Professional product owner apex global demo 393

v Understand the Agile product mindset and know how to transformationv Understand the important to create value and how to develop the metrics to measure the value v Understand the targe

PROFESSIONAL PRODUCT OWNER

Author: Tran Cong Cao Phone: 0909 146 976 Email: cao.trancong@gmail.com Fb: fb/cao.trancong (#caotran)

Practical Training Course

Introductions and Expectations

Participant introductions

v Position and background

v How long experience with Product Owner?

v What do you want to get out of this course (expectation)?

v Understand the Agile product mindset and know how to transformation

v Understand the important to create value and how to develop the metrics to measure the value

v Understand the target customer of product and how to explore their insight, their needs

v Applying the best practices to prioritize the work of Developers during a Sprint

v Understand a clear picture of the responsibilities of a Product Owner and are able to successfully implement Agile/Scrum in your team

optimize the value through manage the product backlog

Learning Objectives

Logistics

Be prompt returning from breaks.

Professional Product Owner Course Agenda

AGILE PRODUCT MANAGEMENT

Professional Product Owner – Module 01

Learning Objectives

v Understand the type of Product Owner

v Understand the role of Product Owner and the skillset needs

v Understand the common tools to develop business product strategy

v Understand the product vision and how to develop vision

v Transform to product mindset

Scrum Is Complemented by Many Practices

Scrum Framework

Agile Methodology

Software Development Practices

• Story Mapping

• Velocity

• Specification By Example

Reasons to Pursue Agility

Improved relationship with

deployment cycle

Easier to make changes

Elimination of waste

Lean products that reach market faster and are more targeted

Increased Return

on Investment

(ROI)

Engaged, empowered workers

Reduced Total Cost of Ownership

(TCO)

Project vs Product

Is it possible to deliver on time, under budget, and within scope

yet still be unsuccessful?

Project Mindset vs Product Mindset

Scope

Time Budget

Success continuously driven by

business metrics outside in:

• User adoption/retention

• Revenue

• Cost savings per feature

Leads to less business

involvement, more tasks

management.

Leads to less waste, more creativity, and more

releases.

The Big Picture of Agile Planning

Product Owner Responsibilities

Come up with a list of activities that are (should be) part of Product

Product Management Encapsulates Many Things

Which are covered by Scrum?

Analyzing the

Industry &

Competition

Product Strategy

Maximizing Revenues &

ROI

Release Planning

Identifying Customers &

Their Needs

Forecasting

& Feasibility

Creating the Business Case

Strategic Product Planning

Identifying Product Requirement

Creating a Product Roadmap

Release Execution

Auditing Results

Sustaining the Product

Product Launch

Customer Retention

Naming &

Branding

Outbound Messaging

Defining Product Features

Product Retirement

Product Owner Is an Agile Product Manager

v Communicate vision and value to

the Development Team

v Work with Development Team to

capitalize on latest technology

v Leverage Scrum for frequent

product inspection & adaptation

Product Owner

Product Management

Scrum

Product Owner Role Types

Receiving

Initiating

Expected Benefits

Product Owner Role

Not Scrum Scribe Proxy Business

Representative

Sponsor Entrepreneur

What is your role type?

An Entrepreneurial Product Owner

Value Just In Time

ROI

• More Collaboration (with team & customer)

• Simplify product absorption

• Leverage entire Scrum Team

• Deliver frequently

• Deliver as needed

• Embrace change

• Optimize productivity

• Deliver only high value items

• Remove negative value items

Type of Product Owner

This type of Product Owner often works for a larger corporation and is responsible for an existing product

Upper management provides him with (KPIs) against which

he is measured, often in connection with set requirements This limits being proactive and visionary

Traps of complacency (e.g., “This is just how we do things around here”) make the situation even worse, turning the receiving Product Owner into more of a project manager

Because the strategic aspects of the Product Owner role are not well understood, many organizations equate the role with project management

Type of Product Owner

This type of Product Owner has all the freedom, even budgetary, to do whatever is needed to realize the product vision

This level of entrepreneurship is most likely at odds with typical technology departments because they won’t have enough connections with management and Development Teams

Talking to people, making deals, networking, spreading the vision, and plowing the field for the product doesn’t allow an initiating Product Owner to spend enough time with the

people on the ground

Competencies and Traits of Product Owner

v What is a competency and what is a trait?

Traits are who you are; competency are your abilities

competency are easier to learn whereas traits require a change in personality

Performance reviews and interviews are too often focused on competency, such as experience doing something, knowledge of procedures, and quality

of output

Keep Product Owners on CRACK

CRACK

Collaborative

Representative

Authorized Committed

Knowledgeable

The Components of a Product’s Life Cycle

A product does things, performs functions, or causes change or results A product’s life cycle includes the following components:

Creation Emergence

Maturity Senescence

The Common Denominator In Segmentation: Customer Needs

v Business Model Canvas

The original business strategy canvas

v Lean Canvas

A simple problem/solution approach targeted for entrepreneurs and startups

v Value Proposition Canvas

Helps design product and services your customers want to buy

Business Model Canvas

Key Partners Key Activities Value Propositions Customer Relationships Customer

Segments

• Who are our partners?

• Who are our key suppliers?

• Which key resources are we acquiring from our partners?

• Which key activities do partners perform?

MOTIVATION FOR PARTNERSHIP

Optimization and economy Reduction

of risk and uncertainty Acquisition of particular resources and activities

• What key activities do our value propositions require?

• Our distribution channels?

• Which customer needs are we satisfying?

• What is the minimum viable product?

