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Agile ME Meetup: Agile A-Z - Chapter 1: The Product Owner

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What is Agile? - What are the roles in Agile development? How do we implement or scale with Agile? Which Agile processes should I use in my case? There are so many questions about Agile, so in a series of Meetups, we will try to uncover as many aspects of Agile as possible, in order to provide the full overview of Agility in organisations. The form will be a combination of presentations and discussions, so everyone has a chance to address their thoughts on the matter. In the first chapter, we had a more "general" talk about what Agile software development is, and the value behind it. What does it mean to be Agile? - In this chapter we will go more into the details with the Product Owner. As a Product Owner you’re responsible for your product, together with your team and the client setting the direction of the product, making sure everyone is happy with the outcome. In this chapter, we will cover the following topics: • Vision • Backlog • Epic and User Stories • Agile Planning

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THE PRODUCT OWNER AGILE A-Z - CHAPTER 2
PRACTICAL INFORMATION ▸ Sponsors ▸ Certificate of Participation ▸ …
SPONSORS
AGILE A-Z CHAPTER 2: THE PRODUCT OWNER CERTIFICATE OF PARTICIPATION ▸ GOLD: 5-6 Meetups ▸ Will be handed over at the Lean and Agile ME Summit 2018 conference in March ▸ SILVER: 3-4 Meetups ▸ BRONCE: 1-2 Meetups Remember to fill in the participation list!
AGILE A-Z CHAPTER 2: THE PRODUCT OWNER THE CHAPTERS
WHAT IS AGILE?
AGILE A-Z CHAPTER 2: WHAT IS AGILE THE AGILE MANIFESTO ▸ Individuals and interactions over processes and tools ▸ Working software over comprehensive documentation ▸ Customer collaboration over contract negotiation ▸ Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
AGILE A-Z CHAPTER 2: WHAT IS AGILE SCRUM AND KANBAN Releasing software early + Collaborative and self- managed teams.
AGILE A-Z CHAPTER 2: WHAT IS AGILE WHAT IS AGILE? ▸ It’s not a process - It’s a mindset and a general way of working ▸ Frequent deliveries, enabling a strong and quick feedback loop is key to be truly agile ▸ Be transparent - Why are you doing what you’re doing ▸ SCRUM and KANBAN are tools and processes that can be followed to become agile as long as it adds value
AGILE A-Z CHAPTER 2: THE PRODUCT OWNER TODAYS AGENDA ▸ The Product Owner ▸ Creating a Vision ▸ Planning ▸ Backlog
IS THE PRODUCT OWNER AN AGILE ROLE?
SO WHAT DO A PRODUCT OWNER DO?
AGILE A-Z CHAPTER 2: THE PRODUCT OWNER THE PRODUCT OWNER “The Scrum product owner is typically a project's key stakeholder. Part of the product owner responsibilities is to have a vision of what he or she wishes to build, and convey that vision to the scrum team. This is key to successfully starting any agile software development project. The product owner does this in part through the product backlog, which is a prioritized features list for the product” Mike Cohn
AGILE A-Z CHAPTER 2: THE PRODUCT OWNER THE REALITY OF THE PRODUCT OWNER The Scrum definition of the Product Owner
AGILE A-Z CHAPTER 2: THE PRODUCT OWNER THE REALITY OF THE PRODUCT OWNER
AGILE A-Z CHAPTER 2: THE PRODUCT OWNER THE REALITY OF THE PRODUCT OWNER
AGILE A-Z CHAPTER 2: THE PRODUCT OWNER THE REALITY OF THE PRODUCT OWNER
AGILE A-Z CHAPTER 2: THE PRODUCT OWNER THE REALITY OF THE PRODUCT OWNER
AGILE A-Z CHAPTER 2: THE PRODUCT OWNER THE PRODUCT OWNER ▸ The one person ultimately responsible for the success of the product ▸ Liaison between all stakeholders
 (Team, Clients, Management etc.)
AGILE A-Z CHAPTER 2: THE PRODUCT OWNER THE PRODUCT OWNER ORG. OTHER PO’S SM MARKET TEAM(S) PARTNERS CUSTOMER USERS
AGILE A-Z CHAPTER 2: THE PRODUCT OWNER THE PRODUCT OWNER ▸ Collaboration! ▸ Only by standing together and utilizing skills from the development teams, the organization, the clients etc. the PO will stand a chance ▸ The Product Owner should see himself more as a facilitator, that ensures things get done, and dots are connected, rather than the single entity (single point of failure) that has to do it all ▸ Self-Organized and Empowered teams
CREATING A VISION BY ANDREW
VISION“or why I needed to know where I was going to see if I got there”
AGILE A-Z CHAPTER 2: VISION this is not a sales tool, this is a product tool but it uses sales tools 1. must be broad and engaging 2. must be elevator pitch-able 3. short and sweet 4. clear and stable Questions which a vision can answer • Who is going to buy the product? • Which customer needs will the product address?  • Which product attributes are critical to satisfy the needs selected, and therefore for the success of the product?  • How does the product compare against existing products, both from competitors and the same company? What are the product’s unique selling points?  • What is the target timeframe and budget to develop and launch the product? look familiar?
