NYAB PO Launch & Backlog Workshop · Scrum Inc. is the Agile leadership company of Dr ... We run...
Transcript of NYAB PO Launch & Backlog Workshop · Scrum Inc. is the Agile leadership company of Dr ... We run...
© 1993-2015 Jeff Sutherland & Scrum Inc.
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NYAB Product Owner Structure Launch
and
Backlog Workshop
© 1993-2016 Jeff Sutherland & Scrum Inc.
Who We AreScrum Inc. is the Agile leadership company of Dr. Jeff Sutherland, co-creator of Scrum. We are based at the MIT Cambridge Innovation Center, MA.
Find out more at www.scruminc.com.
We run our company using Scrum as the primary management framework, making us a living laboratory on the cutting edge of “Enterprise Scrum”
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© 1993-2016 Jeff Sutherland & Scrum Inc.
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© 2
01
4 S
cru
m In
c.
Joe Justice Founder and Team Lead of Team WIKISPEED - global manufacturer of 100 mpg prototype cars and MicroHouses to help end involuntary homelessness.
Creator of eXtreme Manufacturing – Technical practices accelerating Scrum in hardware
manufacturing and engineering organizations.
Worked with Scrum in space systems, rockets, missiles, automotive, housing, metrology,
medical devices, radio, radar, dev-ops, organizational transformation, entertainment, legal, software architecture, composites, etc.
Speaker and Consultant at Unesco World Headquarters, Cambridge University UK, UC Berkley USA, Google, Microsoft, Johnson Controls, Boeing, Lockheed Martin, Raytheon, HP,
Wikimedia Foundation, Open Source Ecology, TEDx Rainier, Aspen Institute, Pictet Bank, and other organizations world-wide.
“WE HAVE FOUND TEAM MORALE TO
BE A MULTIPLIER FOR VELOCITY.”
© 1993-2015 Jeff Sutherland & Scrum Inc.
Avi Schneier - Operations Manager, NY
» Hand-picked and trained by Jeff and JJ Sutherland to be their own Scrum Master
» Anointed to launch an incursion into the NY Tri-State Area in order to spread the
gospel of Aggressive Scrum as taught by its creator
» Has a unique perspective from 20+ years in both the public and private sectors
» science educator
» stock broker
» small business owner
» Sees Scrum as THE key framework to be implemented in any business to increase
sales and gain a competitive advantage by innovating solutions in a rapidly
changing marketplace
» Teaches Scrum Master, Product Owner and Scrum@Scale classes, Leadership
Workshops and coaches companies as they transform through Scrum
» A hard-core Brooklynite (lifelong - before it became cool) where he teaches Tai Chi
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© 1993-2015 Jeff Sutherland & Scrum Inc.
PUT YOUR ELECTRONICS AWAY!
• Group together by Scrum Team or related teams
• EAT Members split up between teams
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We will have plenty of breaks to check on our teams,
but for today let’s FOCUS on what we are doing…
© 1993-2016 Jeff Sutherland & Scrum Inc.
“Release Plan” for Our Two Days
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Day 1
– P
O L
au
nch
Day 2
– B
acklo
g
Sprint 1
NYABVision and
Values15
Current Backlog Demo
15
ImpedimentBacklog
10
Sprint 2
Total Company
Interactions8
Sprint 3
Scrum @ Scale
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StoryMapping
10
Identifying Ready or Not PBI’s
10
Business Value &
ROI20
Sprint 4
Backlog Refinement
Part I20
Release Planning
15
Course Wrap-up &
Retro5
Product Canvas
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Future State Of Scrum
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ExecutiveAction Team
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Current State Of Scrum
20
Current State Retro
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Inter-TeamInteractions
10(78)
(70)
(70)
(70)
NYABGoal Tree
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Backlog Refinement
Part 220
Backlog Refinement
Part 320
Future Backlog Demo
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© 1993-2015 Jeff Sutherland & Scrum Inc.
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We need an overview of the
Scrum@Scale Framework
to have a shared vocabulary
© 1993-2015 Jeff Sutherland & Scrum Inc.
