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Pragmatic Marketer Volume 8 Issue 3

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    Pragmatic Marketer Volume 8 Issue 3 Pragmatic Marketer Volume 8 Issue 3 Document Transcript

    • Volume 8 • Issue 3 • 2010 The journal for technology product management and marketing professionals ® productcamp ProductCamp Best Practices Auditing Product Management in Early-Stage Companies Is Product Management Needed In a Software Startup? How Many Data Points Do You Really Need?
    • Executive Briefing The proven way to create effective product management and marketing teams. • Review key concepts of the Pragmatic Marketing Framework, the worldwide standard for product management and marketing. Business Marketing Positioning Plan Plan • Learn techniques leaders can use to accelerate adoption. Pragmatic Marketing Market Market Buying Customer Pricing Problems Definition Process Acquisition • Designed specifically for senior management. Win/Loss Distribution Buy, Build Buyer Customer Framework Analysis Strategy or Partner Personas Retention Distinctive Product Product User Program Competence Portfolio Profitability Personas Effectiveness STRATEGIC TACTICAL MARKET STRATEGY BUSINESS PLANNING PROGRAMS READINESS SUPPORT Competitive Product Launch Sales Presentations Innovation Requirements Landscape Roadmap Plan Process & Demos eaders ed In L te success of Tunpany CEOs creahy most fail) m w gy co (and Technology Use Thought “Special“ The How te chnolo Assessment Scenarios Leadership Collateral Calls Status Lead Sales Event an Scot t Dashboard Generation Tools Support Meerm yers & David Phil M g Stull, by Crai Referrals & Channel Channel Get a free e-book at References Training Support © 1993-2010 Pragmatic Marketing PragmaticMarketing.com/secrets PragmaticMarketing.com/seminars Call (800) 816-7861 to conduct this seminar at your office
    • Inside this issue: Volume 8 Issue 3 • 2010 5 ProductCamp Best Practices By John Milburn and Paul Young Creator of the world’s most popular ProductCamps are taking the world by storm and product management and marketing seminars have sprouted up in Silicon Valley, Austin, Toronto, Amsterdam, Sydney and more. If you haven’t participated in one, you might wonder what all the fuss About Pragmatic Marketing® is about. If you have participated, you already know! Since 1993, Pragmatic Marketing has conducted product management and marketing training for 5,000 companies in 23 countries. Our team of industry thought-leaders produce blogs, webinars, podcasts, and publications read by more than 100,000 every year. 12 Auditing Product Management in Early-Stage Companies By L. Kurt Reiss How do you deal with the “mess” of moving The Pragmatic Marketer ™ targets and reference points? The tool that 8910 E. Raintree Drive has not been broadly used but can be of Scottsdale, AZ 85260 great help is the product management audit. Pragmatic Marketing, Inc. What is a product management audit? Craig Stull / Founder and CEO Kristyn Benmoussa / Editor-in-Chief 20 Is Product Management Needed Graham Joyce / Managing Editor In a Software Startup? ————————————————— By Gopal Shenoy Interested in contributing an article? What are the benefits that product PragmaticMarketing.com/submit management can bring to the table during the early days of a fledging business? Let’s No part of this publication may be reproduced, stored in look at the typical genesis of a startup any retrieval system, or transmitted, in any form or by any company and what transpires between means, electronic, mechanical photocopying, recording or otherwise, without the prior written permission of the start and first release of the product. publisher. Other product and/or company names mentioned in this journal may be trademarks or registered trademarks of their respective companies and are the sole property 24 How Many Data Points of their respective owners. The Pragmatic Marketer, Do You Really Need? a Pragmatic Marketing publication, shall not be liable regardless of the cause, for any errors, inaccuracies, By Ken Allred omissions, or other defects in, or untimeliness or unauthenticity of, the information contained within this Because statistics teach us about minimum magazine. Pragmatic Marketing makes no representations, confidence levels, confidence intervals, and warranties, or guarantees as to the results obtained from margins of error, people often struggle with the use of this information and shall not be liable for any third-party claims or losses of any kind, including lost the idea they can start leveraging the data profits, and punitive damages. from their win/loss program from the very first data point. The Pragmatic Marketer is a trademark of Pragmatic Marketing, Inc. Printed in the U.S.A. All rights reserved. ISSN 1938-9752 (Print) ISSN 1938-9760 (Online) The Pragmatic Marketer • Volume 8, Issue 3, 2010 • 3
    • Product Launch Essentials ™ Plan and execute a successful product launch Are your product launch efforts focused on deliverables rather than results? Launching a product is more than following a simple checklist. A successful product launch is the culmination of many, carefully planned steps by a focused, coordinated team. Even good products can fail because of organizational issues, misunderstanding of roles and responsibilities, and a lack of a strategic approach to guide efforts. • Learn a repeatable product launch process to shorten the launch planning cycle, get the resources needed, and know what to expect at every step. • Understand the seven product launch strategies your team can use to maximize sales velocity. • Measure product launch progress with indicators that identify unforeseen issues before they become big problems. Get a free e-book at Daniel s PragmaticMarketing.com/launch id By Dav Download a complete agenda and register at PragmaticMarketing.com/seminars Call (800) 816-7861 to conduct this seminar at your office
    • ProductCamp How did ProductCamps originate? ProductCamps are based on the concept of Best Practices BarCamps, the first of which was held in Palo Alto, California in 2005. It’s a reference to the hacker slang term, foobar. BarCamp arose as a tongue-in-cheek spin-off of Foo Camp, By John Milburn and Paul Young an annual invitation-only participant-driven conference hosted by open source publishing luminary Tim O’Reilly. Where FooCamp was by invitation only, BarCamp would be democratic ProductCamps are taking the world and open to all. BarCamps have been held in over 350 cities around the world, and even by storm and have sprouted up virtually over the Internet. in Silicon Valley, Austin, Toronto, The first ProductCamp (aka P-CAMP) was held on March 15, 2008 in Mountain View, California. Word-of-mouth spread fast about this Amsterdam, Sydney and more. If you “unconference” (no registration fee, no agenda, no selling) and about 170 people attended on a haven’t participated in one, you might Saturday to discuss topics of interest to product managers, product marketers and a host of wonder what all the fuss is about. If you related roles. have participated, you already know! Following this event, many participants commented via blogs, wikis, and tweets. The idea went viral, and other cities started ProductCamps of their own. Austin was first out-of-the-gate with others following over subsequent months in 2008, 2009 and into 2010. Given the proliferation of ProductCamps, we thought it would be useful to summarize some best practices and hopefully these guidelines will help you organize or participate in an unconference in your local area. The Pragmatic Marketer • Volume 8, Issue 3, 2010 • 5