AGILE A-Z CHAPTER 2: VISION its about alignment, customer and knowing how the future should work for the customer if we know how the customer’s future is we know what our future is VISION CREATES DIRECTION
AGILE A-Z CHAPTER 2: VISION VISION CREATES BUY-IN is it amazing 1 am I awesome? 3 am I safe? 2 does it solve my problem? 4 when can I have it? 6 can I experience it? 5
AGILE A-Z CHAPTER 2: VISION =++ ? How do you know if the pieces fit together? and if your shipped value measures up to the test of time? VISION ENHANCES YOUR PRODUCT
AGILE A-Z CHAPTER 2: VISION Client I know I want this button to be this color, and that way we will sell 40 million PO Clearly I know what the best version of this would be, as I know the market! SM I know what “he” means and what the team can do within that timeframe, after all… its just scope right? Team Sure what “he“ wants is this, but it would be better this way, this technology is newer! Tester I will show what I can get to work , and its not my responsibility 1 2 3 4 5 The challenge with a “traditional” delivery pipeline VISION GIVES YOU TRANSPARENCY
experiment AGILE A-Z CHAPTER 2: VISION make awesome be safe deliver value will the client feel like you have their best interests at heart? will the business feel like its safe to oppose a view but commit to value will the industry gain valuable traction in your efforts to be even more outstanding? are you constantly adding value which can be measured against an overall vision? VISION BUILDS TRUST
THE BACKLOG
AGILE A-Z CHAPTER 2: THE BACKLOG THE BACKLOG IDEA EPIC EPIC EPIC STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY You start with your idea You break your idea into Epics And your epics are broken down to user stories
AGILE A-Z CHAPTER 2: THE BACKLOG THE BACKLOG IDEA EPIC EPIC EPIC STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY In the bottom of your backlog you keep ideas and features that you plan to build in the future but have not yet a full overview of Epics can be used as a first attempt to break down you ideas into smaller entities - or to group a collection of features that together creates a component User stories should describe the value you would like to create - and should always be full stack features
 Stories in top should be groomed to a level where they are ready to be picked for the next sprint
AGILE A-Z CHAPTER 2: THE BACKLOG THE BACKLOG STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY Stories in top should be groomed to a level where they are ready to be picked for the next sprint Keep your stories small - Rule of thumb, your team should in a sprint be able to finish more than a few stories When Grooming your stories, keep in mind that you do not need to identify all tasks / risks
 2/3 tasks before you start and 1/3 during your sprint usually is good balance Each user story in your backlog should create value - Keep in mind Minimum Viable Product (MVP)
AGILE A-Z CHAPTER 2: THE BACKLOG THE BACKLOG IDEA EPIC EPIC EPIC The Product Owner is in charge of the backlog, and should make sure that at least the top is always prioritized
 - But that doesn’t mean others can’t contribute! A good backlog is key to a good sprint planning STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY
PLANNING
WHAT TOOLS DOES AGILE GIVE TO HELP YOU PLAN?
AGILE A-Z CHAPTER 2: PLANNING PLANNING STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY Measure how much you have delivered in the past sprints, and use this to estimate when the items in your backlog will be delivered } } Sprint 1 Sprint 2 }Sprint X }Sprint Y Velocity If a team’s velocity is 26 story points per 2-week sprint but John takes a 3 hour lunch and Sally is sick for 2 days, what’s the team’s velocity?
AGILE A-Z CHAPTER 2: PLANNING PLANNING STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY Measure how much you have delivered in the past sprints, and use this to estimate when the items in your backlog will be delivered } } Sprint 1 Sprint 2 }Sprint X }Sprint Y Velocity
AGILE A-Z CHAPTER 2: PLANNING PLANNING STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY Measure how much you have delivered in the past sprints, and use this to estimate when the items in your backlog will be delivered } } Sprint 1 Sprint 2 }Sprint X }Sprint Y Velocity
AGILE A-Z CHAPTER 2: PLANNING PLANNING Next SprintCurrent Sprint Q4 2017 Q1/2 2018 End of 2018 Risk KNOWLEDGE BEST GUESS
AGILE A-Z CHAPTER 2: PLANNING PLANNING Time Scope Resources Next SprintCurrent Sprint Q4 2017 Q1/2 2018 End of 2018 Risk
AGILE A-Z CHAPTER 2: THE PRODUCT OWNER PLANNING ▸ Not a management task! ▸ The plan is not the product of planning ▸ “Individuals and interactions over processes and tools” ▸ Your plan should be a living document
QUESTIONS

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Agile ME Meetup: Agile A-Z - Chapter 1: The Product Owner

  • 1. THE PRODUCT OWNER AGILE A-Z - CHAPTER 2
  • 2. PRACTICAL INFORMATION ▸ Sponsors ▸ Certificate of Participation ▸ …
  • 4. AGILE A-Z CHAPTER 2: THE PRODUCT OWNER CERTIFICATE OF PARTICIPATION ▸ GOLD: 5-6 Meetups ▸ Will be handed over at the Lean and Agile ME Summit 2018 conference in March ▸ SILVER: 3-4 Meetups ▸ BRONCE: 1-2 Meetups Remember to fill in the participation list!
