nyab po launch & backlog workshop · scrum inc. is the agile leadership company of dr ... we...

© 1993-2015 Jeff Sutherland & Scrum Inc.

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NYAB Product Owner Structure Launch

and

Backlog Workshop


Who We AreScrum Inc. is the Agile leadership company of Dr. Jeff Sutherland, co-creator of Scrum. We are based at the MIT Cambridge Innovation Center, MA.

Find out more at www.scruminc.com.

We run our company using Scrum as the primary management framework, making us a living laboratory on the cutting edge of “Enterprise Scrum”

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http://www.scruminc.com


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© 2

01

4 S

cru

m In

c.

Joe Justice Founder and Team Lead of Team WIKISPEED - global manufacturer of 100 mpg prototype cars and MicroHouses to help end involuntary homelessness.

Creator of eXtreme Manufacturing – Technical practices accelerating Scrum in hardware

manufacturing and engineering organizations.

Worked with Scrum in space systems, rockets, missiles, automotive, housing, metrology,

medical devices, radio, radar, dev-ops, organizational transformation, entertainment, legal, software architecture, composites, etc.

Speaker and Consultant at Unesco World Headquarters, Cambridge University UK, UC Berkley USA, Google, Microsoft, Johnson Controls, Boeing, Lockheed Martin, Raytheon, HP,

Wikimedia Foundation, Open Source Ecology, TEDx Rainier, Aspen Institute, Pictet Bank, and other organizations world-wide.

[email protected]

“WE HAVE FOUND TEAM MORALE TO

BE A MULTIPLIER FOR VELOCITY.”


Avi Schneier - Operations Manager, NY

» Hand-picked and trained by Jeff and JJ Sutherland to be their own Scrum Master

» Anointed to launch an incursion into the NY Tri-State Area in order to spread the

gospel of Aggressive Scrum as taught by its creator

» Has a unique perspective from 20+ years in both the public and private sectors

» science educator

» stock broker

» small business owner

» Sees Scrum as THE key framework to be implemented in any business to increase

sales and gain a competitive advantage by innovating solutions in a rapidly

changing marketplace

» Teaches Scrum Master, Product Owner and Scrum@Scale classes, Leadership

Workshops and coaches companies as they transform through Scrum

» A hard-core Brooklynite (lifelong - before it became cool) where he teaches Tai Chi

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PUT YOUR ELECTRONICS AWAY!

• Group together by Scrum Team or related teams

• EAT Members split up between teams

5

We will have plenty of breaks to check on our teams,

but for today let’s FOCUS on what we are doing…


“Release Plan” for Our Two Days

6

Day 1

– P

O L

au

nch

Day 2

– B

acklo

g

Sprint 1

NYABVision and

Values15

Current Backlog Demo

15

ImpedimentBacklog

10

Sprint 2

Total Company

Interactions8

Sprint 3

Scrum @ Scale

8

StoryMapping

10

Identifying Ready or Not PBI’s

10

Business Value &

ROI20

Sprint 4

Backlog Refinement

Part I20

Release Planning

15

Course Wrap-up &

Retro5

Product Canvas

18

Future State Of Scrum

20

ExecutiveAction Team

12

Current State Of Scrum

20

Current State Retro

12

Inter-TeamInteractions

10(78)

(70)

(70)

(70)

NYABGoal Tree

10

Backlog Refinement

Part 220

Backlog Refinement

Part 320

Future Backlog Demo

10


7

We need an overview of the

Scrum@Scale Framework

to have a shared vocabulary


Modular Framework for Scaling Scrum

8

Product Ownership Cycle

Scrum Master Cycle

Backlog Prioritization

Backlog Decomposition & Refinement

Release Planning

Team-Level Process

Release Management

Product & Release Feedback

Metrics & Transparency

Continuous Improvement & Impediment Removal & Personnel Issues

Cross-Team Coordination

Strategic Vision

Organization Level

Enterprise

Business Unit

Team

Executive Action Team


Scrum at Scale Modules are Defined by their Goals, Inputs and Outputs

Goals to be achieved

Required Inputs

Outputs to other modules

Goals Define what the module is intended to accomplish

InputsDescribe the information or resources needed from other modules to accomplish those goals

OutputsOutline what information or product this module generates that are needed by other modules

ANY specific practice that meets the module’s required Goals,

Inputs and Outputs will work with all of the other Scrum at Scale

modules…This is “Contract-First Design.”