    • ProductCamp Best Practices Why attend ProductCamp? Has your travel budget been cut? Do you want to learn from peers outside your company? Are you looking for informal ways to “meet-and-greet” others? Do you enjoy presenting or leading roundtable discussions on timely industry topics? Are you unemployed or under-employed, and want to increase your network? Do you want to meet others who are passionate about product management and marketing? If the answer is “yes,” to any of these, you should participate in ProductCamp! Why organize a ProductCamp? Have you ever attended an industry conference or company event and felt like you could have organized it better? Do you feel industry conferences have become too “sterile” or dominated by big vendors? Are there a lot of knowledgeable product management and marketing professionals in your area, but no good forum to get together? Would you like recognition in your community as someone that Many ProductCamps use an “gets things done”? Dozens of your peers around the world are planning ProductCamps for these “Open Grid” to set the agenda. Presenters same reasons. and roundtable facilitators submit topics Since ProductCamp is free to attend and typically prior to the event, or sometimes even on held on a Saturday, it’s a low-risk way to expand your skills and personal network. Plus, since the morning before the event starts. it’s “user-sponsored,” it will not be a thinly A final agenda is created real-time, veiled sales event—participants are strongly discouraged from selling or promoting products. by and for attendees. 6 • The Pragmatic Marketer • Volume 8, Issue 3, 2010
    • ProductCamp Best Practices ProductCamp guidelines A typical day begins with attendee registration and breakfast. Then participants are led to a “main-tent” Several common themes have emerged from session that explains the format, rules, and introduction ProductCamps held to date, though the flow and of ProductCamp planners—but, more importantly, the tenor may change from city to city. Since it’s an opening session sets the tone that ProductCamp is by unconference, there are very few rules. The general and for attendees, open and discussion-oriented, and guidelines (adapted from BarCamp) are: most importantly, fun. • ProductCamps are free, but there is a “cost” to In today’s economy, several ProductCamps have offered a attend. There are no passive attendees. Instead, few minutes for anyone who has job openings to present everyone is referred to as a “participant” and expected a very short overview of the position/company. to contribute in some way: presenting a session, coordinating sponsors, managing the venue, ProductCamps use an “Open Grid” to set the agenda. volunteering for setup and teardown, or sitting Presenters and roundtable facilitators submit topics prior in a discussion panel—there are many ways to the event, or sometimes even on the morning before to participate. the event starts. A final agenda is created real-time, by and for attendees. Session leaders are sometimes • Information sharing is expected and encouraged. given 30 seconds in the welcome session to introduce Everyone is urged to share event information and themselves and their topic. Then it’s time to vote! One experiences, both live and after the fact, via blogging, popular technique is to give each participant three sticky photo sharing, social bookmarking, tweeting, and notes as they arrive. Volunteers post session topics in a wiki-ing. This open encouragement is in deliberate central area and ask everyone to place the sticky notes contrast to the “off-the-record” and “no recording” under their top three choices. Sessions receiving the most votes are plotted on an “agenda sheet” in such rules of many conferences. a way to minimize topic conflicts. Based on interest • The “2-foot” rule applies: ProductCamp typically level and available time slots, some topics may not features concurrent sessions. If you feel you’ll get make the agenda. It’s open, it’s participant-driven, and it really works! more out of a different session, use your own “two feet” to move—no one should feel tied down. Sessions usually run 45-50 minutes with a break for • Networking is good! ProductCamps are held on lunch and plenty of “slack time” for informal networking. a weekend and go all day, so participation is a Most ProductCamps reserve a few meeting rooms for commitment. The sacrifice in time and energy means parallel sessions and list four to six time slots. The only those who are really interested attend. best ProductCamp sessions are facilitated roundtable discussions—leveraging participant knowledge. Venues typically provide basic services. Free internet Notes, videos and photos are posted or linked access and Wi-Fi are crucial. Sponsors provide funding to the ProductCamp website. for “nice-to-haves” such as t-shirts, meals/snacks, signage, lanyards, etc. Attendance is free and usually restricted It’s always fun to bring everyone together at the end only by venue capacity. Due to the popularity of these of the day for a quick summary and to award prizes for events (and to assist in planning for meals, t-shirts, etc.) best sessions. By this time, the group is comfortable and advance registration is often required. can get rather lively celebrating the hard work and start planning the next ProductCamp. ProductCamps have been held at university- donated facilities, professional learning centers, and corporate offices. The Pragmatic Marketer • Volume 8, Issue 3, 2010 • 7
    • ProductCamp Best Practices Tips for running ProductCamp Marketing • Have name tags printed for those who pre-registered, blanks for Don’t over-plan! Think of it as a • Create a website and Twitter walk-in registrations (remember to fun way to get together and meet hashtag. Optional: create a leave space for your participant’s others to learn and network—not a Facebook page and LinkedIn Twitter ID!). If you can, add typical conference where events are Group. If you have a local Product pre-planned. Structure is good, but session break and lunch times Management Association, ask to the back of the name tag. too much defeats the purpose. them to post the event on their site and in newsletters • Parking directions/assistance Make registration very easy. People (if needed) won’t register if they have to jump • Provide regular e-mail updates through hoops—email address is to registrants • Cleanup—after meals and at the the only personal information really end of day needed at this stage. • Get mentions in relevant newsletters, blogs and websites. • Hall monitors—between sessions If you have trouble getting sponsors, Contact local media (newspapers, to answer questions and help sacrifice the t-shirts and breakfast. business and tech journals, shepherd people where they TV, radio) need to go Assign a “go-to” person who is very • Session monitors—make sure there organized and able to delegate— Volunteers is a timekeeper and note-taker in not to do all the work. The time each session (doesn’t have to be commitment varies (more time is • Initially just collect names but a one of the organizers, have the needed closer to the event). critical role on ProductCamp day presenter/moderator ask for • Set up registration table for sign-in, volunteers) There are five key areas that need t-shirt, sponsor give-aways, any leadership, coordination, and • Encourage people to take pictures accountability to ensure a successful information sheets, etc. (a camera phone is often good ProductCamp: enough) and post to Twitter or the event website or a Flickr page. Use the Twitter hashtag as a “keyword.” A dedicated photographer is a plus. Don’t over-plan! Think of it as a fun way to get together and meet others to learn and network—not a typical conference where events are pre-planned. 8 • The Pragmatic Marketer • Volume 8, Issue 3, 2010