  • 5. AGILE A-Z CHAPTER 2: THE PRODUCT OWNER THE CHAPTERS
  • 7. AGILE A-Z CHAPTER 2: WHAT IS AGILE THE AGILE MANIFESTO ▸ Individuals and interactions over processes and tools ▸ Working software over comprehensive documentation ▸ Customer collaboration over contract negotiation ▸ Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
  • 8. AGILE A-Z CHAPTER 2: WHAT IS AGILE SCRUM AND KANBAN Releasing software early + Collaborative and self- managed teams.
  • 9. AGILE A-Z CHAPTER 2: WHAT IS AGILE WHAT IS AGILE? ▸ It’s not a process - It’s a mindset and a general way of working ▸ Frequent deliveries, enabling a strong and quick feedback loop is key to be truly agile ▸ Be transparent - Why are you doing what you’re doing ▸ SCRUM and KANBAN are tools and processes that can be followed to become agile as long as it adds value
  • 10. AGILE A-Z CHAPTER 2: THE PRODUCT OWNER TODAYS AGENDA ▸ The Product Owner ▸ Creating a Vision ▸ Planning ▸ Backlog
  • 11. IS THE PRODUCT OWNER AN AGILE ROLE?
  • 12. SO WHAT DO A PRODUCT OWNER DO?
  • 13. AGILE A-Z CHAPTER 2: THE PRODUCT OWNER THE PRODUCT OWNER “The Scrum product owner is typically a project's key stakeholder. Part of the product owner responsibilities is to have a vision of what he or she wishes to build, and convey that vision to the scrum team. This is key to successfully starting any agile software development project. The product owner does this in part through the product backlog, which is a prioritized features list for the product” Mike Cohn
  • 14. AGILE A-Z CHAPTER 2: THE PRODUCT OWNER THE REALITY OF THE PRODUCT OWNER The Scrum definition of the Product Owner
  • 15. AGILE A-Z CHAPTER 2: THE PRODUCT OWNER THE REALITY OF THE PRODUCT OWNER
  • 16. AGILE A-Z CHAPTER 2: THE PRODUCT OWNER THE REALITY OF THE PRODUCT OWNER
  • 17. AGILE A-Z CHAPTER 2: THE PRODUCT OWNER THE REALITY OF THE PRODUCT OWNER
  • 18. AGILE A-Z CHAPTER 2: THE PRODUCT OWNER THE REALITY OF THE PRODUCT OWNER
  • 19. AGILE A-Z CHAPTER 2: THE PRODUCT OWNER THE PRODUCT OWNER ▸ The one person ultimately responsible for the success of the product ▸ Liaison between all stakeholders
 (Team, Clients, Management etc.)
  • 20. AGILE A-Z CHAPTER 2: THE PRODUCT OWNER THE PRODUCT OWNER ORG. OTHER PO’S SM MARKET TEAM(S) PARTNERS CUSTOMER USERS
  • 21. AGILE A-Z CHAPTER 2: THE PRODUCT OWNER THE PRODUCT OWNER ▸ Collaboration! ▸ Only by standing together and utilizing skills from the development teams, the organization, the clients etc. the PO will stand a chance ▸ The Product Owner should see himself more as a facilitator, that ensures things get done, and dots are connected, rather than the single entity (single point of failure) that has to do it all ▸ Self-Organized and Empowered teams
  • 23. VISION“or why I needed to know where I was going to see if I got there”
  • 24. AGILE A-Z CHAPTER 2: VISION this is not a sales tool, this is a product tool but it uses sales tools 1. must be broad and engaging 2. must be elevator pitch-able 3. short and sweet 4. clear and stable Questions which a vision can answer • Who is going to buy the product? • Which customer needs will the product address?  • Which product attributes are critical to satisfy the needs selected, and therefore for the success of the product?  • How does the product compare against existing products, both from competitors and the same company? What are the product’s unique selling points?  • What is the target timeframe and budget to develop and launch the product? look familiar?
