the creative product owner

Becoming a Creative Product OwnerBringing Creativity to your Product

and Development Teamsand Development Teams

Allen BennettAgile Practice LeadSITAMay 7, 2012 Scrum Gathering Atlanta

CMM and CMMI registered Service Marks of Carnegie M ellon University © 2002

Allen Bennett

• Agile Practice Lead SITA• Certified Scrum Master• Certified Product Owner

• Lean Six Sigma Black Belt,

| Creative Product Owner | A Bennett | © SITA 2012

• Lean Six Sigma Black Belt,• Software Development Manager, Software

Process Improvement, CMMI – ITT 21 years

2Photo by JD Hancock

Photo by UWMadArchivesPhoto by by Monica's Dad

Photo by tuppus

SITA - Société Internationale de Télécommunications Aéronautiques

• SITA is the worlds leading specialist in communications, and IT solutions for the air transport industry.• 500 Air Transport industry members


• 500 Air Transport industry members• 2,700 Customers• 200 Countries• Employs 140 nationalities speaking over

70 languages

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Presentation Outline

• Examine The Role of the Product Owner• Compare the Creative Styles• Da Vinci Creativity• Edison Inventiveness• Steve Jobs Entrepreneurship


• 13 Thinking Tools• Practice a few skills

• Improv – AL’s Swiss Army Knife• Yes, and … Mobile App• Creative Collaboration

• Resource List

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The Role of the Product Owner

• Convey Product Vision to the team• Prioritize The Product Backlog• Negotiate the work to be completed in a sprint• Slice the backlog to get highest value


• Slice the backlog to get highest value delivered

• Be available to team during the sprint• Accept work product as done• Iterate based on feedback

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What is different about Scrum?

Way of Working• Focused, empowered teams• Small increments• Plan to change• Collaborate with stakeholders

Way of Thinking• Root out waste and inefficiencies


• Root out waste and inefficiencies• Inspect and Adapt• Use every mind

Way of life• Customer first• Value the individual• Reward the team• Continuous learning from - voice of the customer, v…process, v..people

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SITA E-Commerce Air India Engagement

Day 1 of Customer Collaboration

Day 2 – Prioritized Backlog


SITA enters into Collaboration Agreement with Internal

Stakeholders

Stakeholders

Global Quality

Manager

Product B

acklog

Pro

ject

Sta

tus,

Met

rics

Customer

SolutionLine

Scrum Team

Product Owner

Scrum Master

Product B

acklog

Pro

ject

Sta

tus,

Met

rics

Working Software

Definition of Done

•QA Standards• Dev Standards• ...• ...

Customer

Operations

Every Agile Leader needs an army knife

“Yes, and…..”

“It is equipped with a…..

Exercise 1


“It is equipped with a…..

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You are creative and you can be more creative• Creative Style Profile

Beverly Kaye and Beverly Olevin

Recognize your Creative Style and the styles on your team

• Connector – You are perceptive-oriented: Playful, observant, and light-hearted


light-hearted• Dreamer – You are receptive-oriented: instinctual, imaginative and

insightful• Innovator – You are goal-oriented: entrepreneurial, adaptive, and

motivated• Builder – You are visually-oriented: artistic, detailed and resourceful• Explorer – You are action-oriented: adventurous, risk-taking,

unconventional

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Diversity of the Team –essential ingredients

• IDEO CEO Tom Kelly CEO “The 10 faces of Innovation” • The power of multi-disciplinary teams• There is power in Empowerment –


• Give it to the team

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The Creative Dance

1. Elicit Customer Needs, Wants, Desires2. Abstracted into Product Back Log3. Synthesize by priorities, realities, and risks4. Decomposed into implementable story for or by team5. Model acceptance criteria


5. Model acceptance criteria6. Transformed into working software7. Reflects the technical excellence agreed by team8. Meets the definition of done9. Demonstrated to the CustomerReturn to step 1

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Getting the most you can from the team

• Select - Putting people in the right job• Connect – The need for the Human Moment,

creating the simpler environment• The Brain is Plastic – You can fix stupid, at any

age


age• Play – bringing our imagination into work• Grapple and Grow – we need a challenge• Shine – Value of recognition

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Shine: Using Brain Science to Get the Best from Your People by Edward M. Hallowell

Exercise 2

• At your tables collaborate to create a Mobile Application or a Wearable Appliance that will serve a user group associated with planning, attending, or serving the Scrum Gathering


• Write a one or two sentence description of the app

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One of the Agile Goals: Produce State of Flow

• Mihaly Csikszentmihalyi,


• Mihaly Csikszentmihalyi, Create a state of Flow – Brain Lights up.• Stuart Brown research on value of play• Create an energetic environment with a sustainable high

productivity

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Leonardo Thinking

Seven Principles• Curiosity Seek the truth• Get Lost in the work Learn from mistakes• Use all you senses Cultivate awareness• Open to ambiguity Open to paradox and uncertainty


• Open to ambiguity Open to paradox and uncertainty• Whole Brain Try Mind-Mapping• Mind the Body Integrate body and spirit• Interconnectedness All things are connected

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How to Think Like Leonardo da Vinci: Michael J. Gelb

Can we shift the thinking of the team?