    • ProductCamp Best Practices Sessions Venue If you need help organizing • Encourage people to sign up to • Coordinate building open/close a ProductCamp, please let present or host a roundtable times, security and parking Pragmatic Marketing know. We • Ensure everyone understands • Visit the facility the day/evening have been involved with every the “Open Grid” scheduling before the event to ensure ProductCamp and can provide everything is ready sponsorship, promotion and get • Collect and post presentations and notes from the sessions to • Set up rooms including projectors, involved with planning teams the event website or a site like chairs, whiteboards, etc. as a resource for questions SlideShare • Manage details about the food— and guidance. • Coordinate the “best presentation” set up, trash cans, location, voting and awards cleanup • Conduct a post-ProductCamp survey Budget John Milburn has “walked the walk” in technology product management and is an instructor at Pragmatic Marketing. • Get financial commitment from Throughout his 20+ year career, he managed or delivered sponsors over 40 hardware and software products and implemented • Manage budget and pay bills the Pragmatic Marketing Framework at countless companies. (ideally, set up a 501(c)(3) and open a checking account) John is on the planning team for the Austin ProductCamp and has helped leaders of many ProductCamps. Contact John at • Order and pay for food, name jmilburn@pragmaticmarketing.com badges, signs, t-shirts, lanyards and trophies Paul Young is a product management professional with more than a decade of experience in hardware, software, and services product management and marketing. He is an instructor at Pragmatic Marketing. He has also held a variety of product management and marketing roles in technology startups and Fortune 50 companies such as Dell, NetStreams and Cisco Systems. Paul is founder of ProductCamp Austin and has helped leaders at other ProductCamps. Read his blog at productbeautiful.com. Contact Paul at pyoung@pragmaticmarketing.com productcamp The Pragmatic Marketer • Volume 8, Issue 3, 2010 • 9
    • Are your product management and marketing teams overloaded with tactical activities, spending too much time supporting Development and Sales rather than focusing on strategic issues? The Pragmatic Marketing Framework ™ Business Marketing Positioning Plan Plan Market Market Buying Customer Pricing Problems Definition Process Acquisition Win/Loss Distribution Buy, Build Buyer Customer Analysis Strategy or Partner Personas Retention Distinctive Product Product User Program Competence Portfolio Profitability Personas Effectiveness STRATEGIC TACTICAL MARKET STRATEGY BUSINESS PLANNING PROGRAMS READINESS SUPPORT Competitive Product Launch Sales Presentations Innovation Requirements Landscape Roadmap Plan Process & Demos Technology Use Thought “Special“ Collateral Assessment Scenarios Leadership Calls Status Lead Sales Event Dashboard Generation Tools Support Referrals & Channel Channel References Training Support © 1993-2010 Pragmatic Marketing Visit PragmaticMarketing.com or call (800) 816-7861
    • Seminars Living in an Agile World™ Requirements That Work™ Strategies for product management Methods for creating straightforward product when Development goes agile. plans that product managers can write and developers embrace. Practical Product Management® Principles of the Pragmatic Marketing Framework, Effective Product Marketing™ the industry standard for managing and marketing Repeatable, go-to-market process to design, technology products. execute, and measure high-impact marketing programs. Pragmatic Roadmapping™ Techniques to plan, consolidate and communicate New Rules of Marketing™ product strategy to multiple audiences. Reach buyers directly, with information they want to read and search engines reward with high rankings. Product Launch Essentials™ Assess organizational readiness and define team Executive Briefings responsibilities for a successful product launch. Designed specifically for senior management, Executive Briefings discuss how to organize Product Management and Marketing departments for optimal effectiveness and accountability. In addition to the extensive published schedule, training can be conducted onsite at your office, saving travel time and costs for attendees, and allowing a much more focused discussion on internal, critical issues. Pragmatic Marketing’s seminars have been attended by more than 60,000 product management and marketing professionals.
    • Auditing Product Management in Early-Stage Companies By L. Kurt Reiss Many product managers like to work in startup companies. I’ve been one of them. Why? Without doubt, a product manager in a startup has an opportunity to make broad-ranging and meaningful contributions to product success, fast. But, life in that lane is not easy. Early product definition tends to be quite elastic, leaving room for creativity. Corporate structure in a startup tends to be flat, allowing exposure to serious and far-reaching business and technology problems that impact decision making. That’s all good. However, one of the major difficulties is confusion. It’s all in flux. Yes, broad-stroke formulations of product vision and business concept do exist, the ones used to raise funds for the startup. But almost always, even these fundamental statements change with time. Flexibility is good but it’s hard to succeed without a firm grasp of reality and clear articulation of objectives, decisions, success factors and progress metrics. How do you deal with this “mess” of moving targets and reference points? The tool that has not been broadly used but can be of great help is the product management audit. What is a product management audit? Let’s take a closer look, but first, I’ll highlight key issues related to product management in a startup. Then, we’ll define the specific problem we propose to address here and explore an example of an audit meant as a remedy for this problem. 12 • The Pragmatic Marketer • Volume 8, Issue 3, 2010
    • The problem we aim to bring to market, and when. And, it’s a matter of mutual understanding among all the managers in the The three issues that hold keys to product success and company what these requirements are. Are we building frequently, create problems in a startup are strategy, what we think we’re building? market and customer needs, and product requirements. So are these three issues the problem we address here? Strategy is extremely important for any endeavor, and Not quite. Entrepreneurs usually know these issues especially for a startup, both the corporate strategy are important and create problems if not addressed. and the product strategy. The issue here is two-fold: However, in a startup, people are very busy doing a lot Is our corporate strategy really sound and clear—as of different things. Moreover, entrepreneurs want to be articulated—and is its impact on product strategy optimistic, driving to success by focusing on the possible well understood? Do all key people in the company rather than on the difficult. This combination doesn’t understand and agree on the current articulation of leave much room for rigorous self-assessment. product strategy? The problem often is these three key issues are glossed Target Market and Customer Needs define, almost over. We tend to think all three are in good shape, completely, product requirements. Thus any lack and justify these thoughts by superficial considerations of clarity here will soon lead to difficulties with and wishful thinking. We also want to believe what we the product. Have we fully decided who our target preach to the point of tweaking the facts to fit our needs. customers are and truly verified the scope of Although drinking your own Kool-Aid may be enjoyable, overlap between what they need and what we it usually leads to an upset stomach. plan to deliver? It’s amazing how often the answer is: “Sort of, but not really.” The solution is a product management audit—a practical way to counter neglect and false optimism and focus on Product Requirements are key for a startup, thoughtful decisions and a justified positive outlook. driving both development work and early product promotion. No it’s not a matter of a polished text document. It’s a matter of having thought through and decided on the kind of product Key Product Management Strategy Issues in a Startup Market Requirements The Pragmatic Marketer • Volume 8, Issue 3, 2010 • 13
