Agile

Client feedback is integral to the success of a project and as a product owner, obtaining it is part of your responsibility. Good feedback is not synonymous with positive or negative feedback. A client should feel empowered and comfortable enough to speak up when something isn’t right. If they wait to share their honest thoughts, there is a high chance it will cost more time and money to fix down the road.

Looking for some pointers to improve my own client management skills, I scoured the internet to find practical ideas on how to handle challenges better as the product owner (PO) in a client-services organization. I came up completely short.

I attended the TriAgile conference in Raleigh, NC on March 30th, 2017 and wanted to share some takeaways from a couple of the talks I saw. Overall, the conference was a nice opportunity to network with some local Agilists and hear about their work and experiences. It was well organized, and I was pleasantly surprised by the size of the Agile community in the Triangle!

In January of 2016, Caktus transitioned from a general Agile development environment to a more focused Scrum environment. Part of this transition entailed moving from a targeted budget allocation approach per project, to a self-organizing, goal-based team structure with no obvious provision for tight, consistent control over project budgets.

In Scrum, the backlog of tasks is ordered by the Product Owner from highest to lowest business value - not merely prioritized - so that the team knows what the most valuable items are. This helps to prevent Product Owners/Project Managers from being able to say two or more Product Backlog Items (PBIs) are the “same priority.” And this makes sense for the most part. However there are times when this information is not enough.

Caktus began the process of adopting Scrum mid-November 2015 with two days of onsite Scrum training and fully transitioned to a Scrum environment in January 2016. From our original epiphany of “Yes! We want Scrum!” to the beginning of our first sprint, it took us six weeks to design and execute a process and transition plan. This is how we did it: