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Cer$fied

Product Owner
Workshop

Let’s MaximizeValue
Sa7sha K Venkataramaiah
CST, CSM, CSP, CSPO, Agile PM, PMP, CSSBB

© leanpitch Technologies Private Limited
Who am I?
•  Over 15 years of IT experience in
soGware development.
•  Agile prac$$oner since 2003.

© leanpitch Technologies Private Limited 2


Empirical Agile Scrum
Principles
Process and Values
Framework

Developing Building
Con$nuous
Product Product
Discovery
Vision Backlog
Priori$za$on
for Agile GeTng it
Incremental Es$ma$on
and Planning Done
Delivery
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Empirical Process

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What do we do when we are trying to
achieve a goal?
Changing Ac$ons to achieve Goal?

Changing goals to benefit from our


ac$ons?

We Inspect and Adapt


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Speed of Itera$on Beats Quality

Observe

Act Orient

Decide

hGp://managingmetrics.com/what-the-f-86-can-teach-us-about-soPware-dev
© leanpitch Technologies Private Limited 6
What do you think?

India vs Pakistan match


announced. Would Team
India seWle on a total?

Now they also know that


its @ Mohali, India.
Would Team India seWle
on a total?
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What do you think?

Now they are baTng


first? Would Team India
seWle on a total?

They are 200/3 in 30


overs, Would they seWle
on a total?

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No!!!

They work as a team, look


at the current situa$on
and accordingly act, right?

© leanpitch Technologies Private Limited


What’s Empirical Process?
The empirical model of process
control provides and exercises control
inspec$on
through frequent

and adapta$on for


processes that are imperfectly
defined and generate unpredictable
and unrepeatable outputs.
© leanpitch Technologies Private Limited 10
Why Empiricism works?
The transparency
Empirical of results and
Process
capaibil$es help
the team inspect
Transparency

Inspect

Adapt

where they stand


with respect to the
goal and adapt
their plans
accordingly.
© leanpitch Technologies Private Limited 11
Why SoGware Development is hard?

Specifica7ons will never be fully understood

© leanpitch Technologies Private Limited


Why Solving user Problems is hard?

The user will never be sure of what they want


un7l they see the system in produc7on
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Why SoGware Development is hard?

SoPware evolves more rapidly as it


approaches chao7c regions

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SoGware Development Process is
Complex

Far from agreement Requirements

Close to agreement
Certainty

Certainty
Far from
Technology
Close to

Source: Ken Schwaber (inventor of Scrum) who adapted it from Strategic Management and Organisa7onal Dynamics, by Ralph D. Stacey
© leanpitch Technologies Private Limited 15
People are different and have different
capabili$es

Dravid(128) and Sehwag(254): 1st Test: Pakistan v India at Lahore, Jan 13-17, 2006
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Human imagina$on will always outpace
physics

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Ac$vity: Ballpoint Game

  Ball Point: You earn a ball point each


$me a ball passes through everyone in
the team

  Goal: Collect as many ball points as you


can in 2 minutes

  Rules:
§  Balls must have air $me
§  No passing to the direct neighbour
§  Ball on the floor stays on the floor
§  No physical change to the ball
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Deming Cycle

Act Plan …is the core of Scrum

Check Do Inspect and


Adapt

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Agile Principles and Values

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Ac$vity: Puzzle Game
  The whole class is one organiza$on. Each of the table
represents Business, Architect, Development, QA, PMO
etc.
  Requirements:
§  The requirements are to solve puzzles
§  Each developer will solve his own puzzles
independently
§  QA verifies the puzzles if the puzzles are correctly
solved and file bugs

  Goal: Each table has a goal


Business: Charge customer more
Development: Deliver more work
QA: Report more bugs
Architect: Resolve more $ckets
PMO: Deliver project on scope, schedule and budget.
© leanpitch Technologies Private Limited 21
What is Agile?
It’s a philosophy that uses
organiza$onal models based on

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Agile Manifesto

Image Source: hGp://udayanbanerjee.wordpress.com/category/agile


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What is wrong?

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The Agile Manifesto
We are uncovering beWer ways of developing soGware by doing it and helping
others do it. Through this work we have come to value

Individuals and interac$ons over Processes and tools

Working SoGware over Comprehensive Documenta$on

Customer Collabora$on over Contract Nego$a$on

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
leG more
© leanpitch Technologies Private Limited
Agile Principles :: Principle #1
Our highest priority is to sa$sfy the
customer through early and con$nuous
delivery of valuable soGware.