CATEGORIES

Newness Performance Customization ”Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability

• How do we get, keep, and grow customers?

• Which customer relationships we have?

• How are they integrated with the rest of our business model?

• How costly are they?

EXAMPLES

Personal assistance Dedicated Personal Assistance Self- Service

Automated Services Communities Co-Creation

• For whom are we creating value?

• What are the customer archetypes?

• Who are our most important customers?

Mass Market Niche Market Segmented Diversified Multi-sided Platform

• What specific key resource or assets are necessary to deliver your value proposition?

• What is resource your distribution channels and value streams may to require to function?

• Additionally, think what resources are needs to maintain customer relationship?

• Through which channels do our customer segments want to be reached?

• How do other companies reach them now?

• Which ones work best?

• Which ones are most cost-efficient?

• How are we integrating them with products and services?

• What are the most important costs inherent

to our business model?

• Which key resources are most expensive?

• For what do they currently pay?

• For what value are our customers really willing to pay?

• For what do they currently pay?

• How are they currently paying?

• How would they prefer to pay?

• How much does each Revenue Stream contribute to overall revenues?

TYPES

Asset sale Usage fee Subscription fees Lending/Renting/Leasing Licensing

Brokerage fees Advertising

CHANNEL PHASES

1.Awareness - How do we raise

awareness about our company’s product and services?

2.Valuation - How do we help

customers evaluate our organization’s Value Proposition?

3.Purchase - How do we allow

customers to purchase specific products and services?

4.Delivery - How do we deliver a Value

Proposition to customers?

5 After Sales - How do we provide

post-purchase customer support?

SAMPLE CHARACERISTICS

Fixed Costs (salaries, Economics of Scale rents, utilities)

Economics of Scope Variable Costs

IS YOUR BUSINESS MORE

Cost driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value

Lean Canvas - Example

Value Proposition Canvas

The link of Vision, Product Strategy and Tactics

Boiler Plate Warning

v Boiler plate vision

statements tend to be ignored.

v Try pragmatic, real &

emotional.

Innovation Games® Product Box

v Front

Product NameImage(s)

Clear Target CustomerClear Value Proposition

Sub-features

VALUE-DRIVEN DEVELOPMENT

Professional Product Owner – Module 02

Learning Objectives

v Understand how Scrum team deliver the value

v Understand the important of product measurement

v Understand how setting the metric to measure

Value Definition

“Price is what you pay Value is what you get.”

Warren Buffett

Value Definition

v What is value?

Value is: The benefit to the

organization, represented in money

terms, that results from the use of a

product or service

Value is: The benefit to society, not necessarily represented in money terms, that results from the use of a product or service

Who define the value?

Traditional Development Delays the Realization of Value

2 Years

Business Value Over Time

Who Delivers Value?

v In Scrum, who’s responsible for delivering value?

SCRUM PRINCIPLES & EMPIRICISM

Professional Product Owner – Module 03

Learning Objectives

v Understand complexity of software development

v Understand the empirical processes

v Understand the 3 legs of empiricism are inspection, adaptation, and transparency.

v Understand transparency requires trust and courage.

THE SCRUM FRAMEWORK

Professional Product Owner – Module 04

Learning Objectives

v Recall Scrum framework

v Understand the Service model of Scrum

v Understand how Product Owner practice with Scrum events and artifacts

v Understand how to conduct and manage product backlog refinement

effective

Definition of Scrum

v Scrum (noun):

A framework within which people can address complex adaptive problems, while productively and creatively

delivering products of the highest possible value

Roles: Each One Has a Specific Accountability

+ Scrum Master Product Owner

+ Developmenmt team

Re-call Scrum Framework

The Pillars of Scrum

Product Owner Role

resulting from the work of the Development Team How this is done may vary widely across organizations, Scrum Teams, and individuals

Backlog Product Backlog management includes:

Clearly expressing Product Backlog items;

Ordering the items in the Product Backlog to best achieve goals and missions; Optimizing the value of the work the Development Team performs;

Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next; and,

Ensuring the Development Team understands items in the Product Backlog to the level needed

Product Owner Role

v The Product Owner may do the above work, or have the Development Team do it However, the Product Owner remains accountable.

v The Product Owner is one person, not a committee

v The Product Owner may represent the desires of a committee in the

Product Backlog, but those wanting to change a Product Backlog item’s priority must address the Product Owner

v For the Product Owner to succeed, the entire organization must respect his or her decisions

v The Product Owner’s decisions are visible in the content and ordering of

the Product Backlog No one can force the Development Team to

work from a different set of requirements.

The Product Owner / Development Team Relationship

Marketplace

Competition

Sprint Goal Definition

Sprint Goals Lead to the Vision

PRODUCT BACKLOG MANAGEMENT

Professional Product Owner – Module 05

Learning Objectives

v Understand level of specification in Scrum

v Understand how to write user story effective

v Understand how to capture the Non-functional under user story

v Understand how to priority the product item in the product backlog

v Understand how to define the DoD and user story ready

v Understand how to mapping the roadmap with the product backlog

RELEASE PLANNING

Professional Product Owner – Module 06

Learning Objectives

v Understand how to define release strategy for product

v Understand how to estimate the velocity

v Understand how to manage the budget in the Agile project

v Understand how to manage the quality in the Agile project

Agile Governance Based On Working Product

PROFESSIONAL PRODUCT OWNER

Apex Global Contact Info:

Email: info@apexglobal.com.vn

Phone: (+84) 028 62 718 187

Hotline: (+84) 0963 801 047