Product OwnershipLeaders of Agile Webinar with Kent BeckAslam Khan :: @aslamkhn :: aslamkhan.net
PO
The Product Owner is the keystone
In the last webinar ...
1
2
3
4
5
...
PO’s spend a lot of time on stories
deal with stakeholdersgiving and receiving information
do a lot of (other) planning too
sit in on sprint reviewcompares output (software) to input (stories)
give input for sprint planningmore about stories
groom backlogmore work on stories
write stories (and/or scenarios)As a … I want … so that / Given … when … then …
(Stereo?)Typically
Things the customers want
Product Owner processes, and churns out stories
Prioritized Backlog
Development team commits to some stories
Build and deliver itloginas asdfaasdfa asdfg
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book loginas asdfaasdfa asdfg
change schema
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Not Started In Progress Done
?!?
The quick brown fox jumped over the lazy dog The quick brown fox
jumped over the lazy dogThe quick brown fox jumped over the lazy dogThe quick brown fox jumped
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The quick brown fox jumped over the lazy dog The quick brown fox
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The quick brown fox jumped over the lazy dog The quick brown fox
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The quick brown fox jumped over the lazy dog The quick brown fox
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The quick brown fox jumped over the lazy dog The quick brown fox
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over the lazy dogThe quick brown fox jumped over the lazy dog
The quick brown fox jumped over the lazy dog The quick brown fox
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lazy dogThe quick brown fox jumped over the lazy dogThe
quick brown fox jumped over the lazy dog
The quick brown fox jumped over the lazy dog The quick brown fox
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quick brown fox jumped over the lazy dog
The quick brown fox jumped over the lazy dog The quick brown fox
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quick brown fox jumped over the lazy dog
The quick brown fox jumped over the lazy dog The quick brown fox
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The quick brown fox jumped over the lazy dog The quick brown fox
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The quick brown fox jumped over the lazy dog The quick brown fox
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The quick brown fox jumped over the lazy dog The quick brown fox
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The quick brown fox jumped over the lazy dog The quick brown fox
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The quick brown fox jumped over the lazy dog The quick brown fox
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lazy dogThe quick brown fox jumped over the lazy dogThe
quick brown fox jumped over the lazy dog
The quick brown fox jumped over the lazy dog The quick brown fox
jumped over the lazy dogThe quick brown fox jumped over the
lazy dogThe quick brown fox jumped over the lazy dogThe
quick brown fox jumped over the lazy dog
The quick brown fox jumped over the lazy dog The quick brown fox
jumped over the lazy dogThe quick brown fox jumped over the
lazy dogThe quick brown fox jumped over the lazy dogThe
quick brown fox jumped over the lazy dog
1 2 3 4
I observed that PO’s should
1 Spend less time formalising storiesSpend more time talking with the team.
2 Provide feedback to the team about product knowledge
3 Give feedback to the team on product implementation options
That is ...
Things the customers want
Product Owner and team have lots of conversations
Product owner still prioritizes needs
Team writes stories and scenarios
Team commits, builds and delivers
1 23
4 5
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jumped over the lazy dogThe quick brown fox jumped over the lazy dogThe quick brown fox jumped over the lazy dog
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loginas asdfaasdfa asdfg
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loginas asdfaasdfa asdfg
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book loginas asdfaasdfa asdfg
change schema
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Not Started In Progress Done
There’s a common thread here
1 Spend less time formalising storiesSpend more time talking with the team.
2 Provide feedback to the team about product knowledge
3 Give feedback to the team on product implementation options
By itself, this may not be a problem
1 23
4 5
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The feedback loop is tied
to the Product Owner
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Product Owner deals with lots of diverse information
Customer
s
market infostrategy
Yet, is focused a lot on the team
The conflicting life of a PO
high bandwidth channel
Too much noise to make decisions
too small signal to make decisions
zero
max
zero
max
low bandwidth channel
What can the PO do about this?
Don’t stand between the team and the customer,but create context for each conversation
?
23
4 5
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The PO should focus on WHAT(but must be able to answer WHY in the context of company and product strategy)
?
23
4 5
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jumped over the
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This is what we need because ...
The team should focus on HOW(but needs to understand the cost of design and development for the WHAT)
This is how we will build it
?
23
4 5
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We don’t need a PO to build software
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but ...The PO gives guidance.
The team should also contribute, but those are, generally, technically motivated.
And only if we have a highly capable team
Product ownership is ...
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less about feature and story farming
more about tactical decision making to fulfill a strategy
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decisions, decisions ???Every decision is a tactical one, guided by strategic objectives.
Every decision is a negotiated compromise.
Every decision resolves some tension and will create new tensions.
While Scrum gives this framework
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Web Page Title
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iB u123
A abFormat Font Size
__ / __ / ____
Select a date range
Doneor Cancel
what weneed
commit totiny bit
build done
what's next?
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Not Started In Progress Done
It cannot provide all the feedback loops needed for product ownership
For product ownership, we need new feedback loops
Each feedback loop is designed uniquely for each organisation and product and strategy
Product Ownership is a role
Responsibility rests with the development team in terms of delivery of working software
Responsibility rests with the management team in terms of tactics to achieve a strategy
“Accountability is implemented … as communication of intended results”-- Mary Poppendieck
-- www.leanessays.com/2010/12/product-owner-problem.html
There are other PO things on my mind
PO is equally about being an information radiator, not just a sink.
The role of the architect as part of the tactical PO team.
but …
I know far too little about product strategy, in general
PO The Product Ownership is the
keystone but also the tactics that
are supported by a highly capable
team of software developers
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