    • Auditing Product Management in Early-Stage Companies Facts Key Factors in the Audit Con fid bi lity enc e p o nsi Res The solution: a product management audit What is a product management audit? First, it’s a review. An analysis of the state of everything related to product management. The goal is to step out of the daily grind and take an unbiased look at issues, and grade the progress achieved towards solving each of them. It has some similarity to a financial audit. It’s a Can an audit yield easy-to-understand-and-track metrics? step by step, “by the book,” analysis of everything that Yes it can! And just two metrics will do. An “average” impacts product management. It’s a short, intense, and score (call it the A-score) and the “fix-it-now” score (the repeated effort. F-score). The A-score is a geometric average score of all factors under consideration. And the F-score is the lowest What’s the typical framework of a product management score of all individual factors. audit? For each issue related to product management, one should take a critical look at: Why is geometric average the right one to use? Think of a car’s tire pressure. If three wheels are at 100% but one • Facts: What’s known / not-known? is at 0.01%, the arithmetic average (75%) says “it’s still OK • Confidence: How confident are we to handle problems to drive” but the geometric average (10%) says “fix the tires now!” Clearly, you need all wheels in good working related to the issue? order to succeed. • Responsibility: Who’s responsible for resolving each of these problems? The good thing about having numerical scores is they help track progress. They also help identify the bad That’s the minimum, but a fundamental one. Of course, outlier factors that need fixing immediately. there are ways to augment the review by considering objectives, teams, resources, timelines, plans, etc. I would . argue against taking it on. Always make sure the basics are sound before diving into the sea of details. Address details as a separate exercise. 14 • The Pragmatic Marketer • Volume 8, Issue 3, 2010
    • A-Score Completed Reviewed Auditing Product Management in Early-Stage Companies Aligned 0 20% 40% 60% 80% 100% Good Bad Example scoring of Strategy Total score for Strategy in this example: A=47%, F=10%. Facts: Consider three strategy-related factors that can be scored with the good-bad percentage metric. For Total Strategy Scores example, our strategy statement is 80% completed and articulated (80% good, 20% bad). And, 75% of our F-Score external strategy reviewers approve of the risks we’ll be exposed to and bets we have made. And, 20% of our A-Score managers understand and accept our strategy. That yields A=49% and F=20%. That’s very bad. 0 20% 40% 60% 80% 100% Good Bad Strategy Facts Scores These are dismal results, butStrategy Scoresthing is: they Total the good F-Score clearly point to areas where improvement is needed. A-Score Completed Example scoring of Target Market Reviewed Facts: We know user needs of 80% of the target market segment. We have articulated competitive win scenarios Aligned for 20% of anticipated competitive bid types. 100% of our identified target adopters are committed to do beta 0 20% 40% 60% 80% 100% testing of our product. A=54%, F=20%. Good Bad Confidence: We are 90% confident that our value proposition is compelling to our target customers. We are 80% confident customer needs will not change before we Confidence: We’re 80% sure our strategy will not need ship the product. We are absolutely (100%) sure of our to be modified before we ship the product. And, we’re target market size. A=90%, F=80%. Excellent result—and 50% sure our business can survive bad outcomes of our therefore solid scrutiny is needed to verify this score. bets. And, we’re 100% sure we will not run into any technology showstoppers. A=74%, F=50%. Responsibility: We have individual owners for 50% of win scenarios that are still missing. A=F=50% That’s not too bad but not good enough. F-Score Total score for Market: A=67%, F=20%. Better than Responsibility: For 10% of our still-open strategy issues A-Score Strategy, but still far, far below target. we have an individual identified who’s responsible for closing them. A=F=10%. 40% 0 20% 60% Really bad! 80% 100% Good Bad Total Strategy Scores The Pragmatic Marketer • Volume 8, Issue 3, 2010 • 15
    • Auditing Product Management in Early-Stage Companies Example scoring of Product Requirements Audit template Facts: The Product Requirements Document (PRD) Whether you decide to do it or arrange for an is 100% completed and reviewed. 90% of individual independent audit, it’s good to have a solid requirements have defined priorities associated with understanding of how it works. There are three key them. The review found 80% of these requirements aspects of an audit: First and foremost, it’s the scope: are clear to reviewers. A=90%, F=80%. Good. the list of questions or factors to examine and review. Second, it’s the mechanics of organizing results and Confidence: We are 60% confident that requirements computing metrics. And finally, but perhaps most define all factors critical for winning against competition importantly, it’s the veracity and validity of the audit. (Does this agree with the estimate for competitive A template shown on the next page may be of assistance wins in the Market section? What if it doesn’t?). We for the first two. As for the third, it’s a matter of trust are 90% confident that priority-1 requirements must be in the person(s) doing the audit. satisfied before the product ships (Which ones are the questionable 10%?). A=73%, F=60%. Still needs fixing. Questions can be many and varied, but not all of them are the “right” questions for a product management audit. Responsibility: We have one owner for 100% of the What are the right questions? They are largely defined requirements that need better prioritization and/or by the intersection of the two sets of topics discussed clarification. For 20% of items that need clarification, earlier: “strategy-market-requirements” and “facts- we have identified reviewers that will decide if they confidence-responsibility.” The ones in the preceding have been sufficiently clarified. A=45%, F=20%. Bad. section could be a good starting point. How many questions to ask? As few as possible that are the most meaningful in your situation and answerable with a Total score for Requirements: A=69%, F=20%. Well, this numerical (percentage) metric. is embarrassing. Some questions can be answered with a precise And finally, aggregating all scores, the total Audit (countable) number. For example: “What fraction of score for Product Management in this example is: individual requirements in the PRD have priority A=60%, F=10%. assigned to them?” Others can’t. For example: “What is our level of confidence in factors that will assure our Total Audit Scores wins in competitive bids?” Still, a rough percentage estimate can be defined and be useful. Just make sure the audit captures and considers not only the estimate but also its source. F-Score Target A-Score Going beyond the audit questions used in the example above, other fact-related questions may include: 0 20% 40% 60% 80% 100% • What fraction of our value proposition is uniquely Good Bad differentiated? • What fraction of our efforts brings a distinctly new I wouldn’t invest in this example startup until these value to the market? numbers are much, much higher. Can they get better? Total Audit Scores Of course they can. Once you know—as illustrated by • What fraction of our target market could materially the audit results—what needs fixing, it’s easier to focus benefit from the full set of features of our product? your energy and improve the situation. • What fraction of the cost of the solution implementation by our customer will be due to the purchase of our product? 16 • The Pragmatic Marketer • Volume 8, Issue 3, 2010
