Certified Scrum Product Owner

Transcription

1 Training Transition Transformation Course Objectives You will learn about Instructor Roger Brown CST, CSC The Scrum framework Planning in Scrum Owner responsibilities and practices And you will be eligible for Scrum Owner Certification All slides 2013 Roger W. Brown 1 2 Scrum Certification Options CSM Class Backlog Scrum Alliance is the largest, most established, influential professional membership organization in the Agile world. As part of a growing community of more than 350,000 members worldwide, our members are helping us achieve our mission of "Transforming the World of Work." Must Class Vision Vision Story Splitting Scrum Framework Roadmap Story Mapping Ownership User Stories Backlog Management Scrum Foundations Prioritization Just-in-Time Elaboration Scrum Planning Estimation Release Management Should Working with the Dev Team Working with Stakeholders Working with the ScrumMaster Scrum Meetings Budget and Finance Could Discovery Scaling Scrum Up and Out Portfolio Management Other Prioritization Tools Focus and Flow Theory Practice Guide 3 4 Scrum Framework Scrum Framework Scrum has 4 meetings and 3 artifacts Scrum has 3 roles that share the responsibility of creating value in small increments The roles complement each other to create a balanced team Release Planning Backlog Sprint Planning Sprint Backlog Story Time Daily Scrum Sprint 1-4 weeks Sprint Sprint Review Retrospective Potentially Shippable Increment 5 6 1

2 Scrum Meetings The Scrum Team Sprint Planning 15 minutes - What did you do yesterday? - What do you plan for today? - Any blockers? Daily Scrum Sprint Review 1-2 hours Private process improvement recap Sprint Retrospective Owner Desired Features ScrumMaster 2 4 hours 1. Which Items this Sprint? 2. Break down to sharable tasks Fixed, repeating time-box 1-4 weeks 1-2 hours Public demo 7 Development Team 8 Owner Development Team Member o Sets Vision o Manages Backlog o Elaborates Features o Reviews Work o Reports Release Progress o 7 ± 2 o Cross functional o Full-time o Self-organizing o Empowered Maximizes the value of the work done 9 Develops the product with high quality 10 ScrumMaster o Facilitator o Protector o Coach o Mentor o Gopher o Change Agent Helps the team improve flow and throughput

3 Profit Ownership Agile Benefits for Business Agile provides benefits for business The Owner job has three main dimensions that make it a very large job for one person Faster Time to Market Quicker ROI Lower Total Cost Respond to Change Reduced Risk Stakeholder Relations Manage the Profit Strategy Development Value Stream competition market penetration customer feedback innovation compliance internal stakeholders market changes Time Discovery Definition Development Agile product development covers these activities. Delivery Operation Support customer The Owner balances competing demands to maximize value/time Which of these activities involve the Owner? It s a Big Job Corporate Strategy Portfolio Alignment Customer Needs Corporate Needs Competition Stakeholders Define the Plan the Vision Revenue Target Backlog Priorities Funding UX Dev Team Collaboration Scrum Framework Details Review Release Plan Build the What else?

4 Scrum Foundations Agile Manifesto Manifesto for Agile Software Development 2001 Agile software development implements Lean principles and dynamics The primary driver of Agile work is Value Scrum is one form of Agile, designed initially for software development but applicable to other kinds of work We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more What is Agile Software Development? Value Driven Waterfall Agile The Plan creates cost/schedule estimates The Vision creates feature estimates Constraints Features Cost Schedule Small, Dedicated Team Incremental Iterative Frequent Delivery Fully Visible ion Quality Value Driven Estimates Cost Plan Driven Schedule Source: Sliger and Broderick The Software Manager s Bridge to Agility Value / Vision Driven Features Continuous Improvement Empirical Process Transparency, Inspect and Adapt Act Check Plan Do Deming Cycle