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SCRUM@SCALE EMERGENT MODULARITY

• Scrum Inc. Recommended Patterns

• Default Setting

• Shared Accountability

• Better Matches Corporate

Language

• More Architecturally Prescriptive

• Maintains Context Flexibility using

Communities of Practice

• Scales Fractally


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As a Product Owner,

I need to understand how the

Executive Action Team functions and will affect my team

© 2011 Scrum Inc.


Modular Framework for Scaling Scrum

12

Product Ownership Cycle

Scrum Master Cycle

Backlog Prioritization

Backlog Decomposition & Refinement

Release Planning

Team-Level Process

Release Management

Product & Release Feedback

Metrics & Transparency

Continuous Improvement & Impediment Removal & Personnel Issues

Cross-Team Coordination

Strategic Vision

Organization Level

Enterprise

Business Unit

Team



Why is the Saab Gripen the Best Fighter Aircraft in the World?

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F-35 “Joint Strike Fighter”

– Traditional Design

SAAB JAS 39E “Gripen”

– Agile Design

• $168 Billion over budget

• At least another 6 years

late (final systems

integration)

• Cost of Navy F-35C grew

from $273 million in 2014

to $337 million by 2015

• Best aircraft in the world -

Aviation Week

• Cumulative program cost of

$15 Billion

• New iteration of all systems

released every 6 months

• $43M cost1 (20% of F-35)

1. According to Jane’s Aviation Weekly, the Gripen is the world’s most cost-effective military aircraft


SAAB Defense Enterprise Action Team Meets Every Morning at 8:30

• 8:30 Enterprise Action Team (= senior management)

• 8:15 Scrum of Scrum of Scrum of Scrums

• 8:00 Scrum of Scrum of Scrums

• 7:45 Scrum of Scrums

• 7:30 Daily Scrum

• Approximately 8 x 8 x 8 x 8 = 4096 people

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15

Output

Input

0. Executive Action Team

Measures and

interventions to remove

waste and improve

performance

Feedback on interventions

Information on transformation status

and process in the organization

Organizational transformation strategy

Vision & goals regarding organizational

culture, structure,values, norms etc.

Up-to-date Executive Action Backlog

Identified impediments

Other organizational

metrics to provide transparency

Business Strategy and market trends

Status of organizational development

Other organizationaldevelopment

initiatives

Module Goals: • Align the development of the entire organization along a shared and transparent organizational transformation strategy

• Manage the high level transformation process based on a prioritized organizational transformation backlog with a primary focus on removing waste

• Continuously monitor velocity and metrics dashboards while identifying and removing impediments that block team performance

• Support the PO and SM cycle of the Scrum@Scale model through mentoring, coaching, challenging, and evolving the organization


How one type of Executive Action Team Works

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NYAB Executive Action Team Demo

• Jason will now demo for the EAT

• Who is on the EAT?

• What has been done since its launch?

• What is currently on its backlog?

• How do teams currently communicate with the EAT?

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18

As a Product Owner,

I need to understand

How My Team Will Interact with other Teams

© 2011 Scrum Inc.

“As a community focused on a common goal,

we want to be in ideal state of flow with our

technological, ecological, social, and

psychological environment so that we can

create a singularity of Purpose.”

S@S: Scaling the SM

• 3 -9 Members (4.6) • SM - Removes Impediments • PO - Prioritizes Backlog• 3-5-3

Team

SMSM

Scrum Feature Team

• Transcendent Goal• Cross Functional - Independent Path to Production • Self-Organizing/Self-Managing• Backlog Flows to Stable Teams• Accountable to PO

=SM PO

Scaled Scrum Level 1 - 5 Teams of 5 Scrum of Scrums

SoS

SM

SM

SM

SM

SM

• Scrum of Scrums Scales the SM • Surfaces & Removes Impediments• Mirrors Daily Scrum• Removes Impediments• Limits Communication Pathways

• (120 vs. 7,140)• Achieves Communication Saturation• Cross-Team Coordination

SoSoS

Scaled Scrum Level 2 - 25 Teams of 5 Scrum-of-Scrums-of Scrums

• Scrum of Scrums of Scrums• Surfaces & Removes Impediments• Mirrors Daily Scrum• Limits Communication Pathways

• (60 vs. 7,750)• Increases Communication

Saturation• Cross-Team Coordination• Surfaces Impediments

Scaled Scrum Level 3 - 125 Teams of 5


SoSoS SoSoS SoSoS SoSoS SoSoS

EAT*

• EAT Overlaps with the Executive Meta Scrum (EMS)

• Prioritizes & Removes Impediments that cannot be handled closer to the team-level

• Mirrors Daily Scrum

• Cross-Team Coordination• 125 People Coordinate in 60 min.• Increases Communication

Saturation• Limits Communication Pathways

• (300 vs. 195,000)





create a singularity of Value.”