    • Auditing Product Management in Early-Stage Companies • What fraction of our product requirements directly map find it difficult to deal emotionally with someone to our value proposition? else “checking” the validity of their own vision and perception. Weak entrepreneurs may even fear • What fraction of our product requirements represents less-than-stellar results of an audit may negatively new and differentiated value? impact investors’ view of the company. It is possible that some companies would prefer not to do such All of these questions are the “right” questions for the audits. But, the value of an audit is not in finding fault, audit. That’s because for each of these questions, a high it is in confirming that everything is fine and if not, in percentage-score answer represents a “good” answer. identifying areas that need attention. The audit results The higher the score, the better. present an independent opinion, a tool facilitating good decision making for product management purposes. Mechanics of the audit can be supported by a spreadsheet, like the one shown below. The auditor You can do an internal audit but it’s best to rely on can complete the “Questions” fields and associated “%” someone external. Just think about a due diligence estimates, as the audit proceeds. process a startup goes through prior to a round of funding. Would an investor ask the company itself to The example above and the template need a fair amount perform such due diligence? Would you rely on the of specificity. The main thing about the Audit is doing analysis for fund-raising purposes to actually drive your it, applying serious qualitative analysis and using the business? The #1 objective of that analysis was to raise score as a tool, first for critical thinking, then for tracking funds and that calls for a level of optimism that may be progress—until the next audit. dangerous in day-to-day business operations. Audit Template Who needs (and wants) Questions Scores (%) the Audit? Facts Certainly top executives in the Strategy startup should want it, as should STR Confidence the board and investors. If there is one, so should the product Responsibility manager. Best startups may not need product management audits— Facts all’s working well there. But the vast majority of startups would certainly Market TOTAL MAR benefit. What if a company does Confidence not yet have a dedicated product manager? Often, the founder drives Responsibility early product definition and its creation. However, the founder Facts Requirements does not usually have the time and inclination which often leads REQ Confidence to unjustified optimism about the product in the market and vague product requirements. An audit Responsibility can really help. Results POWER(PRODUCT(STR),1/COUNTA(STR)) = A-score for Strategy = Can it possibly happen that top MIN(STR) = F-score for Strategy = executives of a company would POWER(PRODUCT(MAR),1/COUNTA(MAR)) = A-score for Market = not want a product management MIN(MAR) = F-score for Market = audit? Entrepreneurs are typically POWER(PRODUCT(REQ),1/COUNTA(REQ)) = A-score for Requirements = strong willed and may simply MIN(REQ) = F-score for Requirements = POWER(PRODUCT(TOTAL),1/COUNTA(TOTAL)) = Total A-score = MIN(TOTAL) = Total F-score = The Pragmatic Marketer • Volume 8, Issue 3, 2010 • 17
    • Auditing Product Management in Early-Stage Companies Many startup leaders rely on their network of friendly, Summary non-competing, experienced (read: successful) executives for sanity checks on their business. That’s good, and Effective product management requires periodic rigorous necessary. But it’s not sufficient. First, it’s always broad- review of key issues affecting the product. An audit of stroke. Second, it only involves the top layer of the product management can serve a company well when company. The net result is similar to the frequent result used as a practical tool to evaluate and track progress of offsite executive meetings: Executives have differing and identify weak links. The audit, to be objective, is recollections of what was decided and few non-executive best done by someone independent, someone who’s not people in the company know what those decisions were. involved in the day-to-day workings of the company. This article focuses on product management in early The scope and details of an audit must be adjusted to stage companies. However, product management the needs of the particular company. The main point is audit can also serve well in established companies, just doing an objective audit. There’s much to be gained especially when they work to develop a new product from going through it and applying the lessons learned for their portfolio. in the company’s drive to product success. So, if you decide you want a PM audit, who should do it? Do it yourself—if you can trust yourself in terms of experience and motivation—but it is best to rely on the objective judgment of a trusted, experienced, and independent professional. L. Kurt Reiss managed products at multiple startups and companies large and small, such as Interactive Supercomputing, Cascade Communications and Lucent Technologies. Focusing on technology ranging from niche products to a global market-leading product family, Kurt contributed to and led product management and marketing teams through all product cycle phases. He is the author of FOR PRODUCT SUCCESS—A Partnership of Two Managers and the What and Why of It. Kurt provides product management consulting services at www.pathwaysfps.com. Contact: kurt@pathwaysfps.com © Copyright 2010 by L. Kurt Reiss. All rights reserved. 18 • The Pragmatic Marketer • Volume 8, Issue 3, 2010
    • PragmaticMarketing.com Stay current with industry best practices Review 10 years of Annual Product Management and Marketing Survey results Watch a webinar by one of today’s industry experts Read articles on product management, marketing and leadership strategies Subscribe to blogs by Pragmatic Marketing thought-leaders Participate in online networking through LinkedIn, Facebook and Twitter Purchase books, clothing and merchandise
    • Is Product Management Needed In a Software Startup? By Gopal Shenoy Startup—the early days A startup is launched when an entrepreneur—a software engineer, marketer, product manager or salesperson—comes up with an idea based on past employment or personal experience. The idea could have been triggered by observations made during sales calls, opinions expressed by current customers, high volume of prospect inquiries or customer support calls, personal experience using a technology, etc. The entrepreneur gets excited about the potential of the idea and decides to create a product to solve this problem. The typical questions that consume the founder’s mind include “Who can help me create the product that will bring this idea to life?”, “How can I get this done as soon as possible before someone else does?”, “How can I sell this and make millions?” There is a very high sense of urgency at Is product management the beginning to do something. However, needed during early stages urgency during the early days is a double-edged sword. While needing to of a software startup? be the first to market has its advantages, rushing to market without doing enough What benefits can product homework is a sure fire recipe for management bring to the failure. There is a lot written about why startups fail. All of them point to the table during the early days simple fact that most startups build something nobody wanted. The of a fledging business? entrepreneur either gets enamored with a new technology (especially if the entrepreneur is a software Before we delve into the engineer or has a technical need for software product orientation) or a radical new product (especially management in a startup, if coming from sales), let’s look at the typical but then end up never finding enough customers genesis of a startup company to buy the product or service created. and what transpires between start and first release of the product. 20 • The Pragmatic Marketer • Volume 8, Issue 3, 2010
