I was called into a meeting with a team here in the office a couple weeks ago because they told me they had a “question” about the estimations that they were doing. As we started talking, it became immediately apparent what the problem was, they were getting into arguments about whether their estimates were “too big!” Apparently, someone had told them that they “couldn’t” have any stories that were above a certain value, or at least that’s how they took the directions they were given. I stopped them for a minute and had a quick discussion about the reasons why we estimate stories, and why it’s incredibly important for the story points to reflect the size the team thinks the work is, regardless of what other people “want” them to do. I walked away to leave them to their work, and was entirely unsurprised when I saw some 20-pointers land on the backlog. Far too many teams suffer from some malady similar to that of this team — they forget why we’re asking them to estimate, so they start to engage in anti-patterns that undercut the very purpose for which estimation exists. In a follow-up conversation with another member of our Product Team, I started to think about how to describe Story Points as something other than “estimates” — and I came up with the idea of them as a “signalling tool”…
I recently had a really great conversation with a fellow co-worker about how and why companies struggle with the adoption of agile methodologies like Scrum. It just so happened that he had come from a very large company where someone had undertaken something unheard of — they attempted to objectively measure the effect that Scrum participation had on a variety of employee metrics, including productivity, job satisfaction, and overall output. The interesting finding was that for teams who skipped any one of the five key Scrum ceremonies, their overall scores were literally no better than teams who maintained an old-school, waterfall approach — while every team that performed all five of the key ceremonies on a regular basis has scored vastly greater than their peers, across the board. Seeing this data in tangible, objective numbers really stuck with me, and I think it’s important to discuss just why these ceremonies are so important to successful adoption of agile processes.
There’s always a fine balance to be found between making sure that your product is as buttoned-up as possible when it ships and the small (sometimes large) sacrifices that we have to ask our technical teams to make in order to just get the damn thing out the door. Within this gap lies the dreaded concept of “technical debt” – the ever-growing list of things that you know you probably shouldn’t have done or that you should have done, but that have way to the reality of getting product out to market. The good news? It’s not always bad. The bad news? Play too fast and loose with it and it will come back to bite you in the ass.
I’ve touched on User Stories on several occasions, my favorite being Why Your User Stories Suck! Today I’m here to share with you a very common, yet very commonly overlooked, way to check each and every User Story on your backlog to see whether or not it’s really “ready” for your Dev teams. One of the most frequent causes of delays and slowdowns in most Agile implementations that I’ve seen comes from a lack of balance in the User Stories that the team is being given to deliver — stories that are too big, or which are dictates, or which just exist on the backlog because “someone asked for it”. What we need to do as Product Managers is to occasionally take a close look at each of our backlog items and make sure that they meet the INVEST criteria — Independent, Negotiable, Valuable, Estimable, Small, and Testable. If we do this simple gut-check on a regular basis, we’re far more likely to see our teams succeed and to reduce the amount of time wasted in long, drawn-out planning sessions.
I was working with a future mentee last week and we noticed a recurring theme to some of our discussions — that a large part of good Product Management results from limiting the number of choices that our teams and our executives have to choose from, so that they make decisions that reflect the actual priorities that should be driving our next moves. In most organizations, there is an almost unlimited number of ideas, concepts, directions, and motivations from which to choose — and trying to manage all of them at once is certain to drive any Product Manager insane in very short order. Rather, in order to ensure that we’re doing the right things at the right times, we need to be constantly limiting the possible permutations upon which we drive decisions so that we can be sure that we’re moving in the right direction while being open to new ideas and concepts!