Fear of decision making often leads teams to exhibit one or more of the dysfunctional symptoms of Agile ADHD. This tutorial will help agile practitioners overcome the fear of decision making by first embracing that there are no right or wrong decisions. Agile development is ultimately driven by a series of decisions, all of which are made in the face of uncertainty. Tutorial participants will take away principles and practices that enable their team to embrace uncertainty and be proactive in making better decisions at the most responsible moment.

Setting a clear and engaging vision is challenging and critical for successful projects, so we have evolved an approach that allows teams to articulate the vision by telling the story of a customer’s experience with your product.

We will show you how to map the journey, identifying areas for technology innovation and key features along the way that will help to create a product that people love to use.

Many people can find empathy with a character and their story. This helps in creating a compelling product vision and communicate benefits in order to secure funding.

How do agile teams account for backlog items that do not fit the user story paradigm? Aside from user stories, what are ways you can represent product needs? Teams struggle with incorporating quality attributes (sometimes called “quality of service” requirements), external interfaces, design and implementation constraints, and team or technical “stories” into their backlogs. Without these items, you will not build the right product, or build it right. This tutorial will introduce you to ways that agile teams represent these nonfunctional requirements and other items in the backlog.

The introduction of Scrum at a CMMI Level 5 company doubled productivity and cut defects by 40% compared to waterfall projects in 2006 by focusing on early testing and time to fix builds. Systematic institutionalized Scrum across all projects and used data driven tools like story efficiency to surface Product Backlog impediments . This allowed them to systematically develop a strategy for a second doubling in productivity. Two teams have achieved a sustainable quadrupling of productivity compared to waterfall projects. We discuss here the strategy to bring the entire company to that level.

We want to deliver maximum business value. Prioritising is easy if someone assigns business value to each story. How do you estimate business value? How should you prioritise between stories, projects or clients?

The aim of the game is to deliver maximum value. Your development team only has a finite capacity, so you’re going to have to make some tough choices. We provide the clients and their requests. We suggest techniques for estimating business value. The rest is up to you.

The game teaches you how to build and use a Business Value Model to deliver maximum value.

Max. 50 players

Traditional product managers have broad inbound and outbound responsibilities including segmentation, requirements, positioning and pricing - often shortchanging their teams. Product owners are always available and own backlogs/stories - but often lack real market experience. Both roles have challenges. PO/PM discussions are short on context and clarity. How can agile address the broader product mgmt challenge? How to agilize waterfall PMs? Do technical POs need marketing/sales/pricing skills? We’ll look at roles and organizational models that work for commercial software companies.

This talk will look at the product owner role on an Agile team from a Pragmatic product management perspective. Many software development companies rely on their product management organizations to represent the needs of customers and the market. Concentration on problems, the people who have them, and the circumstances under which they experience those problems is what makes the marriage of Pragmatic product management and Agile so valuable. This presentation will describe how the Pragmatic approach to the MRD gives the Agile product owner a headstart and the entire Agile team an edge.