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The Agile Product Owner: Beyond the Books and Classrooms

This presentation offers best practices and lessons learned regarding finding and developing Agile Product Owners. The presentation goals are:
- Understand the value of the Product Owner;
- Provide real-world applications of CSPO training;
- Offer ideas for positively influencing team members; and
- Offer suggestions for continuous improvement.

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The Agile Product Owner: Beyond the Books and Classrooms

  1. 1. The Agile Product Owner: BEYOND THE BOOKS AND CLASSROOMS
  2. 2. UNDERSTAND THE VALUE OF THE PRODUCT OWNER TO THE TEAM TODAY’S GOALS REAL-WORLD APPLICATION OF CERTIFIED SCRUM PRODUCT OWNER (CSPO) TRAINING IDEAS FOR POSITIVELY INFLUENCING TEAM MEMBERS SUGGESTIONS FOR CONTINUOUS IMPROVEMENT & MATURITY AS A PRODUCT OWNER @IAMALICIACYRUS
  3. 3. HEY, THAT’S ME! ALICIA AGILE LEADER | PO | PM | BA SERVANT LEADER ??? PROBLEM SOLVER Alicia Cyrus is an Agile leader in product ownership, project management, and business analysis. Alicia builds collaborative relationships with clients to solve problems and foster Agile culture; leading organizations through enterprise-wide Agile transformation and formation of innovative teams that deliver timely, effective solutions. CREATIVE
  4. 4. CONVERSATIONS… PRODUCT OWNER VS PROJECT MANAGER PRODUCT OWNER & THE TEAM PRODUCT OWNER & MANAGEMENT STARTING A PROJECT MAINTAINING PROJECT ARTIFACTS
  5. 5. BEFORE WE TALK ABOUT WHERE WE’RE GOING… LET’S TALK ABOUT HOW WE GOT HERE…
  6. 6. BOTH ARE… FAIRLY AUTONOMOUS ROLES (DEPENDING ON THE ENVIRONMENT) RESPONSIBLE FOR COMMUNICATING PROJECT TEAM MILESTONES ENSURE THE PROJECT AND/OR PRODUCT IS DELIVERED SUCCESSFULLY HAVE TO MANAGE CHANGE (I.E. SCOPE, REQUIREMENTS, EXTERNAL IMPACTS, ETC.) PRODUCT OWNERS & PROJECT MANAGERS
  7. 7. SAME GOALS… WORKING SOFTWARE PRODUCTIVE TEAMS HIGH VELOCITY LOW ERROR RATE (I.E. BUGS) PRODUCT OWNERS & PROJECT MANAGERS
  8. 8. DEFINE DEVELOP RELEASE EVALUATE ITERATE AGILE FOCUS ON 5-PHASE PLANNING MANAGE THE PROJECT & LEAD THE TEAM ADHERE TO THE PMBOK METHODOLOGY COMMUNICATE PROJECT STATUS USUALLY DEPEND ON THE REQUIREMENTS GATHERING OF OTHERS (E.G. BUSINESS ANALYST) PROJECT MANAGER PRODUCT OWNER GATHER INFORMATION ITERATIVELY FACILITATE THE PROJECT & DEVELOP THE TEAM USUALLY, BUSINESS ANALYST (BY TITLE) COMMUNICATE THE PRODUCT VISION MANAGE REQUIREMENTS ELICITATION LIFECYCLEINITIATING PLANNING CLOSINGEXECUTING MONITORING & CONTROLLING WATERFALL
  9. 9. CSPO CLASS… PROVIDES AN EXCELLENT INTRODUCTION TO AGILE, SCRUM, KANBAN, ETC. PRIMER FOR THE HIGH-LEVEL BENEFITS OF THE SCRUM APPROACH, ACTIVITIES, AND ROLES INTRODUCES SCRUM CEREMONIES, USER STORY WRITING, POINTING, & ESTIMATION PRIORITIZE THE BACKLOG RESPONSIBLE FOR PRODUCT DELIVERY REPRESENTS (ALL) STAKEHOLDER INTERESTS
  10. 10. CUSTOMERS / SPONSORS DELIVER THE RIGHT / QUALITY PRODUCT FAST DELIVERY TO MARKET PRODUCT OWNERS FACETS UNDERSTAND STAKEHOLDER NEEDS MANAGE REQUIREMENTS REPORT PROGRESS ACQUIRE & INCLUDE FEEDBACK DRIVE PRODUCT VISION PRIORITIZE & REFINE BACKLOG PROVIDE JUST-IN-TIME CLARIFICATION REVIEW & ACCEPT REQUIREMENTS
