“Zero day exploit: the old management mafia p0wned your product!”

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“Zero day exploit:
the old management maﬁa
p0wned your product!”
Governance in Product Management — An Agile Overview
onsdag 17 oktober 12

Once upon a time...

Governance is...
WHAT decisions are seen as
important in the organization
WHO is allowed to make
or inﬂuence those decisions
HOW those decisions are made and
accountability is tracked
(Summarized and paraphrased from materials by Institute On Governance, iog.ca)

What kind of decisions?
Who belongs to the team?
What should I do today?
What infrastructure for the product?
Which project is most important?
Is this feature ready for release?
What tools should we use?
How many story points to assign?
What technologies should we use?
How much can we invest in product R&D?
Build or buy?
Which proposed feature is most valuable?
What is the corporate strategy?

Agile and governance
•Doesn’t remove the need to make decisions
•Doesn’t remove the need for governance
•But may (will!) change structures and style of governance
•WHO from Line manager to Team
•WHEN from monthly to daily
•HOW from management decision to group agreement;
from reports to transparent metrics
•etc...

Complexity
harvard business review • november 2007
hand
antic
exerc
how
and
switc
strate
far m
Ga
We c
plane
clien
“land
to ad
the i
were
situa
or se
so fo
found
ideas
Playi
agers
to re
mined based on the facts. Complex and
chaotic contexts are unordered—there is
no immediately apparent relationship
between cause and effect, and the way
forward is determined based on emerg-
ing patterns. The ordered world is the
and cacophony rules. The way out of this
realm is to break down the situation into
constituent parts and assign each to one
of the other four realms. Leaders can
then make decisions and intervene in
contextually appropriate ways.
D. J. Snowden and M. E. Boone. A leader’s framework for decision making. Harvard Business Review, November 2007.

Source: Agile Finland coaching circle, MvW, 2012

Sources: Agile Finland coaching circle, MvW, 2012 & “BCS”, Graham Oakes, 2012

“What is the timeframe?”
What is the timeframe? Developer Group Project Manager
Group
Development
Manager Group
Domain
Business Exec
IT Exec
Product Owner
Project Manager
Policy Unit
Team
Individual
Scrum Master
Enterprise Architect
Func. Manager
Simple Complicated Complicated
17,8 % −2,2 % −12,2 %
4,4 % −10,6 % 4,4 %
−10,6 % 19,4 % −0,6 %
−6,3 % −1,3 % 3,8 %
0,0 % 0,0 % 0,0 %
−9,7 % 0,3 % 10,3 %
0,6 % −4,4 % −4,4 %
3,8 % −1,3 % −1,3 %
0,0 % 0,0 % 0,0 %
0,0 % 0,0 % 0,0 %
Source: “BCS”, Graham Oakes, 2012
N = 43

“What are the requirements?”
What are the
requirements?
Developer Group Project Manager
Group
Development
Manager Group
Domain
Business Exec
IT Exec
Product Owner
Project Manager
Policy Unit
Team
Individual
Scrum Master
Func. Manager
Complex Complicated Complicated
3,0 % −7,0 %
−2,0 % −2,0 %
−3,0 % 17,0 %
20,0 % −5,0 %
−2,0 % −2,0 %
−11,0 % 4,0 %
−6,0 % −6,0 %
0,0 % 0,0 %
0,0 % 0,0 %
0,0 % 0,0 %
N = 43

“Who makes estimates?”
Who makes estimates? Developer Group Project Manager
Group
Development
Manager Group
Domain
Business Exec
IT Exec
Product Owner
Project Manager
Policy Unit
Team
Individual
Line/Dev Manager
Scrum Master
Enterprise Architects
Chaos Chaos Complicated
−1,7 % −1,7 % −1,7 %
−11,9 % 15,8 % −11,9 %
−10,7 % 5,9 % −4,5 %
−2,1 % −5,4 % 2,9 %
0,0 % −6,7 % −6,7 %
9,7 % 1,9 % 25,5 %
18,3 % −8,3 % −8,3 %
0,0 % 0,0 % 0,0 %
0,0 % 0,0 % 0,0 %
−1,6 % −1,6 % 4,7 %
N = 43

“When is a story ready for implementation?”
When is a story ready for
implementation?
Developer Group Project Manager
Group
Development
Manager Group
Domain
Business Exec
IT Exec
Product Owner
Project Manager
Policy Unit
Team
Individual
Scrum Master
Func. Manager
Simple Simple Complicated
−2,5 % −2,5 % 2,5 %
−2,5 % −2,5 % −2,5 %
−12,5 % −7,5 % 17,5 %
−25,0 % 30,0 % −10,0 %
−2,5 % −2,5 % −2,5 %
16,3 % −3,8 % 1,3 %
6,3 % −3,8 % 1,3 %
18,8 % −6,3 % −6,3 %
3,8 % −1,3 % −1,3 %
0,0 % 0,0 % 0,0 %
Source: “Agile North”, Graham Oakes, 2012

What can we learn?
Different groups have
diﬀerent opinions on governance
Many weak opinions:
confusion and
opportunism
Many strong opinions:
internal politics

What can we learn?
Missing governance structure means
inventing a new structure for each decision
You may ignore governance,
but governance won’t ignore you

What can we do?
Carry out the workshops
Enforce roles around product management
Write a team charter

“Zero day exploit: the old management mafia p0wned your product!”

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