S@S: Scaling the PO

• PO - Sets Team Priorities • Servant Leader • Single Backlog

• Stories • Epics

• What not How • Systems Thinking - Oversees the Whole• Sometimes referred to as Line PO

The Scrum Team Product Owner

Team

PO

Meta Scrum Level 1 Aligns Multiple Teams

• Sets Priorities for MultipleTeam • Mirrors Refinement and Planning• Single Backlog Pulled by Line POs

• Epics• Features

• Cross-Team Coordination & Alignment • Systems Thinking - Oversees the Whole• Level 3 PO - Servant Leader

Meta Scrum

PO

PO

PO

POPO

Meta Scrum Level 2 Aligns Multiple Teams

• Sets Priorities for MultipleTeam • Mirrors Refinement and Planning• Single Backlog Pulled by Level 3 POs

• Features• Value Streams

• Cross-Team Coordination & Alignment • Systems Thinking - Oversees the Whole• Level 2PO - Servant Leader

Meta Scrum

• Communicates Organizational Priorities

• Inhales Technical Priorities • Mirrors Refinement & Planning

• Owns Organizational Vision • Lead by the Level 1 PO

• Servant Leader • CEO • SVP

• Single Backlog Pulled by Level 2 PO • Value Streams • Initiatives

• Sets Organizational Priorities

Executive Meta Scrum*

Executive Meta Scrum Aligns Organization

EAT

*Note: The EMS and the EAT Overlap

Meta Scrum

Meta Scrum

Meta Scrum

Meta Scrum

Meta Scrum


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As a Product Owner,

I need to understand

How My Team Will Interact with the rest of NYAB

© 2011 Scrum Inc.





create a singularity of Technical Excellence.”

S@S: Scaling Extras

• Rare Skill Sets - Not Enough for Every Team • Architects • Electrical Engineer • Deployment (Purchasing, Operations) • RAMS Engineer • Regulatory SMEs • System Test • UX • Tools

• Chartered with Propagating Skills • Responsible for Quality of Work • Promote Inheritance of Common Features • Work on Teams • Accountable to EAT

Knowledge & Infrastructure Teams

(“Friends of the Teams”)

Customer Relations & Intelligence Corporate Speak: New Product Introduction, Marketing & Business Intelligence

• Supports PO Structure • Works w/ POs on Market Knowledge • Collaborates w/ potential customers on new product

• Supports Customer Interaction • Identifies Customer Collaborators • Coordinates Customer Reviews (3 Value Curves) • Supports Deployment through Commercialization

• DoR for EAT Initiatives • Release Planning • Biz Value • Cross-Team Estimation

• DoD for EAT Initiatives • Release Management • Commercialization

• Owns Organizational Sprint Backlog • Sprint Backlog is Locked • Accelerate Time to Market

• Supports EAT prioritization • Provides Standard Business Value for organization • Helps ID Teams w/ Skills necessary • Helps facilitate Estimation across multiple teams • Helps POs understanding of MVP (Market Value)

• Accountable to Customers & Market

Customer Relations &

Intelligence


• Product Ownership

• Supported by Customer Relations • Reviews • Biz Value • Estimation

• Metrics • Cost/Pt • Profit/Pt

• Scrum Master • Cadence • Metrics • Best Practices for Self-Org/Self-Manage • Agile Tools

• Technical & Engineering Practices • Technical Acceptance criteria for tools • Infrastructure Teams • Supports Feature Teams

• Meta Scrums • Organizational Alignment • Leadership Practices

•Allows for Context Based Process •Accountable to Teams & People Operations

Community of Practice

————

Partners with HR

———

Team Members

People Operations Corporate Speak: Human Resources

•HR (People Operations)– Agile Culture • Holds Scrum Values • Agile Values • Team Incentives • Supports CoPs • Celebrations/Fun • Helps people grow in org as life changes (Career Agents)

• Single • Married • Kids

•Agile Space •Provides time to Learn (80/20) •Hack-a-thons •Protects Teams from bureaucracy

• Reduces and protects teams from organizational bureaucracy

(forms, documentation etc.) • HR is at the front of the person value stream. The more Agile

