Product Ownership Challenges
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The document outlines the responsibilities and challenges faced by product owners in large organizations, emphasizing their crucial role in representing users, prioritizing product backlogs, and engaging with delivery teams. It also discusses the importance of establishing effective agile practices and collaboration among cross-functional teams to enhance product ownership. Strategies for sustainable agile transformation, stakeholder engagement, and balancing internal and external perspectives on product management are highlighted.
Product Ownership Challenges
- 1. Product Ownership Challenges in Large Organiza7ons
- 2. ken.power@gmail.com @ken_power
- 3. • Is responsible for the success of the product • Be available to the Delivery Team throughout the Itera7on • Represents the user and customer • Decides what features go into the product • Point of contact for Delivery Team to get ques7ons answered • Writes requirements in the form of user stories • Helps team make decisions • Maintains the product backlog • Never (ever, ever) produce es7mates on behalf of Delivery Team • Responsible for priori7zing product backlog items • Engage customer both internal and • Decides the order in which content is external delivered • Accepts user stories using the Defini7on of • Works with Delivery Team to determine Done and acceptance criteria specific itera7on content • Remains engaged and responsive • Communicates expecta7ons throughout the project • Defines project goals • Conducts the Sprint Review • Sets project vision ken.power@gmail.com @ken_power
- 4. January ‘08 December ‘09 September ‘10 Formal Agile Ongoing Transi7on Program Agile Office Pilot Projects Established Increased Adop7on con7nuous Launched improvement 2008 2009 2010 2011 2012+ • Teams • More Teams • Commitment to • Expand adop7on • Build on successes • Agile Projects • Agile Program sustainable and across product areas • Learn and adapt • Organic Growth Management sustained agility • Improve capability of • Refine and Improve • System Wide Focus • Broad Organiza7on organiza7on • Expanded adop7on • Formal Training Plan Focus • Specific areas of across product areas • Formal Exec Support • Focused Stakeholder focus, including • New people and • Broader Stakeholder Engagement architecture in lean/ Engagement teams agile organiza7ons • Scaling across • PorYolio porYolio Management ken.power@gmail.com @ken_power
- 5. • Lots of people • Internal Conferences, Learning Company • Working Team • Transi7on Team • ~6000 people • ~150+ Agile Teams Technology Group • Core Working Team • Transi7on Team • ~600 People Business Unit • ~35+ Agile Teams People, Products, PorYolios, Systems ken.power@gmail.com @ken_power
- 6. ken.power@gmail.com @ken_power
- 7. Sprint Planning Design Backlog Delivery Management Test Build Demo Acceptance ken.power@gmail.com @ken_power
- 8. ken.power@gmail.com @ken_power
- 9. ken.power@gmail.com @ken_power
- 10. ken.power@gmail.com @ken_power
- 11. ken.power@gmail.com @ken_power
- 12. ken.power@gmail.com @ken_power
- 13. ken.power@gmail.com @ken_power
- 14. ken.power@gmail.com @ken_power
- 15. • … are in a single Scrum Team? • … does it take to build and deliver a product? • … does it take to ship a product? • … does it take to ship a system? • … are affected by the crea7on and delivery of the product? ken.power@gmail.com @ken_power
- 16. ken.power@gmail.com @ken_power
- 17. Scrum Master Product Cross-‐Func7onal Owner Delivery Team Scrum Team Product Owner Team System User PorYolio Experience Extended Delivery Team Council Team Other Business Units Product Development Beta TME Manager Manager GB Channel UE Ramp Program Product Lead Alpha Manager Early Sales Access Architect Support QA Program Manager Engineers Tech Customer Support Engagement Team Product Team Marke7ng ken.power@gmail.com @ken_power
- 18. • Priori7za7on • Technical Requirements • Customer • Technology Direc7on Requirements • Technology Strategy • Revenue • Engineering Investment (People) • Dependencies Development Product (Tac7cal, (Strategic) Opera7onal) Quality (Product Quality, Program Con7nuity, (Organiza7on) Customer Focus) • Engineering Investment • Process Owner (People) • Stakeholder Engagement • Quality Direc7on • Dependency Management • Quality Strategy • Objec7vity • Quality Requirements • Con7nuous Inspec7on & Adap7on ken.power@gmail.com @ken_power
- 19. • The Product Owner role can be filled by a collabora7ve Product Owner Team – Typically a Product Manager, Development Manager, UE Lead, Architect, Program Manager • Meet regularly as a team to manage the backlog ken.power@gmail.com @ken_power
- 20. ken.power@gmail.com @ken_power
- 21. • Ronica Roth ar7cle iden7fies 6 scenarios for filling the Product Owner role – Scrum 101 (Single Product Owner) – Scrum 1012 (Product Owner per Team) – Product Manager, aka Uber Product Owner – Dynamic Duo – Product Council – Product Owner Team ken.power@gmail.com @ken_power
- 22. • New Features • Technical Debt • Quality Debt • Spike Tests • Research • Planning ken.power@gmail.com @ken_power
- 23. Investment Technical Debt Quality Debt Features Spike Tests Research Planning ken.power@gmail.com @ken_power
- 24. Investment Technical Debt Quality Debt Features Spike Tests Research Planning ken.power@gmail.com @ken_power
- 25. “ Who looks outside, dreams; who looks inside, awakes.” Carl Gustav Jung ken.power@gmail.com @ken_power
- 26. Internal & External View of Product Ownership External FCS Sell Install Day 2+ Product Ownersip Delivery Customer Teams Engagement Teams Product Internal Product Ownership 7me ken.power@gmail.com @ken_power
- 27. Execs Market focus Management Projects Portfolio Products Strategy Projects Themes Epics 8.5 MR ES 8.6 MR MR 9.0 MR MR 10.0 User Stories Portfolio Councils Product Team DeliveryTeams Internal focus ken.power@gmail.com reserved. © 2010 Cisco and/or its affiliates. All rights @ken_power 27 Cisco Confidential
- 28. Cadence and Sequencing Full Product Release Release Rhythm Project Product Rhythm Increment Itera7on ken.power@gmail.com @ken_power
- 29. Do something cool As a User I want to do something cool with the product So that I can benefit in some way Concept Happy User ken.power@gmail.com @ken_power
- 30. Level of Focus on the User Story Done Ready Product Owner Team Concept Start Done Accept End Ship It Time ken.power@gmail.com @ken_power
- 31. • User Story defined • User Story Acceptance Criteria defined • User Story dependencies iden7fied • User Story sized by Delivery Team • Team accepts UE artefacts • Performance criteria iden7fied, where appropriate • Person who will accept the User Story is iden7fied • Delivery Team has reviewed and accepted the User Story ken.power@gmail.com @ken_power
- 32. SycnhronizaCon Point Defini7ons of Ready & Done act as focusing anchors for teams, Product Owners, and everyone involved ken.power@gmail.com @ken_power
- 33. ken.power@gmail.com @ken_power
- 34. ken.power@gmail.com @ken_power
- 35. • Consider Product Ownership, not just Product Owner role • Product Owner Teams bring balance • Understand and Engage Stakeholders • Take an Internal and External Perspec7ve • Think of Product Ownership like managing an investment porYolio • Understand Your System’s Cadence and Establish synchroniza7on points ken.power@gmail.com @ken_power
- 36. Thank you. ken.power@gmail.com @ken_power