Pspo-4.4.6-Reference-Guide-Academy-Watermarked.pdf

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Professional ScrumPRODUCT OWNER

@ScrumDotOrg

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AgileAcademy.nl –hospitality@agileacademy.nl| 2019

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Improving the Profession of

Software Delivery

Scrum.org Mission

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• Introduce yourself

•Development?

•IT?

•Other?Why Are You in This Class?

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• Scrum Theory & Empiricism

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Agenda

With joyful exercises along the way!

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minutes

It’s Your Experience Own it

5

Develop guidelines for how to work together during this class.How will the class deal with:

This course is collaborative Talk to me, talk to each other.

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Organize your working environment.

Post for all to see:• The purpose of a Product Owner• 3 things you want to learn in this class

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Professional Scrum at Scrum.org www.scrum.org/courses

All members of a Scrum Team including: Developers・Scrum

Masters・Product Owners・Analysts・Testers …Everyone!Scrum Masters・Managers・

Scrum Team Members

Experienced Scrum Masters Product Owners・Product

Managers・AdvancedPractitioners

Managers・Leaders・ProductExperienced Scrum Masters ・Development Leads and UX Practitioners・Product Owners

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help guide an individual’s personal development with Scrum

Benefit from a common understanding of the competencies and focus areas to evaluate and balance your team’s proficiencies based on your unique needs See how all Scrum.org courses map to the competencies and focus areas by visiting:www.scrum.org/courses/professional-scrum-training-competency-mapping

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Professional Scrum Competencies www.scrum.org/professional-scrum-competencies

✓The Focus Area is covered in the class

✓+The Focus Area has deep coverage in the class

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• Teaches how to wring more value out of a product using agile software development with the Scrum framework.

• Understand the application of Scrum theory and principles to improve product management.Professional Scrum Product Owner Course

• For those responsible for the success of a software product or service by optimizing its

value

the Professional Scrum Open and the Product Owner Open assessments.

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Scrum Is Complemented by Many Practices

… and many, many more.

• Continuous Delivery• Cost of Delay

• Value Metrics• Measuring/Reducing • Technical Debt

• Impact Mapping• Minimal Viable Product• Program Management• Roadmapping

• User Surveys• Burnup/Burndown Charts

• User Stories• Release Planning

• Story Mapping• Specification By Example• Planning Poker

• 3 Roles• 3 Artifacts• 5 Events

• Backlog Refinement• Forecast

• Sprint Goal

• Definition of “Done”

• A/B Testing• Market Research• Business Modelling• Product Vision• Velocity

• Buy A Feature• Relative Estimation• Just In Time Planning

Empiricism & Self-Organization

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Thoughts on These Companies?

13

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minutes

Purpose Helps in Pursuing Agility

2

Why is agility important to

your organization?

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Reasons to Pursue Agility

Improved relationship with

customers, regaining trust

Flexibility to turn on a dime

Improved productivity and

quality

Taking advantage of opportunities Early elimination of risk

Early realization

of value

Always knowing where you are in a

development/deployment cycle

Easier to make changes Elimination of waste

Lean products that reach market faster and are more targeted

Increased Return on Investment

Engaged, empowered

workers

Reduced Total Cost of Ownership

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within scope yet still be

unsuccessful?

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Agile Product Managers Have a Product Mindset

17Scope

Leads to less business involvement, more task management.

Project Mindset

Success upfront defined

inside out:• Scope• Time• Budget

Product Mindset

Success continuously drivenby business metrics outside in:

• User adoption/retention• Revenue

• Cost savings per feature

Leads to less waste, more creativity, and

more releases.

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The Bigger Picture

Company Vision

Business Strategy

Product Vision

Product Strategy

Release PlanSprint

Plan

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The Bigger Picture

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Company Vision

Business Strategy

Product Vision

Product Strategy

Release PlanSprint

Plan

Daily Plan

VisionValueValidation

Project Charters Project Plans

(time, budget, scope)

Milestones

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minutes

Product Management

Activities

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Come up with a list of activities that are (should be) part of Product Management.

