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Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
Agile Product Manager, Agile Product Owner (@ Agile Bazaar)
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Agile Product Manager, Agile Product Owner (@ Agile Bazaar)

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Rich Mironov talking on Agile Product Managers and Agile Product Owners at a meeting of Boston's Agile Bazaar

Rich Mironov talking on Agile Product Managers and Agile Product Owners at a meeting of Boston's Agile Bazaar

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  • Page Contents © Enthiosys, 2008.
  • Transcript

    • 1. Product Managers and Product Owners: Which Do We Need, What Do they Do? Agile Bazaar, Feb 26th Rich Mironov, CMO, Enthiosys [email_address]
    • 2. An Unapologetic Product Guy
      • CMO at Enthiosys, agile product mgmt consultancy
        • Business models/pricing, roadmaps
        • Innovation Games ® and customer needs
        • Agile transformation, interim PM executive
      • Chair of Agile ‘09 track for product mgrs/product owners
      • Repeat offender at software prod mgmt
        • Tandem, Sybase, four start-ups
      • “ The Art of Product Management”
    • 3. My Biases
      • Product management is a professional role
        • Experience-based, not learned overnight
      • Most products fail in the market, not the lab
      • Revenue is best success metric for “products”
        • Versus IT and internally consumed software
      • There’s no substitute for frequent face-to-face interactions with customers and prospects
      • “ Product Owner” partly grew out of frustration/ unfamiliarity with product management
    • 4. Agenda
      • Why talk about product managers versus product owners?
      • What does a product manager do?
      • What is a product owner? How did we get here?
      • Recommendations
    • 5. Product Owner? Product Manager?
      • Most agilists think only about product owners
        • Formal part of agile team
        • Needs to be physically present
        • Driving user stories and sub-iteration decisions
        • No selection bias for field experience or PM training
      • Most product managers are not agilists
        • Late adopters
        • Servicing multiple inbound and outbound
        • Own market success, long-term strategic issues
        • Socially isolated, nomadic
    • 6. Possibly Incompatible Viewpoints
      • Product owner
      • Must be available to the team at any time, especially during the sprint planning and review meetings
      • Showcases provide customer input for prioritization
      • Product manager
      • Majority of work to deliver products (revenue) happens outside Engineering
      • Markets must be experienced directly, frequently, and not filtered through Sales or execs
    • 7. Where Does Product Management Fit? market information , priorities, requirements, roadmaps, MRDs, personas, user stories… software strategy, forecasts, commitments, roadmaps, competitive intelligence Budgets, staff, targets Field input, Market feedback Segments, messages, benefits/features, pricing, sales support, demos… Development Marketing/Sales Customers Executives Product Management
    • 8. Product Management Planning Horizons Daily Sprint Strategy Portfolio Product Release Exec PM Dev Team 2 wk 2-9 mon many mons years many years
    • 9. Pragmatic Marketing ® Framework Strategic Tactical Less Technical More Technical © 1993-2009 Pragmatic Marketing, Inc. All rights reserved Pricing Buy, Build or Partner Operational Metrics Business Case Sales Process Product Portfolio Market Requirements Market Sizing Marketing Plan Product Roadmap Customer Acquisition Market Research Market Problems Distinctive Competence Product Performance Customer Retention Positioning Launch Plan Thought Leaders Use Scenarios Innovation Success Stories Presentations & Demos Win/Loss Analysis Competitive Write-Up Event Support Channel Training Collateral & Sales Tools White Papers User Personas “ Special” Calls Release Milestones Answer Desk Technology Assessment Competitive Analysis Lead Generation Buyer Personas Market Analysis Product Strategy Program Strategy Product Planning Quantitative Analysis Channel Support Sales Readiness
    • 10. Pragmatic Marketing ® Framework © 1993-2009 Pragmatic Marketing, Inc. All rights reserved Pricing Buy, Build or Partner Operational Metrics Business Case Sales Process Product Portfolio Market Requirements Market Sizing Marketing Plan Product Roadmap Customer Acquisition Market Research Market Problems Distinctive Competence Product Performance Customer Retention Positioning Launch Plan Thought Leaders Use Scenarios Innovation Success Stories Presentations & Demos Win/Loss Analysis Competitive Write-Up Event Support Channel Training Collateral & Sales Tools White Papers User Personas “ Special” Calls Release Milestones Answer Desk Technology Assessment Competitive Analysis Lead Generation Buyer Personas Market Analysis Product Strategy Program Strategy Product Planning Quantitative Analysis Channel Support Sales Readiness Dir, Prod Strategy Tech Prod Mgr Prod Mktg Mgr
