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Copyright © Tieturi 1
From Project Manager to
Product Owner
PMI Agile Workshop 2017
Pentti and Tieturi
• Agile training house with long traditions
• Soprano Oyj • Tieturi, JTO, Infor
• Ph.D.
• IT-pro over 30 years• VTKK, Tietotehdas
• Stonesoft,Tieturi
• Certified Scrum Trainer
• youtube: Pentti Virtanen
• Google: lean developer
From Project Manager to Product Owner
2
Intro to the main
responsibilities of Product
Owner
3
From Project Manager to Product Owner
Agile mindeset
Emerging requirements
Reversible
decisions
Emerging design
From Project Manager to Product Owner
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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
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AG
ILE
From values to behaviors
• Because we value < the value>
we have < this behavior>
• Because we value trust we don’t have
complicated controls to check
everything
From Project Manager to Product Owner
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The 12 principles of Agile software
development
•
From Project Manager to Product Owner
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1. Satisfy customer through
early and frequent delivery
2. Keep development cycles short
(e.g. every couple of weeks)
3. Working software
is the primary measure of progress
4. Welcome changing requirements
even late in the project
5. Business people and developers
work together daily throughout the project
6. Build projects
around motivated individuals
7. Place emphasis on
face to face communication
11. Simplicity is essential
12. Team reflects regularly
where and how to improve
8. The best results emerge
from self organizing teams
9. Continuous attention to
technical excellence and good design
10. Promote sustainable
development pace
AG
ILE
Systems thinking, learning organization, management practices
Lean thinking: create value, avoid waste, WIP,
Agile practices: User stories, Planning Poker, Extreme Programming,
Test Driven Development
Core Scrum: Empirical Process, Scrum Framework, Values,
Flow, Roles, Activities, Artefacts
Scrum Practices: Release management, Scaling ..
Lean, Agile, Scrum, Core Scrum
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ScrumGuide
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MO
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AG
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SCRUM+
Scrum in One Slide
• Scrum is a framework for
developing and sustaining
complex products
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• Roles: • ScrumMaster
• Product Owner
• Development Team Member
• Artefacts• Product backlog
• Sprint backlog
• Product increment
• Visual indicators of progress
• Activity• Product backlog refinement
• Events• Sprint
• Sprint planning meeting
• Daily Scrum
• Sprint review
• Sprint retrospective
• Agreement• Definition of done
Complex
Complicated
ComplicatedSimple
Anarchy
Close to Far from
Certainty Technology Certainty
Clo
se t
o
R
eq
uir
em
en
tsF
ar
from
Ag
reem
en
t
A
gre
em
en
t
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Scrum Flow
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Sprint review meeting
Burndown
chart
Product
Owner
Retrospective
meeting
Sprint planning meeting
Daily
Scrum Product
Backlog
Sprint
Backlog
Plan: Tasks
ScrumMaster
Product vision
Development team
SC
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M
Product
backlog
refinement
Potentially
shippable
increment
of
functionality
Impact of an agile approach on roles
From Project Manager to Product Owner
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Scrum Team
Product
Owner,
one person
ScrumMaster,
one person
Development
Team
3-9 persons
No
project
managers,
external
specialists,
steering
groups?
Stakeholders
SC
RU
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Scrum Roles
• Product owner
• High-level vision of the product
• Funding, ROI
• Gathering requirements
• Stakeholder management
• Collaboration with the
development team
• Release management
• Development team
• Cross-functional, no roles
• 3-9 members
• Empowered, self-managing
• ScrumMaster
• Scrum process
• Servant leader not a manager
• Coach, change agent
• Removal of impediments
• Facilitates
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From Project Manager to Product Owner
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Scrum role: Product Owner
• Drives product success• Guides the Team with up-to-date information about
user and market needs
• Creates the product vision• What the project will create, for whom and why
• Optimizes the Return On Investment (ROI) • Obtaining funding for the development
• Authority to make decisions
• Release management• Does not overrule Teams estimates and commitments
• Owns the product backlog• Creates, maintains, updates regularly
• Orders, can reorder at any time
• Can add/change/remove items at any time
• Stakeholder collaboration• Represents the interests of all the stakeholders
• Who are stakeholders?
• Gathering input about the features and understanding their relative value
• Collaborates with the Team• Answers team’s questions
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Who should be a Product Owner
• Has enough knowledge
• Power enough
• Real customer ?