    • Fundamental questions a startup Product pivoting and What skills will this person need? (or established companies venturing the first release into new markets) should ask before • Ability to dig into what is stated building a product or service are: If the early discovery process by the customer and identify indicates a potential market, the startup needs to quickly build a underlying problems. • What are the problems that exist minimal product and get it in the • A business orientation to maintain in the target market? hands of a few customers who have the big picture of what the • How many potential customers the problem. Once the customers company is trying to do without have this problem? start using the product, someone at the startup needs to monitor usage, getting caught up in details of the • How are potential customers be in constant communication product. The business model, solving the problem today and with these first customers to get target market, and pricing are all how dissatisfied or frustrated are their feedback and work with the undetermined at this time. they with the current solution? engineering team to make changes (pivot) to improve the product. All • Great communication skills to • Is the frustration large enough that of this should happen at a very fast understand what the customer is these customers will be willing to pace. Process is not what matters, stating and converting it into a pay to solve this problem? flexibility is. language engineers understand. • Is what the customers are willing • Project management skills so to The sole objective during this prioritize and ensure things don’t to pay large enough to build a period is to pivot enough times profitable business? fall through the cracks. to quickly identify the business model and final product for the It is extremely important this person • What should the solution target market. This speed requires be a member of the founding team. look like? someone focused on this task and You can call this person a product You will notice that all questions who serves as coordinator between manager but that’s less important but the last one, are about the customers and engineering. This is than their primary responsibility market. None of them are about a critical phase and any misstep can to focus on the market and ensure what technology platform should be catastrophic, resulting in failure the product creates a sustainable be chosen, what feature set should of the entire business. business. Product-oriented founders be in Release 1, or how many are typically well suited for this role. engineers the startup needs. They are completely independent of the solution but instead focus on discovery of market problems and determination of market size. While those are great questions to ask, it is typically not possible to get complete or accurate answers to these questions quickly, resulting in a dilemma—if it is not possible to find correct and accurate answers to all of these questions before getting started, and if the chances of failure are very high if you do not get the answers you need, what gives? This is where product pivoting comes into play. The Pragmatic Marketer • Volume 8, Issue 3, 2010 • 21
    • Is Product Management Needed In a Software Startup? If the founding team does not have Even if such a person exists in the • Developers have so much to do someone with a product orientation, company, here are some reasons that piling on market research is then it becomes critical that such that make it hard to play dual roles: not a good idea. a person is brought on board. This is a tough sell, especially to • Salespeople are inclined to • Delving deep into customer those funding the startup with no overcome objections in order problems is an art not a science. product. It is much easier to justify to meet their numbers. They hiring developers or salespeople. Customers often propose solutions are not trained to understand the But to create a sustainable business, and it takes skill and effort to underlying problem, relay it back it will take product management unearth the real underlying to the product team and get it discipline to ensure early market problem. fixed. Sales is all about the success continues to create a growing business. • It is easy to confuse “what the last “here and now.” two users told me” with “this is • Early customers need someone what the entire market wants.” Some may say the call for a product they can bounce ideas off and management orientation in a startup • Maintaining an objective opinion someone they can engage with to is based on false assumptions that when the customer says your build trusted relationships. It is Development or Sales or Marketing “baby is ugly” (first version of these early customers that turn are not capable of doing market into references and proponents your product) is difficult, research. After all, aren’t we especially when you have spent when the product starts its required to wear multiple hats in a fledgling startup? sleepless nights building it. It is journey into the mainstream. often difficult to listen to and understand the customer’s Past the early success point of view. Once the company establishes the viability of the product, creates the business model and has its first group of paying customers, it’s time to assign someone whose primary responsibility is to take the early product and transform it into one designed to appeal to a wider market. This requires full time effort and focus. Startups at this stage of growth must make hiring a seasoned product manager a priority and long-term investment. 22 • The Pragmatic Marketer • Volume 8, Issue 3, 2010
    • Is Product Management Needed In a Software Startup? “Startup” product manager • Someone who has previously built necessary because often what you qualifications teams and can grow your product discover in the market requires management team once the you to change internal opinions Based on my experience working in company hits the next milestone. and points of view. This requires startups, I recommend the following Someone you can trust to manage the ability to question currently criteria when hiring your first what justifies the company’s very held beliefs and opinions product manager: existence—your product and recalibrate based on or service. market realities. • Someone who has previously worked for a successful startup • Someone who can balance a How important is domain and gone through this critical strategic and tactical role. It is experience? It depends on your “next” phase. equally important the product market segment. In highly technical manager lead discussions on fields such as computer networking, • Someone who has previously product/business strategy and deal virtualization, cloud computing, worked at least one failed startup CAD, space exploration, network with day-to-day tactics to get the and who is able to articulate the security, pharmaceuticals, medical product out the door. This person services, financial services, etc., lessons he/she learned from that should have a keen sense for domain experience will be of experience. What mistakes were product usability, performance and paramount importance because you made and why? I personally value functionality because eventually do not have time to teach someone a person who has failed at least these have major influence on new to the industry the technology, once over someone who has only product success. jargon, regulations, etc. But in other had past successes. general areas such as ecommerce, • Someone you can put in front hire product managers who have • Someone who can strike the right of customers. Your “product a breadth of experience. balance between process and manager” should be one who flexibility. Someone who can enjoys and thrives on customer It is essential that startups have function without regimented engagement. One who is a good a strong product management processes, but one who can also listener, can engage in active orientation right from the start. rein in the chaos so common in dialogue with prospects/customers It is not necessary that the person startups. As the company grows, and your customers feel have the official title of a product add process into the mix to comfortable with. manager, but it is of utmost scale efficiently. importance that someone from the • Someone your organization founding team has the primary • Someone who shows immense will respect. Given the product responsibility of doing product passion and drive. Someone who manager will be ultimately management. Discovering unsolved can work with very limited responsible for bringing the problems in a target market, information and takes the voice of the customer into the building a product this target market initiative. You absolutely need organization, this person needs is willing to buy and figuring someone who has the energy, will out a business model that helps to win the respect of internal and drive to convert early success the company create a sustainable stakeholders. You also want business is not a part-time effort. into sustainable growth. someone who can stand up to the internal stakeholders when Gopal Shenoy is the Director of Product Management at Gazelle.com where he leads the product management effort to allow consumers to sell or recycle used electronics. He is a seasoned product management leader with over 14 years of experience in startups and small businesses. He has led direct report and cross-functional teams that defined and launched highly successful SaaS-based and enterprise software products. His passion for product management led him to create a Software Product Manager blog at productmanagementtips.com. He is also a speaker at ProductCamps and other software product management conferences. Contact Gopal at gopal.shenoy@gmail.com The Pragmatic Marketer • Volume 8, Issue 3, 2010 • 23
