mission command: scaling product management in an agile organization

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(c)2014SeanDunn.ScrumGathering2014NewOrleans 1

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

mission command: scaling product management in an agile organization

Software

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team backlog