• Time enough
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Product champion
- Passion for the product
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Product vision
• Shared
• Broad and engaging
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• ConciseSC
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Business value for the customer
• Multiple releases with learning by feedback
• Better IT solutions - more business value
• Reduced risk
• Earlier time to market and payback
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Return - investment
-2000
-1000
0
1000
2000
3000
4000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Month
1000
€
Scrum Waterfall
Minimum viable
product
Investment is 100 000€/month. Scrum team starts to earn after 1 month and the waterfall teal after the whole
12 months. Return on investments have increasing payback times. First investment is paid back in 2 months
and the final in 13 months. The only difference is the start of the payback period
SC
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• Lower effort /costs in requirements development
• Faster thru put time due to better value stream
• Better quality
• Financed by the return on investment (ROI)
Product backlog
• Ordered and emerging list of deliverables
• Owned by the Product Owner
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Ord
er
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Release management
• Bring the vision to life in the best
possible way
• Schedule backlog items
• Continuous delivery?
• 1000 releases in a day
• Updated Frequently in review meetings
• Plans are dynamic and change
• Emergent forecasts, no promises
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Sp
rint 1
Sp
rint 2
Sp
rint 3
Sp
rint 4
Sp
rint 5
Sp
rint 6
Rele
ase 1
Rele
ase 2
Releases
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Large Product Backlog
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Games
Navigation
Pac man
Sudoku
Maps
Cameras
Play game
Theme Epic Feature
Tracking
results
Create
game
Ord
er
AG
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Three C – Key Elements of a User Story
Card The card reminds to describe the user story with just a few
sentences that captures the crucial points: who, what and
why.
Conversation A user story is just the beginning – it is not meant to be a
full-blown traditional requirement description.
A user story is a promise for further discussion between the
customer, the team(s) and the stakeholders. The
discussion will provide the necessary details.
Confirmation Acceptance criteria and tests define the conditions of
satisfaction. They help evaluate whether the developed
user story meets the user needs, expectations and
specifications.
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AG
ILE
Decomposition
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Games Pac man
Create Pacmans
Theme Epic Feature/Story
Create enemies
Create walls
Move Pacman
Move enemies
Compose music
1. Create
walls
2. Create
Pacmans
Story Tasks
walls UI
programming
Database
Graphical design
Game engine
User
documentation
Grid design
Floors UI
programming
Create menus
Program
documentation
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Handle garbage
Start counting
Show explosions
Change points
Handle PR
Add points
Acceptance testing
Performance
testing
Product backlog Sprint backlog
To do Doing Done
Move in
sprint
planning
Sudoku
From Project Manager (PM)
to Product Owner (PO)
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From Project Manager to Product Owner
What Changes
From Project Manager to Product Owner
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The old way - Taylorism
From Project Manager to Product Owner
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Planning A
modelForeign
sales
Domestic
sales
Invoicing,
accounting
Management
T model
Inventory
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Gradual Product Funding
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Concept
Feasibility
Internal release
Alfa release
Beta release
Production release
Upgrade
Product funding
Major release
No projects plans – create value instead of
realizing a plan
Openness – keep your work visible
• Complex systems are
driven by feedback
• Product development ,
design, …
• Transparency of the result
and the way of working
• Inspect and adapt
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Measure
AdaptScrum is based on
empirical process
control
You are not a manager, no authority
• Respect people near you
• Colleague, customer, sub contractor
• They all need your appreciation and respect
• Command and control does not work
• You can’t buy commitment to a common goal
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Double the results in half of the time -
Agile vs Waterfall
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Traditional project: Avoid unnecessary
work with comprehensive planning
Agile: Improve learning by early and
frequent feedback
Requirements
Bidding
Design
Implementation
Testing
Architecture
R
D
I
T
R
D
I
T
R
D
I
T
Vision
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Error corrections,
additions, change requests
AG
ILE
Work In Progress: Limit work to capacity
• Decrease batch size
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• To get things done
• Pressure does not help
• Incentives do not help
LE
AN
What Remains
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Manage the Coordination chaos
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Product
Backlog
Project 1
Customer 1
Project 2
Customer 1
Project 3
Customer 2
Project 4
Customer 3
Project 5
Customer 4
Work pair ( in some cases and kind of)
• Customer’s project manager Vendors Project manager
From Project Manager to Product Owner
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• Product Owner ScrumMaster
Scrum is a light framework for developing
and sustaining complex products
• Does not contain:• Recruiting
• HR
• Contractors, legal
• Invoicing
• Managing cash flow, budgeting
• Management practices
• Marketing, sales, sales support
• It can be used here but quite often it is not the case
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Difference between Product