HR is, the better the Agile implementation will be

•Accountable to Teams & CoP

People Operations

————

Partners with CoP

•Removes Impediments • Supports COP • Coordinates COP & PO

•Accountable to PO Structure, CR/BI, and Board

Executive Action Team - Leadership Corporate Speak: Senior Management

EAT

•Changes Culture • Supports COP • Coordinates COP & PO

•Supports PO Structure • Communicates Org Priorities • Learns of Technical Priorities from PO Structure

• Inhale • Exhale

•Work with Customer Relations • Marketing • NPI • Biz Intel • Backlog Prioritization

• Biz Value • Estimation

•EAT Scrum Master (ex. COO) • Must break C-Suite Silos • Teaches C-Suite Scrum Practices • Responsible for C-Suite engagement • Supports COP

•Accountable to PO Structure, CR/BI, and Board

Executive Meta Scrum - Leadership

Executive Meta

Scrum

All Together Now! Communication Flows Both Ways Between All Modules

Executive Meta Scrum

CoPAPO


Agile People Operations (HR)

Knowledge Teams (on Teams) Infrastructure Teams (on Teams)

EAT

Customer Relations and Intelligence

CR

Meta Scrum

SoSoS

Meta Scrum

Meta Scrum

SoSoS

Meta Scrum

SoSoS

Meta Scrum

SoSoS

Meta Scrum

SoSoS

Meta Scrum

Meta Scrum

Meta Scrum

Meta Scrum


38

As a Product Owner,

I want to understand

How NYAB Looks in its current State of Scrum

© 2011 Scrum Inc.


NYAB Current State Diagram

• Gather around a central table

• Let’s make a diagram of the company in its current State of Scrum

• Include all teams and the EAT

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40

As a Product Owner,

I want to understand

How NYAB Will Look in a future State of Scrum

© 2011 Scrum Inc.


NYAB Future State Diagram

• Gather around a central table

• Let’s make a diagram of where we want the company to go in a future State of Scrum

• Include all teams, friends of teams, and the EAT

41


Is anyone hungry?

42

© 2014 Scrum

Inc.

Effective Communication


44

Understanding the NYAB

Vision and Values


Scrum Guide Refresh

45

scruminc.com/scrum-guide-refresh/


Scrum Values

46


Focus on Vision

Courage to

Change

Respect for

People

Commitment to DeliverScrum Values

47

Scrum Values

Transparency

Openness


NYAB’s Values

48


How do Scrum Values Support NYAB’s Values?

49

EntrepreneurshipTechnical ExcellenceReliabilityPassionResponsibility


• Backlogs should represent work to achieve the companies vision.

• Leadership must set clear vision to focus us on delivering the right value.

• Product Owners you should know how your backlog aligns to the vision.

We need a vision!

50


Example: Creating a Vision Statement

• FOR <target customers>

• WHO <statement of need>

• THE <product name> IS A <product category>

• THAT <key benefit, compelling reason to buy and use>

• UNLIKE <competition/alternative>

• OUR PRODUCT <differentiating statement>

51

A successful vision statement is compelling enough to be broadly shared, yet concise and easily remembered

Source: Crossing the Chasm by Geoffrey Moore


• Using the template, please write what you think the current vision of NYAB is.

• Can we modify it to sound better?

What is our current corporate vision?

52


• Using the template, please write what you think the current vision of a specific NYAB product is.

• How does this vision fit in with the overall corporate vision?

What are our current product visions?

53


54

Understanding the NYAB

Goal Tree


• Mike Hawthorne will now demo the NYAB Goal Tree

What is on the NYAB Goal Tree?

55


56


57

Product Canvas


The Product Canvas

58

Example Canvas


The Product Canvas

60

30 Mins


61

Current State Retrospective


Current State Retrospective

• What things are we doing well that we should do more of?

• What things will prevent us from achieving the vision?

• What things are we doing that are not adding any value?

• What processes need to be improved?

• Anything that is not clear, or needs further discussion put in the Parking Lot.

• Scrum Master - You facilitate this activity.

62

15 Mins


63

Backlog Current State Demo


Current State Backlog Demo

Outcome - Understand the PO structure

Outcome - Know which PO owns what backlog

64

T TT T TT T TT T TT T TT T TT

PO

CPO

PO PO

CPO

PO

CPO

Product PO team

Component PO team Component PO team

15 Mins


65

Let’s refine the backlog!

Built by Scrum

Built by Scrum

Built by Scrum

Built by Scrum

Built by Scrum


Our Definition of Done for this Workshop

• A Single Prioritized Backlog of 1-3 Sprints of READY PBIs.

