Emerging Product Owner Patterns in Large Organizations
- 1. AT4 Concurrent Session 11/12/15 10:00am “Emerging Product Owner Patterns in Large Organizations” Presented by: Timothy Wise LeadingAgile Brought to you by: 340 Corporate Way, Suite 300, Orange Park, FL 32073 888-268-8770 · 904-278-0524 · info@techwell.com · www.techwell.com
- 2. Timothy Wise LeadingAgile An enterprise agile coach with LeadingAgile, Tim Wise is a leader specializing in complex agile transformations that involve and impact entire organizations from the C-Suite to the QA analyst. Tim’s passion emerged around the visualization of businesses as interdependent disciplines where sales, marketing, product, and IT all weave together successful stories. He introduces change iteratively to large organizations to align businesses around common goals to impact the lives of people and improve the outcomes of organizations. Sought for his strategy, coaching, and coding abilities, Tim runs the Atlanta Scrum community that hosts a variety of speakers at scrumatlanta.org.
- 3. EMERGING PRODUCT OWNER PATTERNS IN LARGE ORGANIZATIONS Tim Wise Enterprise Transformation Consultant tim@leadingagile.com linkedin.com/in/timwise twitter.com/timswise
- 4. THE PERFECT PRODUCT OWNER • Has Domain Knowledge • Is Market Aware • Is Innovative • Focuses On Quality • Has Architecture Knowledge • UX In Blood • Is Accountable and Responsible HOW AGILE TEAMS WORK
- 7. TEAM AGILE AND WHY IT WORKS There is a person that can answer questions at all times called the product owner. The team controls all of the technical design and implementation they need including releasing to market The team usually has UX on the team. Clarity Accountability Working Tested Software PRODUCT OWNER IN A SMALL ORGANIZATION Product(Owner( Analyst( Testers( Developers( ScrumMaster(
- 8. THE PROXY PRODUCT OWNER (PO(Proxies(Customer( THE PROXY PRODUCT OWNER (PO(Proxies( Product( Manager(
- 9. Product(Owner(Teams:( Key(ObjecAves( Product% Owner% Team% Feature% Agile% Team% Business% Management% • Provide%Clarity%through%a%well%defined%Feature%Backlog% • Hold%Agile%Teams%Accountable%to%make%and%meet%commitments% • Demonstrate%Measurable1Progress1by%facilitaCng%demonstraCon%of% integrated%features% • Provide%Cmely%informaCon%for%investment%decisions% Product(Owner(Team(Roles( Brief(DescripAon( Product%Manager%(PROD)% Support%the%valuable%soluCon%and%ensure%features%are%ordered% considering%epic%prioriCes;%usually%the%leader%of%the%PO%Team% SoluCon%Architect%(SA)% Support%the%technically%viable%soluCon;%provide%support%and%guidance% to%Tech%Leads%and%other%technology%personnel% Release%Manager%(RM)% Support%an%achievable%soluCon%ensuring%demand%is%balanced%with% capacity%and%dependencies;%facilitate%release%planning%and%protect%the% release%plans% QA%Management%(QA)% Provide%support%and%guidance%for%the%quality%of%the%soluCon;%ensure% quality%is%considered%and%coordinated%early% Project%Manager%(PM)% Foster%effecCve%collaboraCon%of%the%PO%Team%to%shepherd%Features% through%the%Kanban%and%ensure%effecCve%communicaCon%with%the% porOolio%team;%AKA%Scrum%Master%of%the%PO%Team% Product%Owner%(PO)% Serves%as%Product%Owner%(Proxy?)%on%a%team;%oRen%a%Business%Analyst% Product(Owner(Team(Roles(
- 10. PORTFOLIO TEAMS Market Management Strategy Alignment Operational Efficiency MARKET MANAGEMENT “ROADMAPS ARE EVIDENCE OF STRATEGY. NOT A LIST OF FEATURES.” – STEVE JOHNSON
- 11. Planning (Roadmapping) DeliveryOperations PORTFOLIO MANAGEMENT Product Owner Team Product Owner Team Product Owner Team Product Owner Team Product Owner Team Product Owner Team Portfolio Product Owner Team Planning Responsibilities • 6Q roadmap Development • Technology planning • Roadmap socialization • Product evolution plan • Channel strategy • Define success metrics • Scenario planning • UX “City plan” Planning DeliveryOperations PORTFOLIO MANAGEMENT Product Owner Team Product Owner Team Product Owner Team Product Owner Team Product Owner Team Product Owner Team Portfolio Product Owner Team
- 12. Delivery Responsibilities • Capacity planning • Funding • Release Strategy • Sequencing • Team capabilities • Technology solutioning • KPI Instrumentation • Epic development Planning DeliveryOperations PORTFOLIO MANAGEMENT Product Owner Team Product Owner Team Product Owner Team Product Owner Team Product Owner Team Product Owner Team Portfolio Product Owner Team Operations Responsibilities • Instrumentation of metrics • Review defect reports • Defect Optimization • Optimization work requests • KPI performance • Systems engineering • Architectural SupportPlanning DeliveryOperations PORTFOLIO MANAGEMENT Product Owner Team Product Owner Team Product Owner Team Product Owner Team Product Owner Team Product Owner Team Portfolio Product Owner Team
- 13. THE ENTERPRISE PortfolioPortfolioPortfolio Portfolio EU Business Unit Management • Business Goals • Strategic Alignment • Allocation Approval • Investment Strategy • Cross Business Alignment ONE SIZE DOES NOT FIT ALL
- 16. Predictability Adaptability Emergence Convergence AEPE PC AC Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Quadrant One • Predictive Emergent
- 17. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Quadrant Two • Predictive Convergent Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Quadrant Three • Adaptive Convergent
- 18. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Traditional Agile Lean Startup Quadrant Four • Adaptive Emergent INNOVATION • PDCA Cycles • Lean Startup • The Goal
- 19. INNOVATION • Get it out there • Test your Hypothesis • Find Market Fit INNOVATION • Data • Analytics • Product Management
- 20. SERVICE, AND COMPONENT TEAMS SC Team SC Team SC Team SC Team SC Team SC Team PO Team SC Team SERVICE, AND COMPONENT TEAMS SC Team SC Team SC Team SC Team SC Team SC Team PO Team SC Team
- 21. SERVICE, AND COMPONENT TEAMS SC Team SC Team SC Team SC Team SC Team SC Team PO Team SC Team THE SERVICE OWNER Same Rules Apply Except: • Opportunity to provide additional services to different perspectives in the market. • Capability Maps • Build Services on top of Capabilities • Margins are the currency • Operational Costs are the investment
- 22. WHERE ARE WE HEADING? THE GLIMPSE • Innovation as a capability • “Strategic” Innovation within the Enterprise • Intentionally monitoring product market fit • Intentionally making bets as an organization and being ok with strategic failure • Still valuing traditional methods of Market Analysis • Data as an Informer and Equal
- 23. Launch.