The Product Owner and the Scrum TeamCan one person do this at scale?

Derek Huether, Enterprise Agile Coach

LeadingAgile

Derek Huether – Enterprise Agile Coach

Twitter: @derekhuether or @leadingagile

Google: +derekhuether or +leadingagile

LinkedIn: /derekhuether or /company/leadingagile

What makes Agile great?

Simple by Design

4 Values

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

12 Principles

Satisfy the Customer

Welcome Change

Deliver Frequently

Collaborate Daily

Support & Trust Motivated

Teams

Promote Face-to-Face

Conversations

Deliver Working Software

Promote Sustainable

Pace

Promote Technical

Excellence

Maximize Through

Simplicity

Have Self-Organized

Teams

Reflect & Adjust

Regularly

Incremental

Iterative

1 2 3

1 2 3

What makes Scrum a great Agile delivery framework?

Simple by Design

Scrum Framework

Scrum Team

1. Product Owner

2. Development Team

3. Scrum Master

Scrum Events4. The Sprint

5. Sprint Planning

6. Daily Scrum

7. Sprint Review

8. Sprint Retrospective

Scrum Artifacts1. Product Backlog2. Sprint Burndown3. Delivery Increment

What is a Product Owner?

The Product Owner is the sole person responsible for managing the Product Backlog.

Product Backlog management includes: Clearly expressing Product Backlog items; Ordering the items in the Product Backlog to best achieve goals and

missions; Optimizing the value of the work the Development Team performs; Ensuring that the Product Backlog is visible, transparent, and clear to

all, and shows what the Scrum Team will work on next; and, Ensuring the Development Team understands items in the Product

Backlog to the level needed.

Product Owner Success

1. For the Product Owner to succeed, the entire organization must respect his or her decisions.

2. The Product Owner’s decisions are visible in the content and ordering of the Product Backlog.

3. No one is allowed to tell the Development Team to work from a different set of requirements, and the Development Team isn’t allowed to act on what anyone else says.

Product Owner is a BIG Job!

• Product Manager… vision and direction• Project Manager… sequence and status• Business Analyst… elaborating requirements• Quality Assurance… inspecting outcomes• Management… terminating and changing• User Experience… usability• Team Member… participates with the team

The downside of Agile (including Scrum) is the same thing that makes it great

Last 10 years have been team focused

Next 10 years must be enterprise focused

How do we scale Scrum and the Product Owner role?

AnalystsTesters

DevelopersProduct OwnerScrum Master

SME’s

Clarity(Scope)

User Story

Accountability(Structure & Governance)

Measurable Progress(Deliverables & Metrics)

User Story

User Story

User Story

User Story

User Story

User Story

Screen UpdatesDatabases Updates

Reports

Clarity

Different Scope for

Different Timelines

Scope

• Epics ( < 1 release)

• Features ( < 1 sprint)

• User Stories (3-5 days)

• Tasks (< 8hrs)

Accountability (Structure)

Different Teams for

Different Jobs

TeamPortfolio Teams – These teams govern the portfolio and make sure that work is moving through the system.

Programs Teams – These teams define requirements, set technical direction, and provide context and coordination.

Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.

Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.

PO Team

Team

Team

Team

Team

PO Team

Team

Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system.

Programs Teams – These teams define requirements, set technical direction, and provide context and coordination.

Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.

Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.

Team

PO Team

Team

PO Team

Team Team

PO Team

Team

Team Team Team Team

Product &ServicesTeams

ProgramTeams

PortfolioTeams

Scrum

Kanban

Kanban

Accountability (Governance)

Roles and Responsibilities

Inputs and Outputs

Portfolio Teams - Epics

Inception Elaboration Construction Transition

Program Teams - Features

Analysis and Design Build Integrate Stage

Product & Services - Stories

Ready DoneIn Progress

Sprint(s)

Release

Release

Sprint(s)

Portfolio PlanningRelease PlanningSprint PlanningDaily Planning

Measurable Progress (Deliverables)

Epics, Features, Stories

Portfolio Teams - Epics

Inception Elaboration Construction Transition

Program Teams - Features

Analysis and Design Build Integrate Stage

Product & Services - Stories

Ready DoneIn Progress

Sprint(s)

Release

Release

Sprint(s)

Epics

Features

Stories

Measurable Progress (Metrics)

Structure, Adoption, Governance

Structure

Governance

Metrics

Adoption

To be successful in the next 10 years, do you still think one person can do all this?