AT12 Concurrent Session 11/8/2012 3:45 PM 

       

"The Enterprise Product Owner: It Takes a Village"

   

Presented by:

Elena YatzeckJPMorgan Chase

       

Brought to you by:  

  

340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com

 

Elena Yatzeck JP Morgan Chase

Elena Yatzeck has spent more than twenty years providing internal and external management and IT consulting to multinational enterprises in financial services, telecommunications, and education. Most recently, she has been facilitating agile and lean adoption in Global 1000 organizations, working with executives, managers, and de facto leaders at all levels. A former ThoughtWorks consultant, Elena has a particular interest in quantifying return on investment for organizational agile transformations. When is it worth your investment in consultants, coaches, and trainers? There should be a better answer than "It depends!" Find out more about Elena at LinkedIn and read her blog.

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The Enterprise Product Owner: It Takes a Village

Elena Yatzeckeyatzeck@gmail.comeyatzeck@gmail.com+1 773 573‐7114November 8, 2012

Target Participants

• Inquiring enterprise employees looking for h il i ht l i th i i thow agile might apply in their environment

• Practicing small‐team agilists interested in what enterprise agile looks like

• Practicing enterprise agilists looking for new perspectivesperspectives

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Disclaimer

• 75 minutes is not enough time to actually plan i ti ’ d t t tyour organization’s product owner strategy.

Take Aways

• Experience:  simulation of an entire enterprise il j t lif lagile project lifecycle

• Validation:  for those of you who are tired of people saying “That’s NOT AGILE” when you describe what you do at your large company.

• Knowledge: 12 handy take‐away concepts (inKnowledge:  12 handy take‐away concepts (in the appendix)

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Agenda

• Product Ownership and the Business Case• Product Ownership and Project Initiation• Product Ownership Among the Details• Product Ownership at Delivery Time and Beyond

Product Ownership and the Business Case

• Input:– Situation– Stakeholders– Product Owner Candidates

• Output:– Product Owner Team Design– Product Owner Team Design

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Input:  The Situation

• You work for an insurance company, JungleDistress, which specializes in coverage for JungleDistress, which specializes in coverage for rare tropical diseases.

• The company is launching a mobile application to interface with an existing corporate travel/expense management system.  In two quarters.

• Your team isn’t the mobile app team You’re in• Your team isn t the mobile app team.  You re in charge of the infrastructure changes to the “Reimbursement‐Direct Pay” functions that will need to be made to support the mobile app.

Input:  Stakeholders

Here are your stakeholdersHere are your stakeholdersHere are your stakeholdersHere are your stakeholders

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Input:  Candidate Product Owners• Here is your team

– Jan Fremont, business‐side project manager, organized and detail‐oriented.  15 year veteran of 10 mergers.  Knows all survivors.

– Norman Dwyer, IT‐side project manager, knows technology solidly.  Reputation for being abrasive.  Well‐connected with other IT people.

– Jason Wu, BA lead, graphic designer, new to the Company– Nivetha Scott, QA lead, expert at end‐to‐end testing.  Knows the 

existing system functionality intimately.  Knows everyone in the g y y y yexpense operations vertical.

– Martin, Jez, Ola, and Saleem, developers, have not had face‐to‐face contact with any business people until recently.

Input:  Spider Web (partial)NatashaNatasha

CarolCarol

JoeJoe

Travel Request

LolaLola GwenGwen FredFred

BorisBorisHarveyHarvey

ErnieErnie

App Team

Kevin, Chief Architect “Uncle” Bill 

Gates

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Output:  Product Owner Team Design

Product Owner Responsibility

Name Reasoning

Ultimate determiner of value

Decision‐maker for the team

Writer of Epics/Stories/Narratives

Facilitator of SME JAD S iSessions

Detailed test designer

SME Wrangler (get them to agree to meetings, etc.)