5 Scrum Planning Scrum Planning Drawbacks of Traditional Planning Scrum planning is continuous Scrum planning happens at 5 levels, each with a different time horizon The Backlog is the primary source of work to be completed and value to be delivered 25 Done when we know the least Written words become a commitment Too much information to grasp at one time Confuse What with How Details are open to interpretation Everything is Priority One Success is measured by adherence to schedule 26 5 Levels of Planning The Elements of Agile Planning Strategy Portfolio Vision P1 P2 P3 P4 P5 Backlog Backlog What capabilities are needed for financial success? Release Plan How long will it take or how many can we do by a given date? Roadmap Release 1 Release 2 Release 3 s1 s2 s3 s4 sn Release Sprint Day s1 s2 s3 s4 sn Priorities Which items are most valuable? Estimates How much effort is required for each item? Velocity How much can the team complete in a Sprint? Vision The Vision describes the purpose of the product to be created or enhanced There are several ways to present the vision as a common goal for the Scrum Team The Vision is the inspiration for the Backlog

6 Discovery What is the target market? Who are the target customers? What are the sales channels? What are the top benefits? What are the pricing and revenue models? We have newer Agile ways to do this compared to traditional Requirements Gathering Vision The Big Picture of how the product creates value Aligns everyone to the same goal What is the name? Who is the target customer? What are the key benefits? What are the differentiating features? Backlog Vision Board items are added priorities change Story Story Story Spike Story Refactor Story Defect Process Change Dynamic set of items to be done Prioritized Constantly in flux as the situation changes items are removed Roadmap Road-mapping is a tool for creating a longer term release strategy Roadmaps describe the product in very high level terms

7 Roadmap Release date Roadmap an example Backlog Releases Health Care s Information Health Care s Retail Sales Health Care s Wholesale Sales Time First sub-setting of Backlog for a long product development time frame How many releases? When? What is included in each? The roadmap will be reviewed and updated as things change 37 Core Engine Q1 CMS Manual SEO Keyword Search Community Article rating Shopping Cart Platform User accounts Nacho For all users, free access to linked and original content For writers, content management For Sales, SEO access Architectural Build-out Release name Community rating Shopping Cart Typical retail functions Credit card support Platform Transactions Billing Q2 Q3 Q4 Taco For all users, retail sales for For all users, wholesale OTC products sales for OTC products For providers, manual and For all users, retail sales API catalog access for Rx products For Sales, CRM Functionality Objectives by Core Engine Core Catalog feature area CRM API Community Enchilada Supplier ratings Shopping Cart Purchase Order support Platform Scalable to 1M transactions/day Theme and/or target Combo Plate customers For all users, wholesale RX For all users, international access For BusDev, credit support Core Hippa Community I8N Shopping Cart Line of credit Platform Mobile access 38 User Stories User Stories are simple descriptions of desired functionality Stories are elaborated just-in-time for implementation Stories are used for planning The INVEST Criteria help us write good stories User Story Template Sample User Stories As a <user role>, I can <do something> so that <I get some value>. As a registered user, I can purchase OTC products online so that I do not have to drive to the store As a purchaser, I can search for generic equivalents of name-brand items so I can save money Card Conversation Confirmation As a purchaser, I can print a receipt for a past transaction so that I can keep my own off-line records As a vendor, I can see monthly sales reports so I can see which products are selling best

8 Where are the details? Backlog Hierarchy (front) Story 6: Catalog Demo As a prospective user, I can browse the catalog to see if it has the kinds of products I am interested in. Automated Tests Speclet formula UI design business rules (back) Story 1 Acceptance Criteria [ ] Use standard design layout [ ] Has full catalog actions except for adding to shopping cart or wishlist [ ] Item click leads to product detail page with same restrictions [ ] Show product review star ratings only, no comments [ ] Call to action: Become a Member links to registration page Epic Business Goal Backlog User Story User Story User Story Planning Implementation Task Task Task Task Task Task Task Task Task Task Task Task 43 Sprint Backlog 44 INVEST Criteria for User Stories User Story Tips I Independent Can deliver value by itself N Negotiable Details can be worked out by conversation V Valuable The value to the user is clear E Estimable Dev Team understands it well enough to estimate S Small Fits in one Sprint T Testable We have clear test criteria Bill Wake, 2003 As a User As a <Scrum Role> Who, How, What instead of Who, What, Why Will it take more than 2-3 days? Would a user really ask to do that?? How can we know when it is done?? How can we test it?? How would we demo that at the sprint review? > 1 And, Or, Plurals, Comma > 1 Too many acceptance criteria (>12) > 1 Too many tasks (>10) INVEST Prioritizing Priorities help the Scrum Team decide what to do next Priorities help with long term planning Prioritization can be done in many ways, based on many criteria