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Analyzing the Industry & Competition

Product Strategy

Maximizing Revenues &

ROI

Release Planning

Identifying Customers &

Their Needs

Forecasting & FeasibilityCreating the

Business

Planning

Identifying Product Requirements

Creating a RoadmapExecutionRelease Auditing Resultsthe ProductSustaining Product LaunchCustomer

Retention Naming & BrandingMessagingOutbound

Defining Product Features

Product Retirement

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Product Management Encapsulates Many Things

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• Communicate vision and value to the Development Team

Team to capitalize on latest technology

frequent product inspection & adaptation

Product Owner Is an Agile Product Manager

ProductOwner

Product Management

Scrum

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Yes, We Do Scrum And Our Product Owner Is A…

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ProductOwner RoleExpected

benefits

EntrepreneurSponsor

BusinessRepresentativeProxy

Scribe

Yes, And…

NotScrum

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Vision

creates Transparency

•Stakeholder Focused•Deliver frequently or as needed•Measurable

with something to Inspect

•Focus on Value leads to Validation•MVP

•Experiments

Validation

An Entrepreneurial Product Owner

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Business Model Canvas

The original business strategy canvas

Lean Canvas

A simple problem/solution approach targeted for entrepreneurs and startups

Value Proposition Canvas

Helps design product and services your customers want to buy

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Techniques for Modeling Business Strategy

Have you used any others?

For more onthis topic

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KEY PARTNERSKEY ACTIVITIESVALUE PROPOSITIONSCUSTOMER RELATIONSHIPSCUSTOMER SEGMENTS

•Who are our partners?•Who are our key suppliers?•Which key resources are we

acquiring from our partners?•Which key activities do partners

•What value do we deliver to the customer?

•Which one of our customers' problems are we helping to solve? •What bundles of products and

services are we offering to each segment?

•Which customer needs are we satisfying?

•What is the minimum viable product?

•How do we get, keep, and grow customers?

•Which customer relationships have we established?

•How are they integrated with the rest of our business model?

•How costly are they?

•For whom are we creating value?•Who are our most important

customers?•What are the customer

archetypes?

•What key resources do our value propositions require?

•Our distribution channels?•Customer relationships?•Revenue streams?

•Through which channels do our customer segments want to be reached?

•How do other companies reach them now?

•Which ones work best?•Which ones are most cost-

efficient?•How are we integrating them with

customer routines?

•What are the most important costs inherent to our business model?•Which key resources are most expensive?

Optimization and economyReduction of risk and uncertainty

Acquisition of particular resources and activities

CATEGORIES

ProductionProblem SolvingPlatform/Network

TYPES OF RESOURCES

PhysicalIntellectual (brand, patents, copyrights, data)

HumanFinancial

CATEGORIES

NewnessPerformanceCustomization”Getting the Job Done”Design

Brand/StatusPrice

Cost ReductionRisk ReductionAccessibilityConvenience/Usability

CHANNEL PHASES

1 Awareness - How do we raise

awareness about our company’s product and services?

2 Valuation - How do we help

customers evaluate our organization’s Value Proposition?

3 Purchase - How do we allow

customers to purchase specific products and services?

4 Delivery - How do we deliver a

Value Proposition to customers?

5 After Sales - How do we provide

post-purchase customer support?

Mass MarketNiche MarketSegmentedDiversifiedMulti-sided Platform

EXAMPLES

Personal assistanceDedicated Personal AssistanceSelf-Service

Automated ServicesCommunitiesCo-Creation

IS YOUR BUSINESS MORE

TYPES

Asset saleUsage fee

FIXED PRICING

List PriceProduct feature dependent

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2

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57

68

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Lean Canvas

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5

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2 Identify main customer(s) / buyer(s)Who are the early adopters?

4 List top 3 featuresHow will you deliver value?3 Create your UVP, the underlying ’Why’How will you get noticed?

5 Identify a couple of possible channelsHow will you build a path to customers?6 Come up with revenue stream but keep it simpleWhat is the product worth to your clients?7 Identify your costs and break-even point How will you afford your initiative?

8Identify key value indicatorsHow will you measure success?

9Something that cannot easily be copied or boughtHow will you defend against competition?

Lean Canvas is adapted from The Business Model Canvas (http://www.businessmodelgeneration.com) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License

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•What makes your customer feel bad?

•What does your customer find too costly?

•How are current solutions underperforming for your customer?

•What are the main difficulties and challenges your customer encounter?

Gains:

•What outcomes does your customer expect and what would go beyond his/her expectation?

•Which savings would make your customer happy?

Value Proposition Canvas

Product & Services:

•Which specific products or services can we create to help this customer get their jobs (tasks) done?

•We do not need to fix it all, decide on one or two jobs that are the most important to address first.

