Product Owner

transcript

Product Owner

Scrum Basics

for managing projects on

complex contexts

Scrum is a framework

iterative and incremental

Framework Scrum

Vision *

SPRINT

<= 1 Month

Sprint

Planning

Sprint

Review

Sprint

RetrospectiveProduct

Backlog

Sprint

Backlog

Artefacts Events

Scrum Team

Product

Increment

RulesRoles

Sprint

Scrum Roles

Project Manager role is not necessary…

Project

Manager

Development

DEVELOPMENT

IS HERE

DEVELOPMENT

IS HERE

Micro Planning

Macro Planning

People

Process

Development Team

3 to 9 members to delivery the increment

ScrumMaster

One person to people and process

Product Owner

One person to maximize ROI

Business

Project Management

Product Management

Business Analysis

Skills

Vision

Strategy

TacticsCre

DevTeam Stakeholders

Product Owner

Product

Backlog

Developm

ent Team

DEVELOPM

ENT TEAM

IS HERE

DEVELOPM

ENT TEAM

IS HERE

Drives Product Success

Creates the Product Vision

Creates and Maintains the Product Backlog

Collaborates with the DevTeam and Stakeholders

Participates in Sprint Meetings

Responsibilities

Development

Sprint

Review

Sprint

Retrospective

DEVELO

IS HERE

DEVELO

IS HERE

GUESTS*

DEVELO

IS HERE

DEVELO

IS HERE

DEVELO

IS HERE

DEVELO

IS HERE

Sprint Planning

SPRINT

DEVELO

IS HERE

DEVELO

IS HERE

PO’s Calendar

Common mistakes or traps...

Underpowered Product Owner

Partial Product Owner

Distant Product Owner

Proxy Product Owner

Product Owner Committee

Pre Game

Vision

What is my product?

Visual and Graphics

Key Benefits

Features

Operational Requirements

There is no vision

Prophetic vision

Analysis Paralysis

We know what is best for our

customer

More is better

Vision as an artifact

Product Backlog

Business Value

Feature

Definition

of Ready *

Definition

of Ready *

User Story

Acceptance Criteria

Prototype

User Story

A way to describe features

User Story

Card, Conversation, Confirmation

Who, What, Why

User Story

Product Backlog not looking for vision;

Excess specification in items;

Santa Claus’ List

Top Prioritized items doesn’t agree with DoR

Product Competition Backlogs;

Requirements obtained by cold methods;

Prioritize Backlog

How does prioritize PBIs?

Prioritize for

Uncertain and Risk

Releasability

Dependency

ing Select 5 to 9

criteriaSelect Base

Select Themes to Compare

Compare each one to base

Define Features or

Themes

Select Stakeholders

Define money For each one

Stakeholders distribute

Dev Team estimate cost

ROI is calculated

Prioritization no parameters;

PO does not listen to other people to prioritize

PO outsources prioritization;

PO puts the decision in a method;

Fast-food Prioritization;

Planning and

Tracking

Release #1 Release #2

Team Velocity

How much work can be done?

Release Planning

Higher level planning for your release

scaledagileframework.com

Release Planning

agileatlas.org

The teams understand the scope of the release and

risks.

A higher level plan for sprints inside release.

Project Progress

How to track the Project progress

No Release Planning

No Release Burn-down

PO outsources Release Planning

Big Bang Release

Quality Commitment

Sprint

Sprint is more than just a timebox

Definition

of Done

Product

Increment

Definition

of Ready *

Definition

of Done *

In production

Tested

No known errors

When a Product Backlog Item or an Increment is

described as “Done”, everyone must understand

what “Done” means.

The Definition of “Done” for the Scrum Team and is

used to assess when work is complete on the PI.

The DoD guides the Development Team in knowing

how many Product Backlog items it can select

during a Sprint Planning.

Definition of Done

scrumguides.org

Every Sprint produces a Product Increment. The

Product Increment must be of high enough quality

to be given to users.

The Product Increment must meet the Scrum Team's

current Definition of Done, and each component of it

be acceptable to the Product Owner.

