Ciklum Seminar Zurich June 25, 2013 Dmitry Kanevksy (Ciklum)
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Agile Product Management Strategic considerations and successful patterns for nearshore software development Dima Kanevsky, Consulting Lead
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Why is the „Product Owner” role so important in agile development and particularly in nearshore team settings? What can and will go wrong, if roles, methods, and tools for proper requirements gathering, documentation and prioritization are missing? This session gives a brief overview of how an ideal setup looks like: Integrate your software development teams into the requirements development process, share business knowledge and responsibility for product delivery!
Transcript of Ciklum Seminar Zurich June 25, 2013 Dmitry Kanevksy (Ciklum)
Agile Product Management
Strategic considerations and successful patterns for nearshore
software development
Dima Kanevsky, Consulting Lead
We are going to talk about
• Strategic considerations of Agile Product development
• Product Owners role and key fallacies in a nearshore setup
• Four unsuccessful and five successful patterns in Agile Product Development which let product managers succeed with nearshore teams
NOT going too deep into the ‘right’ practices
We are too much overcomplicating software development
individuals Organizations
Complex ecosystems
Risk
Return
Problem is unknown
and solution is unknown
Problem is known,
solution is known
Problem – solution fit
Solution is known,
problem is not known
Effective
Efficient
Product success
Manager’s wet dreams
‘…aim at commanding positions within a given market segment’ - Davidow, Marketing High Technology
Monopoly or..
Lean principles to the rescue
• Mitigate risk
• Minimize inventory
• Eliminate waste
‘…68% of the features are used either once or never’, Gartner, 2008
How to produce value?
The number one the most critical for software success and return-on-investment is effective
user adoption - Sand Hill Group and Neochange, 2011
Three biggest challenges of a product owner in a nearshore setup
• creating a sense of ownership within the team
• sharing business context to engage the team in decision making
• inefficient and costly communication
What can and will go wrong
#1 PO is a bad representation of a user
# 2 too much focus on a product vision
‘Coming up with 15 or 20 product features proves to be easy. It's figuring out which 3 or 4 would cause someone to buy the product that is difficult’, - Hillsmith.
# 3 too much design documentation
Right approach
# 4 too much communication
The less people talk the better
How an ideal setup looks like
#1 collaborative requirements gathering and
validation
#2 inject business context holder in the team
#3 Opt out for a fully distributed scrum
#4 Bring the team together
#5 Treat people as adults