Modular Framework for Scaling Scrum
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Product Ownership Cycle
Scrum Master Cycle
Backlog Prioritization
Backlog Decomposition & Refinement
Release Planning
Team-Level Process
Release Management
Product & Release Feedback
Metrics & Transparency
Continuous Improvement & Impediment Removal & Personnel Issues
Cross-Team Coordination
Strategic Vision
Organization Level
Enterprise
Business Unit
Team
Executive Action Team
© 1993-2015 Jeff Sutherland & Scrum Inc.
Scrum at Scale Modules are Defined by their Goals, Inputs and Outputs
Goals to be achieved
Required Inputs
Outputs to other modules
Goals Define what the module is intended to accomplish
InputsDescribe the information or resources needed from other modules to accomplish those goals
OutputsOutline what information or product this module generates that are needed by other modules
ANY specific practice that meets the module’s required Goals,
Inputs and Outputs will work with all of the other Scrum at Scale
modules…This is “Contract-First Design.”
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SCRUM@SCALE EMERGENT MODULARITY
• Scrum Inc. Recommended Patterns
• Default Setting
• Shared Accountability
• Better Matches Corporate
Language
• More Architecturally Prescriptive
• Maintains Context Flexibility using
Communities of Practice
• Scales Fractally
© 1993-2015 Jeff Sutherland & Scrum Inc.
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As a Product Owner,
I need to understand how the
Executive Action Team functions and will affect my team
© 2011 Scrum Inc.
© 1993-2015 Jeff Sutherland & Scrum Inc.
Modular Framework for Scaling Scrum
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Product Ownership Cycle
Scrum Master Cycle
Backlog Prioritization
Backlog Decomposition & Refinement
Release Planning
Team-Level Process
Release Management
Product & Release Feedback
Metrics & Transparency
Continuous Improvement & Impediment Removal & Personnel Issues
Cross-Team Coordination
Strategic Vision
Organization Level
Enterprise
Business Unit
Team
Executive Action Team
© 1993-2015 Jeff Sutherland & Scrum Inc.
Why is the Saab Gripen the Best Fighter Aircraft in the World?
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F-35 “Joint Strike Fighter”
– Traditional Design
SAAB JAS 39E “Gripen”
– Agile Design
• $168 Billion over budget
• At least another 6 years
late (final systems
integration)
• Cost of Navy F-35C grew
from $273 million in 2014
to $337 million by 2015
• Best aircraft in the world -
Aviation Week
• Cumulative program cost of
$15 Billion
• New iteration of all systems
released every 6 months
• $43M cost1 (20% of F-35)
1. According to Jane’s Aviation Weekly, the Gripen is the world’s most cost-effective military aircraft
© 1993-2015 Jeff Sutherland & Scrum Inc.
SAAB Defense Enterprise Action Team Meets Every Morning at 8:30
• 8:30 Enterprise Action Team (= senior management)
• 8:15 Scrum of Scrum of Scrum of Scrums
• 8:00 Scrum of Scrum of Scrums
• 7:45 Scrum of Scrums
• 7:30 Daily Scrum
• Approximately 8 x 8 x 8 x 8 = 4096 people
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Executive Action Team
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Output
Input
0. Executive Action Team
Measures and
interventions to remove
waste and improve
performance
Feedback on interventions
Information on transformation status
and process in the organization
Organizational transformation strategy
Vision & goals regarding organizational
culture, structure,values, norms etc.
Up-to-date Executive Action Backlog
Identified impediments
Other organizational
metrics to provide transparency
Business Strategy and market trends
Status of organizational development
Other organizationaldevelopment
initiatives
Module Goals: • Align the development of the entire organization along a shared and transparent organizational transformation strategy
• Manage the high level transformation process based on a prioritized organizational transformation backlog with a primary focus on removing waste
• Continuously monitor velocity and metrics dashboards while identifying and removing impediments that block team performance
• Support the PO and SM cycle of the Scrum@Scale model through mentoring, coaching, challenging, and evolving the organization
© 1993-2015 Jeff Sutherland & Scrum Inc.
How one type of Executive Action Team Works
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© 1993-2015 Jeff Sutherland & Scrum Inc.
