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Product Management and Scrum Framework

Keywords​

  • empirical
  • feedback loop

Product Management and Three Vs​

Three Vs​

iterate fast feedback loop

  • Vision
    • creates Transparency
      • bc it forms the basis for all
        • following conversations
        • leading to a common understanding for
          • why you are building the product
          • what your customers' needs are
      • provides a foundation and direction
  • Value
    • defining value provides you with something to Inspect
    • the actual way to deliver value is only Release
      • faster feedback loop iteration needs more release
        • CI/CD
  • Validation
    • causes Adaption
    • process validation
      • about how the scrum team is working
      • e.g. Sprint Retrospective
    • product validation
      • about what the scrum team is working
      • e.g. Sprint Review, marketplace feedback

Four-keys​

  • Delivery Lead Time
  • Development Frequency
  • Mean Time to Restore
  • Change Fail Percentage

use four-keys as just value-neutral metrics representing current status about the team, not for product validation

Goodhart's Law​

When a measure becomes a target, it ceases to be a good measure.

Evidence-Based Management​

EBMgt Metrics​

  • Current Value
    • Revenue per Employee
    • Product Cost Ratio
    • Employee Satisfaction
    • Customer Satisfaction
  • Time to Market
    • Release Frequency
    • Release Stabilization
      • the impact of poor development practices and underlying design and code base
    • Cycle Time
      • the time (including stabilization) to satisfy a key set of customers or to respond to a market opportunity competitively
      • = development time + stabilization time
    • On-Product Index
      • the time developers are allowed to work on exactly one initiative like a product
      • less context switching desired
  • Ability to Innovate
    • Installed Version Index
      • the distribution of customers across the installed versions in production
      • the maintenance of the older versions has a negative impact on Ability to Innovate
    • Usage Index
      • determines how a product and its features are difficult to use and whether excess software is being sustained even though it is rarely used
    • Innovation Rate
      • growth of technical debt caused by poor designed and developed software
    • Defects

Scrum​

Empirical Pillars of Scrum​

  • Transparency
  • Inspection
  • Adaptation
    • Sprint Planning
    • Daily Scrum
    • Sprint Review
    • Sprint Retrospective

Scrum Roles​

  • Product Owner
  • Development Team
  • Scrum Master
  • Stakeholder
    • uses, customers, investors, executives, compliance officers, etc.

Scrum Artifacts​

  • Product Backlog
  • Sprint Backlog
  • Increment
    • releasable working product

Scrum Events​

  • Sprint Planning
    • Sprint Goal
      • objective set for the Sprint that can be through the implementation of Product Backlog
      • provides guidance to Development Team on why it is building the Increment
      • created during the Sprint Planning
      • think about a Sprint Goal as a node of linked list toward Vision

Reporting​

  • Velocity
    • don't forget the Goodhart's law
    • use just as a metric for planning
    • why use story point instead of actual days and hours?
      • there seems to be a study saying that the worst performing teams estimated in hours followed by the ones using no estimates

References​