© leanpitch Technologies Private Limited 26


What’s Value?
Value
What the customer wants the product
to do

Example:
  Tell me how many license I should buy
  Show me how am I u$lizing my cluster
© leanpitch Technologies Private Limited 27
What’s Value Stream?
Value Stream
All ac$ons required to bring project
from crea$on to comple$on

Types of ac$ons
§ Add value
§ No value added, but unavoidable
§ No value added, avoidable
© leanpitch Technologies Private Limited 28
What's waste?
Muda
Any ac$vity that consumes resources,
but adds no value

Examples of waste
§ Par$ally done work
§ Extra processes
§ Defects
© leanpitch Technologies Private Limited 29
8 Types of Wastes
• Naviga3ng mul3ple
• Making or processing screens to input data
more than is needed
•  Surgeon – Nurse
Overproduc7on
Unnecessary Mo7on

• Broken Light bulbs


•  Rework
• Scratched appliances
•  Entering same data
• Can’t Access the Home mul3ple 3mes.
Page . •  Learning Curve
Defects Excess Processing

• Mul3ple applica3ons
awai3ng approval •  On decisions

•  Product in Warehouses. •  On Systems

• Unnecessary document/data •  On Equipment


storage Wai7ng
Excess Inventory

•  Failure to use good


•  Conveyance of material
ideas from anywhere
•  Delivering Hard Copies

Transporta7on
© leanpitch Technologies Private Limited Unrealized Crea7vity 30
Agile Principles :: Principle #2
Welcome changing requirements, even
late in development. Agile processes
harness change for the customer's
compe$$ve advantage

© leanpitch Technologies Private Limited 31


Yoder and Foote’s
SoGware Shearing Layers
Foote and Yoder’s advice for avoiding tangled,
hard-to-change soGware is to, “Factor
your system so that Ar$facts that
change at similar rates are together.”

© leanpitch Technologies Private Limited 32


Agile Architecture

Base you architecture on


Requirements
Travel Light
Document just enough

Prove your architecture with


Concrete experiments
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Agile Principles :: Principle #3
Deliver working soGware frequently,
from a couple of weeks to a couple of
months, with a preference to the
shorter $mescale

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Horizontal vs Ver$cal Architecture

Facade

Feature N
Feature 1

Feature 2

En$$es
Business Process

Data Access

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Database 35
Agile Principles :: Principle #4
Business people and developers must
work together daily throughout the
project.

© leanpitch Technologies Private Limited 36


Agile Principles :: Principle #5
Build projects around mo$vated
individuals. Give them the environment
and support they need, and trust them
to get the job done.

© leanpitch Technologies Private Limited 37


Agile Principles :: Principle #6
The most efficient and effec$ve method
of conveying informa$on to and within
a development team is face-to-face
conversa$on.

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Language Barriers

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Agile Principles :: Principle #7
Working soGware is the primary
measure of progress.

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Agile Principles :: Principle #8
Agile processes promote sustainable
development. The sponsors,
developers, and users should be able to
maintain a constant pace indefinitely.

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Flow

Product is in mo$on at all $me

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Pull

No product is made un$l the customer
requests it

Requires a process that flows

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Agile Principles :: Principle #9
Con$nuous aWen$on to technical
excellence and good design enhances
agility.

© leanpitch Technologies Private Limited 45


Technical
Excellence

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Agile Principles :: Principle #10
Simplicity--the art of maximizing the
amount of work not done--is essen$al.

© leanpitch Technologies Private Limited 47


64% implemented features are
rarely or never used

Sometimes Rarely
16% 19%
Often
13%

Always
7%
Never
45%

Focusing on customer needs ensures:


  the right features are built
  not was7ng effort (and resources) on
features that are not needed
Ref: Jim Johnson, Chairman of Standish Group, quoted in 2006 in:
hUp://www.infoq.com/ar3cles/Interview-Johnson-Standish-CHAOS
Sample: government and commercial organiza7ons, no vendors, suppliers or consultants 48
© leanpitch Technologies Private Limited
Agile Architect
tu r e
hite c
r y A c
r mergent D e sign
Refactoring
olu$ ona and E
Ev
YAGNI
Design
Spikes


Defer un$l last
responsible
moment
© leanpitch Technologies Private Limited 49
Agile Principles :: Principle #11
The best architectures, requirements,
and designs emerge from self-
organizing teams.

© leanpitch Technologies Private Limited 50


Agile Principles :: Principle #12
At regular intervals, the team reflects
on how to become more effec$ve, then
tunes and adjusts its behaviour
accordingly.