  11. 11. "YOU DON'T HERD DUCKS BY CHASING THEM." ~ MERCEDES LACKEY & JAMES MALLORY~ SO…HOW DO WE CONTINUE TO DEVELOP?
  12. 12. A PRODUCT OWNER SHOULD… VALUE VISION TRUST MANAGE SUPPORT 01 02 03 04 05 KNOW YOUR VALUE ENSURE YOUR TEAM GETS THE VISION MANAGE STAKEHOLDER REQUIREMENTS BUILD TRUST WITH YOUR TEAM FIND THE BEST APPROACH
  13. 13. KNOW YOUR VALUE
  14. 14. …TO MANAGEMENT "MANAGING BOTTOM-UP CHANGE IS ITS OWN ART." ~KEVIN KELLY~ KEEP COMMUNICATION LINES OPEN REGARDING SCOPE, REQUIREMENTS, STATUS, IMPEDIMENTS, & CHANGE IDENTIFY WHAT INFORMATION IS NEEDED FOR TRACKING AND REPORTING & DEMONSTRATE PROGRESS IN AN AGILE FORMAT ALWAYS PROTECT THE VISION ~ NEGOTIATE ~ ENSURE VISIBILITY VALUE
  15. 15. …TO THE TEAM 01 VALUE MAKE CONNECTIONS STOP WITH THE SILOS PROTECT THE TEAM NOT JUST THE JOB OF THE SCRUMMASTER RELEASE CONTROL DEVELOP A “FACILITATOR’S MINDSET” OWN RELATIONSHIPS TEAM MEMBERS ARE CUSTOMERS TOO!
  16. 16. HELPFUL TECHNIQUESCOMMON CHALLENGES VALUE YOU CONTINUOUSLY TRY TO DICTATE TO THE TEAM HOW THEY SHOULD APPROACH A REQUIREMENT. FUNCTIONAL MANAGERS OR OTHER LEADERSHIP CONSTANTLY PULL TEAM MEMBERS FOR "SIDE PROJECTS." EXPLAIN WHAT YOU NEED. MAKE REQUIREMENTS A CONVERSATION & TRUST THE TEAM TO DETERMINE HOW THEY SHOULD CODE, TEST, ETC. MAKE THE TEAM'S WORK VISIBLE. LOG “SIDE PROJECTS” IN THEIR OWN SWIMLANE.
  17. 17. THE TEAM HAS A RESOURCE BOTTLENECK AND IT IS HOLDING UP PROGRESS OF THE SPRINT. HELPFUL TECHNIQUESCOMMON CHALLENGES VALUE THE PROJECT IS SHELVED OR FAILS – AND TEAM MORALE IS LOW & FRUSTRATION IS HIGH. KEEP THE TEAM IN THE LOOP, WATCH YOUR ATTITUDE, & REGROUP WITH THE TEAM. STEP OUTSIDE OF YOUR OWN BOX (ROLE)! THIS IS A T.E.A.M. - PROVIDE SUPPORT WHEN & WHERE NEEDED.
  18. 18. ENSURE YOUR TEAM GETS THE VISION
  19. 19. 02 CONNECT THE DOTS VISION PARTNER WITH THE TEAM EXPLAIN THE “BIG PICTURE” Relate the Work BE AVAILABLE Clarify, Clarify, Clarify!
  20. 20. HELPFUL TECHNIQUES ONE TEAM, ONE PRODUCT OWNER. PURE AND SIMPLE. IDEALLY, 100% DEDICATED AND EMPOWERED TO MAKE DECISIONS. COMMON CHALLENGES MULTIPLE PRODUCT OWNERS – THERE ARE CONFLICTING PRIORITIES AND TEAM MEMBERS DON’T KNOW WHERE TO TURN FOR FINAL DECISIONS. FACILITATING A JOINT PROJECT WITH MULTIPLE BUSINESS LINES AND THEY CONFLICT OVER PRODUCT VISION & HIGHEST PRIORITY ITEMS. FIRST, PUSH BACK - THEY HAVE TO MAKE A DECISION!! HELP BY GIVING THEM SOMETHING TO VIEW (MOCKUPS ARE GREAT IN THIS CASE!) VISION
  21. 21. BUILD TRUST WITH YOUR TEAM
  22. 22. 03 CIRCLE OF TRUST UNDERSTAND RELIABLE ENCOURAGE BLOCK UNDERSTAND WHAT THE TEAM NEEDS! ENCOURAGE SELF-ORGANIZATION! MAKE TIME! BLOCK / RE-ROUTE INTERRUPTIONS TRUST
  23. 23. THERE’S A CONFLICT BETWEEN PRODUCT VISION & THE TECHNICAL DEPENDENCIES. HELPFUL TECHNIQUESCOMMON CHALLENGES WHEN THE TEAM HAS QUESTIONS REGARDING A REQUIREMENT THAT IS UNCLEAR, YOU ARE UNAVAILABLE. OR YOU SPEAK OUT OF TURN AND CREATE CONFUSION WITH REQUIREMENTS. TRUST TEAM MEMBER ARRIVES FRUSTRATED & ON EDGE - THEIR DAY IS FILLED WITH MEETINGS (YOUR ESTIMATION MEETING ONE OF THE THEM). SIMPLY ASK - "HOW CAN I HELP?" BE PROACTIVE & BE FLEXIBLE IN SCHEDULING, WHEN POSSIBLE. BE WILLING TO NEGOTIATE AND RESOLVE WITH THE TEAM. BE CONSISTENTLY AVAILABLE TO THE TEAM. SCHEDULE SPECIFIC TIMES TO CHECK IN & FOLLOW UP. THEY SHOULD BE ABLE TO TRUST WHAT YOU SAY AND KNOW THAT INFORMATION IS RELIABLE.