Product Ownership and Project Initiation

• Input:  – Lite Charter– Product Owner team design– Story map– Consulting firm release plan

• Output: modified release planOutput:  modified release plan

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Input:  Lite Charter (whole project)

• Elevator pitch:For JungleDistress stakeholders– For JungleDistress stakeholders 

– who want to maximize their personal ROI, – the JungleTravelMobileApp is a portable interface to our travel system 

– that allows corporate travelers to easily schedule their travel, log expenses, and see the status of their reimbursements.  

– Unlike competitor products like Concur or DesertIslandMobileApp, 

– our app incorporates camera scanning and bar codes.

Input: Lite Charter (Your Part)• Elevator pitch:• For operations users in the Reimbursement/Direct Pay Integration 

area• Who maintain flows of data related to reimbursements via Direct 

Pay• The JungleMobileEnablement is an upgrade to current functionality• That empowers mobile users to access up‐to‐date information 

about their reimbursements.• Unlike current functionality • Our product maintains and displays information about per• Our product maintains and displays information about per‐

customer reimbursement status with a lag time of only one day, and provides a secure API allowing the information to be accessed.

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Input: Story Map

E2: Review E3 S t E4: Screen toE1: Review anomaly log for system to DWH feed

anomaly log for DWH feed

to API‐accessible data store

E3: Screen toenable

customer for data

availability

update or delete

customer mobile app

data

Story Story Story Story

Story

Story

Story Story Story

Story Story

Input:  Recent Staffing News

• Joe Jonas has left the company to “pursue th i t t ”other interests”

• The JungleTravelMobileApp product manager has just married Ernie Hunsperger and moved to Chennai

• Brian Wells has just taken a 3‐month paternityBrian Wells has just taken a 3‐month paternity leave and put two subordinates in charge who don’t get along with each other.

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Input:  Proposed Release Backlog

Iteration Epic Value to Sponsor

1‐3 E3 MMF – Enable customer access 10

4‐6 E2 MMF – Enable feed from warehouse toexternal facing data store

10

7‐10 E4 MMF – Enable faster feed from ops systems to warehouse

8systems to warehouse

10‐12 E2 MMF – Enable customer updates 6

Output:  Your Release Backlog  Iteration Epic Value to 

SponsorSME availability

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Product Ownership Among the Details

• Input– Requirements for one screen– Examples

• Output– Narrative

Input 1:  Requirements

Report field Data source Data type LengthReport field Data source Data type Length

CID CustomerDB Number

BankID BankDB Number

Date BankFeedDB Date

Description BankFeedDB Char 35

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Input 2:  Examples

• “If the current system is working right, I can visually scan the log and detect things that don’tvisually scan the log and detect things that don’t look right.  Then I can talk to the feed guys about what the glitch was.  It would be nice if I could get a report with just the anomolies”

• “When the feed is down, I don’t know it until the customer calls with a complaint.  I can’t imagine what is going to happen if we start letting people check this on their iPhone.”

Output:  Narrative• Epic:  In order to minimize the time it will take for a user to 

see her reimbursements on her iPhone, As a R i b O I b bl i hReimbursement Operator, I want be able to monitor the status of the update feeds.

• Acceptance criteria:• Scenario 1

– Given _____________________– When______________________– Then_______________________

• Scenario 2– Given _____________________– When______________________– Then_______________________

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Product Ownership at Delivery Time and Beyond

• Input– Current State Backlog– Market Update

• Output– Updated Backlog

Input:  Current Backlog State

Iteration Epic Value to Sponsor

Feature Toggle Status

1‐3 E3 MMF – Enable customer access 10 Deployed/off

4‐6 E2 MMF – Enable feed from warehouse to external facing data store

10 Deployed/off

store

7‐10 E4 MMF – Enable faster feed from ops systems to warehouse

8 Deployed/on

10‐12 E2 MMF – Enable customer updates 6 Not deployed

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Input 2:  Market Update

• Corporate spies at Concur reveal that Concur l t il bil f ti lit tplans to unveil mobile app functionality next 

month at their Q1 TravelAppJamboree• The JungleMobile team has completed a minimal mobile app that could deploy your team’s back end data to customers, if you are , yready.

