Advanced Po workshop November 2015
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Transcript of Advanced Po workshop November 2015
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Product Owner workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Agile Product Owner
Workshop
Ilan Kirschenbaum Agile coach
co-founder @ practical-agile twitter: @kirschi_
email: [email protected] blog: http://practical-agile.com/our-blog
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Connection before content
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A-HA wall
Parking lot
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Parking lot
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Physical examination
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Photos
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Express your preferences
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The product Owner
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Define the product
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Focus on business results
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Communicate
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Define standards
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Define schedule
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The captain of the boat
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The painters game
• Decide who are the Artists and Designers. • Artists - please leave the room. • Designers - choose the messenger • Designers are not allowed to talk or gesture with
Artists • When using documents only simple text is allowed.
(NO speaking, drawing, or gesturing.
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Round 1 8 minutes
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Round 2 8 minutes
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OutputInput
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Round 3 8 minutes
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Concept Change
• Traditionally throws content “over the fence”– no more!
• Takes an active role throughout the development lifespan.
• Needs to make decisions regarding ROI every sprint.
• The single wringable neck.
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Guiding principles for the PO
• Talk directly and frequently with your customers
• Talk directly and frequently with your development teams
• Engage the development teams in creating value for your customers
• Maintain your product’s quality and agility – do not let technical debt accumulate
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The Product Owner a-la Scrum Guide
• Responsible for maximizing the value of the product and the work of the Development Team.
• How this is done may vary widely across organizations, Scrum Teams, and individuals.
• The Product Owner is the sole person responsible for managing the Product Backlog.
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The Product Owner a-la Scrum Guide
• 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
• Ensuring the Development Team understands items in the Product Backlog to the level needed
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The Product Owner a-la Scrum Guide
• The Product Owner may do the above work, or have the Development Team do it.
• However, the Product Owner remains accountable.
• The Product Owner is one person, not a committee
• The Product Owner may represent the desires of a committee in the Product Backlog, but those wanting to change a Product Backlog item’s priority must address the Product Owner.
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The Product Owner a-la Scrum Guide
• For the Product Owner to succeed, the entire organization must respect his or her decisions.
• The Product Owner’s decisions are visible in the content and ordering of the Product Backlog.
• No one is allowed to tell the Development Team to work from a different set of requirements
• the Development Team isn’t allowed to act on what anyone else says
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“Would you tell me, please, which way I ought to go from here?”
“That depends a good deal on where you want to get to,” said the Cat.
“I don’t much care where –,” said Alice.
“Then it doesn’t matter which way you go,” said the Cat
[Lewis Carrol – Alice in wonderland]
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Create a lean canvas for your product
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The marshmallow challenge
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3 simple rules
• Build the Tallest Freestanding Structure
• The Entire Marshmallow Must be on Top
• Use as Much or as Little of the Kit
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The marshmallow Challenge
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Size Matters
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Building the wrong product
Wave
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Building the right products
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User personas
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User persona template
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Create your own personas exercise
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User Stories
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CCC
• Card
• Conversation
• Confirmation
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User Stories
• A recommended practice to write requirements
• Are not use cases!
• Describe requirements from the user’s POV
• Suggested formats:a) As a …. I would like to…. [so that….] b) In order to {achieve something} a {persona/user} would like to {do something}
• “If you can’t fit the story on an index card, get smaller cards!”
• Modelled for discussion, to overcome the communication gap
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Investing in User Stories
• Independent
• Negotiable
• Valuable
• Estimate-able
• Short/Simple
• Testable
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User Story Examples
• As a customer I want to be able to check my current balance
• As Margaret I would like to be able to see the overall balance of the customers
• A report showing last week sales vs. current week
• In order to stay connected, as Joe I want to get all my social-media notifications in one app
• As a network admin, I want to see a visual map of faulty network elements, so I can analyze errors quickly
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In order to work effectively with User Stories, as a Product Owner, I want to reserve space
for some meta data
Size Priority
Best Before End Ep
ic
This is just an example
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Functional vs. Non Functional
• Functional - anything that the product is intended to do to serve its purpose
• Non functional - anything else
• What is non functional tends to be elusive
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Examples for Non-Functional Requirements
• Usability - e.g. number of clicks
• User experience - e.g. scroll acceleration
• Performance - e.g. latency and throughput
• Sizing - e.g. period of transactions to keep
• Scalability - e.g. multithreading/multiprocessing/multi-whatever-ing
• Availability e.g. 3-9s/4-9s/5-9s
• Also security, certifications, legal, and so on
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Examples for Non-Functional Requirements
• In order to compete in the market, 3,000 sales-agents should get a quote in less than 1 second, 24x7
• Scroll acceleration in list boxes should feel like on iPhone
• In order to avoid data-loss, the recording module must handle 1,000 concurrent calls
• In order to reduce hardware costs, the system must meet 5-9s availability with 140% peak-time resources
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Write Some User Stories for Your Product
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Tools for generating requirement
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Based on personas
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Story mapping
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Examine the timeline
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Story Mapping Example
TimeA website for freelancers to find customers
Register Post offering get leads Close deals Get paidCreate account
Edit account
Register company
Delete account
Invite friends
Forgot password
Offer service
Offer package
Discount codes
Affiliates
In-site ads
Tagging
Contact via mail
Contact form
Page visitors
Analytics
Search leads
Update site with deal details
In-site contract templates
Get behaviour analytics per
customer
In-site mail system
Publish free content
Update offline payment
Secure credit card
Paypal support
Automatic invoice
Customize invoice
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Create a story map for your product
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Why Prioritize?