Owner and (traditional) Product
Manager
34
From Project Manager to Product Owner
No Baseline
• Optimizes value
• Realizing a plan not so important
• Beyond budgeting
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Collaboration with the development team
• Traditional product managers outsource the development • Disconnects the feedback loop from users to development
• Developers does not understand the where the product is used
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Agile Leadership
• Meaning of work has changed
• Maslow’s first levels are
satisfied
• Physiological needs
• Safety needs
• Belonging needs
• Esteem
• Self-actualization
• Now
• Challenges
• Purpose
• Respect
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Monitoring progress
• Tangible results• Working software
• Daily builds
• Review meetings
• Information radiates• Reports are not printed and sent to people
• Long ineffective status meetings are depreciated• Everyone can see the status when needed
• User experience with easy, often manual, tools• Kanban tables are operative systems not reporting systems
• Better quality of the data
• Users do not resist the use of systems
• Avoids double-entering data to separate systems
• Avoids waste in specific reports (that no-one reads)
• Scaling requires coordination• Systems help by visualization of the work flow
• Handovers are visible (not hidden deep in the databases)
From Project Manager to Product Owner
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Information is
available
Fixed price, fixed date or
latest date, maximum cost
Fixed price possible but not
recommended
• Refined product backlog typical
• Fast change management to
add/swap requirements
Contract provisions:
1. Any requirement that hasn’t already been worked on can be swapped out for another of equal value
2. Order of requirements can be changed
3. Customer may request additional releases at any time at prevailing time and material fees
4. Customer may terminate contract early if value has been satisfied for 20% of remaining unbilled contract value
39
From Project Manager to Product Owner
AG
ILE
Budgeted costBonus if the budget is
undercut
Discount if the budget
is exceeded.
Changes the incentives of the customer and the vendor
Amount of features in
an epic is unknown
Budget contract
Product Owner as a
representative of Customers
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Product Owner as a representative of
Customers
• Internal development
• Process owner of the business process that will use the product
• Outsourced development
• Customer’s business person or
• Vendor’s product owner who has authority to do the business
decisions
• Vendor offering a commercial off-the-self product
• Product manager with connections to sales and marketing
• No project managers or agile product managers in Scrum
• Delegation of responsibilities to them introduces risk, dysfunction
and waste
• Scrum addresses their prior responsibilities thru Scrum roles
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SC
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M+ Product Owner as a representative of
Customers End users
• Product vision
• Quality attributes
• Product backlog
• Users and scenarios
• Stories
• Examples
• Paper prototypes
• Automated tests
• Computer prototypes
• Programming
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Breadth
Depth
Growing software using feedback
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Product Owner as a Representative of Other
Stakeholders
• Other silos
• Customer’s customers
• Legal
• Community
• Communication
From Project Manager to Product Owner
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Communication between teams
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DD
DD
D
D
DPO SM
D DPO SM
Product owner
teams
synchronize
product
backlogs
and releases
Minimize
Scrum of
Scrums level
DD
DD
D
D
DPO SM
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Support that Product Owner
Requires from Own
Organization
45
From Project Manager to Product Owner
Growth mindset
• https://www.mindsetworks.com/science/
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Organization’s culture
• Organizational support• executive sponsor
• Old processes and tools
• Empowered PO
• Contractual way of working
• Communication• Trust
• Technical problems
• Cultural problems
• Inability to scale• Too much specialization?
• Wild “requirements”• Eternal iteration?
• Continuous improvement• Is it allowed to fail?
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Focus on
processes and tools
OT
HE
R
Technical capability
• To avoid rework, use
• Automated testing
• Refactoring
• Continuous integration
• Architecture
• Vision
• Organizational match
• Conway’s law
• Cost of change small
• Life, business criticality
• No technical debt
• Reversible decisions
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OT
HE
R
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Working as Product Owner with
or within traditional
organizations
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From Project Manager to Product Owner
Traditional stranglehold
• Yearly budgeting
• Financial incentives
• Personal responsibility
• Reporting, bureaucracy
• Execrated planning
• Silos
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Skunkworks, SWAT teams
• Disconnect
• Independence
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Agile with waterfall milestones
• This is not Scrum but it is happening in real life
• Fixed price, schedule based on requirements
• Development Sprints might be official
• Organizations love detailed process guides
• Stabilization Sprints are not planned, but actually happen
• Consequences?
• Why is this bad?
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Requirements Development Testing Transition
Summary
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Conclusions
• Change is more gradual than what theory tells
• Global drivers in the world of work
• Poverty disappearing – prosperous mankind
• Meaning of work for the people is changing
• New threats & surprises
• More software – scarcity of programmers may continue
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