0
AGILE PRODUCT MANAGEMENT  ESSENTIALS FOR PROJECTCLICK  AND PROGRAM MANAGERSTO            Rich MironovEDIT        13 Septem...
ABOUT ME• “Product guy” at 6 startups  • Most recently as CEO/founder  • Software as revenue• Author  • “The Art of Produc...
DISJOINT COMMUNITIESNot enough overlap or shared thinking                 Product                     Agile               ...
AGENDA•   What does a product manager do?•   Product vs. Project/Program Management•   Agile, product managers and product...
WHAT DOES A PRODUCTMANAGER DO?• For commercial / revenue software…  • Drives delivery and market acceptance of whole produ...
WHAT DOES A PRODUCT MANAGER   DO?                            budgets, staff,                              strategy, foreca...
PRAGMATIC MARKETING      FRAMEWORK               Director of                                                              ...
Good product managers drive customer-relevantdecisions (choices) despite     uncertainty and   contradictory goals
PRODUCT MANAGEMENT RHYTHM• No natural sequence• Intensely interrupt driven• Bottom-up meets top-down• Demands strategy, ju...
IDEAL CANDIDATE CLICK TO EDIT MASTE R TITLE    W W W. M I R O N O V. C O M   10
AGENDA•   What does a product manager do?•   Product vs. Project / Program Management•   Agile, product managers and produ...
PRODUCT, PROJECT, PROGRAM?Disclaimers• No role/title consistency• Unclear division of labor• Execs create novel organizati...
ONE PROBLEM, TWO VIEWPOINTS• Project/Program Managers  tasked with how to deliver  • Not-so-secretly worry about    market...
IN A PERFECT ORGANIZATION…• Product Management: more outward-facing market-visible  decisions   •   What FEATURES/BENEFITS...
LIVING THE CUSTOMER’S REALITYProduct managers sense the market by…• Helping close deals• Trading off conflicting  customer...
AGENDA•   What does a product manager do?•   Product vs. Project / Program Management•   Agile, product managers and produ...
DISCUSSIONS OF AGILEWe tend to mix…• Philosophy and religion• Process, tools, techniques, methods• Organizational design  ...
AGILE METHODS CLICK TO  Extreme    Programmi      ng (XP)                Crystal                Methods                   ...
DIFFERENT MOTIVATORS• Why development teams want Agile  •   Focus more on developing, not SDLC  •   More quality, fewer pe...
WHY NOT WATERFALL?  Requirements                                      Waterfall projects  and estimates                   ...
AGILE’S INNER LOOP                                           From Mike Cohn             W W W. M I R O N O V. C O M       ...
AGILE’S STRATEGIC OUTER LOOP    (PdM)•   Markets                                    •   Customers•   Customers            ...
PRODUCT MANAGER, PRODUCTOWNER• Most agilists think about “product owners”   •   Formal part of agile team   •   Needs to b...
PRODUCT OWNER’S CALENDAR Borrowed from Catherine Connor, Rally                                         W W W. M I R O N O ...
‘Small p’ PRODUCT OWNER                                             Executives    CLICKmarket information, priorities,    ...
ADAPTED PRAGMATICFRAMEWORK                                 Business                      Marketing                        ...
PdM/PO FAILURE MODESProduct Manager fails agile team             Product Owner fails marketplace ifif                     ...
ONE PdM/PO ORGANIZATIONAL MAP                GM / VP Eng / VP Prod / CPO CLICK                        Product TO          ...
TAKE-AWAYS• Product management struggles with  market success, product sufficiency and  inconsistent customer segments• Pr...
Mironov ConsultingCONTACTCLICK     233 Franklin St, Suite #308          San Francisco, CA 94102TOEDIT             Rich@Mir...
Upcoming SlideShare
Loading in...5
×

Agile ProDUCT Management Essentials for ProJECT and ProGRAM Managers

1,766

Published on

This September webinar for PMI’s Agile Community of Practice laid out the basics of tech product management, how it maps against project/program management, and how agile shifts these (traditional) roles.

