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Product Owner

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Robin Surland

The document outlines the roles and responsibilities of a Scrum Product Owner, emphasizing the importance of understanding market needs, managing product vision, and collaborating with teams. It discusses key tasks such as backlog refinement, user experience, and strategic product management while highlighting common pitfalls for Product Owners to avoid. The document also introduces concepts like story mapping and the importance of defining product goals and incremental releases in a Scrum framework.

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OFFICE OF DISTANCE AND ELEARNING PgMO The Scrum Product Owner Roles and Responsibilities
OFFICE OF DISTANCE AND ELEARNING PgMO LEARNING OBJECTIVES Understanding the Role of the Product Owner Describing Purpose and Strategy Understanding Customers and Users Testing Product Assumptions Working with the Product Backlog Story Mapping Backlog Refinement
OFFICE OF DISTANCE AND ELEARNING PgMO Scaled Agile and Scrum The Scrum Product Owner
OFFICE OF DISTANCE AND ELEARNING PgMO SCALED AGILE Product Manager Product Owner Team Market/Customer facing. Identifies market needs. Collocated with Marketing/business. Solution, technology, and team facing. Collocated with team(s). Customer/stakeholder facing. Owns vision and roadmaps, program backlog, pricing, licensing, ROI. Contributes to vision and program backlog. Owns team backlog and implementation. Owns story estimates and implementation of value. Drives PI objectives and release content via prioritized features and enablers. Defines iterations and stories. Accepts iteration increments. Contributes to intentional architecture. Owns emergent design. Establishes feature acceptance criteria. Drives iteration goals and iteration content via prioritized stories. Contributes to backlog refinement and creation of stories. Establishes story acceptance criteria, accepts stories into the baseline. Integrates with other teams. Scaled Agile, Inc.
OFFICE OF DISTANCE AND ELEARNING PgMO NEXUS
OFFICE OF DISTANCE AND ELEARNING PgMO LeSS
OFFICE OF DISTANCE AND ELEARNING PgMO SAFe
OFFICE OF DISTANCE AND ELEARNING PgMO Understanding the Role of the Product Owner The Scrum Product Owner
OFFICE OF DISTANCE AND ELEARNING PgMO THE PRODUCT OWNER ROLE Vision and Leadership User Experience and Product Backlog Release Management
OFFICE OF DISTANCE AND ELEARNING PgMO THE PRODUCT OWNER ROLE Vision and Leadership User Experience and Product Backlog Release Management Strategy and Research Business Model Financials Product Roadmap Product Lifecycle Management
OFFICE OF DISTANCE AND ELEARNING PgMO THE PRODUCT OWNER ROLE Vision and Leadership User Experience and Product Backlog Release Management Strategy and Research Business Model Financials Product Roadmap Product Lifecycle Management General Market Knowledge Product Launch Product Support
OFFICE OF DISTANCE AND ELEARNING PgMO SCRUM EVENTS Event Product Owner Scrum Master Backlog Refinement* Ongoing Ownership May Facilitate if Requested Daily Stand-Up Attend if Available & Invited Ensure Happens & Attend if Available & Invited Sprint Planning Required Attendance Facilitate Sprint Available to Answer Questions Remove Team Impediments Sprint Review Required Attendance Facilitate Sprint Retrospective Required Attendance Facilitate Product Releases* Ongoing Ownership May Facilitate if Requested *Not actually a sprint “event”.
OFFICE OF DISTANCE AND ELEARNING PgMO PRODUCT OWNER QUALITIES Productive • Emotional Intelligence • Collaborative Skills • Motivating Teams • Knowledge of Scrum • Empathy for Customers • Communicate Decisions • Ability to Say No • Negotiation Skills • Ability to Influence Non-Productive • Inability to Prioritize • Seen Just as “Order Taker” • Focusing Only on Strategy • Handing Off Details to Team • Leaving Things Ambiguous • Withholding Input • Telling Team How to Do Jobs
OFFICE OF DISTANCE AND ELEARNING PgMO INSPECTION AND ADAPTATION Too many people pick up their great idea and run with it, rushing right into tactical execution. But that is a big mistake. Every great product begins with a great vision statement. - Brian de Haaff
OFFICE OF DISTANCE AND ELEARNING PgMO Describing Purpose and Strategy The Scrum Product Owner
OFFICE OF DISTANCE AND ELEARNING PgMO PRODUCT VISION Before you build your product, you must have a true north for where you are going, and then share a compelling story about its necessity and worth. You must start with crafting your vision. - Brian de Haaff 1. Listen to your end users. 2. Distill it. 3. Write it down. 4. Build consensus. 5. Share it.