    • 11.  
    • 12. What Does a Product Owner Do?
      • Responsible for
        • Defining the features of the product
        • Deciding release date and content
        • Profitability of the product (ROI?)
        • Prioritizing features according to market value
        • Changing features and priority between iterations
        • Accepting or rejecting work results
      • “ In Scrum, a single person must have final authority representing the customer'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.”
    • 13. Product Owner’s Calendar Borrowed from Catherine Connor, Rally
    • 14. Two Sizes of Product Owner
      • “ small p” product owner
        • Focus on iterations (rather than releases)
        • User story elaboration, backlog management
        • Available to dev team hour by hour
        • Customer showcase (rather than market research)
        • Internal recruit, little product management experience
      • “ Big P” Product Owner
        • Strategic view of customers, profitability, markets
        • Sets broad direction, allocates resources
        • Deep experience with customer segments
      • I see very few “Big P” Product Owners in the wild
    • 15. “ small p” product owner Development customer information, priorities, requirements, roadmaps, personas, user stories… software Marketing/Sales Customers Executives product owner
    • 16. “ small p” product owner product owner Pricing Buy, Build or Partner Operational Metrics Business Case Sales Process Product Portfolio Market Requirements Market Sizing Marketing Plan Product Roadmap Customer Acquisition Market Research Market Problems Distinctive Competence Product Performance Customer Retention Positioning Launch Plan Thought Leaders Use Scenarios Innovation Success Stories Presentations & Demos Win/Loss Analysis Competitive Write-Up Event Support Channel Training Collateral & Sales Tools White Papers User Personas “ Special” Calls Release Milestones Answer Desk Technology Assessment Competitive Analysis Lead Generation Buyer Personas Market Analysis Product Strategy Program Strategy Product Planning Quantitative Analysis Channel Support Sales Readiness
    • 17. Product Owner Focus
      • Intensive focus on iterations and daily processes
        • Frequent backlog prioritization
        • Detailed user stories and acceptance criteria
        • Blocking issues
        • Iteration content and release content
        • Prioritizing features according to market value ( not really ROI )
        • Accepting or rejecting work results
      • Very limited time for cross-functional activities..
        • Review (or write) product descriptions and data sheet copy
        • Unit/revenue forecasts, sales analysis for exec team
        • Review (or design) sales qualification checklists
        • Pitch product to customers onsite or in the field
        • Help with pricing “specials” that reflect market’s value perception
        • Repeatedly brief Support, Legal, Channel Sales, PR, Marcom
    • 18. Solo Models?
      • A seasoned Agile Product Manager can also be a Product Owner
        • Cover both roles for one moderately complex product
        • Heroically for two products?
      • A Seasoned Product Owner can not also be a Product Manager
        • Outbound coordination and Sales/Marketing/Field role don’t fit into schedule
      • Must apply some paired or hybrid solutions
    • 19. Product Manager Failure Modes
      • Solo Product Manager fails the agile team
      • Part-timer, not fully engaged in team
      • Lack of detail on stories, acceptance tests
      • Stale items in backlog
      • Handwaving and bluster
      • Best of intentions, but pulled in too many directions
      • “ Build what I meant”
    • 20. Product Owner Failure Modes
      • Solo Product Owner fails the market
      • Weak on actual economic value: pricing, packaging, upgrades, professional services, discounting, competitive dynamics
      • Disconnected from cross-functional teams that turn software into products
      • Trading off company-wide product strategy in favor of product-level features
      • Assuming showcase customers represent market
    • 21. A Scalable PM/PO Model
      • Small product, co-located team
        • Agile product manager also acts as product owner
      • Complex product
        • PM covers strategic/outbound, PO for tech/inbound
        • Report up through same PM management chain
      • Distributed teams
        • One or more PMs at main Eng location
        • Every remote team has a PO
        • Frequent, intense collaboration among all PMs/POs
    • 22. Agile’s Inner Loop (Development)
    • 23. Agile’s Strategic Outer Loop (PM)
      • Markets
      • Customers
      • Biz Models
      • Strategy
      • Portfolios
      • Funding
      • Customers
      • Sales
      • Marketing
      • Support
      • Upgrades
      • EOL/EOS

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