[Music]two deep agile padlocks video and we aretalking deep de EP and it's easy to goaround the internet and think a lot ofpeople are using deep agile backlogs butactually you'll find things on Googlebut the reality is since we've 9 out of10 people I talk to don't know aboutdeep a drawback yepde EP look at this old day it's amazingwe can do with two slides and AdobePremiere Elements this Rd detailedappropriately it's e estimated it's eemergent and P priority that's notreally working is itso yeah D detailed appropriatelyestimated e emergent and P prioritizedwe'll go through those in detail now sowhen you see a normal backlog it'susually like a long list of things to doon the left-hand side of a Kanban boardor you know a long list in the JIRA todo section and it's better to have agood pattern going it can be done welland I find using an iceberg helps sowith an iceberg the famous thing is 10%is above the water and 90% is below inthis instance the temps and above meansit's ready for development and there arethe happy development team where you cantake items off the top of the backlogand give them to them in a sprintplanning or in a Kanban pick them offthe top fashion self-selected so there'sthe product owner and they'll be able toassisted in sometimes by be a userresearch for architect and they'relooking grooming the backlog and takingcare of it but in this analogy they'renot really above the waterline they'rethey spend most of their time probablybelow the waterline ideally most thetime talking to stakeholders etc butwhen they do come to looking at thebacklog you know they do a lot of thework below the waterline so the productowner will have a visionthat vision you can't just slap it onthe development team oh no this isn'twaterful we'll cut it up into smallerand smaller pieces and this is where youstart see the backlog iceberg analogydeveloping so it's got to fit into thisiceberg and really you need to have thetemplates ready for development welldetailed and anything below that doesn'thave to be as well detailed I'm gonnamake a bigger iceberg here so bear withme a secondexpress myself a little bit better sothere's the water line again the icebergstill bobbing with owning attempts andabove the waterline and can you guesswhat it is yet that's a little polarbear and a penguin looked in a perennialbattle of struggle hunter and hunted nota good analogy for your average businesstake that one away so back on thebacklog you detail it just appropriatelyso you don't spend a lot of detailingany big items at the bottom of theiceberg because you know that's gonnaspend too much of your effort so youjust focus on detailing heavily as yougo up the iceberg you might occasionallysend a tech lead down with some scubakit and tech lead will estimate theselike a small medium large t-shirt sizeand type of estimation not you detailedhourly estimation or anything like thator story pointing that you'd do insprint planning so the rough estimationsgoing in and equally the product ownershould be estimating the business valueso dollar dollar super valuable singledollar big dollars little dollars wherewe want to do it just a rough againt-shirt sort of dollar estimation orpound or euro or yen or whatever it isyou're using danya's cryptocurrenciesum maybe you did okay so he estimatedyeah it's estimated with the estimationsobviously things become no-brainers adouble dollar thing needs to get donebefore a single dollar thing and the theslow effort gets done before the higheffortso yeah you try out things on that basisand the prioritization flows from thatestimation and again I'm not advocatingdetailed estimates here just thishigh-level stuffaudio video and that's some time andthen the other thing is it's e emergentso you know you have to have thisability if you're genuinely going to beagile to be able to swap things in andout of this iceberg and this there forthat reason so you got a great idea youjust slap it on a great lovely pictureyou slap it on just a single taglinetides all just slap that on but it's gotto be at the bottom at the backlog aswell you furnish that idea route and Idetail to it and cut up into smallenough pieces that the development teamcan ingest it and interface with youthat's when it gets done and as you seehere the flow of work starts peeling offthe top of the backlog and goes into theefficient machine that is yourdevelopment team doing the work and yeahso that's the detailing the estimationthe emergence and the prioritization ofthe backlog it's a great way toimmensely think of your backlogs youhave to you know create a I spokesoftware even though I did that for aJIRA extension back in JIRA for dayswhen I was at the BBC so here's somepseudoscience straight real science andit's by Daniel Kahneman Nobel Prizelaureate winning dude and he came upwith the availability bias and it'seffectively part of Fast and Slowsystems thinking that he can alsoconcocted or discovered about how ourbrains work and when you've got a smallamount of things in your brain you canoperate nice quickly and efficiently andobviously when those the amountincreases it's going to slow down so youwant to reduce your cognitive load andthe backlog helps do that with the onlytaken into mind what's above thewaterline you overdo it you've gonepretty sadand you know but have a smiley face andit gets really bad you might startbleeding from your ears so that's theavailability bias by Daniel Kahneman andone of the little quick tests he did onthis was he said in the English languagehow many letters do you know begin witha letter K and how many letters you knowbeginning the third letter K so have aquick think yourself and most people optthat they can actually discover andthere definitely be more people morewords with K as the first letter theactual truth is if you ask a dictionaryacknowledged the truth of the matterthat K as the third letter is threetimes more frequent in the Englishlanguage and is as the first letterthat's the availability in the forebrainso it's just your quick thinking brainwhat it can think of quickly and beingable to access that and having aniceberg mentality and only focusing whatyou need to focus on is going to help onthose human biases and heuristics so thenext time you see a backlog have a thinkis it a deep backlog and that shouldhelp you on your way good luckwhen on suerte adios
As a Product Owner
I want an efficient backlog methodology
So that I can more effectively work the backlog and present the backlog to the team
Product Owner Primary audience, but this is the written interface between the vision and the production so it’s good for everyone in the team to understand this take on backlogs. Essential enterprise addition to others such as face to face ceremonies
People able to focus on the right amount of work at the right time
Product and team able to incept and start faster
Product able to get to MVP quicker
Product able and if pivot and change direction
Less stress, more productive team working with human characteristics and biases
DEEP backlogs and the Backlog as an Iceberg
Detailed appropriately – definition of done, user stories, gherkins – appropriately just-in-time
Estimated – t-shirt sized or triaged against each other
Emergent – slap a one-liner on it, throwaway, PO idea
Prioritized – fluid over structure, rigidity.
So that’s DEEP, and I really like marrying it with this Product Iceberg analogy as that really helps with Definition of Ready, and reinforces each of the Detailed, Estimated, Emergent, and Prioritised angles.
Icebergs are good for transformation:
Waterfall design documents with Fixed Long list of use cases that have been exhaustively thought about and scheduled.
Sprint forecasting and forward allocation of stories to sprints – in sprint 11,12&13 we will add the reporting charts. Which to me is a long way from marking up stories into an overall MVP or Release.
Heuristics & Biases of the human mind, working with them not against the grain. Availability bias, your brain finds it easier to recall what it’s more recently experienced/discussed.
Daniel Kahnmann – K-game