ECL Agile Workshop from a Product owner perspective
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The document discusses agile practices for product owners, including understanding agile roles and responsibilities, writing user stories, planning minimum viable products (MVPs) and sprints, conducting ceremonies such as stand-ups and retrospectives, managing artifacts like product backlogs and release plans, and how agile frameworks can fail if the product owner is unavailable or micromanages the team. It provides guidance on how product owners can prioritize work, define acceptance criteria, and translate visions into actionable backlogs to continuously deliver business value.
ECL Agile Workshop from a Product owner perspective
- 1. ECL Agile Practice for Product Owners Providing the continuous business value using M V P !
- 2. Agenda Understand Agile Practice Agile Roles & Responsibilities
- 3. Understanding the Agile • Decompose product vision to features • User needs to Business Goals • Business Goals to Product Backlog • Product Backlog to Release Backlog • Release Backlog to Sprint Backlog • Sprint Backlog to deliver MVP 2 Plan MVP •Create User Stories (why???) • Easy to Understand • Quick connect to outcome • Transformation of long specs • Support Iterative Development • EPICS >> Theme >> User Stories >> Tasks >> SubTasks •Map Users Stories to Sprint 3 User Stories •Six Sigma Approach for Ideas & Needs • Who are target customers? • What are customer challenges? • When customers need product? • Why customers will use the product? • Where will you position the product? • How will you market the product? 1 Vision
- 4. Understanding the Agile (Cont..) • Backlog Grooming by Product Owner - Map user stories to Sprint • Task Estimation - Know your team capacity for the current sprint factoring • Don’t fill to Capacity. Always leave room for unknowns that come up • Sprint Ceremony to allocate Tasks in Sprint 6 Release & Sprint Planning •Concept of Pigs and chicken (involved vs committed) •Starts with tasks selected on sprint •Fixed team and Fixed Time •High Risk & Top priority items are taken up as first •Estimate – Poker or T-Shirt sizing •Have Burn down starts 7 2 Week Sprint •Release Planning along with Product Council •One Release per Quarter •Determine # of Sprints in Release •“Inspect & Adapt” to improve value stream •PBL to scope for new issues, dependencies, overlaps & gaps 4 Release Management
- 5. Understanding the Agile (Cont..) • Key Principle – “Inspect & Adapt” • Deliberates on Top 5 Questions • What went well and what should continue and what should stop • What have we learnt • Implement learnings into next sprint 9 Retrospective •Product Owner • Provides no clarity • Unavailability to clarity gaps • Micromanages the team • Adding new tasks in middle of the sprint without team agreement •Scrum master assigning the tasks •Unavailability for ceremonies 10 Can fail when? •Iterative & Incremental – Accept that change is natural •Focuses into small self managing and cross functional teams •Commitment to complete prioritized list •15 min duration – to report progress •Same place – Same Time – Every Day •No Problem Solving & End on time 8 Daily Stand Up Meeting
- 6. Understanding the Agile Roles & Responsibilities Scrum Master Team Product Owner Roles Ceremonies Standup Sprint Planning Sprint Review Retrospective Release Planning Ceremonies Standup Sprint Planning Sprint Review Retrospective Release Planning Artifacts Product Vision statement Product Roadmap Product Backlog Release Plan Sprint Backlog Burndown charts Artifacts Product Vision statement Product Roadmap Product Backlog Release Plan Sprint Backlog Burndown charts
- 7. Product Owner CARD Stories are written on notecards and maybe annotated with estimates CONVERSATION Details of the story are outcome of conversations with Product owner CONFIRMATION Acceptance test confirm the story has been coded to specification Defines Goals Prioritize Releases, Sprints & Tasks MoSCow (Must have, should have, could have, wont have) Ensures activities are Time boxed Grooming Adopts techniques for Product Backlog (What , When and How) Adopts techniques for Sprint Backlog ( High risk , High value – Do First Low risk, High value – Do Second Low risk , Low value – Do Last High risk, low value – Avoid) Should have extensive domain knowledge Validates “DoD” Translate Vision to Product Backlog Define Acceptance Criteria Definition of Done Product Dashboard and communications Emails Meetings & Ceremonies (Reviews) Status Check Internal and External Stakeholder Meetings Completive Analysis Market Research Release Planning & Sprint Planning Understands Product Management Lifecycle Build Launch Buy Use Maintain Plan & Position
- 8. Scrum Master Servant Leader All types of meetings and ceremonies Teams collaboration Release Planning Team Bonding Gets “DoD” done Appreciate when team does well Take pride in good work done Celebrate success Medicate through conflicts Protect from outside obstacles Process Improvement Continuous self learning Coach and Consult Provide regular feedback Interact and Exchange Experiences Assist in creating information radiators Assist in retrospect Assist team in maintains scrum tools Mentors in Agile practice Use JIRA boards Face to face communication Transparency , openness Fixing Problems Solve Impediments Monitors burndown
- 9. Quick Recap
- 10. Quick Recap