Product Management In Agile Practice

2
Agenda
• Agile Transformation with a Product Owner Perspective
• Role of Product Owner with respect to Team
• Top 10 deliveries of a PO
• Product Backlog Grooming
• Techniques for Grooming your Sprint
• Sprint Zero
• Release Management
• Next Steps…

3
Agile Adoption : Tools and Process

4
SCRUM (Daily Standup Meeting)
Sprint
Potentially
Shippable
Product
Product Owner
Review
Scrum
Master
The Team
7
8
9
10
11
12
1
2
3
4
5
6
13
No Changes
(in Duration or Deliverable)
Commitment
Daily Scrum
Meeting
Retrospective

5
Roles, ceremonies and artifacts
Product
Vision
statement
Product
Roadmap
Product
Backlog
Release Plan
Sprint
Backlog
Burndown
charts
Artifacts
Standup
Sprint
Planning
Sprint Review
Retrospective
Release
Planning
Ceremonies
Scrum Master
Product
Owner
Team

6
Product Features Decomposition

7
Daily Standup
• Iterative-Incremental. Accept that
change is natural
• Structures development into small
self managing and cross functional
teams
• Selects work from a prioritized
backlog and commits to complete
them by end of the Sprint
• Each day the team gathers for a 15
mins stand up meeting to report
their progress to others. “Inspect
and Adapt”

10
Product Owner
 Owns the vision of the product
 Creates, owns and maintains the PBL
 Defines the “Sprint Goal”
 Prioritizes the PBL according to business
value
 Represents the interests of customer and
engaged with stakeholders
 Elucidates Epics, themes and features
and converts into user stories
 Decides on the course of the project at
beginning or sprint “Grooming”
 Supposed to have extensive domain
knowledge
 Inspects the work done by the team and
determines the DOD
 Is available in all Sprint ceremonies

11
Roles of a Product Owner
Find
Market
needs Prepare
business
cases
Write biz
requirement
s
Prioritize
development
Build the
Sales pitch
and train
them
Deliver a
winning
product
Attend
sales
calls
Perform
analysis

12
Typical Day of a Product Owner

13
Top 10 Deliveries from Product Owner
1. Initiate and translate product road map into manageable
product backlog
2. Define the acceptance criteria and DOD for features
3. Manage, adjust for risk, and prioritize product backlog
4. Be available for team in all the Scrum ceremonies
5. Manage product dashboard and communications to internal
teams
6. Understand the primary activities and supporting process
activities for value maximization
7. Understand Agile estimation approaches and allow the
team to manage itself
8. Pull the team to maintain continuous velocity stream,
ensure quality, eliminate escaped defects, and motivate
team
9. Familiar with the organizational development practices,
platform requirements and project management framework
10.Operationalize the product into the mainstream
organization focusing on sales-to-implementation efficiency

14
3 C’s of User Stories
• 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

15
Why User Stories ?
• User stories are easily
understandable
• Developers and Customer
understand stories better
• The focus is shifted from writing
long specs to talking
• It is better to understand event if
organized into stories
• User Stories Support and
encourage Iterative development
• Epics >> Theme >>User Stories >>
Tasks >> Subtasks

16
Mapping User stories to Sprints
16

17
5 W and 1 H (Six Sigma Approach)
o Who ( Persona )
o Who are the target customers of your product
o What ( Problem )
o What challenges are customers facing with
current products in market
o When (Goal )
o When do customers use our product
o Why ( User Scenario )
o Why customers will use our product
o Where ( Requirement )
o Where will you position the product
o How (Specification )
o How will you market the product in the market

18
Understanding Product Management Lifecycle
Build
Launch
Buy
Use
Maintain
Plan &
Position
User
Perspective
Vendor
Perspective

19
Backlog Grooming and its rules
• Improving the product backlog by
prioritizing the work items
• This is a meeting between
developers and the product owner
• Grooming is a continuous activity
• Focus is on the current srint and two
sprints ahead
• This is a collaborative timeboxed
meeting with focus on continuous
improvement

20
Product Backlog Grooming techniques

21
Product Backlog and its Prioritization for Sprints
21
High risk
Low value
(Avoid)
High risk
High value
(Do first)
Low risk
Low value
(Do last)
Low risk
High value
(Do second)
Risk
Value
high
Low high

22
Prioritisation Models
1. Simple Models
2. Monopoly Money
3. 100 point method
4. MoSCoW
5. Kano Model

23
Scrum Master
 Facilitator and Servant Leader
 Mentors team on practice
 Removes Impediments of the team
members
 Shields the team from external
influence
 Mediate and resolves conflicts
 Gets “DOD- Definition of done”
finetuned from Product owner
 Monitors and tracks burndown charts
and JIRA Board
 Reflect on performance feedback and
focus on Process improvement
 Celebrates team success

24
2 Week Sprint (Dev and QA)
 Sprint Length is 2 weeks
 Concept of Pigs and chicken (involved vs
committed)
 The Sprint starts with a Sprint planning
ceremony where tasks are selected to be
executed on Sprint
 The team commits to a fixed time of
availability of the team members within
the Sprint
 Top priority and high risk items are taken
first and worked upon by the team
 Concept of “Fail fast” or “ Fail early” is
adopted by the team
 There are various estimation techniques
available for the team to factor Sprint
work items (XL Sizing or Parametric
estimation)
 Having a “ Burn down Chart” on team
rooms

25
Prudent Practice (Sprint Planning)
 Backlog Grooming to be
prepared for well in advance
by Product Owner
 Know your team capacity for
the current sprint factoring
member availability to serve
as a guideline for task
estimation
 Don’t fill to Capacity. Always
leave room for unknowns that
come up

26
Translating Project Vision to Stories

27
Release Management
 Breaks down Vision, roadmap, epics into defined
releases
 Product owner does Release planning and
management along with Product council
 At ECL we do approximately one release per quarter
 A Release has incremental functionality developed
with updating of SQL
 Determine the no. of sprint iterations within a release
 Participating in “Inspect and adapt” approach to
improve value stream
 Planning the PBL to scope for new issues,
dependencies, overlaps and gaps in product vision
Product
Backlog
Release
Backlog
Sprint
backlog

28
Mapping your stories to Releases
 Backlog Grooming to
be prepared for well in
advance by Product
Owner
 Know your team
capacity for the
current sprint factoring
member availability to
serve as a guideline
for task estimation
 Don’t fill to Capacity.
Always leave room for
unknowns that come
up

29
Sprint Retrospective
 Greatest advantage of Agile adoption
 Works on the principle of “Inspect and Adapt”
 5 top level questions that team deliberates on
 What went well ? (Start positive) We should
continue doing
 What have we learnt from the current sprint ?
 What didn’t go well ? How do we improve on
that ?
 What we need to stop doing ?
 Star fish approach to retrospectives
 Incorporate these input into subsequent
Sprints

30
Ways Agile adoption can fail
 Product Owner is not available to
clarify requirements
 Product Owner micromanages the
team
 Adding new tasks at the middle of the
sprint without team agreement
 Scrum master assigning work to the
team
 Not everybody in the team available
for standup meetings
 No clarity on the definition of done

Product Management In Agile Practice

Product Management In Agile Practice

More Related Content

What's hot (17)

Similar to Product Management In Agile Practice (20)

Recently uploaded (20)

Product Management In Agile Practice

Editor's Notes