DOCUMENT GOAL: This document is to serve as a quick-start getting started with Extreme Manufacturing. “As a new OSE product owner, I can read this doc and be familiar with vocabulary, and be ready to pair with existing product owner or consume online training materials.”
PRODUCT OWNER:
Scenario: SME, or passionate person (college dropout) who becomes and expert.
Prerequisite: GVCS product has definition of ready and definition of done.
Prerequisite: New Product Owner is expert, has clear vision of end state of, GVCS product.
Progression: 1) read this document. 2) pair with XM SME, which is recorded and posted. 3) run XM team.
Progression: 1) read this document. 2) watch recorded pairing as virtual pairing. 3) run XM team.
SCRUM MASTER:
Existing Scrum training assets + this XM document.
Reading Wikipedia article on Scrum.
TEAM MEMBER:
SCALING:
Scrum of Scrums (good for charismatic leader at top - regular touch point with the pope) , Scrumbrella, One Large Team.
This is a procedure applied to each product of the GVCS. This is intended to become a generalized platform for open source product development. Stakeholder is an individual, and an Organization (OSE) develops a greater network of Funders, Subject Matter Experts, Review Teams, Advisory Boards, Communications, Extreme Manufacturing Platform, etc.
Avoid any training that is not productive, ie, do work and train the person.
Pitch to a Major Industrial Agricultural Manufacturer Who Wants to Go Open Source
The stakeholder is usually the project funder, and they are accountable for clearly stating the goals, the why but not the how. "You have $2m, if you are able to create a tractor that meets X and Y by January 2014, you have succeeded." That type of thing.
That vision statement then goes to the Product Owner. It's there job to have a clear, evolving vision of how to get to the end state values proposed by the stakeholder. They then create the initial backlog of tasks. Then, they assemble a team with the skills to deliver on that backlog.
The Scrum Master is the process coach for team- the person who understands not just what the process is but why so they can adapt it to the ever changing needs of the product without missing the value the practice brings. For example, they should quickly be able to answer process questions like "sure, we could sit down during stand-up meetings, but we need to hold our selves accountable for to speak concisely and not let the meeting go longer than 15 minutes" or more challenging questions like when the team asks "we are thinking of adding two remote team members in another time zone, do they participate in estimating all tasks or just tasks that they will be delivering on?" The Scrum master is also the go-fer- the ultimate servant leader. The team doesn't want to stop to go get more screw drivers, or wrangle with facilities to get the heat to stay on after 6pm, so they simply tell the Scrum Master what they need without slowing down and the Scrum Master runs off to make it happen. The Scrum Master does not have to be technical or savvy at all, but it helps if they are fluent in the work of the team.
Now, there is a place for tactical project managers. Since the senior project managers are now Product Owners and vision holders, executing what the stakeholder challenged them with, and the Scrum Master is running around solving problems for the team before the team even knows the problems are coming, who fills in the project checklists that the organization may require? Who fills in the reports or what not? That can be a project manager, who does not have authority of the Scrum Team- that would slow them down- but they handle translating the work the scrum team is performing back into the forms, reports, and meetings, the company is used to seeing. They still get strong project management experience, and have an opportunity to add real value by helping coordinate between teams and external dependencies such as materials/tools delivery.
Scaling:
What if we had a infrastructure of support to assist new contributors as they come on-line, so that they suddenly have access to a Scrum team. Especially if they re co-locate in a global village with a complete GVCS.
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TRAINING MATERIALS: (goal, fastest moving, tested and high quality R&D and manufacturing possible).
Joe Justice Scrum overview in 9 minutes:
http://www.youtube.com/watch?v=sD8TLMusjH8
TEAM: Know how to: Only take work from the top of the backlog. Work on ONE backlog item at a time. Not do work that won’t directly help complete a backlog item. Work in pairs whenever possible. Swarm to unblock a blocked pair. Estimate work in backlog. Break down user stories into work tasks. Estimate work tasks in hours. Always ask product owner if it is all right to change a backlog item to deliver the value the product owner wants faster or cheaper.