NYAB Executive Action Team Demo
• Jason will now demo for the EAT
• Who is on the EAT?
• What has been done since its launch?
• What is currently on its backlog?
• How do teams currently communicate with the EAT?
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© 1993-2015 Jeff Sutherland & Scrum Inc.
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As a Product Owner,
I need to understand
How My Team Will Interact with other Teams
© 2011 Scrum Inc.
“As a community focused on a common goal,
we want to be in ideal state of flow with our
technological, ecological, social, and
psychological environment so that we can
create a singularity of Purpose.”
S@S: Scaling the SM
• 3 -9 Members (4.6) • SM - Removes Impediments • PO - Prioritizes Backlog• 3-5-3
Team
SMSM
Scrum Feature Team
• Transcendent Goal• Cross Functional - Independent Path to Production • Self-Organizing/Self-Managing• Backlog Flows to Stable Teams• Accountable to PO
=SM PO
Scaled Scrum Level 1 - 5 Teams of 5 Scrum of Scrums
SoS
SM
SM
SM
SM
SM
• Scrum of Scrums Scales the SM • Surfaces & Removes Impediments• Mirrors Daily Scrum• Removes Impediments• Limits Communication Pathways
• (120 vs. 7,140)• Achieves Communication Saturation• Cross-Team Coordination
SoSoS
Scaled Scrum Level 2 - 25 Teams of 5 Scrum-of-Scrums-of Scrums
• Scrum of Scrums of Scrums• Surfaces & Removes Impediments• Mirrors Daily Scrum• Limits Communication Pathways
• (60 vs. 7,750)• Increases Communication
Saturation• Cross-Team Coordination• Surfaces Impediments
Scaled Scrum Level 3 - 125 Teams of 5
Executive Action Team
SoSoS SoSoS SoSoS SoSoS SoSoS
EAT*
• EAT Overlaps with the Executive Meta Scrum (EMS)
• Prioritizes & Removes Impediments that cannot be handled closer to the team-level
• Mirrors Daily Scrum
• Cross-Team Coordination• 125 People Coordinate in 60 min.• Increases Communication
Saturation• Limits Communication Pathways
• (300 vs. 195,000)
“As a community focused on a common goal,
we want to be in ideal state of flow with our
technological, ecological, social, and
psychological environment so that we can
create a singularity of Value.”
S@S: Scaling the PO
• PO - Sets Team Priorities • Servant Leader • Single Backlog
• Stories • Epics
• What not How • Systems Thinking - Oversees the Whole• Sometimes referred to as Line PO
The Scrum Team Product Owner
Team
PO
Meta Scrum Level 1 Aligns Multiple Teams
• Sets Priorities for MultipleTeam • Mirrors Refinement and Planning• Single Backlog Pulled by Line POs
• Epics• Features
• Cross-Team Coordination & Alignment • Systems Thinking - Oversees the Whole• Level 3 PO - Servant Leader
Meta Scrum
PO
PO
PO
POPO
Meta Scrum Level 2 Aligns Multiple Teams
• Sets Priorities for MultipleTeam • Mirrors Refinement and Planning• Single Backlog Pulled by Level 3 POs
• Features• Value Streams
• Cross-Team Coordination & Alignment • Systems Thinking - Oversees the Whole• Level 2PO - Servant Leader
Meta Scrum
• Communicates Organizational Priorities
• Inhales Technical Priorities • Mirrors Refinement & Planning
• Owns Organizational Vision • Lead by the Level 1 PO
• Servant Leader • CEO • SVP
• Single Backlog Pulled by Level 2 PO • Value Streams • Initiatives
• Sets Organizational Priorities
Executive Meta Scrum*
Executive Meta Scrum Aligns Organization
EAT
*Note: The EMS and the EAT Overlap
Meta Scrum
Meta Scrum
Meta Scrum
Meta Scrum
Meta Scrum
© 1993-2015 Jeff Sutherland & Scrum Inc.
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As a Product Owner,
I need to understand
How My Team Will Interact with the rest of NYAB
© 2011 Scrum Inc.
