Advanced Scrum Product Ownership – Riding Dinosaurs

Facebook
Twitter
LinkedIn
Pinterest
WhatsApp

What does Scrum Product Ownership have to do with Dinosaurs?

We typically say that Scrum Masters get to herd cats. But Scrum Product Owners actually need to learn how to ride a Dinosaur! With the click-bate established, what does that even mean? 

I’ve been using a visualization that people find useful for understanding the relationship between the various Lean/Agile requirement containers. Some people call the full model a dinosaur. Others are reminded of the snake who ate an elephant from “The Little Prince”. (I’m sure there is a good connection to elephant carpaccio somewhere in here …). In this article, I’ll explore this model and connect it to the stances of the Scrum Product Owner

Identifying a Unique Value Proposition

IMG_0449

A lot of teams and organizations expect their Product Owners to be a mix of the Story Writer, a Backlog Manager, a Project Manager, a Subject Matter Expert, or a Gate Keeper. Sometimes they’re even asked to be a requirements Clerk. These stances can be easier and familiar but when these are the expectations and when this is the stance that the Product Owner assumes, It’s hard to deliver value with Scrum. 

In the PSPO-Advanced one of the first preferred stances, we talk about is the Visionary. The Product Owner as an entrepreneur. This vision will be based on customer and market insights. As a Customer Representative, you’ll use techniques such as Design Thinking, Empathy maps, Value Proposition Canvases, and Jobs to be Done to create a vision that’s grounded in understanding the customers. You’ll identify a Unique Value Proposition – the area where your product/service will be unique. 

The Minimum Viable Product (MVP)
IMG_0450

Very quickly even while assuming the stance of the Visionary, you need to also wear the Experimenter hat and that’s because this Unique Value Proposition is just a hypothesis that needs to be validated. So the next step is creating a Minimum Viable Product (MVP) to test your hypothesis. This is focused on your unique value proposition but typically also provides a little bit of “Table stakes” features just to make sure it is “Viable” as a product.

Evaluating your MVP Hypothesis

IMG_0451

Your MVP is also a hypothesis. It might be good enough to find Product-Market Fit or not. The case where each potential customer you engage tells you “This is great but in order for me to use it I need X” and X is different for each customer/user is shown below. This shows you are not in a Product Market Fit yet. 

At this point, you’ll need to be very careful not to fall for the trap of mistaking the Customer Representative for the Customer Order-Taker. The fact that potential customers are asking for something doesn’t NECESSARILY mean your product should include it. It’s ok to evolve your vision for the product based on validation but saying YES to everything even if it’s all over the place is probably not gonna create a great product. These will be tough decisions but an effective Product Owner is also a Decision Maker (also known as the Tough Decisions Maker…)  

Pivot?

IMG_0452

If on the other hand, you are seeing more and more requests for the same capability you didn’t include in your MVP then it makes sense to revise your Customer/Problem/Solution Hypothesis. 

IMG_0453

You essentially are executing a Pivot. You are building MVP2 focused on the new hypothesis based on recent Customer Development learning generated by the previous MVP.

IMG_0454

Growth Stage

Let’s say MVP2 is successful and you are seeing real traction from early adopters. You want to increase growth and are looking for deeper penetration of your early adopters as well as bringing on new clients some of them beyond the early adopter’s crowd. Based on feedback you’ve been collecting and your product management research you have a couple of areas that can potentially bring this growth. Some of them, by the way, extend your unique value proposition and some of them make your current product more robust. As your product grows, your team and ecosystem will grow. You’ll need to assume the Product Owner as Collaborator and Influencer stances as well – working with new stakeholders, partners, a larger team, and maybe multiple teams working with you on the same Product via the same Product Backlog. 

Steady Growth with Minimally Marketable Features

IMG_0455

In the case of areas with a strong indication of value, you might go straight for Minimally Marketable Features (MMF). Finding the minimum piece that can start bringing in growth. The aim of the MMF is to bring value. It assumes high certainty that there is value in this area and that we know what the product needs to be to provide this value. The reason to break a big feature into smaller MMFs is mainly time to market and the ability to bring in value in many areas, always keeping your option to move to another area and provide value in it rather than focusing for too long on a single direction. An indication that you are working on MMFs is that when one is being shipped you feel comfortable working on the next MMF in that area. 

As the Visionary Product Owner, You’ll continue to provide and communicate an updated Value north star for the Product. You’ll be a Customer Representative who is also a Decision Maker for which direction it makes sense to focus and when it makes sense to move on rather than continue to invest in an area where you’re seeing diminishing returns. 

Experiment using MVFs

IMG_0456

Even with an established product sometimes you remember that a Product Owner is an Experimenter. Sometimes it is not clear whether a feature really is marketable and valuable. In these situations, your hypothesis is centered on a feature rather than your product. You have an area with high potential but also high uncertainty. The way to deal with it is to build a “pioneering” feature – the Minimum Viable Feature. The minimum feature that can still be viable for real use and learning from real customers.

IMG_0457

If you learn that the MVF has hit gold you can develop more MMFs in that area to take advantage (if that makes sense). If not, you can pivot to another approach towards that feature area, or at some point look for an alternative growth path. Essentially the MVF is a mini-me version of the MVP.

Voila – The Scrum Product Ownership Dinosaur!