OFFICE OF DISTANCE AND ELEARNING PgMO PRODUCT VISION STATEMENT The (target buyer and user) Who (has this problem) Will use (name of your product) To achieve (the key benefit or value you will provide) Because (explanation of why other offerings fail) And will feel (the following emotion)
OFFICE OF DISTANCE AND ELEARNING PgMO SAMPLE VISION STATEMENT For business e-mail users who want to better manage the increasing number of messages they receive when out of the office, <Product Name> is a mobile e-mail solution that provides a real-time link to their desktop e-mail for sending, reading and responding to important messages. Unlike other mobile e-mail solutions, <Product Name> is wearable, secure, and always connected.
OFFICE OF DISTANCE AND ELEARNING PgMO TRAPS TO AVOID The Underpowered Product Owner Ensure that the product owner is fully empowered and receives support and trust from the right person. The Overworked Product Owner The Partial Product Owner The Distant Product Owner The Proxy Product Owner The Product Owner Committee
OFFICE OF DISTANCE AND ELEARNING PgMO TRAPS TO AVOID The Underpowered Product Owner The Overworked Product Owner Ensure that the product owner is fully empowered and receives support and trust from the right person. The Partial Product Owner The Distant Product Owner The Proxy Product Owner The Product Owner Committee
OFFICE OF DISTANCE AND ELEARNING PgMO TRAPS TO AVOID The Underpowered Product Owner The Overworked Product Owner The Partial Product Owner One person should be in charge of strategic and tactical product management. This may require organizational changes including adapting job roles and developing individuals to take on a rich set of responsibilities. The Distant Product Owner The Proxy Product Owner The Product Owner Committee
OFFICE OF DISTANCE AND ELEARNING PgMO TRAPS TO AVOID The Underpowered Product Owner The Overworked Product Owner The Partial Product Owner The Distant Product Owner A distant product owner works separately from the team causing recurring issues with distant product owners, including mistrust, miscommunication, misalignment, and slow progress. The Proxy Product Owner The Product Owner Committee
OFFICE OF DISTANCE AND ELEARNING PgMO TRAPS TO AVOID The Underpowered Product Owner The Overworked Product Owner The Partial Product Owner The Distant Product Owner The Proxy Product Owner A proxy product owner is a person acting as a placeholder for the actual product owner to compensate for overworked, partial, and distant product owners. The Product Owner Committee
OFFICE OF DISTANCE AND ELEARNING PgMO TRAPS TO AVOID The Underpowered Product Owner The Overworked Product Owner The Partial Product Owner The Distant Product Owner The Proxy Product Owner The Product Owner Committee A product owner committee is a group of product owners without anyone in charge of the overall product. There is no one person guiding the group, helping to create a common goal, and facilitating decision making.
OFFICE OF DISTANCE AND ELEARNING PgMO Understanding Customers and Users The Scrum Product Owner
OFFICE OF DISTANCE AND ELEARNING PgMO PRODUCT BOX 1. Grab a Box 2. Name Your Product 3. Agree on VIP Details 4. Design Your Box 5. Share Your Box
OFFICE OF DISTANCE AND ELEARNING PgMO INSPECTION AND ADAPTATION Feedback loops serve as opportunities to increase productivity, either in an individual’s performance or in project teamwork or process. Identifying areas for improvement throughout each sprint and turning them into action items can help you track and address the key challenges related to technology or product improvement. -Trinadh Bonam
OFFICE OF DISTANCE AND ELEARNING PgMO EMPOWERMENT Scrum allows a Product Owner to quickly see that the product is moving in the wrong direction and to adjust the course without wasting time on bureaucratic delays within the company. Scrum is a model of a radical decentralization of an organization. Give the Product Owners the power and the opportunity to make mistakes so that the company can become truly agile.
OFFICE OF DISTANCE AND ELEARNING PgMO Testing Product Assumptions The Scrum Product Owner
OFFICE OF DISTANCE AND ELEARNING PgMO CONE OF UNCERTAINTY 1.60x 1.25x 1.15x 1.10x 0.90x 0.85x 0.75x 0.60x
OFFICE OF DISTANCE AND ELEARNING PgMO COST OF ERRORS OVER TIME It’s not done until it’s tested! Development Unit Tests QA Testing Production Time Costs
OFFICE OF DISTANCE AND ELEARNING PgMO Story Mapping Concepts The Scrum Product Owner
OFFICE OF DISTANCE AND ELEARNING PgMO THE STORY MAP A1 A3A2 N1 N2 N1 N2 N3 N4 N1 N2 N2 T T T T T T T D D D D D D D D T T T T T T T D D D V1 V2
OFFICE OF DISTANCE AND ELEARNING PgMO STORY MAP CONCEPTS Users User Tasks Goal Level Activities Backbone Narrative Flow Release Slice Details A map tells a story about a type of person doing something to reach a goal. Make sure to include them in your map along with a little information about them. Try using lightweight persona sketches to describe your users.
