Agile Practice Workshop at Eye Care Leaders

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1. 1 2. 2 Agenda ã Agile Transformation with a Product Owner Perspective ã Role of Product Owner with respect to Team ã Top 10 deliveries of a PO ã Product…
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  • 1. 1
  • 2. 2 Agenda • Agile Transformation with a Product Owner Perspective • Role of Product Owner with respect to Team • Top 10 deliveries of a PO • Product Backlog Grooming • Techniques for Grooming your Sprint • Sprint Zero • Release Management • Next Steps…
  • 3. 3 Agile Adoption : Tools and Process
  • 4. 4 SCRUM (Daily Standup Meeting) Sprint Potentially Shippable Product Product Owner Review Scrum Master The Team 7 8 9 10 11 12 1 2 3 4 5 6 13 No Changes (in Duration or Deliverable) Commitment Daily Scrum Meeting Retrospective
  • 5. 5 Roles, ceremonies and artifacts Product Vision statement Product Roadmap Product Backlog Release Plan Sprint Backlog Burndown charts Artifacts Standup Sprint Planning Sprint Review Retrospective Release Planning Ceremonies Scrum Master Product Owner Team
  • 6. 6 Product Features Decomposition
  • 7. 7 Daily Standup • Iterative-Incremental. Accept that change is natural • Structures development into small self managing and cross functional teams • Selects work from a prioritized backlog and commits to complete them by end of the Sprint • Each day the team gathers for a 15 mins stand up meeting to report their progress to others. “Inspect and Adapt”
  • 8. 8 Standup (Prudent Practice)
  • 9. 9 Scrum Master
  • 10. 10 Product Owner  Owns the vision of the product  Creates, owns and maintains the PBL  Defines the “Sprint Goal”  Prioritizes the PBL according to business value  Represents the interests of customer and engaged with stakeholders  Elucidates Epics, themes and features and converts into user stories  Decides on the course of the project at beginning or sprint “Grooming”  Supposed to have extensive domain knowledge  Inspects the work done by the team and determines the DOD  Is available in all Sprint ceremonies
  • 11. 11 Roles of a Product Owner Find Market needs Prepare business cases Write biz requirement s Prioritize development Build the Sales pitch and train them Deliver a winning product Attend sales calls Perform analysis
  • 12. 12 Typical Day of a Product Owner
  • 13. 13 Top 10 Deliveries from Product Owner 1. Initiate and translate product road map into manageable product backlog 2. Define the acceptance criteria and DOD for features 3. Manage, adjust for risk, and prioritize product backlog 4. Be available for team in all the Scrum ceremonies 5. Manage product dashboard and communications to internal teams 6. Understand the primary activities and supporting process activities for value maximization 7. Understand Agile estimation approaches and allow the team to manage itself 8. Pull the team to maintain continuous velocity stream, ensure quality, eliminate escaped defects, and motivate team 9. Familiar with the organizational development practices, platform requirements and project management framework 10.Operationalize the product into the mainstream organization focusing on sales-to-implementation efficiency
  • 14. 14 3 C’s of User Stories • Card • Stories are written on notecards and maybe annotated with estimates • Conversation • Details of the story are outcome of conversations with Product owner • Confirmation • Acceptance test confirm the story has been coded to specification
  • 15. 15 Why User Stories ? • User stories are easily understandable • Developers and Customer understand stories better • The focus is shifted from writing long specs to talking • It is better to understand event if organized into stories • User Stories Support and encourage Iterative development • Epics >> Theme >>User Stories >> Tasks >> Subtasks
  • 16. 16 Mapping User stories to Sprints 16
  • 17. 17 5 W and 1 H (Six Sigma Approach) o Who ( Persona ) o Who are the target customers of your product o What ( Problem ) o What challenges are customers facing with current products in market o When (Goal ) o When do customers use our product o Why ( User Scenario ) o Why customers will use our product o Where ( Requirement ) o Where will you position the product o How (Specification ) o How will you market the product in the market
