This document discusses how to maximize agile practices within product development by expanding agile beyond development teams. It recommends evolving the product management model to support agile development and vice versa. It also promotes a lightweight, collaborative and visual approach to chartering and using user story mapping to create an incremental and iterative product backlog. The presentation was given by Mack Adams, an agile coach and senior program manager at Axway.
Mapping agile product management beyond development
1. Mapping out agile product management Expanding agile beyonddevelopment to maximise agile withindevelopment Agile Portugal Porto – June 22, 2011 ADAMS, Mack Agile Coach & Senior Program Manager, AXWAY Email : madams@axway.com / mack@mackadams.org Twitter : @mackaraja LinkedIn : http://www.linkedin.com/in/mackcadams Blog : http://www.false-deadlines.com
2. Objectives Convinceyouthatinvesting in agile beyonddevelopmentwill maximise agile withindevelopment, and contribute to yoursuccesswith building and sellingyourproducts Major Themes: «Agile & Product Management» «Agile Chartering» «User Story Mapping»
8. France (Paris / Annecy), United States (Redwood City / Phoenix), Germany, Romania, Bulgaria, India
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10. Agile + Product Management Proto-typical ‘Agile’ project Product Owner = Product Manager Complex or distributed project Product Owner ≠ Product Manager Often, agile solutions come from development, even when they are addressing challenges with product management http://www.enthiosys.com/images/A09_ProdMgr_ProdOwner_Dilemma.pdf
12. Role call Product Strategist Product Marketing Manager Product Manager Product Owner Technical Product Manager Requirements/Business Analyst Market, clients Dev teams
13. Scalability Product Manager Can support several Product Owners Strategic view of the product, market, clients profitability Product Owner (or Requirement Analyst) Local domain expert in the team and highly available Construction of User Stories and focused on the iteration «Just enough» documentation Documentation does not replace conversations
16. Another PM v PO Perspective From Dean Leffingwell: http://scalingsoftwareagility.wordpress.com/2008/01/14/responsibilities-of-agile-product-owner-vs-enterprise-product-manager/
17. Practices for Scaling Lean & Agile Development Larman / Vodde http://qconlondon.com/dl/qcon-london-2011/slides/CraigLarman_ScalingLeanAgileLargeMultisiteOrOffshoreDelivery.pdf
19. Discover a product that is … …valuable, usable and feasible “It doesn’t matter how good your engineering team is if they are not given something worthwhile to build.”
20. Elements of Chartering Product Vision Business case analysis Scope & Objectives Minimum Marketable Features Minimum Viable Product User experience Architecture Organization & processes for the program/project Customize to your context http://www.pragprog.com/magazines/2010-10/way-of-the-agile-warrior
21. Lightweight, collaborative & visual Diverse stakeholders R&D, Product Management, Product Marketing, Distribution, Security, Key Clients, etc. Collaborative, transparent Clarifies expectations & assumptions Builds a state of confidence Shares difficult decisions Format Slides, to avoid building heavy documents Visual, and as simple as possible
22. N-Date N – 2 mths Iteration 0 Select MMFs Chartering Roadmap N – 1 wk N – 2 wk N – 3mths Dev Team KickOff Construct Backlog Start Chartering User Story Mapping Dev Team Kick-Off Iterative Cycle MMFs selected & prioritized Product Vision
36. 1, 2, 3… Evolve the product management model to support agile development, and vice versa Approach to Chartering that is lightweight, collaborative and visual User Story Mapping to create and incremental and iterative backlog
37. Mapping out agile product management Expanding agile beyonddevelopment to maximise agile withindevelopment ADAMS, Mack Agile Coach & Senior Program Manager, AXWAY Email : madams@axway.com / mack@mackadams.org Twitter : @mackaraja LinkedIn : http://www.linkedin.com/in/mackcadams Blog : http://www.false-deadlines.com
Notes de l'éditeur
“It doesn’t matter how good your engineering team is if they are not given something worthwhile to build.”