“As a community focused on a common goal,
we want to be in ideal state of flow with our
technological, ecological, social, and
psychological environment so that we can
create a singularity of Technical Excellence.”
S@S: Scaling Extras
• Rare Skill Sets - Not Enough for Every Team • Architects • Electrical Engineer • Deployment (Purchasing, Operations) • RAMS Engineer • Regulatory SMEs • System Test • UX • Tools
• Chartered with Propagating Skills • Responsible for Quality of Work • Promote Inheritance of Common Features • Work on Teams • Accountable to EAT
Knowledge & Infrastructure Teams
(“Friends of the Teams”)
Customer Relations & Intelligence Corporate Speak: New Product Introduction, Marketing & Business Intelligence
• Supports PO Structure • Works w/ POs on Market Knowledge • Collaborates w/ potential customers on new product
• Supports Customer Interaction • Identifies Customer Collaborators • Coordinates Customer Reviews (3 Value Curves) • Supports Deployment through Commercialization
• DoR for EAT Initiatives • Release Planning • Biz Value • Cross-Team Estimation
• DoD for EAT Initiatives • Release Management • Commercialization
• Owns Organizational Sprint Backlog • Sprint Backlog is Locked • Accelerate Time to Market
• Supports EAT prioritization • Provides Standard Business Value for organization • Helps ID Teams w/ Skills necessary • Helps facilitate Estimation across multiple teams • Helps POs understanding of MVP (Market Value)
• Accountable to Customers & Market
Customer Relations &
Intelligence
Communities of Practice
• Product Ownership
• Supported by Customer Relations • Reviews • Biz Value • Estimation
• Metrics • Cost/Pt • Profit/Pt
• Scrum Master • Cadence • Metrics • Best Practices for Self-Org/Self-Manage • Agile Tools
• Technical & Engineering Practices • Technical Acceptance criteria for tools • Infrastructure Teams • Supports Feature Teams
• Meta Scrums • Organizational Alignment • Leadership Practices
•Allows for Context Based Process •Accountable to Teams & People Operations
Community of Practice
————
Partners with HR
———
Team Members
People Operations Corporate Speak: Human Resources
•HR (People Operations)– Agile Culture • Holds Scrum Values • Agile Values • Team Incentives • Supports CoPs • Celebrations/Fun • Helps people grow in org as life changes (Career Agents)
• Single • Married • Kids
•Agile Space •Provides time to Learn (80/20) •Hack-a-thons •Protects Teams from bureaucracy
• Reduces and protects teams from organizational bureaucracy
(forms, documentation etc.) • HR is at the front of the person value stream. The more Agile
HR is, the better the Agile implementation will be
•Accountable to Teams & CoP
People Operations
————
Partners with CoP
•Removes Impediments • Supports COP • Coordinates COP & PO
•Accountable to PO Structure, CR/BI, and Board
Executive Action Team - Leadership Corporate Speak: Senior Management
EAT
•Changes Culture • Supports COP • Coordinates COP & PO
•Supports PO Structure • Communicates Org Priorities • Learns of Technical Priorities from PO Structure
• Inhale • Exhale
•Work with Customer Relations • Marketing • NPI • Biz Intel • Backlog Prioritization
• Biz Value • Estimation
•EAT Scrum Master (ex. COO) • Must break C-Suite Silos • Teaches C-Suite Scrum Practices • Responsible for C-Suite engagement • Supports COP
•Accountable to PO Structure, CR/BI, and Board
Executive Meta Scrum - Leadership
Executive Meta
Scrum
All Together Now! Communication Flows Both Ways Between All Modules
Executive Meta Scrum
CoPAPO
Communities of Practice
Agile People Operations (HR)
Knowledge Teams (on Teams) Infrastructure Teams (on Teams)
EAT
Customer Relations and Intelligence
CR
Meta Scrum
SoSoS
Meta Scrum
Meta Scrum
SoSoS
Meta Scrum
SoSoS
Meta Scrum
SoSoS
Meta Scrum
SoSoS
Meta Scrum
Meta Scrum
Meta Scrum
Meta Scrum
© 1993-2015 Jeff Sutherland & Scrum Inc.