Published in: Business, Technology
1 Comment
5 Likes
Statistics
Notes
No Downloads
Views
Total Views
1,766
On Slideshare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
12
Comments
1
Likes
5
Embeds 0
No embeds

No notes for slide
  • per David Thompson: Earn your pay on days when you make decisions, not just oversee processes
  • Valley does not check with me before assigning roles, titles or work mix
  • Essential question: who worries about market acceptance? Sales targets? Competition?
  • PdM = Product Management
  • Transcript of "Agile ProDUCT Management Essentials for ProJECT and ProGRAM Managers"

    1. 1. AGILE PRODUCT MANAGEMENT ESSENTIALS FOR PROJECTCLICK AND PROGRAM MANAGERSTO Rich MironovEDIT 13 September 2012MASTE PMI Agile Community of PracticeR TITLE
    2. 2. ABOUT ME• “Product guy” at 6 startups • Most recently as CEO/founder • Software as revenue• Author • “The Art of Product Management” • Product Bytes blog • Business models, agile, organizing product teams• Chaired first Agile product stages• Founded Product Camp W W W. M I R O N O V. C O M 2
    3. 3. DISJOINT COMMUNITIESNot enough overlap or shared thinking Product Agile Managers Communities W W W. M I R O N O V. C O M 3
    4. 4. AGENDA• What does a product manager do?• Product vs. Project/Program Management• Agile, product managers and product owners• Take-aways
    5. 5. WHAT DOES A PRODUCTMANAGER DO?• For commercial / revenue software… • Drives delivery and market acceptance of whole products • Targets market segments, not individual customers• For strategic internal development… • Drives acceptance and adoption • Resolves inevitable competing priorities
    6. 6. WHAT DOES A PRODUCT MANAGER DO? budgets, staff, strategy, forecasts, targets commitments, roadmaps, competitive intelligence Executives CLICK market information, priorities,requirements, roadmaps, epics, user stories, backlogs, personas, MRDs… Product Field input, Market feedback TO Management EDIT Development Marketing & Sales Markets & Customers MASTE product Segmentation, messages, R TITLE bits benefits/features, pricing, qualification, demos… W W W. M I R O N O V. C O M
    7. 7. PRAGMATIC MARKETING FRAMEWORK Director of Product Product Strategy Business Positioning Marketing Marketing Plan Plan Market Market Buying Customer Manager 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 Market Strategy Business Planning Programs Readiness Support Competitive Product Require- Launch Sales Presentations Innovation Landscape Roadmap ments Plan Process & Demos Technology Use Thought “Special” Collateral Assessment Scenarios Leadership Calls Status Lead Sales Event Dashboard Generation Tools Support Technical Product Manager Referrals & Channel Channel References Training Support 7© 1993-2009 Pragmatic Marketing, Inc. All rights reserved
    8. 8. Good product managers drive customer-relevantdecisions (choices) despite uncertainty and contradictory goals
    9. 9. PRODUCT MANAGEMENT RHYTHM• No natural sequence• Intensely interrupt driven• Bottom-up meets top-down• Demands strategy, judgment and integration as well as execution W W W. M I R O N O V. C O M 9
    10. 10. IDEAL CANDIDATE CLICK TO EDIT MASTE R TITLE W W W. M I R O N O V. C O M 10
    11. 11. AGENDA• What does a product manager do?• Product vs. Project / Program Management• Agile, product managers and product owners• Take-aways
    12. 12. PRODUCT, PROJECT, PROGRAM?Disclaimers• No role/title consistency• Unclear division of labor• Execs create novel organizations• Each tech company is uniquely dysfunctional• Good teams make things work in spite of titles and roles
    13. 13. ONE PROBLEM, TWO VIEWPOINTS• Project/Program Managers tasked with how to deliver • Not-so-secretly worry about market success• Product Managers tasked with what to build (and when) • Not-so-secretly worry about delivery, quality, completeness
    14. 14. IN A PERFECT ORGANIZATION…• Product Management: more outward-facing market-visible decisions • What FEATURES/BENEFITS are market segments demanding? • How are we POSITIONED and PRICED versus competitors? • WHICH must-ship feature will we DROP first? • SALES impact of slipped dates? Commitments?• Project/Program Management: more inward-facing resource allocation decisions • HOW should we get this done? WHO works on what? • WHEN will it actually ship? • Have we defined and met QUALITY goals? • What outside RESOURCES could speed things up?