OFFICE OF DISTANCE AND ELEARNING PgMO THE STORY MAP A1 A3A2 N1 N2 N1 N2 N3 N4 N1 N2 N2 T T T T T T T D D D D D D D D T T T T T T T D D D V1 V2
OFFICE OF DISTANCE AND ELEARNING PgMO STORY MAP CONCEPTS Users User Tasks Goal Level Activities Backbone Narrative Flow Release Slice Details User’s tasks are short verb phrases that are the basic building block of a map. If I ask you what you did earlier today when using email, you’ll likely respond with tasks like: • Read an email message • Respond to a message • Mark a message as spam
OFFICE OF DISTANCE AND ELEARNING PgMO THE STORY MAP A1 A3A2 N1 N2 N1 N2 N3 N4 N1 N2 N2 T T T T T T T D D D D D D D D T T T T T T T D D D V1 V2
OFFICE OF DISTANCE AND ELEARNING PgMO STORY MAP CONCEPTS Users User Tasks Goal Level Activities Backbone Narrative Flow Release Slice Details The actions that users take in order to reach their larger goals have a goal level themselves that’s tied to user behavior. Summary: lots of tasks done in support of a bigger goal. Functional: I’d expect to complete this task before taking a break. Sub-Functional: smaller things done in support of a bigger tasks.
OFFICE OF DISTANCE AND ELEARNING PgMO THE STORY MAP A1 A3A2 N1 N2 N1 N2 N3 N4 N1 N2 N2 T T T T T T T D D D D D D D D T T T T T T T D D D V1 V2
OFFICE OF DISTANCE AND ELEARNING PgMO STORY MAP CONCEPTS Users User Tasks Goal Level Activities Backbone Narrative Flow Release Slice Details Activities organize tasks done by similar people at similar times to reach a goal. For your email software activities might include: • Going through my inbox • Configuring my email client • Organizing messages into folders
OFFICE OF DISTANCE AND ELEARNING PgMO THE STORY MAP A1 A3A2 N1 N2 N1 N2 N3 N4 N1 N2 N2 T T T T T T T D D D D D D D D T T T T T T T D D D V1 V2
OFFICE OF DISTANCE AND ELEARNING PgMO STORY MAP CONCEPTS Users User Tasks Goal Level Activities Backbone Narrative Flow Release Slice Details Activities and tasks at a higher goal level give the story map it’s structure. The backbone is arranged in a narrative flow. Smaller sub- tasks, details and variations hang down to form the ribs connected to the backbone.
OFFICE OF DISTANCE AND ELEARNING PgMO THE STORY MAP A1 A3A2 N1 N2 N1 N2 N3 N4 N1 N2 N2 T T T T T T T D D D D D D D D T T T T T T T D D D V1 V2
OFFICE OF DISTANCE AND ELEARNING PgMO STORY MAP CONCEPTS Users User Tasks Goal Level Activities Backbone Narrative Flow Release Slice Details The left to right axis in a story map is organized in the order you’d tell the story about your user to someone else. Of course any specific user might choose to do different things in a different order. Use conversation to explain the details and variations.
OFFICE OF DISTANCE AND ELEARNING PgMO THE STORY MAP A1 A3A2 N1 N2 N1 N2 N3 N4 N1 N2 N2 T T T T T T T D D D D D D D D T T T T T T T D D D V1 V2
OFFICE OF DISTANCE AND ELEARNING PgMO STORY MAP CONCEPTS Users User Tasks Goal Level Activities Backbone Narrative Flow Release Slice Details Use a line to identify slices of tasks that users might use your software for to reach their goals. The smallest number of tasks that allow your specific target users to reach their goal compose a viable product release.
OFFICE OF DISTANCE AND ELEARNING PgMO THE STORY MAP A1 A3A2 N1 N2 N1 N2 N3 N4 N1 N2 N2 T T T T T T T D D D D D D D D T T T T T T T D D D V1 V2
OFFICE OF DISTANCE AND ELEARNING PgMO STORY MAP CONCEPTS Users User Tasks Goal Level Activities Backbone Narrative Flow Release Slice Details Break down high goal level tasks into: • Sub-tasks • Alternative tasks • Exceptions • Details Down in the details of the map, it’s OK to include details about what UI might look like or what the system might do in the background.
OFFICE OF DISTANCE AND ELEARNING PgMO THE STORY MAP A1 A3A2 N1 N2 N1 N2 N3 N4 N1 N2 N2 T T T T T T T D D D D D D D D T T T T T T T D D D V1 V2
OFFICE OF DISTANCE AND ELEARNING PgMO Story Mapping Process The Scrum Product Owner
OFFICE OF DISTANCE AND ELEARNING PgMO STORY MAP PROCESS 1. Frame 2. Map the Big Picture 3. Explore 4. Slice Out Viable Releases 5. Slice Out a Development Strategy
OFFICE OF DISTANCE AND ELEARNING PgMO FRAME Before mapping, create a short product or feature brief to frame and constrain what you map. Think of this as the big story. What names the product, feature to add to a product, or problem you’d like to solve Who names the different types of users who will use the product, and the “chooser” or customers who will buy it. For each user and chooser state the benefit they get from using the product. Why describes the benefit your organization gets by building the product or feature. Say what users do and how their use leads to increased revenue or reduced costs.