© leanpitch Technologies Private Limited 51


© leanpitch Technologies Private Limited 52
Ac$vity: Puzzle Game

Discuss on your tables how would you


play the puzzle game differently based
on what you learnt from Agile
Principles

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Agile Methodologies

A G I L E


Scrum DSDM Atern
Lean Agile Unified Process (AUP)
Extreme Programming (XP)
Kanban
Lightweight Approaches Fuller Approaches (but s7ll agile)

© leanpitch Technologies Private Limited


Why do companies adapt Agile?

  Accelerate Time to Market


  Manage Changing Priori$es
  Increase Produc$vity
  BeWer Align IT/Business
  Enhance SoGware Quality
  Improve Project Visibility
© leanpitch Technologies Private Limited 55
Benefits Obtained from adap$ng Agile?

  Ability to manage changing priori$es


  Improved project visibility
  Increased Produc$vity
  Improved team morale
  Faster $me to market
  BeWer alignment between IT &
Business Objec$ves
© leanpitch Technologies Private Limited 56
Agility in Indian Villages
Illiterate villagers in
India, learn Epics like
An Empirical process (like Scrum) can
Ramayan and
be used for solving any complex
problems(legal case, Bangalore traffic
Mahabharat
problem etc.). Although Agile Values
itera7vely and test
and Principles predominantly include
their preparedness
references to SoGware, Agile
mul7ple 7mes in-
philosophy can be applied to any
complex problem. front the village
crowd before staging
the final epic with
Costume.
© leanpitch Technologies Private Limited 57
Ques$ons

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Scrum Framework

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© leanpitch Technologies Private Limited
What is Scrum?

A framework within which people can


address complex adap$ve
problems while produc$vely and
crea$vely delivering products of the
highest possible value”

© leanpitch Technologies Private Limited 61


Influences of Scrum

The New New


Product
Development Game

Lean
Smalltalk
Engineering
Tools
Scrum
Itera$ve and

Incremental
Development,
Timeboxes

© leanpitch Technologies Private Limited 62


The New New Product Development
Game

The New New Product Development Game


by Hirotaka Takeuchi and Ikujiro Nonaka

  Built-in instability
  Self-Organizing project teams
  Overlapping development phases
Mul$learning
  Subtle Control
  Organiza$onal transfer of learning
© leanpitch Technologies Private Limited 63
Lean Principles
1.
Eliminate
Waste

7. See the 2. Amplify


whole Learning

6. Build
Lean 3. Delay
CommiWm
Integrity In
ent

4.
5. Deliver
Empower
Fast
the Team

© leanpitch Technologies Private Limited 64


Framework doesn’t define interiors

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Its an..

Empirical
Process
Transparency

Inspect

Adapt

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Transparency

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5 Scrum Values

Focus Commitment

Respect

Openness Courage
© leanpitch Technologies Private Limited
Ac$vity: Scrum Values

Discuss and write on a


post it
•  What do the Scrum
values mean to you?
•  How do you already
“live” them daily?

© leanpitch Technologies Private Limited 69


© leanpitch Technologies Private Limited 70
Scrum Framework : 3 Roles
responsible for
maximizing the value of
the product and the
work of the
Development Team

responsible for Responsible for


ensuring Scrum is conver$ng the product
understood and backlog into releasable
enacted product increment

The SCRUM Team


© leanpitch Technologies Private Limited 71
Scrum Framework: 4 Ac$v$es

the scrum team


demonstrates to the
stakeholders what it
the team meets each
has completed
the team meets
day to synchronize
during the sprint
with the product
the scrum team inspects
ac$vi$es and plan for
owner to choose a
itself and create a plan for
the next 24 hours
set of work to
improvements to be
deliver during a
enacted during next
sprint
sprint.

© leanpitch Technologies Private Limited 72


Timeboxing
Every event in
Scrum including the
Sprint is
Timeboxed.

This helps the team
in maintaining the
© leanpitch Technologies Private Limited
sustainable pace. 73
Scrum Framework: 3 Ar$facts
An ordered list of everything that
might be needed in the product and
is the single source of requirements
for any changes to be made to the
product.
required result of every
sprint. It is an
integrated version of
set of Product Backlog items selected for
the product, kept at
the Sprint plus a plan for
high enough quality to
delivering the product Increment and
be shippable
realizing the Sprint Goal
© leanpitch Technologies Private Limited 74
Scrum Framework: A bit more on Product
owner

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Product Owner [PO]

Maximize the value of the product backlog and


the work of the Development team.
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Create Product’s Vision

to build a place where


people can come to
find and discover
anything they might
want to buy online.