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As a Product Owner,
I want to understand
How NYAB Looks in its current State of Scrum
© 2011 Scrum Inc.
© 1993-2015 Jeff Sutherland & Scrum Inc.
NYAB Current State Diagram
• Gather around a central table
• Let’s make a diagram of the company in its current State of Scrum
• Include all teams and the EAT
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© 1993-2015 Jeff Sutherland & Scrum Inc.
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As a Product Owner,
I want to understand
How NYAB Will Look in a future State of Scrum
© 2011 Scrum Inc.
© 1993-2015 Jeff Sutherland & Scrum Inc.
NYAB Future State Diagram
• Gather around a central table
• Let’s make a diagram of where we want the company to go in a future State of Scrum
• Include all teams, friends of teams, and the EAT
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Is anyone hungry?
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© 2014 Scrum
Inc.
Effective Communication
© 1993-2015 Jeff Sutherland & Scrum Inc.
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Understanding the NYAB
Vision and Values
© 1993-2015 Jeff Sutherland & Scrum Inc.
Scrum Guide Refresh
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scruminc.com/scrum-guide-refresh/
© 1993-2016 Jeff Sutherland & Scrum Inc.
Scrum Values
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Focus on Vision
Courage to
Change
Respect for
People
Commitment to DeliverScrum Values
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Scrum Values
Transparency
Openness
© 1993-2015 Jeff Sutherland & Scrum Inc.
NYAB’s Values
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© 1993-2015 Jeff Sutherland & Scrum Inc.
How do Scrum Values Support NYAB’s Values?
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EntrepreneurshipTechnical ExcellenceReliabilityPassionResponsibility
© 1993-2015 Jeff Sutherland & Scrum Inc.
• Backlogs should represent work to achieve the companies vision.
• Leadership must set clear vision to focus us on delivering the right value.
• Product Owners you should know how your backlog aligns to the vision.
We need a vision!
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© 1993-2016 Jeff Sutherland & Scrum Inc.
Example: Creating a Vision Statement
• FOR <target customers>
• WHO <statement of need>
• THE <product name> IS A <product category>
• THAT <key benefit, compelling reason to buy and use>
• UNLIKE <competition/alternative>
• OUR PRODUCT <differentiating statement>
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A successful vision statement is compelling enough to be broadly shared, yet concise and easily remembered
Source: Crossing the Chasm by Geoffrey Moore
© 1993-2015 Jeff Sutherland & Scrum Inc.
• Using the template, please write what you think the current vision of NYAB is.
• Can we modify it to sound better?
What is our current corporate vision?
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© 1993-2015 Jeff Sutherland & Scrum Inc.
• Using the template, please write what you think the current vision of a specific NYAB product is.
• How does this vision fit in with the overall corporate vision?
What are our current product visions?
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© 1993-2015 Jeff Sutherland & Scrum Inc.
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Understanding the NYAB
Goal Tree
© 1993-2015 Jeff Sutherland & Scrum Inc.
• Mike Hawthorne will now demo the NYAB Goal Tree
What is on the NYAB Goal Tree?
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© 1993-2015 Jeff Sutherland & Scrum Inc.
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© 1993-2015 Jeff Sutherland & Scrum Inc.
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Product Canvas
© 1993-2015 Jeff Sutherland & Scrum Inc.
The Product Canvas
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Example Canvas
© 1993-2015 Jeff Sutherland & Scrum Inc.
The Product Canvas
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30 Mins
© 1993-2015 Jeff Sutherland & Scrum Inc.
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Current State Retrospective
© 1993-2015 Jeff Sutherland & Scrum Inc.
Current State Retrospective
• What things are we doing well that we should do more of?
• What things will prevent us from achieving the vision?
• What things are we doing that are not adding any value?
• What processes need to be improved?
• Anything that is not clear, or needs further discussion put in the Parking Lot.
• Scrum Master - You facilitate this activity.
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15 Mins
© 1993-2015 Jeff Sutherland & Scrum Inc.
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Backlog Current State Demo
© 1993-2015 Jeff Sutherland & Scrum Inc.
