Certified Scrum Product Owner Training

First Things First!

Scrum Certified Product Owner / CSPOFrom the Product Vision to the Product Result

Boris Gloger, 2009

What would you like to get out of

this training?

so let’s start ....

Most companies started with a handful of people

<than 8 people

grow ....

then they

2000 2001 2002 2003 2004 2005 2006

Features Delivered per Team

Days between Major Releases

from a presentation of salesforce.comScrum Gathering Stockholm 2008

Lack of visibility

Resource Bottlenecks

Unpredictable release dates

Lack of responsiveness, lack of team alignment on priorities

Unhappy customers

Gradual productivity decline as the team grew

The claim of most managers and business people is a reflex. They say ....

We need to structure and organize more .... We need better processes, we need better tools, we need better people.

The claim of most manager and business people is a reflex they say ....

➡ team and line management

➡ project management

➡ portfolio management

traditional answer ...

goingLARGE

control going

Taylor work

partswhole is split into

profession becomes

disciplines

knowledge goeschecklist

organization slone

factories are numbers

departments are numbers

people are numbers

Result

You loosecollaboration

trustYou loose

You loosemotivation

peopleYou loose

quality of ...You loose

process

product

in other words ....

bureaucracy: centralistichierarchydominant

slowprocess driven

non agile

human-centricflatfederalisticdistributedinnovativeagilere-inventingfast

or you go another path...

staying:

the agile answer ... stolen from Pixar, Ed Catmull

Empower your creatives,

create a

peer culture,

free up

communication,

craft a

learning environment

Get more out ofpost mortems.

Is there a path or a guideline that can help you ...?

Scrum is not a ...

Scrum is Scrum

NOKIA - TEST

1. Do they deliver working software at the end of each Sprint (less than 4 weeks) that is tested at the feature level.

NOKIA - TEST

2. Do they do just enough specficiation before starting a Sprint and is their Product Backlog ready?

NOKIA - TEST

3. Do they have a Product Owner. A Product Backlog? Is it estimated by the team?

NOKIA - TEST

4. Does the team have a burndown chart and does the team know their velocity?

NOKIA - TEST

5. Is their team free from disruption during the Sprint?

Project A

Project B

Project C

Project D

Project X

Release XRelease

Manager

Team A

Team B

Team C

Team D

Team X

Product Manager A

Product Manager B

Product Manager C

Product Manager D

Product Manager X

Why Change?

No Focus

No Visibility

No Predictability

No Dedication

60working together for innovative results

Getting Lost?getting lost?

The Product Owner is key!

Scrum & Business

Scrum is highly business and product oriented.

Business get a real live information of project status on daily basis

Every 30 days a product increment is ready and can be used.

AND THE WINNER IS

...Business

working together for innovative results

Business Involvement!A prioritized Product Backlog!

A dedicated Product Owner!

First Things First!

IT IS HARD WORK!

“There is not such thing as a

free lunch”Robert A Heinlein, The Moon is a Harsh Mistress

Product Vision

The Product Owner creates the product vision

He shares this vision with his team

A Vision is a clear picture that evokes an emotional

attraction.

Product Vision

”I believe that this nation should commit itself to achieving the goal, before

this decade is out, of landing a man on the Moon and returning him safely to the earth“ ,1

A Vision is a clear picture that evokes an emotional

attraction.

Create the Product Backlog

The Product Owner creates and maintains the Product Backlog!

Never show up to a Sprint Planning without estimated and prioritizes

Product Backlog.

Make it public to the organization!

Prioritize the Product Backlog

Prioritization based on business value

Use your tools and your common sense!

First Things First!

Work on Daily Basis with Team members!

Clarify Ideas and Vision

Clarify Requirements

Do Decisions quickly!

Re-prioritize if the team runs into problems

JOIN THE DAILY SCRUM!

Review the Product

Review the product

give timely feedback

a) during Sprint

b) in Sprint Review

Call the Estimation MeetingGet Estimates from you team

Give them the chance to get an insights into the new ideas

Fibonaci!

Create Release PlanBuild the release plan 3 month ahead!

Work hard on meaningful Sprint Goals!

Work with all parties to create one Releaseplan!

Involve Team to create Release plan

Sprint PlanningBrief your team in the meeting!

Know exactly what you want!

Be clear when you communicate!

Negotiate Goal and Scope!

Sprint # 4

g 1 .......

VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog

Sprint # 1 Sprint # 2 Sprint # 3

PR O D U C T O W N E R

PB PBPB PB

Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!

Release

Version 1.2

Releaseplan Update

version 0.0 version 1.0 version 1.2 version 2.0

C U S T O M E R C U S T O M E R

C U S T O M E R

M A N A G E R

M A N A G E R M A N A G E R

.......

g 1 .......