© leanpitch Technologies Private Limited 77


Drive Product’s Success

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Manage Product Backlog
The PO is the sole responsible person for
managing the Product Backlog.

The PO may be assisted by others to manage the backlog but PO


remains accountable.
© leanpitch Technologies Private Limited 79
Work with all the stakeholders

The PO decides what goes in a release


aGer consul$ng all the stakeholders.

© leanpitch Technologies Private Limited 80


Plan the release

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Ques$ons

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Building Product Vision

© leanpitch Technologies Private Limited 83


Vision Statement using Elevator Pitch
For Agile Enthusiasts
(End user)

Who are passionate about building impacts over software


(Statement of need)

The Let’s MaximizeValue is a is a CSPO workshop


(Product Name) (Product Category)

that provides fun and practical way of learning Scrum and


continuous product discovery
(Key Benefits, compelling reasons to buy)

Unlike online training, self-learning
(Primary compe7tors)

our product helps participants learn by doing it through a
real life project (Features that differen7ates your product from others)
84
© leanpitch Technologies Private Limited
Product Name: _ _ _ _ _ _ _ _
Developing Vision by Designing a Box
What is it called and what’s What are the key features ?
the tagline?

How does it look? Do you have any


tes$monials from delighted
customers?

What are the compelling


benefits?
What are the requirements
to use your product?

© leanpitch Technologies Private Limited 85


Developing Vision by Crea$ng an Empathy
Map

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Vision Board

© leanpitch Technologies Private Limited 87


Class Project: Get Off the Road

Bangalore is growing day by day.


The traffic condi7ons have
become worse and reaching
office from home takes 2 hours
for even 10 kms. Bangalore
Development Authority(BDA) has
been building flyover,
underpasses since last 5 years but
it doesn’t seem to work as the
number of vehicles on the road
have been increasing steadily.
© leanpitch Technologies Private Limited 88
Class Project: Get Off the Road…

BDA in associa7on with Bangalore


Traffic Police (BTP) has decided to
take up the ini7a7ve to reduce
the number of vehicles on the
road. Now, you have been hired
as the Product Owner to work on
this ini7a7ve. The goal is to
reduce the number of vehicles
on the road by 30%

© leanpitch Technologies Private Limited 89


Ac$vity: Build Product Vision

Being a Product Owner, work with


your stakeholders and write vision
statement for the Get Off the Road
ini$a$ve.

© leanpitch Technologies Private Limited 90


Product Canvas
Vision/Goal Name

Your overarching goal Name of the Product

Target Group Big Picture Product Details

The desired user experience(UX): the user journeys, the


The goal of the next itera7on and
The users and the customers with product features, the visual design and the non-
specific ac7onable items to reach the
their needs func7onal proper7es
goal.

hGp://www.romanpichler.com/tools/product-canvas/
© leanpitch Technologies Private Limited
Ques$ons

© leanpitch Technologies Private Limited 92


Con$nuous Discovery
(The points discussed in this sec$on are not a prescrip$on given by Scrum)

© leanpitch Technologies Private Limited 93


Con$nuous Discovery

Credit: Mar7n Christensen @ Kaeru


© leanpitch Technologies Private Limited 94
Collabora$ve Chartering : Impact
Mapping
Who?
Impact Mapping is a Strategic
Why? How? What?
Who can produce the desired effect? Who
Planning Technique:
can obstruct it? Who are the consumers or
What can we do, as an organiza$on or a delivery
Why are we doing this? This
How should our actors' behaviour change? How
-  It is based on a method invented by an
users of our product? Who will be impacted
team, to support the required impacts? These are
is the goal we are trying to
can they help us to achieve the goal? How can
interac$on design agency
by it? These are the actors who can
thedeliverables, soGware features and
achieve they obstruct or prevent us from
-  It visualises assump$ons
influence the outcome.
organisa$onal ac$vi$es
succeeding? These are the impacts that we're

trying to create

hGp://impactmapping.org
© leanpitch Technologies Private Limited 95
Impact Mapping: Example
Provide preferred
Parking for car
poolers

Build exclusive
lane for Car
Pooling
Car Pool
Promote Car
Card Drivers Pooling through
hoardings
Take Public
Transport
Provide mobile
app to find
buddies
Be nice to public
Reduce number
of vehicles by 30 BMTC Bus Drivers
%
Be On Time

Increase Road
Tax for 2
wheelers
Take Public
Bikers
Transport
Increase
frequency of
Public buses
© leanpitch Technologies Private Limited 96
© leanpitch Technologies Private Limited 97
Ac$vity: Collabora$ve Chartering