White Hat: Neutral and objective, concerned with facts and figures

Red Hat: the emotional view

Black Hat: careful and cautious


Black Hat: careful and cautious

Yellow Hat: sunny and positive

Green Hat: fertile growth, creativity, new ideas

Blue Hat: cool, the color of the sky, above everything else, organizing, process

Photo by Orin Zebest

The Six Thinking Hats by Ed De Bono

Using Hats in Retrospective or Collaborative Engagements

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18 | Creative Product Owner | Confidential | © SITA 2012

The GreatestArtist, Actor, Astronomer, Astronaut, Architect, Analyst Painter, Potter, Planner, Programmer, Sculpture, Scientist,Teacher, Tailor, Tech Writer, TesterDoctor, Designer, Developer


Doctor, Designer, Developer

All use the same Creative Techniques

Some do it to the Extreme

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We can learn these techniques

• Innovate Like Edison, Gelb and Caldicott• Think Like Leonardo da Vinci, Gelb• Innovation Secrets of Steve Jobs, Gallo

If you or your organization are unfamiliar with the


If you or your organization are unfamiliar with the practical attitudes, thinking, and communication skills necessary for innovation, then innovation is unlikelyto occur.

P 9 Innovate Like Edison, Michael j. Gelb and Sarah Miller Caldicott, 2007

Edison Innovation Literacy5 Competencies

1. Solution Centered MindsetObjectivity, Persistence, Relentless, Optimism. Passion

2. Kaleidoscope ThinkingVisual Images , Patterns, Ideaphoria, Exploration, Keep Notes

3. Full Spectrum EngagementIndividual and Team, Complexity and Simplicity, Sharing and

Photo by crdotx


Individual and Team, Complexity and Simplicity, Sharing and Protecting, Work and Play, Stress and Relax

4. Mastermind CollaborationNetwork, Value Teamwork, Openness, Cross-Functional

5. Super-Value CreationCreate unforgettable brand, understand scalability, value proposition,

know your customer, build on your strengths

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Innovate Like Edison, Michael j. Gelb and Sarah Miller Caldicott, 2007

Putting our heads together

Edison's – Mastermind CollaborationIdeo – Team Empowerment

Agile Thinking – the team as


Agile Thinking – the team as the resource unit

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Photo bySpirit-Fire

Vision

• Steve Jobs – a “computer for the rest of us”• A music delivery system• A personal entertainment system• Keeping you connected and getting paid for it.


• Products that addressed consumer’s needs, feelings, and motivations.

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Apple Marketing Philosophy

• Empathy• Apple should strive for an “intimate” connection with customer

feelings, “we will truly understand their needs better than any other company” Mike Markkula , third partner

• Focus• To be successful Apple should center its efforts on accomplishing its

main goals and eliminate all the “unimportant opportunities”


main goals and eliminate all the “unimportant opportunities”

• Impute• Apple should be constantly aware that companies and their products

will be judged by the signals they convey. “People DO judge a book by its cover” Markkula wrote. “We may have the best product, the highest quality, the most useful software etc; if we present them in a slipshod manner, they will be perceived as slipshod, if we present them in a creative, professional manner, we will impute the desired qualities.

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The Innovation Secrets of Steve Jobs

• Principle 1: Do what you love • Principle 2: Put a dent in the universe• Principle 3: Kick-start your brain• Principle 4: Sell dreams, not products• Principle 5: Say no to 1,000 things


• Principle 5: Say no to 1,000 things• Principle 6: Create insanely great experiences• Principle 7: Master the message

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The Innovation Secrets of Steve Jobs, Carmine Gallo, McGraw Hill, 2001

13 Thinking ToolsSparks of Genius, Robert and Michele Root-Bernstein

ObservingImagingAbstractingRecognizing Patterns

EmpathizingDimensional ThinkingModelingPlaying


Recognizing PatternsForming PatternsAnalogizingBody Thinking

PlayingTransformingSynthesizing

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Sparks of Genius, Robert and Michele Root-Bernstein, Mariner Books, 1991

Observing

• Where do people use your product? Go there and observe, take notes, ask questions

• Use all your senses

• Check out IDEO – Deep Dive


• Check out IDEO – Deep Dive• Best practices – learn quickly by talking to users

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Abstraction

• the act of considering something as a general quality or characteristic, apart from concrete realities, specific objects, or actual instances.

