Working without a Product Owner by Maaret Pyhajarvi at #AgileIndia2019

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The document describes an experiment conducted by a software development team where they worked without a dedicated Product Owner for 3 months. In the experiment, the team was directly responsible for interacting with customers and prioritizing work. After the experiment, the team found that they were able to deliver more while being more customer-focused without a Product Owner acting as a proxy between them and customers. The team also realized they did not need the Product Management Expert to be present at all planning meetings to understand customer priorities. After a year of working without a Product Owner, the team was recognized as the "Best Team in Corporate R&D".

Présentations et discours publics

@maaretp http://maaretp.com
Working without
a Product Owner
by Maaret Pyhäjärvi

@maaretp http://maaretp.com
Taking forward an established product
From Lead Quality Engineer
to Senior Manager,
Windows Endpoint Development
Customers in millions, test
automation with 14k virtual machines
spawned daily.

@maaretp http://maaretp.com
Testers don’t break
the code, they break
your illusions about
the code.
- Adapted from James Bach
WHATEVER NECESSARY

@maaretp http://maaretp.com
Code doing what it’s supposed to.
Product doing what it would need to.
Product doing only what it is supposed to do.
Basic Illusions: Code Making a Product
Other Illusions: Ideas Leading to Code
Process being able to deliver with a change in mind
People having skills to deliver well.
Business model driving the selection of right focus.

@maaretp http://maaretp.com
Continuous Delivery
No Jira
No Estimates
No Product Owner
No Projects
No Scrum

@maaretp http://maaretp.com
Turning Ideas into Code
Get the right ideas on
every single developer

@maaretp http://maaretp.com
But Being a Product
Owner is So Much Work!

@maaretp http://maaretp.com
BEING A
PRODUCT
OWNER SURE
IS A LOT OF
WORK!
- WILLIAM
GILL

@maaretp http://maaretp.com
Setting up
a 3-month Experiment

@maaretp http://maaretp.com
OUR EXPERIMENT
HYPOTHESIS
CUSTOMER-OBSESSED TEAM
DIRECTLY IN TOUCH WITH
THEIR CUSTOMERS PERFORMS
BETTER WITHOUT A PROXY

@maaretp http://maaretp.com
Before this Experiment
…hands-off manager
… multiple ways of dealing with team list of
work
= super-simple Jira flow without Jira
…moving the product owner out of team room
…frequent releases
…no estimates

@maaretp http://maaretp.com
Listing Product Owner
Responsibilities

@maaretp http://maaretp.com
Product Owner
to Product Management Expert
to work on Requirements Trawling

@maaretp http://maaretp.com
RETRO
1. Nothing changed
2. Delivered more
3. Magical things happened
4. Strategic thinking for PME
5. NOTHING TRAWLED

@maaretp http://maaretp.com
21 days into the experiment the team received
feedback that their latest demo was particularly
good and focused on the customer value.When
confronted with the feedback, the team
considered it as "that's what we're supposed to
do now" - we are customer-focused.

@maaretp http://maaretp.com
65 days into the experiment the team realizes the
last appearance of the product management
expert in planning was around day 55.There were
other channels to maintain pulse of what might
be important than the structure.

@maaretp http://maaretp.com
Impacts in the team

@maaretp http://maaretp.com
Fixing geared up to max

@maaretp http://maaretp.com
Cross-team
Ownership

@maaretp http://maaretp.com
Customer-Facing
Documentation

@maaretp http://maaretp.com
Faster Delivery
of Solutions

@maaretp http://maaretp.com
Incremental Delivery
Turned to Flow

@maaretp http://maaretp.com
Features from Problems
that weren’t asked for

@maaretp http://maaretp.com
Introducing Positive
and Negative Telemetry

@maaretp http://maaretp.com
Core Practices

@maaretp http://maaretp.com
Working as Network
of Connections

@maaretp http://maaretp.com
Bias to Action

@maaretp http://maaretp.com
Customers:
Don’t keep a Distance

@maaretp http://maaretp.com
Data Lies
Less than People

@maaretp http://maaretp.com
After a Year of
#NoProductOwner

@maaretp http://maaretp.com
“Best Team in
Corporate R&D”

@maaretp http://maaretp.com
“One team is not sufficient
proof that this approach is
better. Also, out team lacks
the seniority and
communication skills to
attempt it.”

@maaretp http://maaretp.com
Nothing changes if you
change nothing.

