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ProductCamp Toronto 2012 Legacy of Blame
ProductCamp Toronto 2012 Legacy of Blame
ProductCamp Toronto 2012 Legacy of Blame
ProductCamp Toronto 2012 Legacy of Blame
ProductCamp Toronto 2012 Legacy of Blame
ProductCamp Toronto 2012 Legacy of Blame
ProductCamp Toronto 2012 Legacy of Blame
ProductCamp Toronto 2012 Legacy of Blame
ProductCamp Toronto 2012 Legacy of Blame
ProductCamp Toronto 2012 Legacy of Blame
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ProductCamp Toronto 2012 Legacy of Blame

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Because of past failures or mistakes, we have developed dysfunctional behaviors that impact teaming – e.g. development won’t be innovative because they were blamed for a product not meeting its …

Because of past failures or mistakes, we have developed dysfunctional behaviors that impact teaming – e.g. development won’t be innovative because they were blamed for a product not meeting its delivery date; Product Management was blamed because a product didn’t meet the quality goals, so they start becoming QA; Revenue goals aren’t met and PM’s are blamed – PM’s go on the road to sell.

John Milburn (Pragmatic Marketing) shares a few representative examples of a problem that he calls “The Legacy of Blame”, how to be aware of them, and some coping techniques to deal with it.



Published in: Technology, Business, Education
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Transcript

  • 1. JULY 28TH ProductCamp 2012 JULY 28 TED ROGERS SCHOOL OF MANAGEMENT, RYERSON UNIVERSITY www.productcamptoronto.wordpress.com
  • 2. 2 John Milburn jmilburn@pragmaticmarketing.com 1001
  • 3. Slide 2 BGN2 2010 copyright; lawyer notice Barbara Nelson, 2/11/2010
  • 4. Where did it all Begin? •Development… •Underestimated Sizing •Slipped Scope •Missed their Dates
  • 5. And they Reacted •It’s 3x what we really believe •I’ll only commit to a subset X•I’ll only commit to a subset •Quarter, Half, Year, Decade X
  • 6. But it’s gotten better ! •Sizing •T-Shirt, Relative Size, Planning Poker, Velocity •Scope •Burn-down/up, Scrums, Communication •Time •Iterations
  • 7. Where does Product Mgt get Blamed? •Revenue •Quality •Usability•Usability •Innovation / Competitiveness •Poor Prioritization •Cost, Scope, Time….
  • 8. And we Reacted… •We “Sell it ourself” •We Run/write tests, QA, Beta •We design the UI•We design the UI •We become the Designer •We “MSU” •We Project Manage……
  • 9. But, what about ….? Pricing Buy, Build or Partner Business Plan Product Profitability Win/Loss Analysis Distinctive Competence Market Problems Marketing Plan Customer Acquisition Customer Retention Program Effectiveness Buying Process Buyer Personas User Personas Positioning Product Portfolio Market Definition Distribution Strategy Strategic Tactical Strategic Tactical Innovation Competitive Landscape Technology Assessment Lead Generation Thought Leadership Referrals & References Launch Plan Use Scenarios Requirements Status Dashboard Product Roadmap Presentations & Demos Event Support “Special” Calls Channel Support Channel Training Sales Process Collateral Sales Tools BusinessMarket ProgramsPlanningStrategy SupportReadiness Strategic Tactical BusinessMarket ProgramsPlanningStrategy SupportReadiness Strategic Tactical
  • 10. Why? How ? •Where we came from •How we are paid •Who we work for •Recognize the Problem •CommunicateHow ? What ? •Teaming •Partnership •Delegating •Knowing and doing your job! •Communicate •Accountability •Get out of the office •Action Plans Credit to Simon Sinek – Start with Why

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