• the act of taking away or separating;


• the act of taking away or separating;

• Stripping away everything but the essential

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Empathizing

• The ability gain understanding of another person or object by becoming the thing you wish to understand.• Learned by

• Observing your own responses to the world• Observing other people or things


• Imaging what the object is sensing and feeling

• Create detailed user personas, role playing

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Exercise 3

• Considering the different creative personalities at your table create a number of user personas

• One of the personas can be an extreme persona• An illegal attendee, play hooky from work, witness


• An illegal attendee, play hooky from work, witness protection, from a fringe alternate reality…A rugby player

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Modeling

• A representation of a process, operation or system • Facilitates the Scientific Method

• Observation, Hypothesis, Experimentation, Conclusion

• Early examples – War room, War Games


Photo used under Creative Commons from Bien StephensonPhoto used under Creative Commons from tsakshaug

Pattern Recognition

• Leonardo, Edison and others – sought knowledge -observed patterns in nature and people

• Creative people recognize and use patterns• Mind Mapping – helps to discern patterns and make

creative connections


creative connections

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Creating Patterns

• Establishing a set of components • Creating a virtually unlimited number of possible

combinations• Create a system for creating systems


Photo used under Creative Commons from meddygarnet Photo used under Creative Commons from Hugo90

• Breakthrough Discoveries while playing around• Alexander Fleming Discovers Penicillin in 1928 while playingwith mold cultures.

Playing


Sparks of Genius, Robert and Michele Root-Bernstein, Mariner Books, 1991

Exercise 4

• Write a set of feature cards for the users around your table – (user stories or high level feature-placeholders)

• Write a feature card and put it in the center of the table.• Starting anywhere go around the table and at your turn

add a feature card or take one from the table and “Yes


add a feature card or take one from the table and “Yes and “ to it…

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Serious Play with Stakeholders

• InnovationGames® – Luke Hohmann, creates games to engage our innovative intellect and facilitate collaboration between stakeholders

• Gamestorming – Serious games help to solve complex problems through collaborative play


The Value of Playing @ Work

• Dr. Stewart Brown – National Institute of Play

• Play – Activity without purpose, freedom from time, lost in the moment

• Nothing lights up the brain like play. Increases contextual


• Nothing lights up the brain like play. Increases contextual memory and brain function

• Enhances our problem solving, social interaction, innovation and creativity

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Play: How It Shapes the Brain, Opens the Imaginatio n, and Invigorates the SoulBy Stuart L. Brown,

Playing with your team or stakeholders

www.innovationgames.com Use prepared game scenariosCreate your ownInteract with your stakeholders or virtual team

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stakeholders or virtual team

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Super Value Creation

• See the Value in every step• Value Stream Mapping• SWOT Analysis• Let the stakeholders buy a feature


Mobile App Monopoly - “Mo app oly”

• Exercise

• Collaborate to create a set of “Chance” cards• Equal number of positive and negative cards• Describe a positive impact of using the app and a reward


• Describe a positive impact of using the app and a reward• Describe a negative impact of using the app and a penalty

• Debrief your stakeholders • Ask is that possible • Impact and possible work arounds

42 Photo by therichbrooks

The Brain Rules-1

1: When you move you exercise the Brain2. Human Brain is designed to survive – solve problems

while moving in an outdoor environment3. Every brain is wired differently 4. Multi-tasking is a myth


4. Multi-tasking is a myth5. Increase short term memory – Repeat to remember6.Increase long term memory – Remember to repeat

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12 Principles for Surviving and Thriving at Work, Home, and School By John Medina

The Brain Rules-2

7. Sleep well to think well – and the power of napping8. Stressed brains do not learn the same was as non

stressed brains9. Stimulate more of the senses10. Vision trumps all the other senses


10. Vision trumps all the other senses11. Male and female brains are different12. We are natural and powerful explorers, brain grows

throughout our lives

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12 Principles for Surviving and Thriving at Work, Home, and School By John Medina, 2009

See www.brainrules.net

Strategies for splitting User Stories

1. Steps of a workflow2. Scenario3. Sequence in a scenario4. Operations5. Size or type of data


5. Size or type of data6. Type of input, output or configuration7. Persona or role8. Level of knowledge9. Level of complexity10. Level of quality expected

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Resources

• How to Think Like Leonardo da Vinci: Seven Steps to Genius Every Day By Michael J. Gelb

• BRAIN RULES 12 Principles for Surviving and Thriving at Work, Home, and School By John Medina

• Innovate Like Edison: The Success System of America’s Greatest Inventor By Michael J. Gelb and Susan Miller Caldicott


Inventor By Michael J. Gelb and Susan Miller Caldicott• The Six Thinking Hats by Ed De Bono• Shine Using Brain Science to Get the Best From Your People by

Edward M. Hallowell• Innovation Games : Creating Breakthough Products Through

Collaborative Play, Luke Hohmann• Game Storming A playbook for Innovators, Rulebreakers and

Changemakers, Dave Gray, Sunni Brown, James Macanufo

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8 Core Beliefs of Extraordinary Bosses

1. Business is an ecosystem, not a battlefield.2. A company is a community, not a machine.3. Management is service, not control.4. My employees are my peers, not my children.5. Motivation comes from vision, not from fear.


5. Motivation comes from vision, not from fear.6. Change equals growth, not pain.7. Technology offers empowerment, not automation.8. Work should be fun, not mere toil.

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www.inc.com April 23,2012

Questions

• Allen Bennett• SITA• 303 224 3217• [email protected]• [email protected]


• [email protected]

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the creative product owner

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team11 creative product

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