@maaretp http://maaretp.com
Cognitive
Dissonance

@maaretp http://maaretp.com
Developers love
solving problems

@maaretp http://maaretp.com
Maaret Pyhäjärvi
Email: maaret@iki.fi
Twitter: @maaretp
Web: maaretp.com
Blog: visible-quality.blogspot.fi
(please connect with me through
Twitter or LinkedIn)

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The talk is to share experiences and learnings with the digital transformation at the company Siemens. All of us who work in large, traditional cooperation can undoubtedly learn a lot from agile showcase companies like Spotify and Airbnb. But we also understand that these approaches are not easy to transfer in every context. Large companies with structures, processes and culture that evolved over decades have very special challenges in such a transformation. A few years ago, Siemens embarked on its transformation journey. We are in the middle of the transformation from a classic industrial company of the 20th century to a digital company of the 21st century. Some typical questions addressed by specific Siemens examples What scaling framework to apply; if any? Top-down or bottom-up transformation? What are the pillars of a transformation initiative? How to become efficient and adaptable at the same time? How to accelerate leadership development on all levels? More details: https://confengine.com/agile-india-2019/proposal/8188/travel-notes-from-the-journey-of-a-170-year-old-industrial-company-to-a-digital-company-siemens-case-study Conference link: https://2019.agileindia.org

Travel notes from the journey of a 170 year-old industrial company to a digit...

Agile Software Community of India

Quality in Eurofins Genomics is a central focus point - analysis we do or products we produce have critical applications, be it production of drugs, identifying rare diseases or gene editing. IT is a driving force behind the scenes which challenges us to ensure the highest quality standards without compromising on speed. When we start a new project, we do it with enthusiasm and feeling of doing something meaningful or even cool. Following scrum we quickly establish our velocity and deliver soon first release into production. Overall quality is quite good; results from testing acceptable, deadlines are coming so nothing can stop us. Let’s prioritize last bugs, fix critical, move rest into backlog – now we can be proud of having delivered value to users! We continue delivering at ever increasing speed as team matures! Unfortunately the idyllic scenery gets soon destroyed by first, more and more effort needs to be spent addressing issues from both QA and production. We spend time arguing with QA and users on what is bug or if this defect is P2 or P3 or can even be seen as P4, from time to time we take a sprint to “stabilize”, but all too often nothing changes. User stories are getting spilled to next sprints, we postpone releases to have more time for testing, club them with next releases and finally find ourselves in downward spiral.. As quality cannot be compromised we quickly decide that Agile is fine, but as we work in regulated environment we need to be pragmatic and adjust Agile to our needs. What comes out is unfortunately not much different to Waterfall or V-Model, we still keep sprints and do reviews, but realize that only form is left. I am directly responsible for IT in Eurofins Genomics so will share experience from the field on how did we overcome this and reanimated Agile. More details: https://confengine.com/agile-india-2019/proposal/8187/regulations-eat-agile-for-breakfast Conference link: https://2019.agileindia.org

Regulations eat Agile for breakfast by Gaitis Kasims at #AgileIndia2019

Agile Software Community of India

In 2008 I was member of a leadership team at Ericsson starting the transformation towards agility for a 2000 people organization. Soon we heard, that agile is a mindset and somehow that sounded right. But it was so hard to get: for me that full mindset change journey took about a year. Through it, I have become one of the transformation drivers at enterprise level. Today I am driving the transformation of a 15000 people business unit as organizational coach/inhouse consultant. Having worked with all kinds of people in all kinds of roles on all levels in the hierarchy across the company gave me a lot of experience with how to get the mindset across. One key learning is, that there is no one-size-fits all approach to it. People are different and different groups of people react in different ways through the group dynamics. In this talk I will share my 10-year-experience with facilitating mindset change. I will share several examples of different kinds of people and groups of people I encountered and what I found working to facilitate the mindset change. More details: https://confengine.com/agile-india-2019/proposal/8182/10-years-of-transforming-mindset Conference link: https://2019.agileindia.org

10 years of transforming mindset by Hendrik Esser at #AgileIndia2019

Agile Software Community of India

Adaptive handling and flow of financials are an important ingredient to business agility. Essentially what we want to achieve is, to have the money in a company flow to where it creates most value. In the modern dynamic business environment this is an increasing challenge as we on one side see the need to be very adaptive throughout the year to cope with the changes in the business and on the other side people in enterprises as well as suppliers and partners would like to have sufficient financial stability to plan their work. On top of that come regulatory requirements. For ICAgile I led an international team of professionals in 2018 to create a learning curriculum outlining the most important things you need to know about finance in an agile enterprise. This curriculum is published under creative commons license. In this talk you will get an overview of finance agility based on the professional knowledge of this team. More details: https://confengine.com/agile-india-2019/proposal/8181/agile-finance-enabling-business-agility Conference link: https://2019.agileindia.org