Current State Backlog Demo
Outcome - Understand the PO structure
Outcome - Know which PO owns what backlog
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T TT T TT T TT T TT T TT T TT
PO
CPO
PO PO
CPO
PO
CPO
Product PO team
Component PO team Component PO team
15 Mins
© 1993-2015 Jeff Sutherland & Scrum Inc.
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Let’s refine the backlog!
Built by Scrum
Built by Scrum
Built by Scrum
Built by Scrum
Built by Scrum
© 1993-2015 Jeff Sutherland & Scrum Inc.
Our Definition of Done for this Workshop
• A Single Prioritized Backlog of 1-3 Sprints of READY PBIs.
• The Product Backlog is an ordered list of items that might be needed in the product.
• The Product Backlog lists features, functions, requirements, enhancements, and fixes that constitute the changes to be made to the product in future releases.
• Product Backlog items have the attributes of a description, order, estimate and value.
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20
Q4200
Q3200
June2008
May2008
Apr2008
© 1993-2015 Jeff Sutherland & Scrum Inc.
An Agile Perspective
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© 2014 Scrum
Inc.
Just Shipping Faster is not Agile
“There is nothing so useless
as doing efficiently that which
should not be done at all”
© 1993-2015 Jeff Sutherland & Scrum Inc.
H20 Scrum
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© 1993-2015 Jeff Sutherland & Scrum Inc.
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Backlog Refinement Part 1
© 1993-2015 Jeff Sutherland & Scrum Inc.
Backlog Flows to Stable Teams
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CCPO Meta Scrum CPO Meta Scrum PO Team Refinement
T TT T TT T TT T TT T TT T TT
Chief Chief PO’s
Backlog
Chief PO’s Backlog Chief PO’s Backlog
PBI
PBI
PBI
PBI
PBI
PBI
PBI
PBI
PBI
PBI
PBI
PBI
PBI
PBI
PBI
PBI
PBI
PBI
PBI
PBI
PBI
Scrum Teams Backlog Scrum Teams Backlog
© 1993-2015 Jeff Sutherland & Scrum Inc.
Our Definition of Done for this Workshop
• A Single Prioritized Backlog of 1-3 Sprints of READY PBIs.
• The Product Backlog is an ordered list of items that might be needed in the product.
• The Product Backlog lists features, functions, requirements, enhancements, and fixes that constitute the changes to be made to the product in future releases.
• Product Backlog items have the attributes of a description, order, estimate and value.
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20
Q4200
Q3200
June2008
May2008
Apr2008
© 1993-2015 Jeff Sutherland & Scrum Inc.
The CPO Team’s Backlog Before Refinement
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Product Owner Meta Scrum
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Product Owner Meta Scrum
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Product Owner Meta Scrum
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© 1993-2015 Jeff Sutherland & Scrum Inc.
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The Team’s Backlog After Refinement
© 1993-2015 Jeff Sutherland & Scrum Inc.
User Story Mapping
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© 1993-2016 Jeff Sutherland & Scrum Inc.
Understanding Story Mapping
• Epics at top,
stories underneath
• Shows workflow
• Can be large
features, company
initiatives
• Two dimension
view easier to
understand than
linear ordering
• Tool for identifying
MVP
• Allows the team to
see the big picture
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Backlog Refinement & Story Mapping
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Meta Scrum Story MappingRefined with
Business Value
© 1993-2015 Jeff Sutherland & Scrum Inc.
Backlog Refinement & Story Mapping
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Backlog Refinement & Story Mapping
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Backlog Refinement & Story Mapping
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© 1993-2016 Jeff Sutherland & Scrum Inc.
Let’s Get Our Stories on the Wall!
• Epics at top,
stories underneath
• Shows workflow
• Can be large
features, company
initiatives
• Two dimension
view easier to
understand than
linear ordering
• Tool for identifying
MVP
• Allows the team to
see the big picture
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© 2014 Scrum Inc.
NY
AB
v1
.0
© 2014 Scrum Inc.
NY
AB
v1
.1
© 1993-2015 Jeff Sutherland & Scrum Inc.