OFFICE OF DISTANCE AND ELEARNING PgMO MAP THE BIG PICTURE Focus on getting the whole story. Think “mile wide, inch deep” The activities and high-level user tasks that tell the whole story form the backbone of your story map. Start with the user type most critical to your product’s success. Imagine a typical day in your user’s life with your new product. Map the steps they take as user tasks left to right. Identify user activities – groups of tasks that work together to support a common goal. Activities often emerge after you see more of the story. Add in additional users. As you follow the typical use of your product, you may find other types of users enter your story. Continue modeling their story left to right.
OFFICE OF DISTANCE AND ELEARNING PgMO EXPLORE Fill the body of your story map by breaking down larger user tasks into smaller subtasks and user interface details. During this phase you’ll add cards, split one card into two, rewrite cards, and reorganize them. Use this phase of mapping to think “blue sky” about all the great possibilities. Use this time to think of everything that could go wrong. Don’t worry if your ideas are “in or out of scope.” You’ll deliberately move things out of scope later.
OFFICE OF DISTANCE AND ELEARNING PgMO EXPLORE Play “wouldn’t it be cool if...” to help think of great product ideas. Look for variations: What else might users of the system have done? Look for exceptions: What could go wrong, and what would the user have to do to recover? Consider other users: What might other types of users do to reach their goals? Add in other product details: Description of proposed UI; Business rules; Data elements
OFFICE OF DISTANCE AND ELEARNING PgMO EXPLORE Involve others. Tell your product’s story to others that understand users and use. They’ll find holes in your story and help build it up. Tell your product’s story to software developers. They’ll point out risky or expensive areas, and add in great technology solutions. Map a whole process as it crosses through a number of types of users. Story maps are for looking at the whole picture.
OFFICE OF DISTANCE AND ELEARNING PgMO SLICE OUT VIABLE RELEASES Slice your map into holistic product releases that span the users and use of the product. These slices form an incremental product release roadmap where each release is a minimal viable product release. For each release name the target outcomes and impact. Outcomes and impact says how this release contributes to the overall goal in the “big why” that motivates building the product, and how users will behave in a way that helps us reach the goal. For each release, identify product success metrics. Answer the question: “what would we measure to determine if this product was successful?” Ideally you’ll find specific changes in user’s behavior as they use the product the way your story map imagines.
OFFICE OF DISTANCE AND ELEARNING PgMO SLICE OUT A DEVELOPMENT STRATEGY Slice the first release of your map into three or more delivery phases that allow you and your team to learn fast and avoid risk. Think of the opening, mid, and end-game phases of a chess game. This development strategy will help you release the best product possible in the time constraints you have.
OFFICE OF DISTANCE AND ELEARNING PgMO SLICE OUT A DEVELOPMENT STRATEGY Opening Game builds a “functional walking skeleton” – the simplest possible functional version of the product. As you finish "Opening game" vet the product with users and other stakeholders. Begin validating performance and scalability. Mid Game complete all major functionality and makes existing functionality richer and more complete. Continue user testing and leverage feedback to adjust the product. Continue testing performance and scalability. End Game refines the product in preparation for release. Continuously assess release readiness based on your release level product goals. Count on unforeseen work to emerge during this last stretch of development.
OFFICE OF DISTANCE AND ELEARNING PgMO SLICE OUT A DEVELOPMENT STRATEGY 1. Plan the work necessary to refine stories. 2. Workshop stories with developers and testers to work through details and agree on acceptance criteria. 3. Plan development and testing. 4. Build and verify parts of your working product.
OFFICE OF DISTANCE AND ELEARNING PgMO Backlog Refinement The Scrum Product Owner
OFFICE OF DISTANCE AND ELEARNING PgMO DECISION MAKING A great Product Owner understands that the product backlog should be ordered. Priority, risk, value, learning opportunities and dependencies are balanced with each other. During a product backlog refinement meeting, the team and product owner discuss the top items on the product backlog. The team is given a chance to ask the questions that would normally arise during sprint planning.
OFFICE OF DISTANCE AND ELEARNING PgMO REFINEMENT / GROOMING The process of filling the Product Backlog, prioritizing Product Backlog Items (PBIs), adding acceptance criteria, and splitting up large items, is called Product Backlog Refinement or Grooming.