Agile finance enabling business agility by Hendrik Esser at #AgileIndia2019

Agile Software Community of India

Modifying the schema of a production database is hard. If something goes wrong, the impact on both customers and the team can be enormous. And it can be hard or even impossible to rollback a database schema change if things go wrong. And the same is true for any architectural change for a production application. The Branch by Abstraction and Strangler Pattern makes significant application changes easier. Are there any similar patterns we can use to make production database changes less risky? Indeed, there are. The Expand/Collapse pattern is a blueprint for making the database migration. It makes the remodelling both reversible and safe. By expanding the application to accommodate both the old and the new schemas in parallel, we can give ourselves time to: Migrate any downstream dependencies on the old database schema Gain confidence that the migration is safe We contract the application to the new version, once we’ve satisfied that the old schema is no longer needed. The pattern helps to make significant, but necessary refactorings to your data model in a continuous delivery way. Most importantly, without threatening the robustness of your production applications. While working with our product, I’ve successfully applied this pattern to make major changes to the core of the application, all while serving customers in production. I’ve learned some important lessons about how to best implement the Expand/Contract pattern. In this session, I’ll share my experiences on how to avoid pitfalls and succeed at these kinds of major data remodelling with hardly any downtime. More details: https://confengine.com/agile-india-2019/proposal/8174/expand-contract-pattern-for-continuous-delivery-of-databases Conference link: https://2019.agileindia.org

Expand Contract Pattern for Continuous Delivery of Databases by Leena S N at ...

Agile Software Community of India

I'll present how the dynamics of today's world means that old ways of organizing power in businesses are no longer working. We need to re-look at our organization structures so that the emerging culture allows for more effective ways of using power. I'll cover: The Decay of Power and What It Means For Your Organization Current Structures Make it Difficult to Get Things Done Holacracy — A New Social Technology To Organize Power in Pursuit of Purpose 5 Ways Holacracy Organizes Power to Thrive in a Rapidly Changing World 1. The purpose is the new Boss 2. Autonomy: Everyone is a Leader (but lead roles not people) 3. Create Fractal structures (not Hierarchical or Flat) 4. Power vested in rules (not people) 5. Dynamic org structure that evolves (instead of rigid top-down ones) More details: https://confengine.com/agile-india-2019/proposal/8145/re-thinking-how-power-is-organized-in-businesses-to-thrive-in-a-rapidly-changing-world Conference link: https://2019.agileindia.org

Re-thinking how power is organized in businesses to thrive in a rapidly chang...

Agile Software Community of India

Do you want to hire the best? I suppose yes. Do you want them to grow, to improve their skills continuously and to develop your company? Hope so? But what happens if people grow quicker than the company itself? That might be an issue and you need serious changes in your company to keep employees interested to stay, to grow and to develop your company. We are using open salaries, money transparency and an advice process in ScrumTrek company to retain interest, to have a new source of enthusiasm and motivation of our employees. We started our journey 2.5 years ago and we are happy to share how it feels from inside. More details: https://confengine.com/agile-india-2019/proposal/8090/open-salaries-from-employees-to-managing-partners Conference link: https://2019.agileindia.org

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Yesterday in Lagos, I had the honour of delivering a lecture titled “If this Giant Must Walk; Manifesto for a New Nigeria“ at the Inaugural Memorial Lecture of Prince Emeka Obasi, founder and publisher of Business Hallmark and the inspirational figure behind the Public Policy Research and Analysis Centre - promoters of the revered Zik Leadership and Governance Awards. My lecture focused on the challenges of nation-building in Nigeria and how we can approach them in a way that promotes progress and unity. I discussed the many sources of concern about our country’s future prospects, including violent conflicts, revisionist contestations of the Amalgamation Act of 1914, discontent with the Nigerian economy, and dysfunctions in the federal system. Central to my lecture was the call to address these challenges by crafting a new manifesto for Nigeria. This manifesto, I proposed, should champion integrity, compassion, character, competence, and commitment to national unity and progress within a framework of democratic governance and cultural diversity. I firmly believe that by doing so, we can guide Nigeria to stride forward with pride and purpose. I want to thank the Board and Management of the Public Policy Forum for their kind invitation to speak at this important event and for their commitment to promoting public policy research and analysis in Nigeria. My gratitude also to the late Prince Emeka Obasi, a true inspiration and a builder of bridges across divides, for his contributions to the country. My thoughts are with his family and loved ones.