Product Increment

agileatlas.org

Sprint Planning

Scrum Team planning a Sprint

Part One

Strategic

Part One

Strategic

Part One

Estimating

Size /

Complexity/

Uncertain

Strategic

Part Two

TacticStrategic

Part One

Part Two

TacticStrategic

Part One

An item should be decomposed by the end of this meeting to

units work ( Task) of one day or less

Part Two

TacticStrategic

Part One

Sprint Backlog

Daily Scrum

Dev Team self organizing their work

What I have accomplished since our last

Daily Scrum;

What I plan to accomplish between now and

our next Daily Scrum;

What is impeding my progress.

Daily Scrum Questions

agileatlas.org

Sprint Review

Dev Team shows to PO the PI

Sprint Retrospective

SM guides process improvement

Scrum and

Governance

Scaling2 or more Scrum Teams working tougher

How to scale scrum?

agileatlas.org

Scrum of Scrums

www.gamasutra.com

less.works

Large Scale Scrum

www.scaledagileframework.com

References

Author Original Tittle In Portuguese

Craig Larman Applying UML and Patterns:

An Introduction to Object-

Oriented Analysis and Design

and Iterative Development

Utilizando UML e Padrões

David J. AndersonKanban: Successful

Evolutionary Change for Your

Technology Business

Kanban: Mudança

Evolucionária de Sucesso

para seu Negócio de

Tecnologia

Eric Ries The Lean Startup: How

Today's Entrepreneurs Use

Continuous Innovation to

Create Radically Successful

Businesses

A Startup Enxuta - Como Os

Empreendedores Atuais

Utilizam a Inovação...

Jeff SutherlandScrum: The Art of Doing Twice

the Work in Half the Time)

Scrum - a arte de fazer o

dobro de trabalho na metade

do tempo

Ken Schwaber, Jeff

SutherlandScrum Guide

http://www.scrumguides.org/

Guia do Scrum

http://www.scrumguides.org/

References

Ken Schwaber, Jeff

Sutherland

Software in 30 Days: How

Agile Managers Beat the

Odds, Delight Their

Customers, And Leave

Competitors In the Dust

Kent Beck, Cynthia AndresExtreme Programming

Explained: Embrace Change

Programação Extrema (xp)

Explicada - Acolha as

Mudanças

Kent BeckTest Driven Development: By

Example

TDD – Desenvolvimento

guiado por testes

Mauricio Aniche

Test-Driven Development:

Teste e Design no Mundo

Martin FowlerRefactoring: Improving the

Design of Existing Code

Refatoração: Aperfeiçoamento

e Projeto

References

Matt Wynne, Aslak Hellesoy

The Cucumber Book:

Behavior-Driven Development

for Testers and Developers

Mike Cohn Agile Estimating and Planning -

Mike Cohn Succeeding with Agile:

Software Development Using

Desenvolvimento de Software

com Scrum

Mike Cohn User Stories Applied: For Agile

Software Development-

Robert C. MartinClean Code: A handbook of

Agile Software Craftsmanship

O Codificador Limpo: Um

Código de Conduta para

Programadores Profissionais.

Robert C. Martin, Micah

MartinAgile Principles, Patterns and

Practices in C#

Princípios, Padrões e Práticas

Ágeis em C#

References

Author Sites URL

Paulo Caroli e Taina Caetano http://www.funretrospectives.com/

Ron Jeffries http://www.agileatlas.org

Adaptworks http://blog.adaptworks.com.br/

Several http://agilemomentum.wordpress.com/

Scrum Alliance http://www.scrumalliance.org/

Obrigado!

Material developed by Anderson Hummel and revised by Alexandre Magno and Manoel Pimentel for Adaptworks CSM courses

Anderson Hummel

ahummel@adaptworks.com.br

br.linkedin.com/in/andersonhummel

Alexandre Magno

amagno@adaptworks.com.br

@axmagno

Manoel Pimentel

manoel@adaptworks.com.br

@manoelp