  24. 24. MANAGE STAKEHOLDER REQUIREMENTS
  25. 25. REQUIREMENTS LIFECYCLE 04 MANAGE MANAGEMENT CUSTOMERS STAKEHOLDERS THE TEAM
  26. 26. HELPFUL TECHNIQUES NEGOTIATE! IDENTIFY THE WORK - WITH THE TEAM - THAT CAN BE DONE WITHIN THE GIVEN TIMEFRAME. PRESENT MANAGEMENT WITH OPTIONS & GET CUSTOMER BUY-IN. MANAGEMENT IS PRESSURING THE TEAM TO REDUCE ESTIMATES OR INCREASE SCOPE IN THE MIDDLE OF THE PROJECT. BEFORE YOU GO TO THE CUSTOMER, WORK WITH THE TEAM TO COME UP WITH ALTERNATIVE RECOMMENDATIONS. COMMON CHALLENGES DUE TO LIMITATIONS, THE TEAM IS UNABLE TO PROVIDE REQUESTED PIECE OF FUNCTIONALITY. MANAGE
  27. 27. FIND THE BEST APPROACH
  28. 28. Focus on… THE “HOW.” What’s the best way to do “it”…? IT DEPENDS. 05 FIND THE BEST APPROACH Practice makes… BETTER! Remember… BUILDING A TEAM TAKES TIME.“BE SOLUTION-ORIENTED, NOT PROBLEM-ORIENTED. FOCUS ON WHAT YOU CAN DO RIGHT NOW, RATHER THAN HOW MUCH THINGS SUCK.” ~DR. JOHN BERARDI VIA DAVID CHILCOTT SUPPORT
  29. 29. HELPFUL TECHNIQUES WORK WITH THE TEAM & SCRUM MASTER TO IDENTIFY THE WIP THAT WILL BEST ACCOMMODATE THE DEFINITION OF DONE. THE SCRUM MASTER IS IMPOSING A SPECIFIC WIP LIMIT THAT KEEPS CAUSING BOTTLENECKS FOR THE TEAM. IDENTIFY WHAT IS NEEDED & HELP ESTABLISH A NEW STANDARD (E.G. CHARTER, MINDMAP, VISION BOARD, ETC.) COMMON CHALLENGES STARTING A NEW PROJECT – MANAGEMENT HAS DISCARDED ALL PROJECT MANAGEMENT STANDARDS UNDER THE GUISE OF “DOING” AGILE. SUPPORT
  30. 30. A PRODUCT OWNER SHOULD… VALUE VISION TRUST MANAGE SUPPORT 01 02 03 04 05 KNOW YOUR VALUE ENSURE YOUR TEAM GETS THE VISION MANAGE STAKEHOLDER REQUIREMENTS BUILD TRUST WITH YOUR TEAM FIND THE BEST APPROACH
  31. 31. BUT “CONDUCTING IS MORE DIFFICULT THAN PLAYING A SINGLE INSTRUMENT,” CLAIMS BOULEZ. “YOU HAVE TO KNOW THE CULTURE, TO KNOW THE SCORE, AND TO PROJECT WHAT YOU WANT TO HEAR.” ~PIERRE BOULEZ~ WHAT DOES A CONDUCTOR ACTUALLY DO? BBC CULTURE BY CLEMENCY BURTON-HILL 31 OCTOBER 2014
  32. 32. STRIVE TO BE A… BEAT TIME CONVEY AN INTERPRETATION LISTEN LEAD GET THE GLORY BE A CONDUIT PUT IN THE HOURS BE A FIGUREHEAD IMMORTALIZE A PERFORMANCE
  33. 33. * READY FOR QUESTIONS * Q A& THANKS FOR LISTENING! Q & A SESSION HTTPS://WWW.LINKEDIN.COM/IN/ALICIACYRUS @IAMALICIACYRUS 571-305-5984 ACYRUS@ENTERPRISE-KNOWLEDGE.COM

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  • platinumig

    Jan. 26, 2017
  • whilpert

    Apr. 29, 2018

This presentation offers best practices and lessons learned regarding finding and developing Agile Product Owners. The presentation goals are: - Understand the value of the Product Owner; - Provide real-world applications of CSPO training; - Offer ideas for positively influencing team members; and - Offer suggestions for continuous improvement.

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