continue on to Inc.

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[AFTER] Team Workload Balanced Approach


Team 1 Team 2 Team 3

Feature 1 Feature 1 Feature 1 Feature 2

Feature 1 Feature 1

Feature 1 Feature 1

Feature 2 Feature 2

Feature 2 Feature 2 Team 4 Feature 3


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Feature 3 Feature 3

Feature 3 Feature 3

Complete all features as a single aligned-team. Thinqube Network, Inc.

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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. Deni>on of Done Alignment for teams!
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CoordinaMon of Eort Product Management Alignment Team


Integration Others Architects Team 4

Team 1

Team 2

Team 3

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Weekly Update Team X - Sprint Y


Points CommiUed: XX Points Delivered: YY Issues/Impediments

AddiMonal Discussion Topics: 1. 2. 3.

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.

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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. Deni>on of Done Alignment for teams! 5. Scrum of Scrums Remove Constraints! 6. And boom goes the dynamite.
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Final Results
2 week sprints Full Product Owner engagement 78% of features complete in rst 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.

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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 doesnt always work for all Full alignment of teams isnt always possible!
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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, nancial me@peter.ps 404.669.6662 www.agilescout.com www.scrumpocketguide.com www.twiUer.com/agilescout

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