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Product Owner

  • 1. OFFICE OF DISTANCE AND ELEARNING PgMO The Scrum Product Owner Roles and Responsibilities
  • 2. OFFICE OF DISTANCE AND ELEARNING PgMO LEARNING OBJECTIVES Understanding the Role of the Product Owner Describing Purpose and Strategy Understanding Customers and Users Testing Product Assumptions Working with the Product Backlog Story Mapping Backlog Refinement
  • 3. OFFICE OF DISTANCE AND ELEARNING PgMO Scaled Agile and Scrum The Scrum Product Owner
  • 4. OFFICE OF DISTANCE AND ELEARNING PgMO SCALED AGILE Product Manager Product Owner Team Market/Customer facing. Identifies market needs. Collocated with Marketing/business. Solution, technology, and team facing. Collocated with team(s). Customer/stakeholder facing. Owns vision and roadmaps, program backlog, pricing, licensing, ROI. Contributes to vision and program backlog. Owns team backlog and implementation. Owns story estimates and implementation of value. Drives PI objectives and release content via prioritized features and enablers. Defines iterations and stories. Accepts iteration increments. Contributes to intentional architecture. Owns emergent design. Establishes feature acceptance criteria. Drives iteration goals and iteration content via prioritized stories. Contributes to backlog refinement and creation of stories. Establishes story acceptance criteria, accepts stories into the baseline. Integrates with other teams. Scaled Agile, Inc.
  • 5. OFFICE OF DISTANCE AND ELEARNING PgMO NEXUS
  • 6. OFFICE OF DISTANCE AND ELEARNING PgMO LeSS
  • 7. OFFICE OF DISTANCE AND ELEARNING PgMO SAFe
  • 8. OFFICE OF DISTANCE AND ELEARNING PgMO Understanding the Role of the Product Owner The Scrum Product Owner
  • 9. OFFICE OF DISTANCE AND ELEARNING PgMO THE PRODUCT OWNER ROLE Vision and Leadership User Experience and Product Backlog Release Management
  • 10. OFFICE OF DISTANCE AND ELEARNING PgMO THE PRODUCT OWNER ROLE Vision and Leadership User Experience and Product Backlog Release Management Strategy and Research Business Model Financials Product Roadmap Product Lifecycle Management
  • 11. OFFICE OF DISTANCE AND ELEARNING PgMO THE PRODUCT OWNER ROLE Vision and Leadership User Experience and Product Backlog Release Management Strategy and Research Business Model Financials Product Roadmap Product Lifecycle Management General Market Knowledge Product Launch Product Support
  • 12. OFFICE OF DISTANCE AND ELEARNING PgMO SCRUM EVENTS Event Product Owner Scrum Master Backlog Refinement* Ongoing Ownership May Facilitate if Requested Daily Stand-Up Attend if Available & Invited Ensure Happens & Attend if Available & Invited Sprint Planning Required Attendance Facilitate Sprint Available to Answer Questions Remove Team Impediments Sprint Review Required Attendance Facilitate Sprint Retrospective Required Attendance Facilitate Product Releases* Ongoing Ownership May Facilitate if Requested *Not actually a sprint “event”.
  • 13. OFFICE OF DISTANCE AND ELEARNING PgMO PRODUCT OWNER QUALITIES Productive • Emotional Intelligence • Collaborative Skills • Motivating Teams • Knowledge of Scrum • Empathy for Customers • Communicate Decisions • Ability to Say No • Negotiation Skills • Ability to Influence Non-Productive • Inability to Prioritize • Seen Just as “Order Taker” • Focusing Only on Strategy • Handing Off Details to Team • Leaving Things Ambiguous • Withholding Input • Telling Team How to Do Jobs
  • 14. OFFICE OF DISTANCE AND ELEARNING PgMO INSPECTION AND ADAPTATION Too many people pick up their great idea and run with it, rushing right into tactical execution. But that is a big mistake. Every great product begins with a great vision statement. - Brian de Haaff
  • 15. OFFICE OF DISTANCE AND ELEARNING PgMO Describing Purpose and Strategy The Scrum Product Owner
  • 16. OFFICE OF DISTANCE AND ELEARNING PgMO PRODUCT VISION Before you build your product, you must have a true north for where you are going, and then share a compelling story about its necessity and worth. You must start with crafting your vision. - Brian de Haaff 1. Listen to your end users. 2. Distill it. 3. Write it down. 4. Build consensus. 5. Share it.
  • 17. OFFICE OF DISTANCE AND ELEARNING PgMO PRODUCT VISION STATEMENT The (target buyer and user) Who (has this problem) Will use (name of your product) To achieve (the key benefit or value you will provide) Because (explanation of why other offerings fail) And will feel (the following emotion)
  • 18. OFFICE OF DISTANCE AND ELEARNING PgMO SAMPLE VISION STATEMENT For business e-mail users who want to better manage the increasing number of messages they receive when out of the office, <Product Name> is a mobile e-mail solution that provides a real-time link to their desktop e-mail for sending, reading and responding to important messages. Unlike other mobile e-mail solutions, <Product Name> is wearable, secure, and always connected.