• Deciding what will be developed in each iteration/release
• Reacting to
• Requirements / needs (market)
• Actual development capability (size)
• Technology / Feasibility (risk)
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How to Prioritize?
• If it is not hard, it is probably not good enough!
• Several methods exists:
• Survey users to understand value (e.g Kano)
• Focus on ROI (e.g. MoSCoW)
• Risk analysis
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MoSCoW
• Introduced with early concepts of agility (DSDM, RAD)
• Intended to quickly analyze desired scope for the short time-boxes ahead
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MoSCoW
• Must have Must have at least one Must
• Should have As important as Must, but not necessarily time critical
• Can have Maybe some low hanging fruit, for example
• Won’t haveEither dropped, or not now. Not necessarily not important
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Simple ROI analysis
Put chart from NSN PPT
0 20 40 60 80 100 1200
1
2
3
4
5
6
7
8
A
BC
D
E
F
G
H
K
L
M
N
Cost
Value
Won’tMust Should Could
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High Risk Low Value
High Risk High Value
Low Risk Low Value
Low Risk High Value
ValueLow
High
Low
High
Risk
1
3 2
x
Risk-Driven: The objective is to start with the most important and riskiest features – better early than late. Tackling hard, problematic issues early is difficult and painful
Simple Risk analysis
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Kano Model
• A model to understand and classify users’ needs
• Classify to Mandatory, Linear, Exciters, Neutral, Indifferent
• Mandatory - Must haves, can’t sell without them
• Linear - The more the better
• Exciters - Great if there, no problem if not
• Reverse - May satisfy some users, but dissatisfy others
• Indifferent - Most users don’t care
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Classification Example
• Mandatory - Can make phone-calls
• Linear - Memory size, Battery performance
• Exciters - Holographic display
• Reverse - Automatic Facebook check-in
• Indifferent - Built-in IDE
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Kano Diagram
(Exciters)
(Linear)
(Mandatory)
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Kano Survey
• For each feature ask participants two questions:
• What if the feature will be there?
• What if the feature will not be there?
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Kano Survey - Example
Question
How would you feel if your phone featured a compass?
If your phone did not have a compass, would you like it?
I dis
like
it
It’s
OK
I’m N
eutra
l
It m
ust b
e
I Lik
e it
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Analyzing a Single Requirement
Question
Q E E E L
R I I I M
R I I I M
R I I I M
R R R R QI d
islik
e it
It’s
OK
I’m N
eutra
l
It m
ust b
e
I Lik
e it
I dislike it
It’s OK
I’m Neutral
It must be
I Like it
M Mandatory
L Linear
E Exciter
I Indifferent
R Reverse (can be either way)
Q Questionable
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Analyzing Results - Medial
Requirement M L E I R Q Result
Requirement 1 50 35 7 8 0 0 M
Requirement 2 42 55 1 2 0 0 L
Requirement 3 20 25 45 8 2 0 E
… 12 15 11 62 0 0 I
M Mandatory
L Linear
E Exciter
I Indifferent
R Reverse (can be either way)
Q Questionable
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Analyzing Results - Average
Question
Q E E E L
R I I I M
R I I I M
R I I I M
R R R R QI d
islik
e it
It’s
OK
I’m N
eutra
l
It m
ust b
e
I Lik
e it
I dislike it
It’s OK
I’m Neutral
It must be
I Like it
1 2 3 4 5
1
2
3
4
5
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Prioritize using the kano model
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Kano Categorization Table
Question
Q E E E L
R I I I M
R I I I M
R I I I M
R R R R QI d
islik
e it
It’s
OK
I’m N
eutra
l
It m
ust b
e
I Lik
e it
I dislike it
It’s OK
I’m Neutral
It must be
I Like it
M Mandatory
L Linear
E Exciter
I Indifferent
R Reverse (can be either way)
Q Questionable
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Sizing User Stories
• User stories become more granular over time.
