Agile Product Management: Getting from Backlog to Value
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Transcript of Agile Product Management: Getting from Backlog to Value
Agile Product Management: Getting from Backlog to Value
Introductions
Adam Asch
[email protected]@gmail.com212.321.0553www.leadingagile.comtwitter.com/leadingagiletwitter.com/adamaschfacebook.com/leadingagilelinkedin.com/in/adamasch
Lean+Agile Atlanta Unconference – Nov. 4
http://www.leanagileatlanta.com/
4
Teams: Scaled• Defines/ Articulate strategic business goals
• Defines success criteria for what we are trying to achieve
• Gets funding
Portfolio Team
• Defines epics, features, & stories to align with & execute on strategic business goals
• Manages the backlog• Accepts “Done” work
Product Owner Team
• Defines How we will deliver• Defines technical stories• Responsible for quality
Delivery Team
5
Team Focus Epics & Releases
How can we release value incrementally?What subset of business objectives will each release achieve?What user constituencies will the release serve?What general capabilities (big stories) will the release offer?Stories & Quality
What user or stakeholder need will the story serve?How will it specifically look and behave?How will I determine if it’s completed?
Product & Project Goals & StrategyWhat business objectives will the product fulfill?Features & Iterations
What specifically will we build? (user stories)How will this iteration move us toward release objectives?Iteration GoalDevelopment & Delivery Tasks
Team
Portfolio Team
Product Owner Team
Delivery Team
ScrumBacklog Planning
Iteration Planning
Sprint w/ Daily Stand-
up
Demo
Release
Retrospective
24 hrs.
2 weeks
ProductBacklog
SprintBacklog
“Fit for Release” Product Increment
Feedback
Continuous Improvement
Example Product Lifecycle
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Discovery* Vision* Goals* Scope•Success Criteria
Inception* Business Epics * Technology Epics* High-Level Estimates* Milestones
Iteration Zero* Environments* User Stories* Release Planning* Iteration Planning
Delivery* Build* Test* Demo* Deploy
Closing* Final Delivery* Partner Training* User Documentation* Technical Documentation
Benefit & Support* Track Functionality* Measure Benefit* Capture Feedback* Define Need
Project Lifecycle
8
Discovery* Vision* Goals* Scope•Success Criteria
Inception* Business Epics * Technology Epics* High-Level Estimates* Milestones
Iteration Zero* Environments* User Stories* Release Planning* Iteration Planning
Closing* Final Delivery* Partner Training* User Documentation* Technical Documentation
Benefit & Support* Track Functionality* Measure Benefit* Capture Feedback* Define Need
Backlog Planning
Iteration Planning
Sprint w/ Daily
Stand-up
Demo
Release
Retrospective
Plan-Driven vs. Value-Driven
9
Plan-Driven Value-Driven
Scope
ScopeCost Time
Cost TimeFIXED
VARIABLE
Agile Requirements – Increments of Value
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• Epics are collections of related features that solve a business problem. (Example: “Shopping Cart Checkout”)
• Features are smaller than epics and are a specific piece of functionality. (Example: “Checkout using credit card”)
• Stories are the smallest increment of value, and should be contained within a sprint. (Example: “Checkout using Visa”)
Epic
Feature
Story
Working Tested Product
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Working Tested Product
Progress
Working Tested Value
12
Working Tested Product
In Production
Value
The Horizon of Predictability
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HOP helps us to determine when we create consumable requirements.
The Cone of Uncertainty
14
Product Backlog: Prioritization & Ordering
15
• Product backlogs are prioritized by business value, where the drivers of business value are:– Increasing revenue– Reducing cost– Maintaining compliance– Improving service– Learning
• Product owners must work with team to also order the backlog. Ordering is based on:– Risk– Complexity– Demand– Dependencies (from/ to other projects or systems)
Exercise
16
• You will receive a list of foods• Working in groups, list the foods in
order of difficulty to prepare for consumption
• Anyone on the team can move the foods around until consensus is reached
PerformancePerformance is the measure of ability for the capability to satisfy our expectation of the delivered results of that capability. What we are asking is what level does this capability perform or need to perform in order to achieve the result we expect to be able to achieve our goal?
• Currently Largely unknown
• From the perspective of satisfaction from the end user or target segment• Does this capability support perform suitably?
• Content – Can the User Find Information, Is the Information Valuable?
• Technology – Is the technology reliable and available?
• Features – Can the User perform the tasks they need to?
• UX/Process – Is the experience optimized for the User?
Performance - Applied• Does the current level of performance (speed, bandwidth,
calculations, response time, user interaction) fulfill the need we are trying to address?
• Is the performance gap a factor of technology or content?• Can we address the goal with current capabilities – Is what
we currently have Adequate for what we need to do?• If we improve the performance of the capability will we see
a large enough return to warrant the effort?
