Agile Product

Ownership
( ICP-APO )
Certification

Page 1
Page 2
Learning Outcomes (LO’s)
1. AGILE PRODUCT OWNERSHIP MAXIMIZES VALUE
1.1. DEFINING AGILE PRODUCT OWNERSHIP
1.1.1. What is Agile Product Ownership
1.1.2. What is Value
1.2. SKILLS & BEHAVIORS FOR PRODUCT OWNERSHIP
1.2.1. Developing Relationships
1.2.2. Value-based Decisions
1.2.3. Facilitate for Shared Understanding 3.2. LAUNCH AND LAND PRODUCTS
2. WORKING WITH CUSTOMERS AND STAKEHOLDERS
2.1. KNOWING YOUR CUSTOMERS
2.1.1. Customer and Stakeholder
2.1.2. Understand the Customer
2.1.3. Connect to the Customer Problem
2.2. ALIGNING WITH STAKEHOLDERS
2.2.1. Understand the Stakeholder
2.2.2. Align with Stakeholders
3. DEFINING AND DELIVERING PRODUCTS
3.1. PRODUCT PLANNING AND DEVELOPMENT
3.1.1. Align to the Product Vision
3.1.2. Identifying Measurable Outcomes
3.1.3. The Product Backlog
3.1.4. Prioritization Techniques
3.1.5. Product Planning
3.2.1. Definition of Done
3.2.2. Assessing Value Delivered
3.2.3.Capturing Customer Feedback
3.2.4. Knowing When to Stop

Page 3
 Questions?

Page 4
 Day 2

Page 5
 Circling Back
We discussed in detail about Product Ownership.

Lets Summarize and recollect together

- What is Product Ownership ?

- We as Product Owners are Responsible to Maximize ………… ?

Page 6
 What is Product Ownership

Responsible
for
“maximizing
the value of
the product
created.”

Page 7
 Discussion – Identify What is the horizon of Value

As a group Describe
what constitutes value and
the factors that impact how value is defined.

10 Mins
Page 8
 Business / Customer
Value
+
Organizational (ROI)
Value Value

+
Knowledge
Value

Page 9
 Exercise – Differentiating Customer vs
Consumers (End – Users) vs Stakeholders

List out the difference between

Customer, End User and
Stakeholders

Identify the Product for which you

are 1/ Stakeholder 2/ Customer 3/
End-User

15 Mins
Page 10
Page 11
Page 12
 Understanding The Needs of the Customer

Understanding the customer and their needs in is one of the key elements
to setting a product vision and strategy.

Empathise with the customer, their jobs and needs

Page 13
 Understanding The Needs of the Customer-
Value Proposition Canvas

Page 14
 Understanding The Needs of the Customer

Creating a profile for your users - Personas

Page 15
 Connect to The Customers

Understanding the market you operate in is one of the key elements to

setting a product vision and strategy.
The first step, is understanding your customer needs and behaviour .

Page 16
 Stakeholder Engagement

Page 17
 Who is a Stakeholder?

PRODUCT
DEVELOPMENT
Positive Stakeholder Negative Stakeholder

Anybody who influences the outcome

or is affected by the outcome

Page 18
 Stakeholder Map
HIGH

Provides a framework for

Context Setters Players managing stakeholders based
on interest and influence
Power / Influence

Keep Satisfied Actively Engage

Consult Collaborate
Major Stakeholder

Subjects Intermediate Stakeholder

Crowd
Keep informed Minor Stakeholder
Monitor
Involve

LOW
HIGH
Interest / Affected
Page 19 https://www.romanpichler.com/blog/stakeholder-engagement-analysis-power-interest-grid/
 Exercise – Stakeholders identification
Identify stakeholder types
Product Owners engage at their
day to day engagement in a real
world

Identify the ‘Top 5’ stakeholders,

and their needs

15 Mins
Page 20
 Stakeholder Management Process

Identify Analyze Prioritize Engage Communicate

Set & reset expectations

Monitor
Review
Act

Page 21
 Identifying Stakeholders
Those who have key interest in Consider those who have . . .
your solution… The ability to impact your product
End customers The ability to enhance your product
Partners The ability to slow down your product
Local Management The ability to remove impediments
The ability to lead opinions
The ability to facilitate the change
Stakeholders may… Consider the ‘Hidden”
be thought leaders, Find faults and delay Organization Chart
influences, or early approvals
adopters Stakeholders . . .