  • 19. OFFICE OF DISTANCE AND ELEARNING PgMO TRAPS TO AVOID The Underpowered Product Owner Ensure that the product owner is fully empowered and receives support and trust from the right person. The Overworked Product Owner The Partial Product Owner The Distant Product Owner The Proxy Product Owner The Product Owner Committee
  • 20. OFFICE OF DISTANCE AND ELEARNING PgMO TRAPS TO AVOID The Underpowered Product Owner The Overworked Product Owner Ensure that the product owner is fully empowered and receives support and trust from the right person. The Partial Product Owner The Distant Product Owner The Proxy Product Owner The Product Owner Committee
  • 21. OFFICE OF DISTANCE AND ELEARNING PgMO TRAPS TO AVOID The Underpowered Product Owner The Overworked Product Owner The Partial Product Owner One person should be in charge of strategic and tactical product management. This may require organizational changes including adapting job roles and developing individuals to take on a rich set of responsibilities. The Distant Product Owner The Proxy Product Owner The Product Owner Committee
  • 22. OFFICE OF DISTANCE AND ELEARNING PgMO TRAPS TO AVOID The Underpowered Product Owner The Overworked Product Owner The Partial Product Owner The Distant Product Owner A distant product owner works separately from the team causing recurring issues with distant product owners, including mistrust, miscommunication, misalignment, and slow progress. The Proxy Product Owner The Product Owner Committee
  • 23. OFFICE OF DISTANCE AND ELEARNING PgMO TRAPS TO AVOID The Underpowered Product Owner The Overworked Product Owner The Partial Product Owner The Distant Product Owner The Proxy Product Owner A proxy product owner is a person acting as a placeholder for the actual product owner to compensate for overworked, partial, and distant product owners. The Product Owner Committee
  • 24. OFFICE OF DISTANCE AND ELEARNING PgMO TRAPS TO AVOID The Underpowered Product Owner The Overworked Product Owner The Partial Product Owner The Distant Product Owner The Proxy Product Owner The Product Owner Committee A product owner committee is a group of product owners without anyone in charge of the overall product. There is no one person guiding the group, helping to create a common goal, and facilitating decision making.
  • 25. OFFICE OF DISTANCE AND ELEARNING PgMO Understanding Customers and Users The Scrum Product Owner
  • 26. OFFICE OF DISTANCE AND ELEARNING PgMO PRODUCT BOX 1. Grab a Box 2. Name Your Product 3. Agree on VIP Details 4. Design Your Box 5. Share Your Box
  • 27. OFFICE OF DISTANCE AND ELEARNING PgMO INSPECTION AND ADAPTATION Feedback loops serve as opportunities to increase productivity, either in an individual’s performance or in project teamwork or process. Identifying areas for improvement throughout each sprint and turning them into action items can help you track and address the key challenges related to technology or product improvement. -Trinadh Bonam
  • 28. OFFICE OF DISTANCE AND ELEARNING PgMO EMPOWERMENT Scrum allows a Product Owner to quickly see that the product is moving in the wrong direction and to adjust the course without wasting time on bureaucratic delays within the company. Scrum is a model of a radical decentralization of an organization. Give the Product Owners the power and the opportunity to make mistakes so that the company can become truly agile.
  • 29. OFFICE OF DISTANCE AND ELEARNING PgMO Testing Product Assumptions The Scrum Product Owner
  • 30. OFFICE OF DISTANCE AND ELEARNING PgMO CONE OF UNCERTAINTY 1.60x 1.25x 1.15x 1.10x 0.90x 0.85x 0.75x 0.60x
  • 31. OFFICE OF DISTANCE AND ELEARNING PgMO COST OF ERRORS OVER TIME It’s not done until it’s tested! Development Unit Tests QA Testing Production Time Costs
  • 32. OFFICE OF DISTANCE AND ELEARNING PgMO Story Mapping Concepts The Scrum Product Owner
  • 33. OFFICE OF DISTANCE AND ELEARNING PgMO THE STORY MAP A1 A3A2 N1 N2 N1 N2 N3 N4 N1 N2 N2 T T T T T T T D D D D D D D D T T T T T T T D D D V1 V2
  • 34. OFFICE OF DISTANCE AND ELEARNING PgMO STORY MAP CONCEPTS Users User Tasks Goal Level Activities Backbone Narrative Flow Release Slice Details A map tells a story about a type of person doing something to reach a goal. Make sure to include them in your map along with a little information about them. Try using lightweight persona sketches to describe your users.