• The Product Backlog is an ordered list of items that might be needed in the product.

• The Product Backlog lists features, functions, requirements, enhancements, and fixes that constitute the changes to be made to the product in future releases.

• Product Backlog items have the attributes of a description, order, estimate and value.

66

20

Q4200

Q3200

June2008

May2008

Apr2008


An Agile Perspective

67

© 2014 Scrum

Inc.

Just Shipping Faster is not Agile

“There is nothing so useless

as doing efficiently that which

should not be done at all”


H20 Scrum

69


70

Backlog Refinement Part 1


Backlog Flows to Stable Teams

71

CCPO Meta Scrum CPO Meta Scrum PO Team Refinement

T TT T TT T TT T TT T TT T TT

Chief Chief PO’s

Backlog

Chief PO’s Backlog Chief PO’s Backlog

PBI

PBI

PBI

PBI

PBI

PBI

PBI

PBI

PBI

PBI

PBI

PBI

PBI

PBI

PBI

PBI

PBI

PBI

PBI

PBI

PBI

Scrum Teams Backlog Scrum Teams Backlog


Our Definition of Done for this Workshop

• A Single Prioritized Backlog of 1-3 Sprints of READY PBIs.

• The Product Backlog is an ordered list of items that might be needed in the product.

• The Product Backlog lists features, functions, requirements, enhancements, and fixes that constitute the changes to be made to the product in future releases.

• Product Backlog items have the attributes of a description, order, estimate and value.

72

20

Q4200

Q3200

June2008

May2008

Apr2008


The CPO Team’s Backlog Before Refinement

73


Product Owner Meta Scrum

74



75



76


77

The Team’s Backlog After Refinement


User Story Mapping

78


Understanding Story Mapping

• Epics at top,

stories underneath

• Shows workflow

• Can be large

features, company

initiatives

• Two dimension

view easier to

understand than

linear ordering

• Tool for identifying

MVP

• Allows the team to

see the big picture

79


Backlog Refinement & Story Mapping

80

Meta Scrum Story MappingRefined with

Business Value



81



82



83


Let’s Get Our Stories on the Wall!

• Epics at top,

stories underneath

• Shows workflow

• Can be large

features, company

initiatives

• Two dimension

view easier to

understand than

linear ordering

• Tool for identifying

MVP

• Allows the team to

see the big picture

84

© 2014 Scrum Inc.

NY

AB

v1

.0

© 2014 Scrum Inc.

NY

AB

v1

.1


87

Business Value


Not All Features Are Created Equal!

Valu

e t

o C

usto

mer

0

12.5

25

37.5

50

Features

65% of features provide little to no

value, are rarely used and/or aren’t

actually desired by the customer

The rest are

OK, but not as

important

80% of

value

typically

resides in

20% of

features

88


Product Owner Tries to Trace “The Value Curve”

89

Deliver here at the latest!80% of value20% of features

MVP may be here


What should we do first?

• “If you only calculate one thing calculate the Cost of Delay”

• If you had that feature or function today, what would it be worth?

• How much would you lose every day you delay shipping it?

90


Cost of Delay

• What would it be worth to us if we had it right now?

• What would it be worth to us if we could get this a month earlier?

• What would it cost us if it was a month late?

91


Cost of Delay

92


WSJF or CD3

93

Duration can be determined by estimating all stories in an epic. Can be done fast using the Delphi technique


Estimating Business Value

94


How Toyota Thinks About ROI

95

• Costs = Sum of all one time investment & running costs over the next 4 years.

• Benefits = Sum of each projected benefit over the next 4 years, multiplied by the

probability of achievement from the table below

Higher

Lower

Lower

ROI = (4 year benefits - 4 year costs / 4 year costs (Initial Target = 150%)

Benefit 1 = 4 year Cost Reduction of $500K in group 1 (500x100%) = $500,000Benefit 2 = 4 year Cost Avoidance of $500K requiring 2 groups (500x55%) = $275,000

Total Benefits 775,000 - Total Costs 150,000 = 625,000

Total of 4 year costs = $150,000ROI = 417%

Example


A Simple ROI Calculation

Business Value / Story Points

Examples

• Story 1: BV = 13 Story Points = 8 ROI = 1.6



How would you order these stories at the top of your backlog?

96


Estimating Business Value: Can we add BV to our Stories?

97


98

READY Backlog


INVEST in Good User Stories

99

and Immediately Actionable


User Story Creation

100


PO Should Write User Stories, Not Tasks

101

How?

What?

Why?

