Agile Product Manager/Product Owner Dilemma (PMEC)

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Revision of challenges for product managers/product owners addressing full range of product needs in agile settings.

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  • Most product failures are market failures, not development failuresProduct line strategies should be built before dev teams are formedGood product managers have first-hand experience marketing/selling/supporting
  • Agile Product Manager/Product Owner Dilemma (PMEC)

    1. 1. The Agile Product Manager / Product Owner Dilemma<br />Rich Mironov<br />CMO, Enthiosysrmironov@enthiosys.com<br />
    2. 2. An Unapologetic Product Guy<br />Agile product management mentor/consultant<br />CMO at Enthiosys<br />Business models, pricing, customer needs<br />Interim executive<br />Repeat offender at software/SaaS start-ups<br />Founded P-Camp<br />Chaired Agile 2009 PM/PO track<br />“The Art of Product Management”<br />
    3. 3. Agenda<br />Confusion around context, terminology<br />Development POV or outbound organization?<br />Portfolio strategy vs. product backlog<br />“Business value” isn’t quarterly revenue goal<br />Product managers and product owners<br />What does a product manager do? <br />How does this map to product owners? <br />Recommendations<br />
    4. 4. My Biases<br />My focus is on commercial software<br />Revenue-driven<br />Market share matters<br />Agile development as part of business agility<br />Most product failures are market failures<br />Strategy happens before development starts<br />Good product managers have first-hand experience marketing/selling/supporting<br />100111011001<br /> $$$<br />
    5. 5. Disjoint Communities<br />Product Managers<br />Agile Community<br />Nearly empty, very lonely<br />
    6. 6. Product Owner? Product Manager?<br />Most Agilists think narrowly about product owners<br />Core member of agile team<br />Physically present most of the time<br />Driving user stories and sub-iteration decisions<br />Showcase provides primary customer input<br />Most product managers are not yet Agilists<br />Majority of product work happens outside Engineering<br />Markets and customers must be experienced directly<br />Servicing multiple inbound and outbound queues<br />
    7. 7. Product<br />Management<br />Executives<br />Development<br />What Does Product Management Do?<br />strategy, forecasts, commitments, roadmaps,competitive intelligence<br />budgets, staff,<br />targets<br />market information, priorities,<br />requirements, roadmaps, MRDs,<br />personas, user stories…<br />Field input,<br />Market feedback<br />Mktg & Sales<br />Markets & Customers<br />software<br />Segmentation, messages, benefits/features, pricing, qualification, demos…<br />
    8. 8. many years<br />Exec<br />Strategy<br />years<br />Portfolio<br />many mons<br />PM<br />Product<br />2-9 mon<br />Release<br />Dev<br />Team<br />Sprint<br />2 wk<br />Daily<br />Product Management Planning Horizons<br />
    9. 9. Pragmatic Marketing® Framework<br />Less Technical<br />BusinessPlan<br />MarketingPlan<br />Positioning<br />Pricing<br />Market Problems<br />Customer Acquisition<br />BuyingProcess<br />Market Definition<br />Buy, Build or Partner<br />Win/Loss Analysis<br />Customer Retention<br />Buyer Personas<br />Distribution Strategy<br />Product Profitability<br />Distinctive Competence<br />Program Effectiveness<br />UserPersonas<br />Product Portfolio<br />Tactical<br />Strategic<br />Business<br />Market<br />Programs<br />Planning<br />Strategy<br />Support<br />Readiness<br />Business<br />Market<br />Programs<br />Planning<br />Strategy<br />Support<br />Readiness<br />Innovation<br />Competitive Landscape<br />LaunchPlan<br />Require- ments<br />Product Roadmap<br />Presentations & Demos<br />SalesProcess<br />Technology Assessment<br />Thought Leadership<br />UseScenarios<br />“Special”Calls<br />Collateral<br />Lead Generation<br />Status Dashboard<br />EventSupport<br />SalesTools<br />Referrals & References<br />ChannelSupport<br />Channel Training<br />More Technical<br />© 1993-2009 Pragmatic Marketing, Inc. All rights reserved<br />
    10. 10. Pragmatic Marketing® Framework<br />Dir, Prod Strategy<br />Prod Mktg Mgr<br />Tech Prod Mgr<br />BusinessPlan<br />MarketingPlan<br />Positioning<br />Pricing<br />Market Problems<br />Customer Acquisition<br />BuyingProcess<br />Market Definition<br />Buy, Build or Partner<br />Win/Loss Analysis<br />Customer Retention<br />Buyer Personas<br />Distribution Strategy<br />Product Profitability<br />Distinctive Competence<br />Program Effectiveness<br />UserPersonas<br />Product Portfolio<br />Business<br />Market<br />Programs<br />Planning<br />Strategy<br />Support<br />Readiness<br />Business<br />Market<br />Programs<br />Planning<br />Strategy<br />Support<br />Readiness<br />Innovation<br />Competitive Landscape<br />LaunchPlan<br />Require- ments<br />Product Roadmap<br />Presentations & Demos<br />SalesProcess<br />Technology Assessment<br />Thought Leadership<br />UseScenarios<br />“Special”Calls<br />Collateral<br />Lead Generation<br />Status Dashboard<br />EventSupport<br />SalesTools<br />Referrals & References<br />ChannelSupport<br />Channel Training<br />© 1993-2009 Pragmatic Marketing, Inc. All rights reserved<br />
    11. 11.
    12. 12. What Does a Product Owner Do?<br />“In Scrum, a single person must have final authority representing the customer&apos;s interest in backlog prioritization and requirements questions. This person must be available to the team at any time, especially during the sprint planning meeting and the sprint review meeting.”<br />Responsible for<br />Defining features<br />Prioritizing features according to market value<br />Deciding release dates and content<br />Accepting or rejecting work results<br />Profitability of the product (ROI?)<br />How developers define product management<br />