9 Selection Criteria Buy a (Baseline) Manage Catalog Content Find s Support Suppliers Community Functions The Right Managing Value What you deliver is much more important than how much you deliver! $ $ $ $ $ $ $ Return on Investment = Benefits Costs Costs Cost is easy with a fixed team size and Sprint length $ $ $ Benefit is not so easy to determine Elements of Business Value Increased sales Accelerated sales Decreased expenses Customer satisfaction/retention External compliance Market differentiation Prioritization - MoSCoW Theme Screening o Business value o New knowledge o Risk/Complexity o Desirability + = better than 0 = same - = worse than Themes Draws new customers Generates Q1 revenue Attracts Investors Builds out platform Net Score Rank Continue? Y Y N Y N Source: Mountain Goat Software 52 Estimation Agile estimation is done at both the high level and the low level Estimates are used for planning and for tracking progress Estimates are done quickly, by the Development Team Estimates are not commitments

10 Story Points Completed Story Estimation Basics Velocity Story 1: Home Page As a prospective user, I can view the home page so that I can decide if I want to try the service. 2 Quick More than 2x effort required Quick Relative Guess Done by Dev Team Story 17: Generics As a purchaser, I can search for generic equivalents of name-brand items so I can save money 5 55 Is measured, not managed Varies by circumstance, increases with experience How many story points can the Team complete in a Sprint? Team Velocity Sprint 40 Velocity is sum of estimates of stories completed Aggregates Team dynamics and organizational factors 56 Using Agile Estimates How much we have to do Forecast of scope to be completed How much is done Story Splitting Smaller is Better Smaller stories are easier to work with and enhance flow Smaller stories gives us more options to reduce scope Smaller Stories are easier to work with Increased Throughput helps flow quicker feedback unbundle priorities Decreased Complexity easier to estimate fewer test cases easier to focus cleaner designs

11 Priority Sample Architecture Stack User Story 1 User Story 2 Vertical Slices Two Levels of Scope Control In Scope for Release Out Presentation Business Logic Epic 1 Epic 2 Epic 3 Epic 4 Domain Persistence Data Store Each story will should deliver end-user value Story Splitting Patterns Workflow Steps Business Rule Variations Major Effort Simple/Complex Variations in Data Data Entry Methods Defer Performance Operations (CRUD) Spikes Story Mapping Story Map Story Maps are a 2-Dimensional representation of the Backlog Story Maps are an easy way to visualize what is in and what is out of the next release Epic Must I can buy things Theme Browse Search Cart Transact History I can I can search I can add to I can check I can print browse by by product my cart out the receipt type name I can I can I can save browse by remove for later price from cart Should I can browse by sku I can search by company I can see total with shipping I can get month s total Could I can browse by popularity I can search by barcode I can move items to wish list I can print an old receipt

12 Backlog Management A well-managed Backlog keeps the Development Team running smoothly A 1-sprint look-ahead on stories will help the flow The Team needs details Just In Time Defining Ready and Done will dramatically reduce time waste Backlog Grooming Owner spends 30% of their time working on the Backlog Identify new stories Splitting epics and stories Updating Release Plan with current velocity data Adjusting priorities Preparing next stories Designing user experience Story Time Development Team spends 5-10% of Sprint with the Owner preparing for the next Sprint Reviewing candidate stories Getting details and acceptance criteria Some technical design Looking at new stories Considering new ideas Often a regular meeting 1 hour/week or 2-3 hours mid-sprint Definition of Ready Negotiate with your Team - What they need for each story - When they need it Sample Right size Screen sketches Acceptance criteria Dependent stories? Speclets Definition of Done When estimating size, consider all the work needed to complete the story The Definition of Done may evolve over time Sample Unit tested to 90% coverage Code reviewed Acceptance tests pass UI Tested User Help updated Deployment scripts updated Can also have one for sprints and releases