  • 18. 18 Understanding Product Management Lifecycle Build Launch Buy Use Maintain Plan & Position User Perspective Vendor Perspective
  • 19. 19 Backlog Grooming and its rules • Improving the product backlog by prioritizing the work items • This is a meeting between developers and the product owner • Grooming is a continuous activity • Focus is on the current srint and two sprints ahead • This is a collaborative timeboxed meeting with focus on continuous improvement
  • 20. 20 Product Backlog Grooming techniques
  • 21. 21 Product Backlog and its Prioritization for Sprints 21 High risk Low value (Avoid) High risk High value (Do first) Low risk Low value (Do last) Low risk High value (Do second) Risk Value high Low high
  • 22. 22 Prioritisation Models 1. Simple Models 2. Monopoly Money 3. 100 point method 4. MoSCoW 5. Kano Model
  • 23. 23 Scrum Master  Facilitator and Servant Leader  Mentors team on practice  Removes Impediments of the team members  Shields the team from external influence  Mediate and resolves conflicts  Gets “DOD- Definition of done” finetuned from Product owner  Monitors and tracks burndown charts and JIRA Board  Reflect on performance feedback and focus on Process improvement  Celebrates team success
  • 24. 24 2 Week Sprint (Dev and QA)  Sprint Length is 2 weeks  Concept of Pigs and chicken (involved vs committed)  The Sprint starts with a Sprint planning ceremony where tasks are selected to be executed on Sprint  The team commits to a fixed time of availability of the team members within the Sprint  Top priority and high risk items are taken first and worked upon by the team  Concept of “Fail fast” or “ Fail early” is adopted by the team  There are various estimation techniques available for the team to factor Sprint work items (XL Sizing or Parametric estimation)  Having a “ Burn down Chart” on team rooms
  • 25. 25 Prudent Practice (Sprint Planning)  Backlog Grooming to be prepared for well in advance by Product Owner  Know your team capacity for the current sprint factoring member availability to serve as a guideline for task estimation  Don’t fill to Capacity. Always leave room for unknowns that come up
  • 26. 26 Prudent Practice (Sprint Planning)  Backlog Grooming to be prepared for well in advance by Product Owner  Know your team capacity for the current sprint factoring member availability to serve as a guideline for task estimation  Don’t fill to Capacity. Always leave room for unknowns that come up
  • 27. 27 Translating Project Vision to Stories • When you plan together, you get faster plans • When the people who do the work plan the work, you get better plans • When you plan together, you get happier, more engaged people
  • 28. 28 Release Management  Breaks down Vision, roadmap, epics into defined releases  Product owner does Release planning and management along with Product council  At ECL we do approximately one release per quarter  A Release has incremental functionality developed with updating of SQL  Determine the no. of sprint iterations within a release  Participating in “Inspect and adapt” approach to improve value stream  Planning the PBL to scope for new issues, dependencies, overlaps and gaps in product vision Product Backlog Release Backlog Sprint backlog
  • 29. 29 Mapping your stories to Releases  Backlog Grooming to be prepared for well in advance by Product Owner  Know your team capacity for the current sprint factoring member availability to serve as a guideline for task estimation  Don’t fill to Capacity. Always leave room for unknowns that come up
  • 30. 30 Sprint Retrospective  Greatest advantage of Agile adoption  Works on the principle of “Inspect and Adapt”  5 top level questions that team deliberates on  What went well ? (Start positive) We should continue doing  What have we learnt from the current sprint ?  What didn’t go well ? How do we improve on that ?  What we need to stop doing ?  Star fish approach to retrospectives  Incorporate these input into subsequent Sprints
  • 31. 31 Ways Agile adoption can fail  Product Owner is not available to clarify requirements  Product Owner micromanages the team  Adding new tasks at the middle of the sprint without team agreement  Scrum master assigning work to the team  Not everybody in the team available for standup meetings  No clarity on the definition of done
  • 32. 32 Multiple Team Sprints
  • 33. 34 Continuous learning …
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