Confusing user stories with tasks unnecessarily limits the team’s ability to innovate, accelerate and try new approaches

User StoryTask TaskTask

• Focuses on WHAT the team needs to do, and WHY they need to do it

• Typically requires many team members with different skills to complete

• Can be completed independent of other user stories

Deliver independent customer visible value!

• Focuses on HOW the team will accomplish their work

• Typically can be done by one or two team members with similar skill sets

• Often must be completed sequentially

• Address individual development layers

Do not deliver independent customer visible value!!


Story Splitting

102

Administrate users

Register new user

Edit existing user

Delete user

Find user

100 simultaneous

users

Operations manual

As a helpdesk operator I want to see who is logged

in

View Invoice in HTML, PDF, or Excel format

100 simultaneous

users

Operations manual


in

View Invoice in HTML, PDF, or

Excel format

Register new user

Edit existing user

Delete user

Find user

100 simultaneous

users

Operations manual


in

View Invoice in HTML, PDF, or

Excel format


Stories Should be Vertical Slices

103


READY Backlog

1. Business Value is clearly articulated.

2. Details of the WHAT are sufficiently understood by the Team.

3. Dependencies are identified and no external dependencies exist that would block the story from being completed.

4. All enabling items are present; Specs, Wireframes etc.

5. The team has, or will acquire the skills to complete the work.

6. The Story meets INVEST.

7. Acceptance criteria are clear and testable.

8. Performance criteria, if any, are defined and testable.

9. Scrum team understands how to demonstrate the story at the sprint review.

104

Our default ‘DoR’ Definition of READY for Today


Identify unREADY Backlog

• Put a sticker or otherwise denote which stories are NOT READY

• Write on the small sticky what needs to be done to

make the story READY.

• Scrum Masters - These are potential impediments for you!

• Product Owners - You are accountable for making stories READY.

• Can we reach out to anyone today and mitigate these dependencies?

105

‘NOT READY’

Awesome User Story

with Loads of Value

Get this Do that

Ask them

Awesome User Story

with Loads of Value


Story Mapping Approach

106


107

Let’s Check How Things Are Going


Impediments Backlog

108

Owner

NT

JR

TS

Ref: Details Actions

1

3

2

Describe the

impediment

Describe the

impediment

Describe the

impediment

Current

Countermeasures

Current

Countermeasures

Current

Countermeasures

Kaizen

Story

Story

Story

Story

Sprint

Backlog

Stuff

To Do

Stuff we’re

doing

Stuff that’s

done

1

2

1


Is anyone hungry?

109


After Lunch Video

110


111



112



What can I deliver in a week?

• Problem - Testing Audit Expert Edit Engine (Coding Compliance) takes one tester 2 weeks to execute.

• Root Cause - All tests are manual.

• Countermeasure - Automate the Testing

113


114

What can I deliver in in a week?


115



• Problem - Testing Audit Expert Edit Engine (Coding Compliance) takes one tester 2 weeks to execute.

• Root Cause - All tests are manual.

• Countermeasure - Automate the Testing

116

• Every time this test is run it saves the company $10K

• Results - Testing reduce to



117

5

Estimating Stories


Rapid Estimating of Epics

118

SM M L XL XXL

3 5 8 13 21


Definition of Done for Today

119

20

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Q3200

June2008

May2008

Apr2008


120

Release Planning


An Awesome CPO

121


Release Planning

122



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Q3200

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May2008

Apr2008


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125



Product Owner Homework

• Any stories that cannot be made READY today are your responsibility.

• As a Product Owner you are responsible to ensure that any work you are asking the team to do meets the DoR.

• The Team will support you up to 10% of the Sprint in Backlog Refinement to help you understand what needs to be done to ensure each story is READY.

126



127

20

Q4200

Q3200

June2008

May2008

Apr2008


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129

Future State Backlog Demo


130

Retrospective


Retrospective

• What went well that the team should take forward?

• What still needs to be done to improve your backlog?

• Anything for the Executive Action Team? - Scrum Masters!

• Update your Plus/Delta - Scrum Master please secure this.

• Does anything need to go to the CPO Meta Scrum?

131

15 Mins

© 2014 Scrum

Inc.

Some Ideas

• Review the Scrum Guide

• Team Spaces.

• Laptops/Video Conferencing.

• Identify and Remove Impediments.

• Join your local Agile group.

• And of course More Backlog Refinement!


133

Effective Communication

nyab po launch & backlog workshop · scrum inc. is the agile leadership company of dr ... we...

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