13 Sprint Flow Continuous Backlog Grooming Sprint N Sprint N+1 Story Time Sprint Planning Definition of Done Screen Designs for N+1 (LoFi) Candidate Stories for N+1 (1.5 x velocity) Definition of Ready Just-in-Time Elaboration Elaborating Stories Story elaboration is done just in time to reduce wasted time defining details that may never get used Details are provided to the Development Team as conversations, acceptance criteria and speclets Details may also lead to story splits As a user, I can get a receipt for a past transaction so that I don t have to keep a paper copy How far in the past can data be retrieved? How can the transaction be identified? Can the receipt be printed? Can the receipt be ed? The receipt will be itemized with a total, date and purchases contact information Can the user re-order the same items easily while looking at the receipt on-line? Details as Acceptance Criteria Details as Smaller Stories (front) As a user, I can get a receipt for a past transaction so that I don t have to keep a paper copy As a user, I can print a past receipt to file for my tax records (back) Data are available for 3 years User can search by date User can search by order number User can search by item name etc As a user, I can get a receipt for a past transaction so that I don t have to keep a paper copy As a user, I can have a past receipt ed to me so that I can forward it to my accountant

14 Time Speclets personalize show local time show state of sales tax Release Management Release Plan There are two basic product release strategies based on time and scope Risk is reduced by including slack in the plan Release tracking and forecasting are based on real data about actual product completed Must Should Could Won t in this Release Backlog Release Backlog Include extra Sprints to handle the unexpected Sprints s1 s2 s3 sn Release Plan 1. How long will it take or 2. how many can we do by a given date? Release as often as possible Newsworthy Release Event 81 Release Forecast: 1. How Long? Number of Sprints = Total Backlog/Average Velocity 2. How Much? Percent of Backlog = Total Backlog/(Average Velocity * Number of Sprints) 82 Feature-Based Release Strategy Time- Based Release Strategies Release Backlog Release 1: Conventional health care products Release 2: Alternative health care products Release 3: health care services When will it be done? Release Backlog Q1 Release Q2 Release Q3 Release How much will we complete?

15 The Importance of Slack Visibility % of schedule overrun comes from emerging requirements Change needs room Pressure does not speed up work People are not Plug & Play Cannot plan for the unexpected Leave room for new ideas From Slack Tom DeMarco Report what we know, not what we hope The more we know, the better we can adapt And the better we can manage risk Release Planning Meeting 1-2 days Align Vision Identify User Roles Identify features/epics Brainstorm User Stories List Priority Criteria Prioritize Stories Estimate Stories Check Priorities Forecast Team Velocity Forecast Release Working with the Development Team Dev Team Priorities The Dev Team may propose stories for the Backlog Teams take time to mature The Dev Team is self-organizing Awareness of effective motivators can help build a high performance team Performance Boost Refactor the transaction engine to handle 10,000 per second Stories may come from the Team Technical Debt can slow down development

16 Effectiveness Establishing Goals Tuckman's Team Development Model Vision Why are we doing this? Release Goals Quality, function, process, performance Make them SMART Sprint Goals Overall goal is much more than just completing the tasks Teams go through four stages Teams can regress when membership changes Forming Storming Norming Performing Applies to the Development Team and the whole Scrum Team Time Motivation Financial rewards often give poor results Intrinsic vs. extrinsic motivation People are motivated by autonomy mastery purpose See Dan Pink, TED.com and Drive Working with the ScrumMaster Value of the ScrumMaster The ScrumMaster is your partner in achieving a smooth flow and continuous improvement The ScrumMaster is a productivity multiplier for the Team ScrumMaster 7 Team Members ivity Manage impediments Facilitate meetings Mediate and negotiate Teach Scrum Manage the process Assist the Owner Observe and coach Team Encourage excellence Protect Team from distractions Build relationships Promote Organizational Agility Administer