Have invisible power Be Micromanaging Can have significant decision-making authority

Sway opinions in a Influence others and May want more of your time than you can give
positive or manage inter- May have too many things to handle... and may not
negative direction relationships want to be disturbed
Page 22
 Plan Engagement

Stakeholder Engagement Frequency Sample Techniques

Players Collaborate Once per sprint Collaborative workshops including strategy

and roadmap workshops, sprint review
meetings

Subjects Involve Monthly Sprint review meetings

Context Setters Consult Quarterly One-on-one meetings

Crowd Inform Quarterly Newsletter

Page 23 https://www.romanpichler.com/blog/stakeholder-engagement-analysis-power-interest-grid/
 Saying “No”

Page 24
 Saying “No”

Be Clear with Stakeholders: Is this No? Or No, for Now?

Offer Only One Reason for Saying No

Convey that You Each Have the Same Goal

Explain the Consequences of Saying Yes to the Stakeholder

Offer the Customer an Alternative

Express Appreciation and Empathy for Customers

Saying no can be very difficult.

Most of us like to please others.
Page 25 https://www.mountaingoatsoftware.com/blog/six-guidelines-for-saying-no-to-a-stakeholder
 Exercise – Understanding Stakeholders Needs

Identify the responsibilities of a

Product Owner based on the
stakeholder’s needs

25 Mins
Page 26
 Product Owner Responsibilities

Communicating
Communicating
Own the product product vison
customer needs
and strategy

Managing and Enabling a

Assessing and
prioritizing culture of
mitigating risks
product backlog innovation

Making
Stakeholder Facilitate
decisions on the
collaboration understanding
product backlog
Page 27
 Product Owner Responsibilities

Ensuring clarity of
Managing product
features; Providing continuous
backlog (owning it
functional and inputs/feedback on
with user stories &
non-functional value delivery
acceptance criteria)
requirements

Being the bridge

Providing end Helping team to
between product
customer enhance or filling
stakeholders and
perspectives to team gaps in User Stories.
team

Alignment of product
Mentoring other Take critical
owners and Product
Product Owners decisions
backlogs

Page 28
 Product Owner - Responsibilities
⮚ Has full responsibility for the success of the product in the market. Single owner of the decision
to ship or not ship a release. Incorporates feedback from entire cross functional team to make
this decision

⮚ Defines all product features, balancing engineering requirements (code quality, automated
testing, architectural renewal) with customer features

⮚ The Product Owner should be co-located with the delivery teams and be available during a
sprint to answer questions or give feedback on in-progress stories.

⮚ Creates a short/medium/long term product roadmap.

⮚ Engages in backlog refinement meetings to ensure team understands backlog stories (upcoming
sprints)

⮚ Works with ScrumMaster, Program Manager and Architect to create release plan

⮚ Seeks out and removes (or raises attention to) obstacles that limit team velocity

⮚ Provides a written mini-business case review for any change in scope or Definition of Done to
Page 29
BU Sr. Mgr. team
 Summary

Being an effective product leader is not easy:

It requires embracing people’s ideas
as well as saying no,
being neither too accommodating,
nor too assertive.

Page 30
 Sample Product – FARM to home

Page 31
Page 32 http://jpattonassociates.com/opportunity-canvas/
 Exercise – Opportunity Canvas

Identify and Define an

Opportunity using
Opportunity canvas

15 Mins
Page 33
 Opportunity Canvas

Page 34
 Debrief

Page 35
 Exercise – Defining Value

Using opportunity canvas and last

exercise outcome ; identify the
different elements and dimension of
values covered

15 Mins
Page 36
Page 37
 Planned Value

Page 38 https://martinsitconsulting.com/cost-earned-value-management/
 Debrief

Page 39
 Questions?

Page 40
Page 41