IMG_0458

There you have it. The full model. Essentially my point is that you grow a product in uncertain markets by attempting various MVPs. Then once you achieve Product-Market Fit you mix MMFs and MVFs depending on the level of Business/Requirements uncertainty in the areas you are focusing on.

While MVPs/MMFs/MVPs are atomic from a business perspective (you cannot deploy and learn from something smaller) they might be quite big from an implementation perspective.

If your organization positions you to be a Clerk, Story Writer, Manager, Project Manager, SME, or Gate Keeper you won’t get far trying to ride this dinosaur. 

You’ll have a much better chance if you can switch between being a Visionary, Collaborator, Customer Representative, Decision Maker, Experimenter, and Influencer – the effective stances of the Scrum Product Owner (Which we cover in the PSPO-Advanced workshop) 

Author’s Note: This blog post is an update of an article I wrote ages ago – weaving in the Product Owner stances which are a perfect fit in my opinion. Yuval

Subscribe for Email Updates:

Categories:

Tags:

Frameworks
Software Development
Releases Using Lean
Portfolio for Jira
Professional Scrum with Kanban
Agile Program
Agile Development
Legacy Code
Jira Cloud
Managing Risk on Agile Projects
Sprint Iteration
Principles of Lean-Agile Leadership
Agile Israel Events
chatgpt
speed @ scale
Agile Assembly Architecture
Perfection Game
Lean-Agile Software Development
Lean Agile Basics
Software Development Estimation
SAFe
Certification
Sprint Retrospectives
Advanced Roadmaps
Nexus vs SAFe
Continuous Planning
POPM
Games and Exercises
ATDD vs. BDD
Certified SAFe
Professional Scrum Master
Lean and Agile Principles and Practices
SA
LPM
Spotify
SAFe Release Planning
Scrum Guide
Achieve Business Agility
Story Slicing
RTE
Scrum.org
AI Artificial Intelligence
Agile Marketing
Managing Projects
AI
Risk Management on Agile Projects
Agile Basics
Jira
ALM Tools
Product Management
Presentation
Lean Startup
PI Planning
Lean Agile Organization
Agile Games and Exercises
Planning
NIT
Agile Release Planning
Agile Release Management
Atlaassian
Introduction to ATDD
Implementing SAFe
Kanban 101
speed at scale
Enterprise DevOps
The Kanban Method
System Team
Jira admin
Professional Scrum Product Owner
Rapid RTC
IT Operations
Accelerate Value Delivery At Scale
Agile Project
SAFe DevOps
Agile Risk Management
SPC
agileisrael
Iterative Incremental Development
Agile Exercises
Manage Budget Creation
Limiting Work in Progress
LeSS
Nexus and Kanban
Applying Agile Methodology
Continuous Integration
DevOps
Agile Techniques
Kaizen Workshop
Effective Agile Retrospectives
RTE Role
Tips
Self-organization
Agile Product Ownership
Agile and DevOps Journey
Reading List
Risk Management in Kanban
User stories
Lean and Agile Techniques
System Archetypes
Agile for Embedded Systems
Business Agility
Team Flow
Daily Scrum
Scrum Primer
Kanban
Video
Kanban Basics
Legacy Enterprise
A Kanban System for Software Engineering
Introduction to Test Driven Development
predictability
lean agile change management
Agile Outsourcing
Lean Budgeting
Change Management
Agility
Rovo
Agile Product Development
Agile Israel
Quality Assurance
Acceptance Test-Driven Development
Large Scale Scrum
Agile in the Enterprise
Jira Plans
Development Value Streams
Lean Agile Leadership
Agile Project Management
Agile Community
Scrum Values
GanttBan
Program Increment
ATDD
Covid19
Kanban Game
Confluence
Agile Mindset
Agile Delivery
Webinar
Hybrid Work
Scrum With Kanban
transformation
Process Improvement
Operational Value Stream
LAB
Slides
Scaled Agile Framework
System Integration Environments
Lean Risk Management
Nexus and SAFe
Lean-Agile Budgeting
Retrospectives
Risk-aware Product Development
The Agile Coach
Implementation of Lean and Agile
ROI
Product Ownership
QA
Agile Contracts Best Practices
WIP
Lean Software Development
Kanban Kickstart Example
Keith Sawyer
Sprint Planning
Agile India
Systems Thinking
Kaizen
Lean Agile
Tools
Agile Games
Continuous Improvement
Nexus Integration Team
ScrumMaster Tales
Built-In Quality
BDD
Agile
ART Success
Lean Agile Management
What Is Kanban
Agile Testing Practices
Amdocs
Scrum Master Role
Continuous Delivery
RSA
Coaching Agile Teams
Value Streams
AgileSparks
Pomodoro Technique
Release Train Engineer
Nexus
Code
PI Objectives
An Appreciative Retrospective
Scrum and XP
EOS®
ARTs
Continuous Deployment
Scrum Master
Artificial Intelligence
Entrepreneurial Operating System®
Test Driven Development
Engineering Practices
Elastic Leadership
Atlassian
Scrum
AgileSparks
Logo
Enable registration in settings - general

Contact Us

Request for additional information and prices

AgileSparks Newsletter

Subscribe to our newsletter, and stay updated on the latest Agile news and events

This website uses Cookies to provide a better experience
Shopping cart