    • How One of the common questions I am act more like a laser pointer that asked when discussing win/loss illuminates very specific information analysis is, “How many deals do I about very specific issues and Many need to analyze before I can start questions. In other words, to get the using the data?” In the past, my most out of your win/loss program, response has always been that you it should not be seen as a survey tool will get value from the very first win, (which simply gathers information), Data loss, or no decision, you analyze. but rather a decision-making tool However, because statistics teaches and an early warning tool. us about minimum confidence levels, Points confidence intervals, and margins of If you think you can’t get value from error, people often struggle with the your win/loss program, or believe idea that they can start leveraging you can’t begin making decisions the data from their win/loss program Do You based on win/loss data until you from the very first data point. achieve a statistically significant number of data points, our research shows you risk missing as much as Get away from Really 75 percent of the potential ROI you the “survey” mindset could achieve with your win/loss analysis program. The key is to By just listening to the terminology understand how and when to use the Need executives use, it is obvious intelligence gathered through your many initially base their vision win/loss analysis. of a win/loss program on their prior knowledge of market By Ken Allred research or political polls. For instance, the term “survey” is The decisions executives often used to describe what is and managers make actually an in-depth “interview.” To determine how many interviews Unfortunately, this market research- are needed for a win/loss program based mindset often diminishes the to be effective, it is important to usefulness of a win/loss program understand the kinds of decisions and gives the false impression the your organization makes and to program will need hundreds (or understand how win/loss analysis even thousands) of data points can help you make better decisions. to be accurate or useful. Professor Robert A. Harris, in his Certainly, if you were to use a VirtualSalt blog, outlines three major win/loss program to determine types of decisions: strategic, tactical, the general buying habits of and operational. your buyers (or the populace as a whole), you would want to interview a large number of Strategic decisions determine the random customers in order to long-term direction of an enterprise, achieve a representative sample product, or department. They and a high level of statistical also tend to direct and control an confidence. However, organization’s resources. Strategic working with hundreds of decisions involve a high degree of companies over the past ten uncertainty due to the scope and years has shown that the time frames usually associated with most successful win/loss these types of decisions. analysis programs do not try to cast such a wide net. Instead, they 24 • The Pragmatic Marketer • Volume 8, Issue 3, 2010
    • Real-world examples of win/loss Operational decisions support The number of data points needed analysis that helped clients make tactical and strategic decisions. They to support accurate decision- better strategic decisions include: help to ensure that daily operations making increases as you move go smoothly and that tactical from operational (which is often • Competitive losses indicate buyers decisions are implemented. As the immediate and one data point name indicates, these are usually can be sufficient) to strategic, − want a vendor with strong off- made by managers, although they which may require a large amount shore capabilities in two specific can also be made by executives. of information to get a clear countries picture of the entire situation. For − had issues with key contractual Real-world examples of win/loss instance, deciding which paper program intelligence that help clients supplier to use for a direct mail terms the client requires of make operational decisions include: campaign (an operational decision) new customers would probably not require client • Buyers in both wins and losses interviews, but if you wanted to • A buyer in a lost opportunity change the focus of your company describe a specific set of needs indicated from services to software (a strategic that aren’t currently addressed − the sales representative poorly decision), it is in your best interest in the market and warrant to interview a representative number development of a new product presented the solution and did not understand how their product of current clients to determine how would solve the buyer’s problems they would react to such a change. Tactical decisions support or achieve strategic decisions. In other − they didn’t select the client words, tactical decisions are made primarily because a product Win/loss as a decision-making to help bring about the results feature was not available, but the and decision-support tool envisioned in the organization’s client’s product actually had the overall strategy. As such, they tend feature From my experience over the to be more immediate than strategic last ten years, I found that win/ − they are still evaluating solutions loss analysis provides most benefit decisions, and can be made at both the managerial and executive and would like to hear from at the tactical and operational level, whereas strategic decisions the client again (this situation level, although, certainly, it does are almost exclusively determined happens more often than provide tremendous insight at the by executives. you think) strategic level as well. It just takes • A buyer in a won opportunity a little more time before you can Real-world examples of win/loss indicates they were having trouble start to lean on your win/loss program data that led clients to with communication and it was program when making long-term, make tactical decisions include: having a negative impact on their strategic decisions. decision satisfaction • Competitive wins indicate a key On average, we find for each factor in buyers’ decisions was the win, loss, or no decision interview presence of superior sales performed, you can expect engineer support to identify an average of ten operational or tactical decisions • Buyers in competitive wins talked that can be acted upon. about specific sales messaging and sales collateral that helped them make their decision, while buyers in lost opportunities did not reference these things On average, for each win, loss, or no decision interview performed, • Buyers in losses cited over- confidence of the sales you can expect to identify an average of ten operational or tactical representatives and disparaging decisions that can be acted upon. the competition as key reasons for non-selection The Pragmatic Marketer • Volume 8, Issue 3, 2010 • 25