    15. 15. LIVING THE CUSTOMER’S REALITYProduct managers sense the market by…• Helping close deals• Trading off conflicting customer commitments• Sweating price/volume forecasts• Identifying novel (or terrible) user cases• Anchoring opinions with lots of first person customer/field input Source: Pragmatic Marketing
    16. 16. AGENDA• What does a product manager do?• Product vs. Project / Program Management• Agile, product managers and product owners• Take-aways
    17. 17. DISCUSSIONS OF AGILEWe tend to mix…• Philosophy and religion• Process, tools, techniques, methods• Organizational design W W W. M I R O N O V. C O M 17
    18. 18. AGILE METHODS CLICK TO Extreme Programmi ng (XP) Crystal Methods Scrum Feature Driven Developme Test Driven Developme nt (TDD) EDIT nt (FDD) Dynamic Lean Agile Rational Rapid Systems & & Lean Project Unified Application MASTE Developme nt Model (DSDM) Startup Managemen t Framework Process (RUP) Developme nt (RAD) R TITLE (APM) W W W. M I R O N O V. C O M 18
    19. 19. DIFFERENT MOTIVATORS• Why development teams want Agile • Focus more on developing, not SDLC • More quality, fewer peaks and valleys • Build what customers want • Move the bottleneck elsewhere• What executives want from Agile • Get more done (more “ROI”) • Faster, more predictable • “More responsive to market” means they can juggle the roadmap more often
    20. 20. WHY NOT WATERFALL? Requirements Waterfall projects and estimates rarely deliver according to plan Design Coding and unit test System integration & QA Operation and maintenance 20
    21. 21. AGILE’S INNER LOOP From Mike Cohn W W W. M I R O N O V. C O M 21
    22. 22. AGILE’S STRATEGIC OUTER LOOP (PdM)• Markets • Customers• Customers • Sales• Biz Models • Marketing• Strategy • Support• Portfolios • Upgrades• Funding • EOL/EOS 22 W W W. M I R O N O V. C O M
    23. 23. PRODUCT MANAGER, PRODUCTOWNER• Most agilists think about “product owners” • Formal part of agile team • Needs to be physically present • Driving user stories and sub-iteration decisions • Showcases are primary method of customer input• Most product managers are not agilists • Majority of work to deliver products (revenue) happens outside Engineering • Interacts with markets directly, not filtered through Sales or Marketing • Servicing multiple inbound and outbound queues W W W. M I R O N O V. C O M 23
    24. 24. PRODUCT OWNER’S CALENDAR Borrowed from Catherine Connor, Rally W W W. M I R O N O V. C O M
    25. 25. ‘Small p’ PRODUCT OWNER Executives CLICKmarket information, priorities, epics, user stories, backlogs, personas… Product TO Management EDIT Marketing Markets & Development & Sales Customers MASTE product R TITLE bits W W W. M I R O N O V. C O M
    26. 26. ADAPTED PRAGMATICFRAMEWORK 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 Market Strategy Business Planning Programs Readiness Support Competitive Product Require Launch Sales Presentations Innovation Landscape Roadmap ments Plan Process & Demos Technology Use Thought “Special” Collateral Assessment Scenarios Leadership Calls Status Lead Sales Event Dashboard Generation Tools Support product owner Referrals & Channel Channel References Training Support 26
    27. 27. PdM/PO FAILURE MODESProduct Manager fails agile team Product Owner fails marketplace ifif • Weak on market realities: pricing,• Part-time, disengaged packaging, selling, upgrades,• Stories lack detail service models, discounting,• Stale backlog competitive dynamics• Best of intentions, but pulled in • Disconnected from Marketing, too many directions Sales, Support• Not buffering team from • Trading off company-wide strategy customer/ sales interruptions for product features• “Build what I meant” • Confuses showcase customers with broader market W W W. M I R O N O V. C O M 27
    28. 28. ONE PdM/PO ORGANIZATIONAL MAP GM / VP Eng / VP Prod / CPO CLICK Product TO Managers EDIT Product Owners MASTE R TITLE more technical W W W. M I R O N O V. C O M more market-focused 28
    29. 29. TAKE-AWAYS• Product management struggles with market success, product sufficiency and inconsistent customer segments• Project management struggles with resources, timelines and unreasonable commitments• IMHO, simple product owner role fails to address market complexities• We need to work together to ship great products! W W W. M I R O N O V. C O M 29
    30. 30. Mironov ConsultingCONTACTCLICK 233 Franklin St, Suite #308 San Francisco, CA 94102TOEDIT Rich@Mironov.comMASTE RichMironovR TITLE @RichMironov
    1. A particular slide catching your eye?

      Clipping is a handy way to collect important slides you want to go back to later.

    ×