The Scrum Product Owner needs to bring creative thinking to the team and to the product development. This was presented at the Atlanta Scrum Gathering 2012.
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Becoming a Creative Product OwnerBringing Creativity to your Product
and Development Teamsand Development Teams
Allen BennettAgile Practice LeadSITAMay 7, 2012 Scrum Gathering Atlanta
• Improv – AL’s Swiss Army Knife• Yes, and … Mobile App• Creative Collaboration
• Resource List
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The Role of the Product Owner
• Convey Product Vision to the team• Prioritize The Product Backlog• Negotiate the work to be completed in a sprint• Slice the backlog to get highest value
1. Elicit Customer Needs, Wants, Desires2. Abstracted into Product Back Log3. Synthesize by priorities, realities, and risks4. Decomposed into implementable story for or by team5. Model acceptance criteria
5. Model acceptance criteria6. Transformed into working software7. Reflects the technical excellence agreed by team8. Meets the definition of done9. Demonstrated to the CustomerReturn to step 1
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Getting the most you can from the team
• Select - Putting people in the right job• Connect – The need for the Human Moment,
creating the simpler environment• The Brain is Plastic – You can fix stupid, at any
age• Play – bringing our imagination into work• Grapple and Grow – we need a challenge• Shine – Value of recognition
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Shine: Using Brain Science to Get the Best from Your People by Edward M. Hallowell
Exercise 2
• At your tables collaborate to create a Mobile Application or a Wearable Appliance that will serve a user group associated with planning, attending, or serving the Scrum Gathering
• Mihaly Csikszentmihalyi, Create a state of Flow – Brain Lights up.• Stuart Brown research on value of play• Create an energetic environment with a sustainable high
productivity
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Leonardo Thinking
Seven Principles• Curiosity Seek the truth• Get Lost in the work Learn from mistakes• Use all you senses Cultivate awareness• Open to ambiguity Open to paradox and uncertainty
• Open to ambiguity Open to paradox and uncertainty• Whole Brain Try Mind-Mapping• Mind the Body Integrate body and spirit• Interconnectedness All things are connected
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How to Think Like Leonardo da Vinci: Michael J. Gelb
Can we shift the thinking of the team?
White Hat: Neutral and objective, concerned with facts and figures
If you or your organization are unfamiliar with the practical attitudes, thinking, and communication skills necessary for innovation, then innovation is unlikelyto occur.
P 9 Innovate Like Edison, Michael j. Gelb and Sarah Miller Caldicott, 2007
• Steve Jobs – a “computer for the rest of us”• A music delivery system• A personal entertainment system• Keeping you connected and getting paid for it.
main goals and eliminate all the “unimportant opportunities”
• Impute• Apple should be constantly aware that companies and their products
will be judged by the signals they convey. “People DO judge a book by its cover” Markkula wrote. “We may have the best product, the highest quality, the most useful software etc; if we present them in a slipshod manner, they will be perceived as slipshod, if we present them in a creative, professional manner, we will impute the desired qualities.
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The Innovation Secrets of Steve Jobs
• Principle 1: Do what you love • Principle 2: Put a dent in the universe• Principle 3: Kick-start your brain• Principle 4: Sell dreams, not products• Principle 5: Say no to 1,000 things
5. Size or type of data6. Type of input, output or configuration7. Persona or role8. Level of knowledge9. Level of complexity10. Level of quality expected
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Resources
• How to Think Like Leonardo da Vinci: Seven Steps to Genius Every Day By Michael J. Gelb
• BRAIN RULES 12 Principles for Surviving and Thriving at Work, Home, and School By John Medina
• Innovate Like Edison: The Success System of America’s Greatest Inventor By Michael J. Gelb and Susan Miller Caldicott
Inventor By Michael J. Gelb and Susan Miller Caldicott• The Six Thinking Hats by Ed De Bono• Shine Using Brain Science to Get the Best From Your People by
Edward M. Hallowell• Innovation Games : Creating Breakthough Products Through
Collaborative Play, Luke Hohmann• Game Storming A playbook for Innovators, Rulebreakers and
Changemakers, Dave Gray, Sunni Brown, James Macanufo
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8 Core Beliefs of Extraordinary Bosses
1. Business is an ecosystem, not a battlefield.2. A company is a community, not a machine.3. Management is service, not control.4. My employees are my peers, not my children.5. Motivation comes from vision, not from fear.
5. Motivation comes from vision, not from fear.6. Change equals growth, not pain.7. Technology offers empowerment, not automation.8. Work should be fun, not mere toil.