    • How Many Data Points Do You Really Need? When you consider that each • What are the strengths and So, how many data points analysis is going to help you make weaknesses of your competitors’ do you need? an average of ten operational or products? tactical decisions, it becomes clear The case I just described did not very quickly that you can realize • How are your costs perceived require many interviews or data great value from the very first in relation to those of the points for the win/loss analysis to interview of your win/loss program. competition? have a positive impact—in fact, it Just how much value does each of only took one to begin the decision these potential decisions represent? Last year, when I was reviewing process. This illustrates you can Let’s look at an example: one of some interviews we had done with and will receive value from the very the most common operational our own buyers, I saw an issue first opportunity you analyze. And decisions identified in win/loss emerge that definitely led to a as you add more data points, you reviews are sales weaknesses for better tactical decision. One of our will receive further validation and an individual sales representative respondents commented that their discover important, new insight. that can be immediately addressed communication with us was almost through focused training and/or entirely with the salesperson and they did not have sufficient contact The point is: since win/loss analysis coaching. If this training can help is a dynamic process, it can and the sales representative avoid with the Account Consultant who would be handling their program. should focus on those issues that making the same mistakes are most important to you and your in future opportunities, their Since one of our strategic goals is to be a trusted consultant to our clients buyers. This means, unlike a static individual win rate will improve. survey, fewer data points are needed The impact of this one decision rather than just a provider of data, I realized this was a significant issue. in a win/loss analysis to reach the to help a sales representative with insights you need to make better an area of weakness identified by After getting the same feedback in two other interviews, I determined tactical and operational decisions a buyer could be in the millions of to help you achieve your current dollars, depending on the size of this was not an isolated case and made the tactical decision to involve strategic goals and overall success. your sales opportunities. our Account Consultants and other subject matter experts early in the Don’t wait until you have a If done correctly, every win/loss “sufficient number” of data points sales process. The results have been interview will net key, actionable before you realize value in your good, with our clients coming out intelligence such as: win/loss program. Begin analyzing of the sales process more informed • What business needs are your and more committed. This tactical and using your win/loss data from decision was made based on three your very first buyer interview buyers trying to solve? data points, but would have been and start seeing returns much • What could you do to better serve entirely missed if we had not more quickly. your buyers’ needs? been performing win/loss reviews on our own • What is the character and opportunities. reputation of your company in the eyes of your buyers? • How well do your sales teams communicate your value proposition? Ken Allred, Founder and CEO • What are the strengths and of Primary Intelligence, is a weaknesses of your products? thought leader in SaaS-based sales intelligence, analytics and sales enablement solutions. He is committed to the optimization of sales, marketing and product management teams through the implementation of advanced Sales 2.0 intelligence solutions. Contact Ken at kallred@primary-intel.com 26 • The Pragmatic Marketer • Volume 8, Issue 3, 2010
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    • Seminar Calendar Call (800) 816-7861 or go to PragmaticMarketing.com to register! Practical Product Management ® Requirements That Work™ Effective Product Marketing™ Introduces a framework that gives product managers the Provides a repeatable method for writing clear requirements Delivers practical tools and processes for product tools to deliver market-driven products that people want your team will read and use. It discusses techniques for marketing, industry marketing and marketing to buy. Focuses on the practical aspects of juggling daily prioritizing and organizing market requirements and communication managers who want to improve tactical demands of supporting the channel with strategic clarifies the roles for team members. This approach their strategic contribution and align with the sales activities necessary to become expert on the market. enables organizations to deliver solutions that sell. organization. Learn how to build a repeatable process July 26 - 27 (28)* ............ Newark, NJ July 28 ........................Newark, NJ to develop, execute and measure go-to-market strategies August 9 - 10 (11)* ........... Boston (Bedford), MA August 11.....................Boston (Bedford), MA that ensure product success. August 9 - 10 (11)* ........... Toronto, ON, Canada August 11.....................Toronto, ON, Canada August 16 - 17 ...............San Francisco (Burlingame), CA August 16 - 17 (18)* ......... San Diego, CA August 18 ....................San Diego, CA September 20 - 21 .........Raleigh (Durham), NC August 23 - 24 (25)* ........ Denver (Littleton), CO August 25 ....................Denver (Littleton), CO October 6 - 7 .................Chicago, IL September 13 - 14 (15)* ... Atlanta, GA September 15 ..............Atlanta, GA October 18 - 19 ..............San Diego, CA September 13 - 14 (15)* ... Montreal, QC, Canada September 15 ..............Montreal, QC, Canada November 15 - 16 ..........Boston (Bedford), MA September 20 - 21 (22)* .. Baltimore, MD September 22 ..............Baltimore, MD December 6 - 7 ..............San Francisco (Burlingame), CA September 27 - 28 (29)* .. Minneapolis, MN September 29 ..............Minneapolis, MN September 27 - 28 (29)* .. San Francisco (Burlingame), CA September 29 ..............San Francisco (Burlingame), CA October 4 - 5 (6)* ............. Chicago, IL October 6 .....................Chicago, IL October 4 - 5 (6)* ............. New York, NY October 6 .....................New York, NY Product Launch Essentials™ October 18 - 19 (20)* ....... Houston, TX October 20...................Houston, TX October 25 - 26 (27)* ....... Boston (Bedford), MA October 27 ...................Boston (Bedford), MA AssessEffective Product Marketing organizational readiness and define team October 25 - 26 (27)* ....... Raleigh (Durham), NC October 27 ...................Raleigh (Durham), NC responsibilities for a successful product launch. November 1 - 2 (3)* ......... Herndon, VA November 3 .................Herndon, VA November 1 - 2 (3)* ......... Toronto, ON, Canada November 3 .................Toronto, ON, Canada August 18 ......................San Francisco (Burlingame), CA November 8 - 9 (10)* ....... San Jose, CA November 10 ...............San Jose, CA September 22 ................Raleigh (Durham), NC November 15 - 16 (17)* .... Vancouver, BC, Canada November 17 ...............Vancouver, BC, Canada October 8 .......................Chicago, IL November 16 - 17 (18)* .... Austin, TX November 18 ...............Austin, TX October 20.....................San Diego, CA December 13 - 14 (15)* .... San Francisco (Burlingame), CA December 15................San Francisco (Burlingame), CA November 17 .................Boston (Bedford), MA December 14 - 15 (16)* .... Philadelphia, PA December 16................Philadelphia, PA December 8 ...................San Francisco (Burlingame), CA *Day 3 is Requirements That Work New seminar Living in an Agile World™ location! Shows how product management can ensure an Agile August 12 ........ Boston (Bedford), MA A discount is available for groups of three or more. development team remains aligned to company strategy. December 16 .... San Francisco (Burlingame), CA Don’t see a date or location that works for you? Let Pragmatic Marketing come to your company! From creating user stories grounded in market problems to Call (800) 816-7861 for more information. managing a backlog prioritized with market evidence.