    13. 13. Ideal Product Owner Must Be…<br />Omniscient, telepathic<br />Represent true market needs without spending a lot of time “in the field”<br />Manage complexities ofdetailed stories andmarketplace tradeoffs<br />Very difficult to do “solo”<br />IMHO nearly impossible without some product management experience<br />
    14. 14. Product Owner’s Calendar<br />Borrowed from Catherine Connor, Rally<br />
    15. 15. Two Sizes of Product Owner<br />“small p” product owner<br />Focus on iterations (up through releases)<br />User story elaboration, backlog management<br />Available to dev team hour by hour <br />Customer showcase (rather than primary market research)<br />Internal recruit, often limited product management experience<br />“Big P” Product Owner, aka Chief Product Owner<br />Strategic view of customers, profitability, markets<br />Sets broad direction, owns resource allocation<br />“Big P” Product Owners call themselves:<br />VP/GM of Business Unit<br />VP Product Management<br />VP Engineering<br />
    16. 16. PO/PM Organizational Map<br />GM - VP PM - VP Eng/CTO<br />Product Management Organization<br />product owners<br />more technical<br />more market-focused<br />
    17. 17. product<br />owner<br />Executives<br />Marketing/Sales<br />Customers<br />customer information, priorities,<br />requirements, roadmaps,<br />personas, user stories…<br />Development<br />“small p” product owner<br />software<br />
    18. 18. BusinessPlan<br />MarketingPlan<br />Positioning<br />Pricing<br />Market Problems<br />Customer Acquisition<br />BuyingProcess<br />Market Definition<br />Buy, Build or Partner<br />Win/Loss Analysis<br />Customer Retention<br />Buyer Personas<br />Distribution Strategy<br />Product Profitability<br />Distinctive Competence<br />Program Effectiveness<br />UserPersonas<br />Product Portfolio<br />Business<br />Market<br />Programs<br />Planning<br />Strategy<br />Support<br />Readiness<br />Business<br />Market<br />Programs<br />Planning<br />Strategy<br />Support<br />Readiness<br />Innovation<br />Competitive Landscape<br />LaunchPlan<br />Require ments<br />Product Roadmap<br />Presentations & Demos<br />SalesProcess<br />backlog,<br />accept work<br />Technology Assessment<br />Thought Leadership<br />UseScenarios<br />“Special”Calls<br />Collateral<br />stories<br />Lead Generation<br />Status Dashboard<br />EventSupport<br />SalesTools<br />burn down/up<br />product owner<br />Referrals & References<br />ChannelSupport<br />Channel Training<br />Adapted Pragmatic Marketing® Framework<br />© 1993-2009 Pragmatic Marketing, Inc. All rights reserved<br />
    19. 19. Much More to Do<br />IMO, Product Owner role adds 40-60% work for waterfall product managers<br />PM likely to be already overcommitted<br />Too many constituents, queues, roles<br />PM capacity planning is hard<br />Natural for PMs to ignorehow stretched they are<br />Agile makes this worse<br />
    20. 20. Product Manager Failure Modes<br />Solo Product Manager fails the agile team if…<br />Part-timer, not fully engaged with team<br />Lack of detail on stories, acceptance tests<br />Stale items in backlog<br />Handwaving and bluster<br />Best of intentions, but pulled in too many directions<br />“Build what I meant”<br />
    21. 21. Product Owner Failure Modes<br />Solo Product Owner fails the market if…<br />Weak on actual economic value: pricing, packaging, upgrade barriers,professional service models,discounting, competitive dynamics<br />Disconnected from cross-functional teams that turn software into products (Marketing, Sales, Support…)<br />Trading off company-wide product strategy in favor of product-level features<br />Substituting showcases for broad market input<br />
    22. 22. Scalable PM/PO Models<br />Small product, co-located team<br />Agile product manager is the product owner<br />Complex product<br />PM covers strategic/outbound, PO (TPM) for inbound<br />Report up through same PM management chain<br />Distributed teams<br />One or more PMs at main Eng location<br />Every remote team has a PO (or PM)<br />Frequent, intense collaboration among all PMs/POs<br />Pool of PM/PO talent with strategic leadership<br />Larger departments, enough resources to allocate<br />Pair up, mix and match, share, share, share<br />
    23. 23. Context and Solo Models<br />A seasoned Agile Product Manager can also be a Product Owner<br />Cover both roles for one moderately complex product<br />A seasoned Product Owner can not also be a Product Manager<br />Outbound coordination and Sales/Marketing/Field role don’t fit into schedule<br />Best: Single organization for both PMs and POs<br />Best: Collocated PMs and POs/TPMs (40% / 60%)<br />Tough: HQ PM, remote PO with each dev team<br />
    24. 24. Take-Aways<br />PM/PO: One of the reasons Agile delivers better software<br />Agile makes Product Manager job harder<br />Market demands and first-hand interactions don’t go away<br />Without deep and complex market input, Product Owner can’t represent users/customers/markets<br />Staffing and trainingissues<br />Skills mix, geo-distribution<br />
    25. 25. Plan to ask for (and then demand!) more PM/PO staff and team training<br />
    26. 26. The Agile Product Manager / Product Owner Dilemma<br />Rich Mironov<br />CMO, Enthiosysrmironov@enthiosys.com<br />

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