mission command: scaling product management in an agile organization

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  • 02/05/2014

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    MISSION COMMAND

    P R E S E N T I N G

    s c a l i n g p r o d u c t m a n a g e m e n t i n a g i l e o r g a n i z at i o n s

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    PRODUCT OWNERS

    EXECUTIVESPROGRAM MANAGERSPORTFOLIO MANAGERSPRODUCT MANAGERS,ETC

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    PRODUCT MANAGER PRODUCT OWNER

    MARKET/CUSTOMER FACING SOLUTION/TECHNOLOGY/TEAM FACINGCO-LOCATED WITH, AND REPORTS INTO MARKETING / BUSINESS

    CO-LOCATED WITH, AND REPORTS INTO DEVELOPMENT

    OWNS VISION, PRICING, LICENSING, ROI, AND PROGRAM BACKLOG

    CONTRIBUTES TO VISION AND PROGRAM BACKLOG.OWNS TEAM BACKLOG AND IMPLEMENTATION

    DRIVES PSI AND RELEASE CONTENT VIA PRIORITIZED FEATURES

    DRIVES ITERATION CONTENT VIA PRIORITIZED STORIES

    ESTABLISHES FEATURE ACCEPTANCE CRITERIA ESTABLISHES STORY ACCEPTANCE CRITERIA

    SCALED AGILE FRAMEWORK

    All WORK MUST BE APPROVED BEFORE IT CAN BEGINWE NEED A COST-BENEFIT ANALYSIS FIRST THE TEAM IS ALWAYS HUNG UP WAITING FOR AN

    ANSWER FROM THE PRODUCT MANAGERTHE REQUESTS FROM TECH SALES / SUPPORT, ETC

    NEVER GETS HEARDTHAT WILL HAVE TO BE PROPOSED FOR THE NEXT CYCLE

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    THERE CAN BE A WIDE VARIANCE IN BACKLOG ITEM SIZETHERE CAN BE AN ENORMOUS AMOUNT OF VALUE HIDDEN IN THE

    SMALL, UNRELATED REQUESTSPROCESSES FAVOUR THE BIG; HOW TO REALIZE THE VALUE OF THE

    SMALL?

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    THEN: NO!

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    MASTERY AUTONOMY PURPOSE

    DAN PINKS HUMAN MOTIVATORS

    SCRUMMASTER PRODUCT MANAGEMENT TEAMGIVE PEOPLE A REASON TO GET OUT OF BED EACH MORNING

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    WE ARE USED TO:

    DECISION MAKER

    HIERARC

    HY

    INFORMATION

    WE NOW NEED TO THINK LIKE:

    INFORMATION

    DECISIONMAKERS

    1. WHAT DECISION NEEDS TO BE MADE?2. WHEN? HOW OFTEN?3. WHO WILL MAKE THIS DECISION?4. WHAT INFORMATION DO THEY NEED TO MAKE A

    GOOD DECISION?5. HOW WILL THAT INFORMATION BE COLLECTED?6. WHO WILL COLLECT IT?

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    WHAT FEATURE SHOULD WE WORK ON FIRST?WHAT IS THE MINIMALLY VIABLE SCOPE (MBI, MMF, ETC)?IS IT MORE IMPORTANT TO ADD NEW CAPABILITIES,

    OR HAVE A HIGH-DEGREE OF POLISH?WHAT LEVEL OF PERCEPTUAL QUALITY DO WE NEED?WHAT DO I DO WITH ALL THESE LITTLE REQUESTS FROM SALES/TECH SUPPORT?TO WHAT DEGREE SHOULD WE BE INCORPORATING FEEDBACK OVER FORGING AHEAD?WHAT IS MORE IMPORTANT: TIME-TO-MARKET OR LONG-TERM MAINTAINABILITY?WHO IS MORE IMPORTANT TO SATSFY: USER X OR USER Y?WHEN THINGS GO SOUTH, DO WE FORGE AHEAD OR CUT LOSSES AND MOVE ON?