T E A M

SC R U M M A S T E R

U S E R U S E R

WHAT to do - Sprint Planning 1

Analyse

HOW to do - Sprint Planning 2 CHECK it - Daily Scrum

Understand

T E A M

138203

4013 3

100?20

PlanningPoker

SIZE it - Estimation Meeting

prioritized

Tactical Level

Strategic Level

presented by

The Scrum Roles3 Scrum Team Roles plus 3 Organizational Roles

3 plus 3 roles in Scrum

ScrumMasterThe Film Director -- He protects the team from all distrubances. He is not part of the team. He improves the productivity of the Scrum-Team and controls the “inspect and adapt” cycles of Scrum . He makes sure that the agile ideals are understood and that they are respected by all stakeholders. He is not responsible for the delivery of the product.

Protect yourScrum-Team

RemoveImpediments

Run the Process

Work with Product Owner

Work with the Organization

Product OwnerThe Storywriter -- She drives the Product Owner from the business point of view. She communicates a clear vision of the product and she defines its main characteristics. She also accepts the product at the end of a Sprint. She makes sure that the team only works on the most valuable Backlog Items. She has the same goal as the team. She is responsible for the return on investment.

Return on Investment

Build and communicate Vision

Maintain Product Backlog

Acceptance of Delivery

Establish and maintainReleaseplan

The TeamThe Actors -- They deliver the product and they are responsible for the quality. They work with End User, PO and Customers to understand the business requirements. The Teams performs its commitment voluntarily. They work continuously with the PO to define the strategic direction of the project.

DeliverDeliverDeliver

Quality

EstimateEstimateEstimate

Commit!

Organize yourselves!

CustomerThe Producer -- She requests the product. She contracts the organization for developing products. Typically these are executive managers who by software development from external software development companies. In an internal product development organization this is the person who is responsible for approving the budget for product development.

Orders the Product

Pays the Product Development

Gives Feedback in Reviews

ManagerThe Studio Boss -- Management is essential in Scrum Organisations. It enables the Team to work by building the right work environment for Scrum Teams. Managers create structure and stability. He also works with the ScrumMaster to re-factor the structures of the organization and guidelines when necessary.

Makes sure a organizations will survive in case of failures

Ed Cutmil: Havard Business Review, 2008

Establish Rules and Guidelines

End UserThe Audience -- Can be played by a lof to people. The End-User is the one who knows the requirements and with this knowledge he defines the product by telling the team what he needs from its functionality.

Knows what he needs and want

Gives Feedback in Reviews

Participate in Sprint Planning 1

How they work together!

ScrumMaster works with Product Owner to ensure the Product Owner fulfills his job.ScrumMaster coaches the Product Owner and helps him against outsides odds.

ScrumMaster works with the Team to ensure that everyone agrees what he had agreed to do! Protects the Teams.Removes impediments

Product Owner works with the customer to ensure that he meets her own return on investment. Customer will push the Product Owner but she will keep her interests in mind.

Team works with End User to understand the needs of the End-User. To write the application according to spezifications of the End-User

ScrumMaster works with the Manager to re-factor guidelines and processes, to ensure the Scrum-Teams gets what it needs.

Product Owner needs to know what the market (the End User) wants to have. He needs to know the needs to be able to prioritize the product Backlog

References

Agiles Projektmanagement mit Scrum, Ken SchwaberAgile Software Development with Scrum, Ken SchwaberScrum and the Enterprise, Ken SchwaberScrum, Boris GlogerScrum, Roman PichlerHow Pixar Fosters Creativity, Ed Cutmill, HBR 2008Kotter, What Leaders really doHenry Mintzberg "The Manager's Job: Folklore and Fact"

Company in USA: Portal Company

5 Product Owners: News, Email, Products, Security, Infrastructure

1 Scrum Development Team, 9 people

1 integrated product: Portal.

What kind of problems do you get, if the ScrumMaster is part of the team?

Company in USA: Portal Company

5 Product Owners: News, Email, Products, Security, Infrastructure

1 Scrum Development Team, 9 people

1 integrated product: Portal.

Complexity / Empirical Management

step factory enterprise

Technology

unstable

Requirements

stable

known unknown

SoftwareEmergent

Every Activity in Scrum is Timeboxed!

Stacy and Complexity

•Timebox

•Emergent

•Complexity

•Anarchy

•You need boundaries!

http://www.plexusinstitute.org/edgeware/archive/think/

main_aides3.html

It is typical to adopt the defined (theoretical) modeling approach when the underlying

mechanisms by which a process operates are reasonably well understood.