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Business Value
© 1993-2015 Jeff Sutherland & Scrum Inc.
Not All Features Are Created Equal!
Valu
e t
o C
usto
mer
0
12.5
25
37.5
50
Features
65% of features provide little to no
value, are rarely used and/or aren’t
actually desired by the customer
The rest are
OK, but not as
important
80% of
value
typically
resides in
20% of
features
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Product Owner Tries to Trace “The Value Curve”
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Deliver here at the latest!80% of value20% of features
MVP may be here
© 1993-2015 Jeff Sutherland & Scrum Inc.
What should we do first?
• “If you only calculate one thing calculate the Cost of Delay”
• If you had that feature or function today, what would it be worth?
• How much would you lose every day you delay shipping it?
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Cost of Delay
• What would it be worth to us if we had it right now?
• What would it be worth to us if we could get this a month earlier?
• What would it cost us if it was a month late?
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Cost of Delay
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© 1993-2015 Jeff Sutherland & Scrum Inc.
WSJF or CD3
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Duration can be determined by estimating all stories in an epic. Can be done fast using the Delphi technique
© 1993-2015 Jeff Sutherland & Scrum Inc.
Estimating Business Value
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© 1993-2015 Jeff Sutherland & Scrum Inc.
How Toyota Thinks About ROI
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• Costs = Sum of all one time investment & running costs over the next 4 years.
• Benefits = Sum of each projected benefit over the next 4 years, multiplied by the
probability of achievement from the table below
Higher
Lower
Lower
ROI = (4 year benefits - 4 year costs / 4 year costs (Initial Target = 150%)
Benefit 1 = 4 year Cost Reduction of $500K in group 1 (500x100%) = $500,000Benefit 2 = 4 year Cost Avoidance of $500K requiring 2 groups (500x55%) = $275,000
Total Benefits 775,000 - Total Costs 150,000 = 625,000
Total of 4 year costs = $150,000ROI = 417%
Example
© 1993-2015 Jeff Sutherland & Scrum Inc.
A Simple ROI Calculation
Business Value / Story Points
Examples
• Story 1: BV = 13 Story Points = 8 ROI = 1.6
• Story 2: BV = 13 Story Points = 21 ROI = 0.6
• Story 3: BV = 55 Story Points = 13 ROI = 4.2
How would you order these stories at the top of your backlog?
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Estimating Business Value: Can we add BV to our Stories?
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© 1993-2015 Jeff Sutherland & Scrum Inc.
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READY Backlog
© 1993-2015 Jeff Sutherland & Scrum Inc.
INVEST in Good User Stories
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and Immediately Actionable
© 1993-2015 Jeff Sutherland & Scrum Inc.
User Story Creation
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© 1993-2016 Jeff Sutherland & Scrum Inc.
PO Should Write User Stories, Not Tasks
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How?
What?
Why?
Confusing user stories with tasks unnecessarily limits the team’s ability to innovate, accelerate and try new approaches
User StoryTask TaskTask
• Focuses on WHAT the team needs to do, and WHY they need to do it
• Typically requires many team members with different skills to complete
• Can be completed independent of other user stories
Deliver independent customer visible value!
• Focuses on HOW the team will accomplish their work
• Typically can be done by one or two team members with similar skill sets
• Often must be completed sequentially
• Address individual development layers
Do not deliver independent customer visible value!!
© 1993-2015 Jeff Sutherland & Scrum Inc.
Story Splitting
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Administrate users
Register new user
Edit existing user
Delete user
Find user
100 simultaneous
users
Operations manual
As a helpdesk operator I want to see who is logged
in
View Invoice in HTML, PDF, or Excel format
100 simultaneous
users
Operations manual
As a helpdesk operator I want to see who is logged
in
View Invoice in HTML, PDF, or
Excel format
Register new user
Edit existing user
Delete user
Find user
100 simultaneous
users
Operations manual
As a helpdesk operator I want to see who is logged
in
View Invoice in HTML, PDF, or
Excel format
© 1993-2015 Jeff Sutherland & Scrum Inc.