•Is the customer the buyer, user or maybe a co-creator?

Pain Relievers:

•Make your customer feel better?

•Produce Savings?

•Fix underperforming solutions?

•Eliminate risks your customers fear?

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1

2

34

5

6

ObserveDesign

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minutesClass Project

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Business Strategy

15

Explore a Business Strategy for your product.Important topics to consider:

• Customer Needs• Who Benefits

• How• Revenue

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Boiler plate vision statements tend to be ignored.

Try pragmatic,real & emotional.Boiler Plate Warning

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Product/Vision Box

A collaboration tool for identifying the most important features and a vision for a

product

Elevator Pitch Template

A popular template to help organize thoughts about the vision

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Techniques For Creating A Product Vision

Have you used any others?

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• Image(s)

• Clear Value PropositionBack

Innovation Games® Product Box

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Product Vision Template

FOR… [target audience]

WHO… [need, want][product name] IS A… [market category]

THAT… [one key benefit]

UNLIKE… [competition or current situation]

OUR PRODUCT… [competitive advantage]

* From “Crossing the Chasm” Geoffrey Moore

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Business Problem Statement

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Should a Product Owner be technical?

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Strategic Alignment Index

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Business StrategicAlignment

LowHigh

IT StrategicAlignment

HighLow

Highest benefits are most likely realized when building these products or features

Source: “Measuring the Business Value of Information Technology” , Intel Press

Size of bubble = TCOTotal Cost of Ownership (TCO) and value are

variables used in development prioritization.

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Discontinuing a product is a healthy business decision (unless you rely on too few products)

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“Technology skills do not necessarily mean hands-on skills, though they can arise from hands-on experience It means simply understanding the technical state of play in the

environment in a way that you can make exceptional decisions.”

“Technology changes suddenly expand the strategy canvas and offer new ways of doing old things, or entirely new

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What About These Product Managers?

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TAKEAWAY

Scrum Product Owners

Mindset over a Project Mindset

• There are many tools that can help establish a business model, vision, etc

• There are advantages to having a technical Product Owner

44Agile Product

Management

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For organizations, value is…

from the use of a product or service The benefit to the organization,

that results from the use of a product or service

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minutes

Delivering Value

2

What is the only way for a

Scrum Team to deliver

value?

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A Release Is Needed to Realize Value

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Identifying requirementsCreating the business caseAnalyzing the industry and competition

Identifying customers and their needsForecasting and feasibility

Strategic product planning

Release planning Release execution

Product LaunchAuditing results

Sustaining the product

Product retirement

Creating a roadmap

ValueRelease

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Traditional Development Delays the Realization of Value

Requirements

Design & Architecture

Development & Coding

Quality Assurance & Software Testing

Implementation

Maintenance & Support

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Release

Business Value Over Time

52Scrum

Waterfall

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Business Value Over Time – Optimized

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value?

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minutes

How Do You Measure?

5

them?

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“Once an indicator or other surrogate measure of

performance is made a target or incentive for the purpose of driving behavior, it loses the information content that

qualifies it to play such a role.”

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Information Value Neutrality

Source: Robert D Austin

Measuring and Managing Performance in Organizations

True Performance

Sub-optimal metrics and the law of unintended

consequences.

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Value

5

How do you know your product is creating value?

your Product will create value What metrics will you use?

feature or enhancement is creating value

• Is it possible to create negative value?

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The Right Metrics Can Provide Insight Into Actual Value Delivered

Revenue

Employee Satisfaction

Cost: $50k/Sprint

Customer Satisfaction

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Value Measures

• Innovation Rate

• Time spent context switching

• Usage Index• Installed Version Index

• Technical Debt• Defect Trends• Product Incident Trends

• Market Share• Customer or User

Satisfaction Gap

• Revenue per Employee• Product Cost Ratio• Employee Satisfaction• Customer Satisfaction

• On-Product-Index

• Time to Learn

Read the EBM Guide at:For more on

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Exercise

minutes

60

Product Variations

5

Are different values at play?Who is the customer and employee?What is the impact on the Product Owner role?

Commercial Use VS. Internal Use

Tiêu đề	Professional Scrum Product Owner
Trường học	AgileAcademy.nl
Chuyên ngành	Scrum
Thể loại	Reference Guide
Năm xuất bản	2019

Định dạng
Số trang	170
Dung lượng	4,26 MB