  • 35. OFFICE OF DISTANCE AND ELEARNING PgMO THE STORY MAP A1 A3A2 N1 N2 N1 N2 N3 N4 N1 N2 N2 T T T T T T T D D D D D D D D T T T T T T T D D D V1 V2
  • 36. OFFICE OF DISTANCE AND ELEARNING PgMO STORY MAP CONCEPTS Users User Tasks Goal Level Activities Backbone Narrative Flow Release Slice Details User’s tasks are short verb phrases that are the basic building block of a map. If I ask you what you did earlier today when using email, you’ll likely respond with tasks like: • Read an email message • Respond to a message • Mark a message as spam
  • 37. OFFICE OF DISTANCE AND ELEARNING PgMO THE STORY MAP A1 A3A2 N1 N2 N1 N2 N3 N4 N1 N2 N2 T T T T T T T D D D D D D D D T T T T T T T D D D V1 V2
  • 38. OFFICE OF DISTANCE AND ELEARNING PgMO STORY MAP CONCEPTS Users User Tasks Goal Level Activities Backbone Narrative Flow Release Slice Details The actions that users take in order to reach their larger goals have a goal level themselves that’s tied to user behavior. Summary: lots of tasks done in support of a bigger goal. Functional: I’d expect to complete this task before taking a break. Sub-Functional: smaller things done in support of a bigger tasks.
  • 39. OFFICE OF DISTANCE AND ELEARNING PgMO THE STORY MAP A1 A3A2 N1 N2 N1 N2 N3 N4 N1 N2 N2 T T T T T T T D D D D D D D D T T T T T T T D D D V1 V2
  • 40. OFFICE OF DISTANCE AND ELEARNING PgMO STORY MAP CONCEPTS Users User Tasks Goal Level Activities Backbone Narrative Flow Release Slice Details Activities organize tasks done by similar people at similar times to reach a goal. For your email software activities might include: • Going through my inbox • Configuring my email client • Organizing messages into folders
  • 41. OFFICE OF DISTANCE AND ELEARNING PgMO THE STORY MAP A1 A3A2 N1 N2 N1 N2 N3 N4 N1 N2 N2 T T T T T T T D D D D D D D D T T T T T T T D D D V1 V2
  • 42. OFFICE OF DISTANCE AND ELEARNING PgMO STORY MAP CONCEPTS Users User Tasks Goal Level Activities Backbone Narrative Flow Release Slice Details Activities and tasks at a higher goal level give the story map it’s structure. The backbone is arranged in a narrative flow. Smaller sub- tasks, details and variations hang down to form the ribs connected to the backbone.
  • 43. OFFICE OF DISTANCE AND ELEARNING PgMO THE STORY MAP A1 A3A2 N1 N2 N1 N2 N3 N4 N1 N2 N2 T T T T T T T D D D D D D D D T T T T T T T D D D V1 V2
  • 44. OFFICE OF DISTANCE AND ELEARNING PgMO STORY MAP CONCEPTS Users User Tasks Goal Level Activities Backbone Narrative Flow Release Slice Details The left to right axis in a story map is organized in the order you’d tell the story about your user to someone else. Of course any specific user might choose to do different things in a different order. Use conversation to explain the details and variations.
  • 45. OFFICE OF DISTANCE AND ELEARNING PgMO THE STORY MAP A1 A3A2 N1 N2 N1 N2 N3 N4 N1 N2 N2 T T T T T T T D D D D D D D D T T T T T T T D D D V1 V2
  • 46. OFFICE OF DISTANCE AND ELEARNING PgMO STORY MAP CONCEPTS Users User Tasks Goal Level Activities Backbone Narrative Flow Release Slice Details Use a line to identify slices of tasks that users might use your software for to reach their goals. The smallest number of tasks that allow your specific target users to reach their goal compose a viable product release.
  • 47. OFFICE OF DISTANCE AND ELEARNING PgMO THE STORY MAP A1 A3A2 N1 N2 N1 N2 N3 N4 N1 N2 N2 T T T T T T T D D D D D D D D T T T T T T T D D D V1 V2
  • 48. OFFICE OF DISTANCE AND ELEARNING PgMO STORY MAP CONCEPTS Users User Tasks Goal Level Activities Backbone Narrative Flow Release Slice Details Break down high goal level tasks into: • Sub-tasks • Alternative tasks • Exceptions • Details Down in the details of the map, it’s OK to include details about what UI might look like or what the system might do in the background.
  • 49. OFFICE OF DISTANCE AND ELEARNING PgMO THE STORY MAP A1 A3A2 N1 N2 N1 N2 N3 N4 N1 N2 N2 T T T T T T T D D D D D D D D T T T T T T T D D D V1 V2
  • 50. OFFICE OF DISTANCE AND ELEARNING PgMO Story Mapping Process The Scrum Product Owner
  • 51. OFFICE OF DISTANCE AND ELEARNING PgMO STORY MAP PROCESS 1. Frame 2. Map the Big Picture 3. Explore 4. Slice Out Viable Releases 5. Slice Out a Development Strategy
  • 52. OFFICE OF DISTANCE AND ELEARNING PgMO FRAME Before mapping, create a short product or feature brief to frame and constrain what you map. Think of this as the big story. What names the product, feature to add to a product, or problem you’d like to solve Who names the different types of users who will use the product, and the “chooser” or customers who will buy it. For each user and chooser state the benefit they get from using the product. Why describes the benefit your organization gets by building the product or feature. Say what users do and how their use leads to increased revenue or reduced costs.