You are working on this ini$a$ve


together. Each team pick up a branch
for the following target group and
expand.
1.  Car Drivers
2.  Bikers
3.  BMTC Bus Drivers
4.  Auto Rickshaw Drivers
© leanpitch Technologies Private Limited 98
User Research: Build Experience Map
•  See the process of the service through the eye
of the customer
•  Describe the customer experience over $me
•  Mark posi$ve and nega$ve points in the
experience
•  Lay the grounds for cross channel analysis
•  Iden7fy opportuni$es for service improvements
and service innova7on
© leanpitch Technologies Private Limited 99
Example

Credit: hGp://www.antrop.se/blog/2011/08/31/experience-mapping-a-useful-tool-to-gain-customer-insights/
© leanpitch Technologies Private Limited 100
© leanpitch Technologies Private Limited 101
Ac$vity: User Research

For respec$ve branches chosen on the


impact map, develop build an
experience map for the user.

© leanpitch Technologies Private Limited 102


User Research: Build Personas

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Impact/Effect Story

© leanpitch Technologies Private Limited 104


Ac$vity: Develop Product Backlog

For the Project you have chosen,


develop personas and write impact
stories.

© leanpitch Technologies Private Limited 105


Building Product Backlog (User Story
Workshop)

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What is the best way to understand the
requirements?

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Product Backlog

An ordered and emerging list


of user needs plus anything
else that is required to fulfill
the Product Vision.

Each item in the product is called Product


Backlog Item [PBI]

© leanpitch Technologies Private Limited 108


A good product backlog is

Detailed enough
Emergent
Es$mated
Priori$zed
© leanpitch Technologies Private Limited 109
Product Backlog is emergent

Fine grained with details and


ready to be pulled in next sprint.

Coarse-grained requirements

The amount of detail that each PBI has depends on


its posi$on in the product backlog.
© leanpitch Technologies Private Limited 110
Why is it emergent?

The product backlog starts with a


vision statement

Build a website that fulfils


every need of a traveller

© leanpitch Technologies Private Limited 111


The details get added over period of
$me

Build a website that fulfils


every need of a traveller

Flight Hotel Taxi Travel


Booking Booking Booking Needs

Modify
Booking Cancella$on Re-booking
Booking

© leanpitch Technologies Private Limited 112


How does the product backlog emerge?

Ideas as the working Feedback from the


soGware is used stakeholders and
customers

Conversa$ons Refinement
© leanpitch Technologies Private Limited
ac$vi$es 113
What happens if
the Product
Backlog don’t
emerge? Source: Thanks to Jeff PaWon, CST

© leanpitch Technologies Private Limited 114


Product Backlog Item [PBI]
Each PBI is a

Frequent flyer can re- q  User’s need


book the last journey q  Feature descrip$on
q  Planning item
q  Token for conversa$on
q  Mechanism for deferring
the conversa$on

© leanpitch Technologies Private Limited 115


What gets added to PBI’s as they
emerge?

Acceptance
Criteria Addi$onal
Documents
Mockups

Algorithms Data points


© leanpitch Technologies Private Limited 116
PBI should cut across all the layers

User Interface
Presenta$on Logic
Feature 1

Feature 2
Feature 3

Feature 4

Business Logic
Persistence
Infrastructure
The architecture evolves secondary to the value created
by early regular releases of working soGware
© leanpitch Technologies Private Limited 117
How does the product backlog gets
refined?

Customer Interac$on with


feedback the stakeholders
The product backlog gets refined
con$nuously

Product Backlog
Conversa$ons Refinement ac$vty
© leanpitch Technologies Private Limited 118
Product Backlog Refinement
-  It is the act of adding detail, es$mates, and
order to PBI

-  It’s a ongoing ac$vity throughout the project

-  It’s best considered as an ongoing process of


collabora$on between PO and the
Development Team

© leanpitch Technologies Private Limited 119


Product Backlog Refinement: Ac$vi$es
-  Enrich PBI with new details
-  Split large PBIs
-  Write new PBIs
-  Es$mate PBIs.
-  Re-priori$ze PBIs as needed.