Output:  Updated Backlog State

Iteration Epic Value to Sponsor

Next action

1‐3 E3 MMF – Enable customer access 10 Toggle on?

4‐6 E2 MMF – Enable feed from warehouse to external facing data store

10 Toggle on?

7‐10 E4 MMF – Enable faster feed from t t h

8ops systems to warehouse

10‐12 E2 MMF – Enable customer updates 6 Keep building?

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Discussion

• What have we learned?

Appendix• Concept/Product Owner Team Design

– DevOps TriangleLean Startup– Lean Startup

– Spider Web– Lite Charter– Product Owner Team Design

• Inception/Product Owner Team Planning– XP Release Planning– Story Mapping

• Elaboration/Product Owner Decision‐Making at the Story Level– Feature Injection/Behavior Driven Development– Feature Injection/Behavior‐Driven Development– Narrative Template

• Delivery/Product Owner Consensus Around Delivery– Backlog Grooming– Continuous Delivery 

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DevOps Triangle

• Agile Project Management, 2nd Edition, Jim Hi h ith 2009Highsmith, 2009.

Lean Startup

• The Lean Startup, Eric Reis, 2011.

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Spider Web

• Innovation Games Spider Web, Luke H hHohmann.

Lite CharterLite Charter

Sponsor: Jerome Smith Key Business Objec ves

Scope ‐ coverage of code base and ac vi es ON OFF

Elevator Pitch • For (target customer) • Who (statement of the need or opportunity) • The (product name) is a (product category) • That (key benefit, compelling reason to buy) • Unlike (primary compe ve alterna ve) • Our product (statement of primary

differen a on)

Product Owner: Jeanine Jones

High Level Scope

IS IS NOT Could be:

E‐le ers to debtors

Create and maintain customers Create and maintain debtors Create and maintain le ers

Key Business Objec ves • Expected ROI 14% in 18 months • Be er customer experience measured • Decreased cost of sales

Trade‐off Sliders

Customer sa sfac on or usability

High quality: Stability, reliability, adap veness

Deliver the project on me

Stay within budget ON OFF

ON OFF

ON OFF

ON OFF UNRESOLVED

Will never be:

Customer access to debts, invoices

Enter invoice informa onSearch for invoices, customers,

debtors Create le ers Le er queue by day Create envelopes

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A Potential Product Owner Team Design

• 1 Executive Point person where the buck stops – responsible for getting exec peer cooperation for all needed SMEs1 B i id "f i " d i d f ( b• 1 Business‐side "feature point person" per desired feature (may be business‐side project manager, if you have both business and IT PMs)

• Some large number of SMEs who have details about value and usage of the feature (contacted only as needed by appointment, with a fall‐back appointment arranged in case the first one falls through) 

• A team of business analysts, user acceptance testers, and business t l t h ibl f k i hi h SMEsystems analysts who are responsible for knowing which SMEs are 

needed for each feature, and are able to get those people to the table in a reliable way (part of the core team, always working in the metaphorical team room)

XP Release Planning

• Extreme Programming Explained:  Embrace Ch 2nd Editi K t B k d C thiChange, 2nd Edition, Kent Beck and Cynthia Andres, 2004.

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Story Mapping

• Jeff Patton, “The New User Story Backlog is a M ”Map”

Feature Injection/BDD

• Chris Matts, Liz Keogh, Olaf Lewitz (diagram f L it )from Lewitz)

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“Narrative” Template

Backlog Grooming

Don’t forget to renego‐tiate your SME time!

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Continuous Delivery with Feature Toggles

• Continuous Delivery: Reliable Software R l th h B ild T t d D l tReleases through Build, Test, and Deployment Automation, Jez Humble and Dave Farley, 2010.