  • 25. AGILE A-Z CHAPTER 2: VISION its about alignment, customer and knowing how the future should work for the customer if we know how the customer’s future is we know what our future is VISION CREATES DIRECTION
  • 26. AGILE A-Z CHAPTER 2: VISION VISION CREATES BUY-IN is it amazing 1 am I awesome? 3 am I safe? 2 does it solve my problem? 4 when can I have it? 6 can I experience it? 5
  • 27. AGILE A-Z CHAPTER 2: VISION =++ ? How do you know if the pieces fit together? and if your shipped value measures up to the test of time? VISION ENHANCES YOUR PRODUCT
  • 28. AGILE A-Z CHAPTER 2: VISION Client I know I want this button to be this color, and that way we will sell 40 million PO Clearly I know what the best version of this would be, as I know the market! SM I know what “he” means and what the team can do within that timeframe, after all… its just scope right? Team Sure what “he“ wants is this, but it would be better this way, this technology is newer! Tester I will show what I can get to work , and its not my responsibility 1 2 3 4 5 The challenge with a “traditional” delivery pipeline VISION GIVES YOU TRANSPARENCY
  • 29. experiment AGILE A-Z CHAPTER 2: VISION make awesome be safe deliver value will the client feel like you have their best interests at heart? will the business feel like its safe to oppose a view but commit to value will the industry gain valuable traction in your efforts to be even more outstanding? are you constantly adding value which can be measured against an overall vision? VISION BUILDS TRUST
  • 31. AGILE A-Z CHAPTER 2: THE BACKLOG THE BACKLOG IDEA EPIC EPIC EPIC STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY You start with your idea You break your idea into Epics And your epics are broken down to user stories
  • 32. AGILE A-Z CHAPTER 2: THE BACKLOG THE BACKLOG IDEA EPIC EPIC EPIC STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY In the bottom of your backlog you keep ideas and features that you plan to build in the future but have not yet a full overview of Epics can be used as a first attempt to break down you ideas into smaller entities - or to group a collection of features that together creates a component User stories should describe the value you would like to create - and should always be full stack features
 Stories in top should be groomed to a level where they are ready to be picked for the next sprint
  • 33. AGILE A-Z CHAPTER 2: THE BACKLOG THE BACKLOG STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY Stories in top should be groomed to a level where they are ready to be picked for the next sprint Keep your stories small - Rule of thumb, your team should in a sprint be able to finish more than a few stories When Grooming your stories, keep in mind that you do not need to identify all tasks / risks
 2/3 tasks before you start and 1/3 during your sprint usually is good balance Each user story in your backlog should create value - Keep in mind Minimum Viable Product (MVP)
  • 34. AGILE A-Z CHAPTER 2: THE BACKLOG THE BACKLOG IDEA EPIC EPIC EPIC The Product Owner is in charge of the backlog, and should make sure that at least the top is always prioritized
 - But that doesn’t mean others can’t contribute! A good backlog is key to a good sprint planning STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY
  • 36. WHAT TOOLS DOES AGILE GIVE TO HELP YOU PLAN?
  • 37. AGILE A-Z CHAPTER 2: PLANNING PLANNING STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY Measure how much you have delivered in the past sprints, and use this to estimate when the items in your backlog will be delivered } } Sprint 1 Sprint 2 }Sprint X }Sprint Y Velocity If a team’s velocity is 26 story points per 2-week sprint but John takes a 3 hour lunch and Sally is sick for 2 days, what’s the team’s velocity?
  • 38. AGILE A-Z CHAPTER 2: PLANNING PLANNING STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY Measure how much you have delivered in the past sprints, and use this to estimate when the items in your backlog will be delivered } } Sprint 1 Sprint 2 }Sprint X }Sprint Y Velocity
  • 39. AGILE A-Z CHAPTER 2: PLANNING PLANNING STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY Measure how much you have delivered in the past sprints, and use this to estimate when the items in your backlog will be delivered } } Sprint 1 Sprint 2 }Sprint X }Sprint Y Velocity
  • 40. AGILE A-Z CHAPTER 2: PLANNING PLANNING Next SprintCurrent Sprint Q4 2017 Q1/2 2018 End of 2018 Risk KNOWLEDGE BEST GUESS
  • 41. AGILE A-Z CHAPTER 2: PLANNING PLANNING Time Scope Resources Next SprintCurrent Sprint Q4 2017 Q1/2 2018 End of 2018 Risk
  • 42. AGILE A-Z CHAPTER 2: THE PRODUCT OWNER PLANNING ▸ Not a management task! ▸ The plan is not the product of planning ▸ “Individuals and interactions over processes and tools” ▸ Your plan should be a living document