© leanpitch Technologies Private Limited 120
Priori$za$on for Incremental Delivery

© leanpitch Technologies Private Limited 121


Why Priori$ze?
The products that we build will be used in real
environment and the real world changes very oGen.
Real world changes very oGen and
Let’s see:
our products are only a means to
q  Dec 2013: Sheila Dixit was Chief Minister of Delhi
help people achieve a goal or solve
a problem in the real world. So we
and she supported Foreign Direct Investment in
India. need to con$nuously test our
assump$ons, which is possible only
q  Jan 2014: Arvind Kejriwal became Chief Minister of
thorough con$nuous and
Delhi and removed Foreign Direct Investment.
incremental delivery.
q  Feb 2014: There is no Chief Minister for Delhi and
president’s rule is imposed.
© leanpitch Technologies Private Limited 122
How is the Product Backlog ordered?
Its ordered based on
q  Business Value
q  Customer sa$sfac$on
q  Risk
q  Opportunity cost
q  Budget etc.

© leanpitch Technologies Private Limited 123


MuSCoW Priori$za$on(from DSDM)

Must Have: Minimum Usable SubseT

Should Have: Expected in this release

Could Have: Possibly have them in this


release
Won’t Have: Out of Scope for this
$meframe
Requirements that cannot be de-scoped without causing the project to fail
Requirements that can be de-scoped as a last resort to keep the project on track
Requirements that can be de-scoped without causing significant problems
© leanpitch Technologies Private Limited 124
Kano Model

hGp://www.kanosurvey.com
provides an online version to
conduct survey on your
features.
© leanpitch Technologies Private Limited 125
Purpose Alignment Model

© leanpitch Technologies Private Limited 126


Priori$za$on by Business Value
Reten$on Value: Value of the contract that we
may lose if we don’t build this feature.
Acquisi$on Value: Projected value of contracts in
pipeline to buy our product if we build this feature.

Use any weightage to arrive at a business value for
the feature (like: Business Value = RV*.1 + AV*.2)

© leanpitch Technologies Private Limited 127


Agile Es$ma$on and Planning

© leanpitch Technologies Private Limited 128


Es$ma$ng Product Backlog

Scrum doesn’t prescribe any es$ma$on


techniques. Instead it promotes
empiricism.

© leanpitch Technologies Private Limited 129


Problem with Planning & Es$mates
Delay
Wishful
Accumula$on
Thinking Student
Syndrome

Perfec$onism Planning Fallacy

Parkinson's Law
Op$mism Bias
Procras$na$on

© leanpitch Technologies Private Limited 130


So what do I do about es$mates?

Use whatever technique your team is


comfortable with. Scrum provides more
opportuni$es to inspect and adapt

© leanpitch Technologies Private Limited 131


Es$ma$ng Product Backlog

What are we es$ma$ng?

How far is it?

How long does it


take?

© leanpitch Technologies Private Limited 132


Es$ma$ng Product Backlog

What we es$mate is
-  How big are the Product Backlog
items based on the complexity,
uncertainty and the work involved.
-  Not how long does it take to
implement them.
© leanpitch Technologies Private Limited 133
Rela$ve Sizing
1 – Goa
3 – Tripura
12 – Punjab
6 – Kerala
40 – Orissa
50 - Karnataka

© leanpitch Technologies Private Limited


Which one is Complex?

  10 piece Jigsaw Puzzle


  1000 piece Jigsaw Puzzle

© leanpitch Technologies Private Limited 135


Which one is Complex?

  Links to PM Portal, JIRA, Helpdesk,


HRIS etc.
  Single Sign on to Pm Portal, JIRA,
Helpdesk, HRIS etc.

© leanpitch Technologies Private Limited 136


Planning Poker*

-  The whole scrum team


par$cipates but es$mates are
given by the development
team
-  Everyone es$mates overall
size of the item (not just part
of the work)
* Planning Poker is not part of core scrum but a prac$ce widely used by Scrum teams.
© leanpitch Technologies Private Limited 137
Planning Poker: Mechanics
q  Create a common understanding of the User Story.
q  Choose a reference card.
q  Es$mate size in rela$on to reference – but don’t tell
yet
q  Show your cards at the same $me
q  Discuss differences
q  Repeat es$ma$on un$l consensus
q  Es$mated user story becomes new reference
© leanpitch Technologies Private Limited 138
Triangula$on
Find three stories as reference:
smaller, larger and equal sized
1 2 3 5 8 13 20 …

A user A user A user A user A user A user A user Break the


can… can… can… can… can… can… can… stories
A user A user A user A user A user and re-
can… can… can… can… can… es$mate
A user A user A user
can… can… can…

A user
can…

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The Release Planning
…..Planning for the Season

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Iden$fying the Skeleton: Story Mapping

Build a map of User Ac$vity over a


$me to achieve certain goal and
tasks that they perform to get
Credit: Jeff PaGon there.