When the process is too complicated for the defined approach, the empirical approach is

the appropriate choice

The Product Owner is key!

Strategic Planning / Agile Planning

Purpose of planning?

What is planning?

What is estimation?

Why do we do planning?

Are you successful?

What is your biggest issue in planning?

Please discuss on your tables:

Timebox 10 min

Planning is ...Planning is the (psychological) process of thinking about the activities required to create a desired future on some scale. This thought process is essential to the creation and refinement of a plan, or integration of it with other plans.

Planning is a dialogue.

Dia = through;

Logos = Word / Thinking

VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog

PB PBPB PB

Release

Version 1.2

Releaseplan Update

C U S T O M E R

M A N A G E R

.......

g 1 .......

T E A M

U S E R U S E R

Analyse

Understand

T E A M

138203

PlanningPoker

prioritized

Tactical Level

Strategic Level

The Product Backlog• Emergent

• Deliverables, Stories, Functionality Requirements

• Prioritized and Estimated

• More detailed on higher priority items

• Anyone can contribute

• Product owner is responsible for priority

• Maintained and posted visibly

• Business Plan

As a USER ROLEI want a FUNCTIONALITYSo that I get BUSINESS VALUE

Product Backlog Iceberg

Priority

Sprint

Release

Next Release

Country-Points

Finland

Denmark

Austria

Canada

Brazil

France

Germany

Slowakia

Sprint # 4

g 1 .......

VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog

PB PBPB PB

Release

Version 1.2

Releaseplan Update

C U S T O M E R

M A N A G E R

.......

g 1 .......

T E A M

U S E R U S E R

Analyse

Understand

T E A M

138203

4013 3

100?20

PlanningPoker

prioritized

Tactical Level

Strategic Level

The Product Backlog• Emergent

• Deliverables, Stories, Functionality Requirements

• Prioritized and Estimated

• More detailed on higher priority items

• Anyone can contribute

• Product owner is responsible for priority

• Maintained and posted visibly

• Business Plan

Vision

Product Backlog

Prioritization

Sizing

Release planning

StrategicPlanningresponsible support

Sprint Planning # 1

Sprint Planning # 2

Daily Scrum

Sprint Review

Sprint Retrospective

TacticalPlanningresponsible support

VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog

PB PBPB PB

Release

Version 1.2

Releaseplan Update

C U S T O M E R

M A N A G E R

.......

g 1 .......

T E A M

U S E R U S E R

Analyse

Understand

T E A M

138203

PlanningPoker

prioritized

Tactical Level

Strategic Level

Strategic Planning Process

VisionProduct BacklogPrioritization EstimationVelocity EstimationReleaseplanning

VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog

PB PBPB PB

Release

Version 1.2

Releaseplan Update

C U S T O M E R

M A N A G E R

.......

g 1 .......

T E A M

U S E R U S E R

Analyse

Understand

T E A M

138203

PlanningPoker

prioritized

Tactical Level

Strategic Level

Sprint # 4

VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog

PB PBPB PB

Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!Sp

rint P

Release

Version 1.2

Releaseplan Update

C U S T O M E R

M A N A G E R

.......

g 1 .......

T E A M

U S E R U S E R

Analyse

Understand

T E A M

138203

PlanningPoker

prioritized

Tactical Level

Strategic Level

Sprint # 4

g 1 .......

VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog

PB PBPB PB

Release

Version 1.2

Releaseplan Update

C U S T O M E R

M A N A G E R

.......

g 1 .......

T E A M

U S E R U S E R

Analyse

Understand

T E A M

138203

PlanningPoker

prioritized

Tactical Level

Strategic Level

VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog

PB PBPB PB

Release

Version 1.2

Releaseplan Update

C U S T O M E R

M A N A G E R

.......

g 1 .......

T E A M

U S E R U S E R

Analyse

Understand

T E A M

138203

4013 3

100?20

PlanningPoker

prioritized

Tactical Level

Strategic Level

VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog

PB PBPB PB

Release

Version 1.2

Releaseplan Update

C U S T O M E R

M A N A G E R

.......

g 1 .......

T E A M

U S E R U S E R

Analyse

Understand

T E A M

138203

4013 3

100?20

PlanningPoker

prioritized

Tactical Level

Strategic Level

VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog

PB PBPB PB

Release

Version 1.2

Releaseplan Update

C U S T O M E R

M A N A G E R

.......

g 1 .......

T E A M

U S E R U S E R

Analyse

Understand

T E A M

138203

4013 3

100?20

PlanningPoker

prioritized

Tactical Level

Strategic Level

Estimation Meeting

Preparation of Sprint PlanningFormal estimationSpend at least two meetings per SprintEstimate only Size not Time=> Input for Release Planing

Sprint # 4

g 1 .......

VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog

PB PBPB PB

Release

Version 1.2

Releaseplan Update

C U S T O M E R

M A N A G E R

.......

g 1 .......

T E A M

U S E R U S E R

Analyse

Understand

T E A M

138203

4013 3

100?20

PlanningPoker

prioritized

Tactical Level

Strategic Level

Scrum MeetingsResults

VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog

PB PBPB PB

Release

Version 1.2

Releaseplan Update

C U S T O M E R

M A N A G E R

.......

g 1 .......

T E A M

U S E R U S E R

Analyse

Understand

T E A M

138203

PlanningPoker

prioritized

Tactical Level

Strategic Level

Planning Meeting

Product Backlog

Team Capabilities

Business Conditions

Technology Stability

Executable ProductIncrement

Review,Consider,Organize

Next Sprint Goal

Selected ProductBacklog

Sprint Backlog

VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog

PB PBPB PB

Release

Version 1.2

Releaseplan Update

C U S T O M E R

M A N A G E R

.......

g 1 .......

T E A M

U S E R U S E R

Analyse

Understand

T E A M

138203

PlanningPoker

prioritized

Tactical Level

Strategic Level

VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog

PB PBPB PB

Release

Version 1.2

Releaseplan Update

C U S T O M E R

M A N A G E R

.......

g 1 .......

T E A M

U S E R U S E R

Analyse

Understand

T E A M

138203

PlanningPoker

prioritized

Tactical Level

Strategic Level

Sprint # 4

g 1 .......

VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog

PB PBPB PB

Release

Version 1.2

Releaseplan Update

C U S T O M E R

M A N A G E R

.......

g 1 .......

T E A M

U S E R U S E R

Analyse

Understand

T E A M

138203

4013 3

100?20

PlanningPoker

prioritized

Tactical Level

Strategic Level

Tactical Level Sprint Planning 1

Sprint Planning 2

Daily Scrum / Day 2

Daily Scrum / Day N

Sprint Review

Analysis / Pulling Backlog Items

Design

Synchronisation / Pulling Tasks

Results

Improvement

Estimation Meeting

Preparation of Sprint PlanningFormal estimationSpend at least two meetings per SprintEstimate only Size not Time=> Input for Release Planing

Planning Meeting

Product Backlog

Team Capabilities

Business Conditions

Technology Stability

Executable ProductIncrement

Review,Consider,Organize

Next Sprint Goal

Selected ProductBacklog

Sprint Backlog

Daily Scrum Meetings• Daily 15 minute meeting• Same place and time every day• Meeting room• Chickens and pigs• Three questions

• What have you ACHIEVED since last meeting?• What will you ACHIEVE before next meeting?• What is in your way?

• Impediments and• Decisions

Sprint ReviewWhen a Team member says “done,” what does that mean?

Code adheres to standards, is clean, has been re-factored, has been unit tested, has been checked in, has been built, and has had a suite of unit tests applied to it

Development environment for this to happen requires source code library, coding standards, automated build facility, and unit test harness

Evaluation ConsequencesRestoring unfinished functionality to the Product Backlog and prioritizing it.Removing functionality from the Product Backlog that the team unexpectedly

completed.Working with the ScrumMaster to reformulate the team.Reprioritizing the Product Backlog to take advantage of opportunities that

the demonstrated functionality presents.Ask for a release Sprint to implement the demonstrated functionality, alone

or with increments from previous Sprints.Choosing not to proceed further with the project and not authorizing another

Sprint.Requesting that the project progress be sped up by authorizing additional

teams to work on the Product Backlog.

Monitoring a Sprint

SPRiNT Burn Down

Product Burn Down / Sprint / Release

Velocity Chart

Parking Lot Chart

News -- 50 Produkte -- 30 Schnittstellen - 10 ...

1. A sense of urgency 2. The guiding team 3. Vision and strategies 4. Communication 5. Empowerment 6. Short-term wins 7. Never letting up 8. Making change stick

LeadingChange

In 1967 I submitted a paper called "How Do Committees Invent?" to the Harvard Business Review. HBR rejected it on the grounds that I had not proved my thesis. I then submitted it to Datamation, the major IT magazine at that time, which published it April 1968.

Here is one form of the paper's thesis:

Any organization that designs a system (defined broadly) will produce a design whose structure is a copy of the organization's communication structure.

Conways Law

Trendline

aktuelle Tendline

Sprint Ende

Certified Scrum Product Owner Training

Business

Transcript of Certified Scrum Product Owner Training

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