144Re: Multiple customers
- Dec 3, 2001He must have thought that the ProductOwner was always an actual
customer, now when I think of it. I didn't get a clear picture of how
they managed their customers. Perhaps I should have investigated the
issue a little more... But I wasn't absolutely sure of how the
ProductOwner worked (now I know).
--- In scrumdevelopment@y..., "Ken Schwaber" <ken.schwaber@v...>
> I wonder how much floundering occurs at this company. Not knowningtheir
> specifics, I don't understand why they haven't resolved thisproblem. If you
> have multiple customers dicatating different priorities, how do oneor more
> development teams work on a common product from a single code base?The
> errors and rework must be pretty impressive.willing to
> We've always worked with multiple customers who often have different
> priorities and interests. The thirty day Sprint often makes them
> subsume their immediate desires to another, since they aren'twaiting years,
> only a Sprint before their interests are served. Scrum is commonsense.
> Common sense says that a team can only work on one thing at a time -differing
> otherwise how do they self-organize? Multiple teams may work on
> functionality at a time, responding to different customer needs,but the
> functionality has to have maximum coupling and minimum cohesion toavoid
> floundering between teams.and needs
> The product owner's job is to sort through the various needs of the
> customers and prioritize the product backlog so that their wants
> are coherently represented as a queue of work. To save thisperson's sanity,
> the only important prioritization is for the next several Sprints.I've had
> customer review meetings (end of Sprint reviews) where multiplecompanies
> review what was just completed. The Product Owner then conducts themeeting
> to help the various customers decide what they want next. Everythirty days.
> It sounds like the person you interviewed has lost control of
> and satisfaction.convince
> -----Original Message-----
> From: jonas.b@h... [mailto:jonas.b@h...]
> Sent: Friday, November 30, 2001 6:01 AM
> To: scrumdevelopment@y...
> Subject: [scrumdevelopment] Multiple customers
> This morning I interviewed a project manager at a multinational
> corporation. I managed to restrain myself from bringing Scrum up
> until the actual interview was over. I did not think I could
> him to try Scrum out since the corporation use the same processmodel
> for all their projects. They experienced quite some problems withthe
> software projects since the estimations were never satisfactoryuse
> (surprise, surprise) unlike the hardware projects. The model they
> seems to be quite waterfall-like with projects running for at leastis
> 12 months. So I presented the iterative part of Scrum, to divide the
> project into Sprints. He said that it could be very useful to do so
> when you're working against one customer. But he felt that because
> they have sometimes up to 50 local companies as customers, which in
> their turn could have as much as 50 end-customers. Therefore there
> no way they could satisfy all the customers so he didn't believe inI
> the backlog-idea for their projects. Because I didn't see any chance
> of turning him into a Scrum-convert and felt I had to show him some
> respect I did not object.
> But how do you handle multitudes of customers (i.e. not end-users)?
> believe that the chaos in such cases is greater than ever. Do youhttp://docs.yahoo.com/info/terms/
> assign a person to be the ProductOwner who have to take all his
> customers into account? Is it possible to have a group of people as
> ProductOwner? I believe that the book says that one person shall be
> the ProductOwner and that all the others had to convince him. Is it
> possible to choose a person that everyone trust and can be a good
> representation of all the customers?
> Jonas Bengtsson
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