• Usually the stories starts as very big items (Epics) and are split into smaller sized items.
• Optional size - 2 stories per team per week.
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When & How ?
• Requirements grooming \ Refactoring meeting
• Done by the PO with the team
• Grooming = Splitting, clarifying & estimating
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Splitting Stories
• Vague terms • Identify vague terms in your story and refine
them as different user stories • Conjunctions
• Split around AND, OR, WHEN, IF • Acceptance Criteria
• Each criteria can go to its own story • Workflow Steps
• Each step in the flow can be its own story
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Pa#erns for Story Spli1ng (cont.)
Operations (e.g. CRUD) As a user, I can manage my account.
...I can sign up for an account.
...I can edit my account settings.
...I can cancel my account.Business Rule Variations As a user, I can search for flights with flexible dates.
...as “n days between x and y.”
...as “a weekend in December.”
...as “± n days of x and y
Major Effort As a user, I can pay for my flight with VISA, MasterCard, Diners Club, or American Express.
...I can pay with one credit card type (of VISA, MC, DC, AMEX). ...I can pay with all four credit card types (VISA, MC, DC, AMEX).
Data Entry Methods As a user, I can search for flights between two destinations.
...using simple date input.
...with a fancy calendar UI.
… …
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Choose the biggest user story you have and split it into smaller User stories
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Acceptance Criteria
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Acceptance Criteria
• The terms and conditions to be met in order to accept a requirement as Done
• Are not the Definition of Done
• Acceptance Criteria are specific for a requirement Represents the contract the team accepts with each
• Definition of Done is a set of standardsReflects the degree of engineering skills of the team
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Acceptance Criteria
• Are progressive towards a requirement being Done
• Are SMART
• Specific
• Measurable
• Attainable
• Relevant
• Timely
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Acceptance Criterion
• Is a simple to follow condition
• Reflects an incremental step within the requirement
• Helps the team visualize what will it look like when it gets Done
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Acceptance Criterion
• Is not:
• A set of instructions
• A design document
• A user-guide
• A use-case
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Acceptance Criterion
• Recommended format GIVEN a pre-condition WHEN an action happensTHEN an expected result occurs
• Some people call it a test [And some others resent the notion of tests in requirements]
• Can promote a test-first culture
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Acceptance Criteria Examples
• GIVEN login dialogWHEN user enters username=“Mickey” AND password=“Mouse”THEN user succeeds to login
• GIVEN login dialogWHEN user enters username=“Mickey” AND password=“TheMouse”THEN user fails to login
• GIVEN login dialogAND login_type=“secure”WHEN username=“Mickey” AND password=“Wrong”WHEN submit WHEN submit THEN user is blocked
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Acceptance Criteria Examples
• GIVEN order AND order_status=“New” AND number_of_items=1 AND … WHEN Submit_order THEN Result=“Order OK” AND Workflow_status=“bla bla" AND Processing_Time=500msAND …
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Acc. Criteria for Splitting Stories
• Login with username + password
• Failed login
• Enter wrong password 3 times
• Password expired
• 3-part login
• Session timeout
Basic
Secu
rity
Adv
ance
d
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Executable Specifications
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Executable Specifications
• Acceptance Criteria become actual tests
• Actual tests activate code-to-be-written via fixtures
• Code gets tested as soon as it gets written
GivenWhenThen
Test Framework Fixture Actual
Code
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Specification Workshops
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Specification Workshops
• A practice to enhance and improve acceptance criteria
• Increases team engagement
• Increases business-domain knowledge
• Good practice to eliminate Chinese Whispers
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Specification Workshops
• Performed as part of the backlog grooming
• Discuss specific examples
• Product owner contributes to understanding the business motivation
• Programmers contribute to technical edge-cases
• Testers contribute to behavioral edge-cases
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Write acceptance criteria for your top priority items
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MVP
• MVP = Minimum Viable Product • A way to test the business assumptions.
• Does the product provide value? • Will people pay for it? • How long will it take to build the
complete solution?
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MVP Examples
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https://dl.dropboxusercontent.com/u/27532820/original_screencast.html
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Spiral vs. Iterative
!@#
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Customer Collaborationover Contract Negotiation
MVPe.g. PoC
PSP
PSPMMF
MMF
Minimum Viable Product Potentially Shippable Product Minimal Marketable Feature
Next
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Come up with an MVP for your product
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Defining the standards
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Definition of DONE
•Terms of satisfaction of the product owner.
•Defined by the PO with the team.
•Example:
•Design, code, tested, installer ready, documented, less than 10 known bugs.
• Identical for all items in the backlog.
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Beware of undone work
Undone Undone Undone Undone
Stabilization sprint(s)
Sprint 1 Sprint 2 Sprint 3 Sprint 4
Undone = riskUndone = no visibility Can we
release ?
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Technical Debt
Time
Work left
20
10 12 14 16 18
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So… How
much will this MVP
cost?
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S U I C I D EPlease consider it
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There is no known way to accurately calculate the cost of a s/w project
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EsDmaDng cost (in advance)
• Once you have estimated the scope you may try and put a price tag on it
• Since information is missing we can: • Use past data (experience) - Consult the experts • Educated Guess => Guesstimate • Use semi formal models (COCOMO , Wideband
Delphi,…) • Run a single cycle and roughly measure progress
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Educated guess (1)
•Estimate all User stories using story points (Relative estimate)
•Take several stories which you have relatively high confidence in.
•Without looking at the points, estimate them in time units.
•Calculate average for a story point (A range)
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Educated guess (2)
• Now you have the time effort estimate (range) for a single point.
• Multiply the total points in your backlog with the “time per point” parameter.
• Send the price quote to your manager. • Pray.
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Educated guess (Example)
• We need to estimate cost for 500 points. • We choose 3 stories - A(8),B(13) & C(5) • A is estimated at 20 MD = 2.5 md/p • B is estimated at 40 MD => 3.07md/p • C is estimated at 10 MD => 2 md/p
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Educated guess (Example)
•1 point = 2md — 3.07md
•Totals backlog is 500 points.
•The estimate is calculated : 2mdx500 — 3.07mdx500
•Estimate is 1000md — 1535md
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Reacting to Changes
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http://artparty4u.wix.com/xtremeaverage/apps/blog/wtc-ceo-andrew-messick-on-ironman-swim :מקור
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Progress
• Think WAZE
• Progress = (Remaining effort) / (Total Effort)
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Three Broad Strategies
• What can we complete in X time?
• How long do we need to complete Y?
• Can we finish Y within X time?
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Tracking progress
• To guess progress, you need to know: • Average completion rate
(aka Velocity, yesterday’s weather) • Total known remaining work • Definition of Done being followed
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Remaining Work, Done Value
0
35
70
105
140
1 2 3 4 5 6 7 8 9 10 11 12 13 14
Remaining Effort
Done stories
Aha!
May apear that there is no progress
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Burndown
• A simple way to visualize
• Done Scope Progress
• Schedule
• (Optional: Budget Consumption)
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Burndown
• Scope
• Total remaining scope - Accumulated done things (i.e. Done-Done stories)
• Schedule
• Plotting iterations on the X-axis
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Release Turndown Chart
Linear Regression
Remaining work each Sprint
Sprints
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Burndown Data
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Burndown with Scope Trend
Trend of scope burndown
Trend of scope additions
Intersection = Forecast end
sprint
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Long Term Planning
• Story mapping (By Scope)
• Velocity based (By Time)
• Don’t! Focus on continuous delivery of business goals
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Story Mapping Revisited
Time
A website for freelancers to find customers
Register Post offering get leads Close deals Get paidCreate account
Edit account
Register company
Delete account
Invite friends
Forgot password
Offer service
Offer package
Discount codes
Affiliates
In-site ads
Tagging
Contact via mail
Contact form
Page visitors
Analytics
Search leads
Update site with deal details
In-site contract templates
Get behaviour analytics per
customer
In-site mail system
Publish free content
Update offline payment
Secure credit card
Paypal support
Automatic invoice
Customize invoice
Release 1 Release 2 Release 3Explore Stabilize Stabilize
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Dont! Focus on business goals. How?
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Impact mapping
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Impact mapping
Business Goal
Who can help achieve the
goal
How can they help
What can i do to
encourage them to do it?
Who
Who
How
How
How
What
What
What
User Story
How could i do it?
User Story
User Story
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We want 1000 more freelancers
registered
Registered freelancers
Unregistered freelancers
Other site owners
Friends
Family
Invite friends
Posting about the site
Give bonus for invites
As a freelancer i would like to get 1 month free when i invite a friend
As site admin i would like to freelancers that
have more than 5 invited promoted on
search results
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Choose a goal (You can use the “key metrics” in your lean canvas)
And Create an impact map
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Questions? Parking lot
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FeedbackCan we quote you?
Can we use your name?