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Working without a Product Owner by Maaret Pyhajarvi at #AgileIndia2019

1. @maaretp http://maaretp.com Working without a Product Owner by Maaret Pyhäjärvi

2. @maaretp http://maaretp.com Taking forward an established product From Lead Quality Engineer to Senior Manager, Windows Endpoint Development Customers in millions, test automation with 14k virtual machines spawned daily.

3. @maaretp http://maaretp.com Testers don’t break the code, they break your illusions about the code. - Adapted from James Bach WHATEVER NECESSARY

4. @maaretp http://maaretp.com Code doing what it’s supposed to. Product doing what it would need to. Product doing only what it is supposed to do. Basic Illusions: Code Making a Product Other Illusions: Ideas Leading to Code Process being able to deliver with a change in mind People having skills to deliver well. Business model driving the selection of right focus.

5. @maaretp http://maaretp.com Continuous Delivery No Jira No Estimates No Product Owner No Projects No Scrum

6. @maaretp http://maaretp.com Turning Ideas into Code Get the right ideas on every single developer

7. @maaretp http://maaretp.com

8. @maaretp http://maaretp.com

9. @maaretp http://maaretp.com

10. @maaretp http://maaretp.com But Being a Product Owner is So Much Work!

11. @maaretp http://maaretp.com BEING A PRODUCT OWNER SURE IS A LOT OF WORK! - WILLIAM GILL

12. @maaretp http://maaretp.com Setting up a 3-month Experiment

13. @maaretp http://maaretp.com OUR EXPERIMENT HYPOTHESIS CUSTOMER-OBSESSED TEAM DIRECTLY IN TOUCH WITH THEIR CUSTOMERS PERFORMS BETTER WITHOUT A PROXY

14. @maaretp http://maaretp.com Before this Experiment …hands-off manager … multiple ways of dealing with team list of work = super-simple Jira flow without Jira …moving the product owner out of team room …frequent releases …no estimates

15. @maaretp http://maaretp.com Listing Product Owner Responsibilities

16. @maaretp http://maaretp.com Product Owner to Product Management Expert to work on Requirements Trawling

17. @maaretp http://maaretp.com RETRO 1. Nothing changed 2. Delivered more 3. Magical things happened 4. Strategic thinking for PME 5. NOTHING TRAWLED

18. @maaretp http://maaretp.com 21 days into the experiment the team received feedback that their latest demo was particularly good and focused on the customer value.When confronted with the feedback, the team considered it as "that's what we're supposed to do now" - we are customer-focused.

19. @maaretp http://maaretp.com 65 days into the experiment the team realizes the last appearance of the product management expert in planning was around day 55.There were other channels to maintain pulse of what might be important than the structure.

20. @maaretp http://maaretp.com Impacts in the team

21. @maaretp http://maaretp.com Fixing geared up to max

22. @maaretp http://maaretp.com Cross-team Ownership

23. @maaretp http://maaretp.com Customer-Facing Documentation

24. @maaretp http://maaretp.com Faster Delivery of Solutions

25. @maaretp http://maaretp.com Incremental Delivery Turned to Flow

26. @maaretp http://maaretp.com Features from Problems that weren’t asked for

27. @maaretp http://maaretp.com Introducing Positive and Negative Telemetry

28. @maaretp http://maaretp.com Core Practices

29. @maaretp http://maaretp.com Working as Network of Connections

30. @maaretp http://maaretp.com Bias to Action

31. @maaretp http://maaretp.com Customers: Don’t keep a Distance

32. @maaretp http://maaretp.com Data Lies Less than People

33. @maaretp http://maaretp.com After a Year of #NoProductOwner

34. @maaretp http://maaretp.com “Best Team in Corporate R&D”

35. @maaretp http://maaretp.com “One team is not sufficient proof that this approach is better. Also, out team lacks the seniority and communication skills to attempt it.”

36. @maaretp http://maaretp.com Nothing changes if you change nothing.

37. @maaretp http://maaretp.com Cognitive Dissonance

38. @maaretp http://maaretp.com Developers love solving problems

39. @maaretp http://maaretp.com Maaret Pyhäjärvi Email: maaret@iki.fi Twitter: @maaretp Web: maaretp.com Blog: visible-quality.blogspot.fi (please connect with me through Twitter or LinkedIn)

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