Stories Should be Vertical Slices
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© 1993-2015 Jeff Sutherland & Scrum Inc.
READY Backlog
1. Business Value is clearly articulated.
2. Details of the WHAT are sufficiently understood by the Team.
3. Dependencies are identified and no external dependencies exist that would block the story from being completed.
4. All enabling items are present; Specs, Wireframes etc.
5. The team has, or will acquire the skills to complete the work.
6. The Story meets INVEST.
7. Acceptance criteria are clear and testable.
8. Performance criteria, if any, are defined and testable.
9. Scrum team understands how to demonstrate the story at the sprint review.
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Our default ‘DoR’ Definition of READY for Today
© 1993-2015 Jeff Sutherland & Scrum Inc.
Identify unREADY Backlog
• Put a sticker or otherwise denote which stories are NOT READY
• Write on the small sticky what needs to be done to
make the story READY.
• Scrum Masters - These are potential impediments for you!
• Product Owners - You are accountable for making stories READY.
• Can we reach out to anyone today and mitigate these dependencies?
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‘NOT READY’
Awesome User Story
with Loads of Value
Get this Do that
Ask them
Awesome User Story
with Loads of Value
© 1993-2015 Jeff Sutherland & Scrum Inc.
Story Mapping Approach
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Let’s Check How Things Are Going
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Impediments Backlog
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Owner
NT
JR
TS
Ref: Details Actions
1
3
2
Describe the
impediment
Describe the
impediment
Describe the
impediment
Current
Countermeasures
Current
Countermeasures
Current
Countermeasures
Kaizen
Story
Story
Story
Story
Sprint
Backlog
Stuff
To Do
Stuff we’re
doing
Stuff that’s
done
1
2
1
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Is anyone hungry?
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After Lunch Video
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Let’s Check How Things Are Going
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Backlog Refinement Part 2
© 1993-2015 Jeff Sutherland & Scrum Inc.
What can I deliver in a week?
• Problem - Testing Audit Expert Edit Engine (Coding Compliance) takes one tester 2 weeks to execute.
• Root Cause - All tests are manual.
• Countermeasure - Automate the Testing
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What can I deliver in in a week?
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What can I deliver in in a week?
© 1993-2015 Jeff Sutherland & Scrum Inc.
• Problem - Testing Audit Expert Edit Engine (Coding Compliance) takes one tester 2 weeks to execute.
• Root Cause - All tests are manual.
• Countermeasure - Automate the Testing
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• Every time this test is run it saves the company $10K
• Results - Testing reduce to
What can I deliver in in a week?
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5
Estimating Stories
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Rapid Estimating of Epics
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SM M L XL XXL
3 5 8 13 21
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Definition of Done for Today
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20
Q4200
Q3200
June2008
May2008
Apr2008
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Release Planning
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An Awesome CPO
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Release Planning
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Definition of Done for Today
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Q4200
Q3200
June2008
May2008
Apr2008
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Let’s Check How Things Are Going
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Backlog Refinement Part 3
© 1993-2015 Jeff Sutherland & Scrum Inc.
Product Owner Homework
• Any stories that cannot be made READY today are your responsibility.
• As a Product Owner you are responsible to ensure that any work you are asking the team to do meets the DoR.
• The Team will support you up to 10% of the Sprint in Backlog Refinement to help you understand what needs to be done to ensure each story is READY.
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Definition of Done for Today
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Q4200
Q3200
June2008
May2008
Apr2008
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Let’s Check How Things Are Going
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Future State Backlog Demo
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Retrospective
© 1993-2015 Jeff Sutherland & Scrum Inc.
Retrospective
• What went well that the team should take forward?
• What still needs to be done to improve your backlog?
• Anything for the Executive Action Team? - Scrum Masters!
• Update your Plus/Delta - Scrum Master please secure this.
• Does anything need to go to the CPO Meta Scrum?
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15 Mins
© 2014 Scrum
Inc.
Some Ideas
• Review the Scrum Guide
• Team Spaces.
• Laptops/Video Conferencing.
• Identify and Remove Impediments.
• Join your local Agile group.
• And of course More Backlog Refinement!
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Effective Communication