If you’re a product owner who spends the expected amount of time with your team, you run the risk of losing sight of the big picture of your product because of your focus on individual user stories.
It’s important to consider multiple things at the same time:
- What ultimately do your customers need?
- What does your organization overall want to provide to help them do that?
- What outcome are you trying to reach with your current efforts that tie to those first two points?
- What are you doing right now to reach that outcome?
These are considerations that cover different time frames, different views of the organization, and different granularity of information. One way to think of these differing considerations is via the concept of horizons.
The Agile Extension to the Business Analysis Body of Knowledge Guide introduced the strategy, initiative, and delivery horizons and described how business analysis occurs in each of those horizons.
This week’s resources include a post that describe the typical decisions you’ll run into in each horizon as well as a set of techniques that are helpful for painting the big picture and using that big picture to guide your team’s work on the specific items in your backlog.
Decisions in three horizons
When you work on a product, you tend to make decisions in three different horizons: strategy, initiative, and delivery. Here’s a look at each horizon and the decisions you make. This is based off the model first published in the Agile Extension to the Business Analysis Body of Knowledge version 2.
The six questions help you to understand your organization’s strategy by identifying its differentiating activities. This can then guide product decisions.
What should you include on a product roadmap?
A good product roadmap displays time horizons (with uncertainty), outcomes instead of outputs, and ties back to strategy.
Value based decision making
Value-based decision making is a method for making critical organizational decisions in an informed and timely manner. Use this tool to identify the most critical decisions you face, determine when to decide, and ﬁgure out what information you need to best make those decisions.
Portfolio Kanban – seeing the bigger picture
In 2012 TradeMe began introducing Portfolio Kanban alongside workflow and team restructuring to solve problems it was having managing its project pipeline. This experience report published on the Agile Alliance website describes the rationale, process and learnings from that initiative.