  • 53. OFFICE OF DISTANCE AND ELEARNING PgMO MAP THE BIG PICTURE Focus on getting the whole story. Think “mile wide, inch deep” The activities and high-level user tasks that tell the whole story form the backbone of your story map. Start with the user type most critical to your product’s success. Imagine a typical day in your user’s life with your new product. Map the steps they take as user tasks left to right. Identify user activities – groups of tasks that work together to support a common goal. Activities often emerge after you see more of the story. Add in additional users. As you follow the typical use of your product, you may find other types of users enter your story. Continue modeling their story left to right.
  • 54. OFFICE OF DISTANCE AND ELEARNING PgMO EXPLORE Fill the body of your story map by breaking down larger user tasks into smaller subtasks and user interface details. During this phase you’ll add cards, split one card into two, rewrite cards, and reorganize them. Use this phase of mapping to think “blue sky” about all the great possibilities. Use this time to think of everything that could go wrong. Don’t worry if your ideas are “in or out of scope.” You’ll deliberately move things out of scope later.
  • 55. OFFICE OF DISTANCE AND ELEARNING PgMO EXPLORE Play “wouldn’t it be cool if...” to help think of great product ideas. Look for variations: What else might users of the system have done? Look for exceptions: What could go wrong, and what would the user have to do to recover? Consider other users: What might other types of users do to reach their goals? Add in other product details: Description of proposed UI; Business rules; Data elements
  • 56. OFFICE OF DISTANCE AND ELEARNING PgMO EXPLORE Involve others. Tell your product’s story to others that understand users and use. They’ll find holes in your story and help build it up. Tell your product’s story to software developers. They’ll point out risky or expensive areas, and add in great technology solutions. Map a whole process as it crosses through a number of types of users. Story maps are for looking at the whole picture.
  • 57. OFFICE OF DISTANCE AND ELEARNING PgMO SLICE OUT VIABLE RELEASES Slice your map into holistic product releases that span the users and use of the product. These slices form an incremental product release roadmap where each release is a minimal viable product release. For each release name the target outcomes and impact. Outcomes and impact says how this release contributes to the overall goal in the “big why” that motivates building the product, and how users will behave in a way that helps us reach the goal. For each release, identify product success metrics. Answer the question: “what would we measure to determine if this product was successful?” Ideally you’ll find specific changes in user’s behavior as they use the product the way your story map imagines.
  • 58. OFFICE OF DISTANCE AND ELEARNING PgMO SLICE OUT A DEVELOPMENT STRATEGY Slice the first release of your map into three or more delivery phases that allow you and your team to learn fast and avoid risk. Think of the opening, mid, and end-game phases of a chess game. This development strategy will help you release the best product possible in the time constraints you have.
  • 59. OFFICE OF DISTANCE AND ELEARNING PgMO SLICE OUT A DEVELOPMENT STRATEGY Opening Game builds a “functional walking skeleton” – the simplest possible functional version of the product. As you finish "Opening game" vet the product with users and other stakeholders. Begin validating performance and scalability. Mid Game complete all major functionality and makes existing functionality richer and more complete. Continue user testing and leverage feedback to adjust the product. Continue testing performance and scalability. End Game refines the product in preparation for release. Continuously assess release readiness based on your release level product goals. Count on unforeseen work to emerge during this last stretch of development.
  • 60. OFFICE OF DISTANCE AND ELEARNING PgMO SLICE OUT A DEVELOPMENT STRATEGY 1. Plan the work necessary to refine stories. 2. Workshop stories with developers and testers to work through details and agree on acceptance criteria. 3. Plan development and testing. 4. Build and verify parts of your working product.
  • 61. OFFICE OF DISTANCE AND ELEARNING PgMO Backlog Refinement The Scrum Product Owner
  • 62. OFFICE OF DISTANCE AND ELEARNING PgMO DECISION MAKING A great Product Owner understands that the product backlog should be ordered. Priority, risk, value, learning opportunities and dependencies are balanced with each other. During a product backlog refinement meeting, the team and product owner discuss the top items on the product backlog. The team is given a chance to ask the questions that would normally arise during sprint planning.
  • 63. OFFICE OF DISTANCE AND ELEARNING PgMO REFINEMENT / GROOMING The process of filling the Product Backlog, prioritizing Product Backlog Items (PBIs), adding acceptance criteria, and splitting up large items, is called Product Backlog Refinement or Grooming.

Editor's Notes

  • #2: 1
  • #31: The Cone represents the best-case accuracy that is possible to have in software estimates at different points in a project. It’s easily possible to do worse. It isn’t possible to be more accurate; it’s only possible to be more lucky. Meaningful commitments are not possible in the early, wide part of the Cone. Effective organizations delay their commitments until they have done the work to force the Cone to narrow (about 30% of the way in)