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Iden$fy Release Scope based on the
flow

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Release Planning*

Product
Backlog

Just Enough
Design *Release Planning is not prescribed by Scrum. This is one
of the prac7ces used in the community

Updated
Product
Technical Backlog
Dependencies and
Risks 143
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Release Planning Steps

Es$mate Product Backlog

ü  Go through the backlog and es$mate each


item.
ü  Use Poker Planning or any other method
ü  If required split the stories

© leanpitch Technologies Private Limited 144


Release Planning Steps

Decide the Sprint length

ü  The most common Sprint length is two weeks


ü  The automa$on infrastructure and how long
you need to deliver valuable soGware dictates
the length
ü  Remember that at the end of the sprint you
deliver releasable product increment
© leanpitch Technologies Private Limited 145
Release Planning Steps

Choose the Velocity*

Velocity is how much product


backlog that the team can handle in
a Sprint.
*Velocity is not a Scrum term but used widely in Scrum
community

© leanpitch Technologies Private Limited 146


Velocity

  Sum of story points associated with


work done in a Sprint.
  Used to calculate approximate cost of
release and track release progress

  Velocity doesn’t include bugs and
rejected stories.
© leanpitch Technologies Private Limited 147
Velocity

  Velocity of two teams are not


comparable
  Velocity is not produc$vity:
  Velocity changes with team
composi$on.
  Velocity increases with team’s tenure

© leanpitch Technologies Private Limited 148


Release Planning Steps

Calculate the number of Sprints

Best Case : Size of Product Backlog/ Max Velocity

Worst Case : Size of Product Backlog/ Min Velocity

Most Likely Case : Size of Product Backlog/ Avg. Velocity

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Fixed Scope

100
Story
points

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Fixed Date

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You got the release date now

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Ac$vity: How many Sprints do you
need?
For the Minimum Viable
Product(MVP), you have find out how
many Sprints(Range), you need for
delivering.

© leanpitch Technologies Private Limited 153


Fixed Scope and Fixed Date

100
Story
points

You are expected to burn at the same rate,


which is next to impossible
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Technical Debt

Technical
Debt

Planned Forecasted
Release Date Release Date

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GeTng it Done

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© leanpitch Technologies Private Limited 157
Sprint
-  It’s a $mebox of one week to four weeks and is a
Deming cycle
-  Its an itera$on in which the team produces a
shippable product increment
-  There will be no change in the Sprint dura$on or
Sprint Goal

© leanpitch Technologies Private Limited 158


During the Sprint

Sprint Sprint
Goal Dura$on
However, the scope may be
clarified and re-nego$ated
Team
Composi$on

© leanpitch Technologies Private Limited 159


All the classic SDLC ac$vi$es happen
during the Sprint
Analyze and Design
Feature A Implement
Test

Feature B
..but con$nuously
and all the $me
Feature C (not as a mini-
waterfall)

Sprint

© leanpitch Technologies Private Limited 160


Sprint Goal
-  An objec$ve that will be met within the Sprint
through the implementa$on of the Product Backlog
-  It provides a guidance to the Development team on
why its building the increment
-  may be a milestone in the larger purpose of the
product roadmap

© leanpitch Technologies Private Limited 161


When is a PBI is done?
Defini$on of Done[DoD]
-  A shared understanding within the Scrum Team on
when a PBI is considered as “Done”.
-  A checklist of valuable ac$vi$es required to produce
releasable product increment.
ü  Fully implemented
ü  Tested
ü  All Acceptance Criteria fulfilled.
ü  No known issues etc.
© leanpitch Technologies Private Limited 162
What happens
when you don’t
adhere to “DoD”?
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Adverse Effects of undone work.

The technical debt


increases and pulls
down your velocity.

You will end up with


hardening sprints.

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The Sprint Planning
…..Planning for the Game

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Sprint Planning Overview

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Sprint Planning Part I: “What”
1.  The product owner presents the ordered PBIs to the
Development Team.
2.  The Development team Pulls and discuss PBIs, ask
clarifying ques$ons and understand the acceptance
criteria. Select the PBI for Sprint.
3.  Con$nue 2 un$l Sprint backlog is full
4.  The Scrum team craGs the sprint goal.


© leanpitch Technologies Private Limited 167
What details are discussed in part I?

