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Luiz “Q” Quintela and Dee Rhoda
Product Ownership @ Scale Part II
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Luiz “Q” QuintelaAgile Coach and TrainerCollaborative Leadership
Team
+1 763.413.6821 [email protected]
www.collaborativeleadershipteam.com www.linkedin.com/deerhoda
www.twitter.com/deerhoda
Managing Agile Consultant and
Trainerhttps://www.lithespeed.com/
+1.702.813.3017 (voice or text)[email protected]
Secured communication via:Threema 5Y5YYDH3 (voice or
text)[email protected]
https://www.linkedin.com/in/qentity/
Dee Rhoda
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Last Time... 3
1. Do you see a distinct advantage with boards rather than
digital approach of capturing with tools like Jira or others. Do
these tool pose limitation with Scaling?
2. A lot of companies that try to recruit candidates to do the
PO and Scrum Master role in one (or other hybrid roles). What
should a person do if they are presented that as an opportunity or
how would you convince the company do go a different route?
3. Who should be responsible for prioritizing Epics? 4. How
often does the Executive MetaScrum meet?5. How does the Product
Owner gain Product Knowledge?6. Can you advise some techniques for
product discovery?7. How the BA role is different from PO role? if
they are different then in one
organization how both roles will integrate (who is responsible
for what)?
8. How to estimate backlog items on the executive level?
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Disadvantages Of Shared Scrum Roles
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Scrum Master acts as Product Owner:
• Scrum Master lacks customer access or a true vision for the
product, simply stacking the backlog with the items they find most
interesting or familiar. This results in the team making minor
enhancements to existing features or cleaning up bugs.
Product Owner acts as Scrum Master:
• Product Ownership is a full-time job. It is easy for
responsibilities outside of the role to slip. Retrospectives are
often the first casualty, as their outcomes can seem less relevant
to a busy Product Owner.
Team Member acts as Scrum Master:
• Good luck finding the time to deal with impediments,
ceremonies and do the development work.
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Outcome vs Output5
Goals
Improve the safety and reliability of the AutoDrive
feature.
Team Deliveries
Updated and released enhanced AutoDrive code
to the fleet.
Realized Benefits
Safer and more confident drivers (improved service), leading to
reduced liability
(avoid costs).
To define the outcome, pick one or
more:Increase Revenue
Avoid Costs
Improve Service
Objective Output
Team
Outcome
Stakeholders
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Discovery, Refinement, Delivery
6RESPONSIBILITIES KEY DELIVERABLES
Discovery Capturing overall scope at the epic levelDiscovering
granular units of valueChunking scope into smaller releases
Story MapsMVPsRelease Plans
Refinement Adding detail as necessary to MVP epicsPrototyping
and UX as neededCreating a flow of build-ready epics
Prioritized backlogUX/UI guidanceHigh level stories
Delivery Delivering MVPs into productionInformed
stakeholdersUsage metrics for continued refinement
Working, Tested softwareFrequent DemosSupporting Docs
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Discovery at a Glance
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Series of facilitated sessions to front load just enough
planning and design. Orient team to the project’s business value,
the process, and one another. Officially optional.
Lasts from a day to multiple weeks.
Attended by Product Owner, ScrumMaster, SMEs, Key Stakeholders,
Users.
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Discovery Outputs
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Product vision
Project approach
Team agreements
Team room
Definition of Done
Initial backlog
Development and test environments
Dependency list
Risk list
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Impact Map
Goal
Actor
Impact
Deliverable
Deliverable
Impact Deliverable
Actor Impact Deliverable
Actor Impact Deliverable
Actor Impact
Deliverable
DeliverableMind Map
The brain process visuals 60,000 times faster than text.
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Impact Map
Grow Mobile Advertizing
Super fans with mobile devices
Come back more
frequently
Push Updates
Forums
Stay longer Chats
View more ads Better pagination
Concert organizers
Artist, Agents and Promoters
Goal Actor Impact Deliverable
Backlog Item #2
Backlog Item #98
Backlog Item #27
Backlog Item #12
Backlog Item #68
Backlog Item #7
Backlog Item #18
Backlog Item #16
Backlog Item #25
Backlog Item #11
Items Associated with the Deliverables
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Interactive Layers of Planning
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Company VisionWhat is our value proposition and
how do we differentiate?
Vision Statement
Product PortfolioWhat is our mix of products?
Product Visions
Integrated Roadmap
Product / ProjectProduct Roadmap
Product Goals
Product Charter / Lean Canvas
Vision, Unique Value Proposition
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Impact Map Benefits
Avoid solution first design and development.
Helps translate product vision into viable backlog.
Facilitates collaboration with executives and stakeholders.
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Backlog and Impact Map
Backlog Impact Map
Work to be done Work that could be done
New requests, technical and infrastructure, improvements.
Traceability to a business goal
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Map of Maps
Impact Mapping• Goals• Impacts
Story Mapping• Deliverables • Epics• Stories
Specification by Example• Stories• Acceptance criteria•
Examples
earlier Later
How
What
Develop
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Deliver Outcomes, Not Requirements!
Avoid the temptation to try and build optimal features through
extensive planning without early testing of ideas.
Experiment often.
A failure of an experiment is not a mistake: learn from it.
Try radical ideas and controversial ideas.
Experiment to find out how a feature degrades the user
experience to make business decisions.
Source: Online Experimentation at Microsoft - Stanford AI Lab
Paper by Ron Kohavi and others.
Instead of creating a long list of changes and delivering a
project,
quickly implement one feature resulting in a measurable
outcome.
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Drafting Your Business Model
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Brought to you by Luiz “Q” Quintela, Marta Iffland and Dee
Rhoda.
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Product Ownership @ Scale �Part IISlide Number 2Last
Time...Disadvantages Of Shared Scrum RolesOutcome vs
OutputDiscovery, Refinement, DeliveryDiscovery at a GlanceDiscovery
OutputsImpact MapImpact MapInteractive Layers of PlanningImpact Map
BenefitsBacklog and Impact MapMap of MapsDeliver Outcomes, Not
Requirements!Slide Number 16FREE Coaching EventsCertified
Scrum@Scale Practitioner CourseThank You!