Business Value
• Question: If we could improve the performance of this capability 10x would it improve our ability to achieve our strategy?– Assumptions
• Current performance is adequate– Local Goals and Organizational Strategy must be aligned
• Business Value is a definitive quantifiable behavior, action or outcome that can be measured and mapped against our expected result; aligns with Business Strategy.
Business Value - AppliedBusiness Value is measured as a rank relative to all of our Capabilities. That is since we have a limited amount of resources and capacity, what would be the most important capability to address – then the next – and so on.
This enables us to better determine where we should focus our investment dollars and resources, who should be accountable for the capability, where we should build it and how it should get built.
Speed of Change Need• Speed of Change refers to the measurement of the
Frequency, or how often a Capability Group Needs to change over time.
• Frequently means that the Capability Group or Capabilities within that group change many times per year (≥ 6x per year)
• Often (≥ 5x per year)• Regularly means that the Capability Group or Capabilities within
that group change some times per year (≈ 4x per year)• Sometimes (≤ 2x per year) • Stable means that the Capability Group or Capabilities within
that group change infrequently by year (≤ 1x per year)
Speed of Change Need - Applied– Content - What is presented to the user needs to
be updated or changes frequently– Technology - New technologies that need to be
supported and change frequently (Technology Innovation – New Patentable Technology, New application for existing technology)
– Features - The process or functionality that a user interacts with changes frequently
Ability to Execute• Ability to Execute refers to the measurement of our
current ability to change, update or enhance the capability group relative to the need we have defined in Speed of Change.
• Frequently means that the Capability Group or Capabilities within that group change many times per year (≥ 6x per year)
• Often (≥ 5x per year)• Regularly means that the Capability Group or Capabilities within
that group change some times per year (≈ 4x per year)• Sometimes (≤ 2x per year) • Stable means that the Capability Group or Capabilities within
that group change infrequently by year (≤ 1x per year)
Ability to Execute - Applied– Content - What is presented to the user needs to
be updated or changes frequently– Technology - New technologies that need to be
supported and change frequently (Technology Innovation – New Patentable Technology, New application for existing technology)
– Features - The process or functionality that a user interacts with changes frequently
– People - Do you have a Business Person that has Ownership of this Capability?
Speed of Change / Ability to Execute Assessment
Speed of Change NeedHighLow
Abi
lity
to E
xecu
te
High
Low
Ability to ExecuteFrequently (≥ 6x per year) - 5 - GREENOften (≥ 5x per year) - 4 - LIGHT GREENRegularly (≈ 4x per year) - 3 - YELLOWSometimes (≤ 2x per year) - 2 - PINKLow/Unable (≤ 1x per year) - 1 - RED
Speed of Change NeedFrequently (≥ 6x per year) - 5 - REDOften (≥ 5x per year) - 4 - PINKRegularly (≈ 4x per year) - 3 - YELLOWSometimes (≤ 2x per year) - 2 – LIGHT GREENLow/No Need (≤ 1x per year) - 1 - GREEN
2
1
42 3
3
51
4
5
Ability to Execute
Speed of Change NeedHigh Priority
Business Value / Performance Assessment
Business ValueHighLow
Per
form
ance
High
Low
PerformanceHigh Performing - 5 - GREENAbove Adequate - 4 - LIGHT GREENAdequate - 3 - YELLOWBelow Adequate - 2 - PINKPerforming Poorly / Does Not Exist - 1 - RED
Business ValueHigh Value - 5 - REDAbove Adequate Value - 4 - PINKAdequate Value - 3 - YELLOWBelow Adequate Value - 2 – LIGHT GREENLow Value / Does Not Exist - 1 - GREEN
2
1
42 3
3
51
4
5
Performance
Business ValueHigh Priority
Business Value / Performance Assessment
Business Value HighLow
Per
form
ance
Low
High
Capability Group Business Value by RegionBusiness ValueHigh Value - 5 Above Adequate Value – 4 Adequate Value - 3 Below Adequate Value - 2Low Value / Does Not Exist - 1
# Capability Group APAC China EIA Americas
1 Shopping 3 2 4 4
2 Checkout 3 2 3 3
3 ABO Ordering Administration 2 1 2 3
4 Order Management 2 1 3 3
5 Single Identity 1 1 1 1
6 Personalization/Targeting 4 5 3 5
7 Account Management/Preferences 1 1 2 1
8 Grow My Business 5 5 5 5
9 Motivation/Inspiration NA NA 4 NA
10 Digital Asset Management 2 3 1 2
11 Training 5 4 5 5
12 Selling/Support Tools 5 5 5 4
13 Registration 3 2 3 2
14 Brand Selling Tools/Programs 4 4 2 4
15 Digital Advertising 2 4 4 3
16 Positive Search Results/SEO 4 4 4 4
17 Digital Customer Services 1 3 3 2
18 Unified Search 3 2 1 1
19 User Insights & Analytics 5 5 5 2
20 Campaign Management 4 3 1 5
21 Loyalty Programs 1 3 2 NA
WRAP-UP
Thank You!