SCRUM MASTER: Know how to:
FACILITATE SCRUM:Host and enforce 3, FAST meetings: Daily Standup, Sprint Planning, Demo&Retrospective. Be able to explain value/purpose of Scrum’s 3 meetings, 3 roles, 3 artifacts.
VISUALIZE TEAM’S WORK: Draw Sprint burn down chart. Draw Release burn down chart. Update sprint backlog.
FACILITATE THE TEAM: Listen during stand-up and retrospective, and CONSTANTLY, for blocks the team has or what might speed them up- champion fixes to these to the Stake Holder.
PRODUCT OWNER: Know how to: Translate the stake-holder’s goals into a clear vision of the end state. Take vision and create backlog of user stories to deliver that vision. Prioritize backlog by risk and business priority. Gather a team with skills to deliver each story in the backlog. Identify a group of stories that would create an end-user usable product release. Kill work in progress that isn’t directly related to the backlog. Be Constantly available to answer team’s questions on if a newly discovered path with be faster/better than current course. Describe the current state of the product to Stake Holder. Add, remove, and re-prioritize tasks from backlog as new information arrives.
STAKE HOLDER: Know how to: Explain enough about a product for the Product Owner to have a clear vision of the product end state, in use in the field. Be able to look at a Product increment and be able to say if it is done enough for the end user to use it (ship it). Be able to determine when the product is done enough and it is more valuable for the team to work on another product now. Keep the team working on just one product with the same team members as much as responsible for highest velocity.
Joe Justice Test Driven Development in 5 minutes: http://www.youtube.com/watch?v=I47J03vbgLs&feature=related
TEAM: Know how to: Build a test fixture for a user story. Conduct a unit test.
SCRUM MASTER: Know how to: Kill work in progress that isn’t going to make a failing test pass.
PRODUCT OWNER: Know how to: Write user stories that can have inexpensive test fixtures to determine if it is done.
Joe Justice Pairing in 3 minutes:
TEAM: Know how to: Do all work in pairs of 2 or more.
SCRUM MASTER: Know how to: Be able to articulate WHY all work is done in pairs. Ask people if they can pair if they are not currently pairing.
PRODUCT OWNER: Know how to:
STAKE HOLDER: Know how to:
Scrum Overview in 10 minutes: This video explains the estimation well, and trending towards on time delivery.
TEAM: Know how to:
SCRUM MASTER: Know how to:
PRODUCT OWNER: Know how to:
STAKE HOLDER: Know how to:
Scrum Overview in 5 minutes: This video explains the team roles well.
http://www.youtube.com/watch?v=vmGMpME_phg
TEAM: Know how to:
SCRUM MASTER: Know how to:
PRODUCT OWNER: Know how to:
STAKE HOLDER: Know how to:
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PROJECT FLOW AND STRATEGY FOR ADDRESSING PRESSING WORLD ISSUES
Stakeholder starts. May become Product Owner. May become team. In extreme case. If we have help, we get a team. Stake holder Sets goal or value (Definition of Ready and Definition of Done).
Split It Up into manageable products, loosely coupled. GVCS.
Per Product, split into modules. To identify modules, use interface design, of loosely coupled parts.
e.g. Wind Turbine.
note: interface design is the word going forward, pseudonyms are Contract First Development, or CFM.
Scrum Master - documenting, gopher, scum meeting or sprint planning or retrospective - they run it.
Scrum master enters once team is in place. Stakeholder recruits Product Owner. Product Owner recruits team. Actively recruit on Wall Street Journal. Recruit = demonstrate regular successes.
Team: design, documentation, video, CAD, CAE, CAM, SEBD, review, ....
Functional team moves slower statistically than multidisciplinary team of pairing. Create
Team can rotate, but at least after 2 sprints.
Trust your team - every 2 weeks you have a report - team shows progress on team