17 Working with Stakeholders Customers are not your only Stakeholders You can t please everyone all the time Customers Execs Marketing Ops Sprint Review Validation Delivery Ecosystem Owner Consultation Strategy Refinement Identification Prioritization Elaboration Innovation Desired Features Agile Team Development Team ScrumMaster Who are your Stakeholders? Customers Other end-users Upper Management Marketing Sales Operations and Support Who Else? Balancing Priorities Stakeholder Preferences Internal and external Politics: is each one represented? Strategic Alignment Some stories map directly to corporate goals Driving Profit Value Exchange Model How do you trade money for value? Ex. transactional, licensed Profit Engine How do you enable people to buy more? Ex. freemium, standards, value-add services From Luke Hohmann, Enthiosys

18 Priority Scrum Meetings Sprint Time Box Scrum organizes work into 1-4 week time boxes called Sprints Each Sprint has 4 primary meetings The bulk of the time is spent creating value in the form of a product Focus No one can change the Sprint plan except the Scrum Team to add or remove a PBI S1 S2 S3 S4 1-4 weeks 103 Steady cadence, fixed length Abnormal Termination If the Sprint Goal cannot be reached for unexpected reasons, stop and plan a new Sprint 104 Sprint Planning Meeting Daily Scrum Goal 1: What? Which PBIs can we commit to? What is our Sprint Goal? Ex. Build the shopping cart Goal 2: How? What tasks can we identify for each item? How long do we think each will take? 15 Min Sprint Backlog Item Backlog Time-box is 4 hours for a 2 week Sprint Attended by Owner, Development Team, ScrumMaster Other interested stakeholders The Three Questions What did you do yesterday? What do you plan to do today? Is anything blocking you? Daily Progress and Planning Sprint Review Item Task Board Sprint Burndown Purpose Demonstrate the completed stories 2 Hours Get feedback from the Stakeholders Attendees Owner, Development Team, ScrumMaster Any other stakeholders Last day of Sprint ~2 hours for a 2 week sprint Preparation Who will show what? Deploy to a preview server Show actual running code! Any documentation needed? Update and show release burnup chart What is the Team status?

19 Estimate Variability Sprint Retrospective Scrum Team meets privately Goal is process improvement Format Gather Data Reflect on what worked well, what didn t Generate Insights Discuss results and new ideas Decide Action Items Consider adopting new practices Stop doing things that are not working Start Stop Continue Keep it interesting Appreciations Food Variety 1.5 Hours Budget and Finance Quicker Return on Investment Budgeting relies on Release Planning Velocity is the primary unknown in budget requests Some organizations are moving to more Agile budgeting models Estimating Release Cost Cone of Uncertainty Must Have Stories Should Have Stories Could Have Stories Release Backlog s1 s2 s3 sn sm-1 sm Planned scope = 300 sp Forecast velocity = 30 sp Planned Sprints = 10 Sprint cost = $100,000 Release Cost = $1,000,000 Ex. Sprint cost is cost of people on the team for 2 weeks Agile release forecast improves with each Sprint based on actual data as the Team matures

20 Incremental Funding Beyond Budgeting Annual budgeting, like Waterfall development, is at odds with innovation, adaptability and responsive investment. Success is defined by keeping to the budget at any cost Sales targets trump customer sat Internal competition with other products Risk aversion Ask for more than you need and always spend it all maintenance cost is someone else s problem Initial budget request is based on cost estimate for 2 Releases becomes self-funding in Release 3 Denne, Mark; Cleland- Huang, Jane (2003). Software by Numbers: Low-Risk, High-Return Development. Common Cause Transparency Self-managed Teams Ambitious Goals Reward financial performance Continuous Planning Just in time resourcing Manage by feedback Real Options Defer commitment until the last responsible moment Take steps to increase knowledge and stop early if assumptions are proven false Invest incrementally as assumptions are confirmed Reallocate capital based on new knowledge Reduce budget cycle 12 mo 6 mo 3 mo 1 month Rudd, The Business Case for Agility Discovery Agile Teams may build product faster than traditional methods can discover user needs There are few more Agile methods for finding customer needs Lean Startup Parallels or proceeds product development Find out who your customers are What kind of market are you in? What is the Minimum Viable? Phase product with company growth Iterate to Learn