Acceptance Demonstra$on
Criteria

Mockups

Algorithms, Data points


workflows
© leanpitch Technologies Private Limited 168
Sprint Planning Part II: “How”

Discuss how to achieve the Sprint goal and


deliver the product increment
1.  Discuss the rough architecture
2.  Make design decisions
3.  Iden$fy tasks the team needs to do

The team may renego$ate


the Sprint Backlog items
with Product Owner
© leanpitch Technologies Private Limited 169
Crea$ng a rough design
q  Iden$fy components and interfaces
q  Iden$fy dependencies
q  Iden$fy the external integra$on points
q  Iden$fy Data to be used and data sources
q  Discuss Architectural paWerns to be applied
q  Discuss Tes$ng strategy


© leanpitch Technologies Private Limited 170
Sprint Backlog

Feature Tasks Es$mate 1 2 3 4 5


Custom Create custom ac7ons tab with 2
Ac7ons the list of ac7ons performed on
the job with the status
Custom Create stdout and stderr viewer 10
Ac7ons in custom ac7ons tab
Custom Create dynamic Input Dialog with 4
Ac7ons input parameters configured
The Product Backlog items
with app associated with the
selected job
selected for this Sprint plus
Submission Basic data model for job 3
Form submssion form the plan for delivering
Submission
Form defini7on [M2]
them is called the Sprint
service to get applica7on 5

Backlog
© leanpitch Technologies Private Limited 171
Sprint Burndown Chart(Based on PBI)

Sprint Burndown
60
50 50
50
40
40
32
work leG

30

20

10

0
1 2 3 4 5 6 7 8 9 10
Days

© leanpitch Technologies Private Limited 172


Sprint Burndown Chart(based on tasks)

Sprint Burndown Chart


200

180

160

140
Work leG

120

100

80

60

40

20

0
1 2 3 4 5 6 7 8 9 10

Days

Expected Burndown Actual Burndown

© leanpitch Technologies Private Limited 173


Life of a Product Backlog Item in a
Sprint

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The Daily Scrum
…..Planning for the Moment

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Daily Scrum Mee$ng

Dura$on: 15 minutes
AWendees:
–  Scrum Master (Facilitates)
–  Development team
–  Product Owner

Purpose:
For Development team to synchronize the ac$vi$es
and create plan for next 24 hours
Inspect and adapt
© leanpitch Technologies Private Limited
Are we there yet?
q  Ensure that you update the sprint
backlog and Sprint Burndown as
you want to know where you
stand before star$ng the DSM.

q  The focus of DSM should only be “Are we


there yet?” and “What we need to get
there?”. Discuss the details of “How” outside
the DSM.

© leanpitch Technologies Private Limited 177


Why should we meet everyday?
Helps you focus by crea$ng an “an$cipa$ng
culture”
Promotes “Openness” as everyone shares
informa$on

Helps team to respect each other for their


knowledge

Reinforces commitment

Provides enough data so that you can face tough


situa$ons
© leanpitch Technologies Private Limited
Sprint Review Mee$ng

Dura$on: 4 Hour for One-month


Sprint
AWendees:
-  Scrum Master (facilitates)
-  Product Owner,
-  Development team
-  Stakeholders
Purpose:
Inspect the product increment and adapt the product
backlog
© leanpitch Technologies Private Limited
Sprint Review

Focus on Work done. PO iden$fies the


work done and what has not been
done.

Development team discusses how the


last Sprint went and demonstrate the
working product increment.

PO discusses Product Backlog as it stands


and project the likely comple$on dates
based on the progress to date.
© leanpitch Technologies Private Limited 180
Sprint Review Overview

© leanpitch Technologies Private Limited 181


Release Burndown Chart

© leanpitch Technologies Private Limited 182


The Sprint
Retrospec$ve
…..how did we do?

© leanpitch Technologies Private Limited


Retrospec$ves bring out the real
problem
At the end of India tour At the end of India tour of
of England and 0-4 loss Australia and 4-0 loss

“Pitches were not helpful” “Pitches were not helpful”

tour of India and 1-3 loss


At the end of England

“God, I shouldn’t have


skipped retrospec$ves”
© leanpitch Technologies Private Limited
“Pitches were not helpful” 184
Sprint Retrospec$ve Mee$ng

Dura$on: 4 hours for a four week


sprint

AWendees:
•  Scrum Master (facilitates)
•  Product Owner,
•  Development team
Purpose:
q  Inspect how last sprint went with regards to people,
rela$onship, process, and tools
q  Iden$fy and order the major items that went well and
poten$al improvements
q  Create a plan for implemen$ng improvements to the way
the Scrum Team does its work
© leanpitch Technologies Private Limited
Let’s MaximizeValue
Call me @ 9901622788 any $me you need help

Write to me @ sa$sha@leanpitch.com

You can download all the materials used in the


class from www.playscrum.com
© leanpitch Technologies Private Limited