    DONT PROVIDE THE ANSWERS

    PROVIDE THE TOOLS SOTHAT THEY CAN ANSWER THEMSELVES

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    MUST BE USEFUL IN DECISION MAKING(NEEDS THE RIGHT LEVEL OF DEFINITION)MISSION DEFINITION IS A RECURVISE

    PROCESSTHE MISSION OF EACH LEVEL SHOULD

    SUPPORT THE MISSION ABOVE ITTHE MISSION CAN & SHOULD EVOLVE OVER

    TIME

    COMPANY MISSION

    DIVISION MISSION

    PROGRAM MISSION

    RELEASE/PSI MISSION

    TEAM MISSION

    PRODUCT GROUP MISSION

    SPRINT OBJECTIVES

    1. DETERMINE THE HIGHER INTENT2. BE INSIGHTFUL3. DEVELOP A CONVICTION 4. CRAFT A VISION5. DEVELOP A MISSION6. PLAN YOUR OWN INTENT7. COMMUNICATE8. BE A LEADER9. MEASURE AND VALIDATE10. REPEAT ON A CADENCE

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    IDENTIFY AN INSIGHT ABOUT THE MARKETPLACE; AN AWARENESS (HOPEFULLY) UNIQUE TO YOUR ORGANIZATION; AN OPPORTUNITY FOR COMPETITIVE ADVANTAGE

    We recognize that in the current market

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    STATE A BELIEF THAT UNDERPINS HOW THE ORGANIZATION WILL RESPOND TO YOUR INSIGHTREPRESENTS A PATICULAR COURSE OF ACTION TO THE EXCLUSION

    OF OTHERS

    We believe that

    IMAGINE HOW CUSTOMERS WILL WORK IN THE FUTURE ASSUME THE VISION IS THE ENIVITABLE STATE OF THE WORLD.

    IF WE DONT DO IT, SOMEONE ELSE WILL.

    We see a future in which

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    THE UNIFYING, RALLYING OBJECTIVE FOR YOUR ENTIRE ORGANIZATION OVER A DEFINED PERIOD OF TIME

    Within one year, we will so that

    HOW YOU INTEND TO ACHIEVE THE MISISONROADMAP OF KEY TECHNOLOGIES AND CHALLENGESTIE TOGETHER THE VARIOUS BUSINESS ASPECTS (MARKETING, BD,

    IT, ETC)PROVIDE MOST OF THE INFORMATION FOR LOWER-LEVEL DECISION

    MAKERSWHAT WE ARE EXPCILICTLY NOT DOINGFOUR PARAGRAPHS OR SO. To achieve this mission, I intend to

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    PLAN AN ALL-HANDS WELL IN ADVANCETHIS MOMENT IS THE CULMINATION; YOUR PURPOSE IN LIFE;

    THE MOST IMPORTANT THING YOU WILL DO AS A LEADER

    DONT BE FOOLISH, VALIDATE YOUR CONVICTIONAPPLY LESSONS FROM THE LEAN STARTUP BY

    ERIC RIESARRANGE FOR FEEDBACK CHANNELS TO THE

    AGILE PROCESSBE PREPARED TO PIVOT

    (BRANCH AND SEQUEL PLANS)

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    BE PRESENT; BE AVAILAIBLE; MANAGEMENT BY WALKING AROUNDREINFORCE YOUR INTENTKEEP ABREAST OF THE CHANGING SITUATIONCOACH, MENTOR, TEACH AND GUIDESUPPORT SERVANT LEADERSHIP; REMOVE IMPEDIMENTS BUILD A MISSION-COMMAND CULTUREPROVIDE THE FREEDOM FOR OTHERS TO MAKE DECISIONS, EVEN

    IF THEY ARE NOT THE SAME AS YOU WOULD MAKE THEM

    THIS IS A CYCLIC PROCESSPLAN ALL-HANDS COMMUNICATION INTO CALENDAR WELL

    IN-ADVANCE MAKE IT A PRIORITYPLAN INTERMEDIATE DEADLINES; PUT DATES ON CALENDAR

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    WE HAVENT BEEN TRAINED IN ITIT TAKES MORE TIME IN THE SHORT RUN

    (TO TRAIN, MENTOR)IT MEANS BUILDING CULTUREIT REQUIRES RISK TOLERANCEOUR ORGANIZATIONAL STRUCTURE MAY NOT SUPPORT IT

    DOES YOUR ORGANIZATIONAL STRUCTURE SUPPORT MISSION COMMAND AND SCALED AGILITY?

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    VALUE STREAM

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    VALUE STREAM

    WE CAN DECENTRALIZE DECISION MAKING AND STILL ALIGN EFFORTSWE CAN BUILD A CULTURE AND PROCESS AROUND

    MISSION COMMANDIMPLEMENT A BATTLE PROCEDUREIDENTIFY IMPEDIMENTS; CONSIDER THE ECONOMICS OF YOUR

    CORPORATE STRUCTURE, CULTURE, ETC