21 Innovation Games Pragmatic Marketing Box Tune into the Market. Gain practical techniques for learning about your market and competitors. Discover tools and techniques that allow you to identify the entire market, listen to it and become its messenger. - Speed Boat Me and My Shadow Lean UX Scaling Scrum Up and Out User Research Scrum can scale to many Teams Distributed Scrum is constrained by the laws of physics but there are patterns that can help Design Studio Story Maps Scaling Scrum Up Multi-Team Team is the scaling unit Divide work across multiple small teams by feature by component Organize with a Owner Council, Chief Owner and Scrum of Scrums POC strategic SoS tactical Team 1 Team 2 Team 3 Team 4 Distributing Scrum Out How well does it work? Scrum is the best way to manage distributed Teams. Distributed Teams are not the best way to do Scrum. But distributed teams are a common reality so Prefer whole teams at each location Start project co-located Have ambassadors who travel Have buddies across locations Expect more documentation Don t let anyone go dark Use video, IM, artifact sharing tools

22 Portfolio Management Agile and Scrum concepts can be applied at the product portfolio level Teams Increase Value/Time Portfolio Level Scrum Manage allocation of investment in products Owner is Upper Management Members are project Owners Backlog is releases Priorities can change Teams can be re-allocated to different products Portfolio Team Portfolio Management Tips Balance investment in Project Types Support the org Grow the business Create new opportunities Rank products/projects by value Stop Starting Start Finishing Reduce the budget cycle for greater agility Don t throw good money after bad Rothman, Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects

23 Other Prioritization Tools Prioritization Factors Relative Weighting can be applied to Stories Financial Projection can be applied to Releases and Features Innovation Games can quickly get input from your customers Factors to consider Value How much revenue will it generate? How much present cost will it save? Cost The estimation process gives us a figure May change with time of delivery New knowledge About the project (means) About the product (ends) Risk In schedule, cost, functionality Business or technical Relative Weighting Relative Weighting applies at the story/feature level - Choose a manageable set of features - Assemble a set of Subject Matter Experts - For each feature, query the SMEs to give a 1-9 weight to How much benefit is there if this is implemented How much penalty is there if this is not implemented - Create the summary chart and add estimates of cost to get the value to cost ratios as a priority indicator Relative Weighting Calculation Benefit and penalty may be weighted differently Add benefit and penalty to get total value Priority = Value % / Cost % Financial Projection Financial prioritization (Profit and Loss Statement) Look out N years (product lifetime) Estimate New revenue Incremental revenue Retained revenue Operational efficiencies Balance with development cost to get net cash flow Approaches Net Present Value Internal Rate of Return Payback Period Source: Agile Estimating and Planning, Mike Cohn

24 Innovation Games Kano Analysis Buy a Feature 20/20 Vision Kano Analysis applies at the theme level - Group features into - Threshold (must have) - Linear (the more, the better) - Exciters (drive people to buy) - Get opinions from - Experts - User Survey Prune the Tree Kano Survey Small user sample is sufficient Ask both functional What if this feature is included? and dysfunctional questions What if this feature is missing? Categorize and aggregate results In your product include All threshold features Some linear features A few exciters Agile Estimating and Planning Mike Cohn Focus and Flow Pull Systems Scrum works best when the Team achieves a smooth flow of work Scrum dynamics are based on the mathematics of queuing theory that we use to manage the Internet Continuous improvement is an underlying goal of Scrum Push Push systems overwhelm capacity, creating turbulence, rework, waste and delay Pull systems have a steady flow that provides predictability

25 Small Batches Item Single-pieceflow reduces the wait time and moves risk to the margin Small batches move through a system quicker Minimize work in progress Close Learn More Parking Lot More information for Owners Wrapping up Forums s group on LinkedIn Self-study Local Scrum Groups Scrum Gatherings Certification Instructor Mini-Exam Class Evaluation Class Picture Roger Brown Agile Coach Scrum Alliance roger.brown@cprime.com Twitter: rwbrown Blog: LinkedIn: V

26 Training Transition Transformation Instructor Roger Brown CST, CSC All slides Roger W. Brown