EL-SIG: How Engineering Works with ProdMgmt

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Discussion of what product management does (in tech companies) and ways that Engineering/Dev leadership can help PM be more effective

Discussion of what product management does (in tech companies) and ways that Engineering/Dev leadership can help PM be more effective

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  • Who has PMs? Who doesn’t?Where does PM report up through?What distinguishes good PMs from weak in your org?Categories: technical skills; org power; reporting path; customer knowledge; work products; who’s driving/deciding?; title confusion…
  • No natural sequence for PMMust work all aspects in parallelPlanning onion as simultaneous equationBottoms-Up Shapes Top-DownCustomer visits inform market viewCompetitive price points drive business modelFeature complexity shapes release planTop-Down Shapes Bottoms-UpMarket segmentation determines customer selection and benefitsProduct strategy drives backlogProduct Management provides strategy, judgment and integration as well as executionOwning market success is an unbounded problem
  • Dev consistently wants to promote good engineers into PM roles. Mostly they lack relevant field experience, organizational savvy, customer skills, ability to handle uncertainty. Ideally, new PMs should have a mentor to get through the first 6 months.
  • Ask about use cases and customer problemsVs. wanting PMs to settle internal technical/architecture disputesDon’t demand PMs as technical as you areYou have architects and senior devs to be the most technicalNot every user story gets its own ROI Not every field, button, featurelet can be independently justified. Customer-relevant value may roll up dozens of small bits.Expect PMs to translate features into customer-relevant benefitsThey have to turn your how-it-works into a sales team’s why-you-careAsk about forecasts, shipments and revenueShows you care about the business as well as the tech, and you’ll learn somethingQUIETLY sit in on some customer meetingsIf you talk out of turn, you won’t get invited back.Channel your inner Product ManagerOnce in a while, pretend you’re the PM and consider how you’d think through whole product issues. WWPMD?

Transcript

  • 1. How Engineering Can Work Better with Product Management
    Rich MironovApril 21, 2011
  • 2. About Rich Mironov
    CEO of a stealth startup
    Veteran product manager/strategist/exec
    Business models, pricing, agile
    Organizing product organizations
    “What do customers want?”
    Author of “The Art of Product Management” and Product Bytes blog
    Founded Product Camp, chaired product stage at annual Agile conferences
  • 3. Agenda
    3
    Sharing: your good and bad product management experiences
    What does a product manager do, anyway?
    Agile product managers, agile product owners
    7 ways to help your product manager
  • 4. Sharing Your Good And Bad Product Management Experiences
  • 5. Agenda
    5
    Sharing: your good and bad product management experiences
    What does a product manager do, anyway?
    Agile product managers, agile product owners
    7 ways to help your product manager
  • 6. What Does a Product Manager Do?
    For commercial / revenue software…
    PM drives delivery and market acceptance of whole products
    PM targets market segments, not individual customers
    For strategic internal development…
    PM resolves competing priorities
    PM drives acceptance and adoption
  • 7. Product
    Management
    Executives
    Development
    What Does a Product Manager Do?
    strategy, forecasts, commitments, roadmaps,competitive intelligence
    budgets, staff,
    targets
    market information, priorities,
    requirements, roadmaps, MRDs,
    personas, user stories…
    Field input,
    Market feedback
    Mktg & Sales
    Markets & Customers
    software
    Segmentation, messages, benefits/features, pricing, qualification, demos…
  • 8. Product Mgmt Planning Horizons
    many years
    Exec
    Strategy
    years
    Portfolio
    many mons
    PM
    Product
    2-9 mon
    Release
    Dev
    Team
    Sprint
    2 wk
    Daily
  • 9. Pragmatic Marketing® Framework
    Dir, Prod Strategy
    Prod Mktg Mgr
    Tech Prod Mgr
    BusinessPlan
    MarketingPlan
    Positioning
    Pricing
    Market Problems
    Customer Acquisition
    BuyingProcess
    Market Definition
    Buy, Build or Partner
    Win/Loss Analysis
    Customer Retention
    Buyer Personas
    Distribution Strategy
    Product Profitability
    Distinctive Competence
    Program Effectiveness
    UserPersonas
    Product Portfolio
    Business
    Market
    Programs
    Planning
    Strategy
    Support
    Readiness
    Business
    Market
    Programs
    Planning
    Strategy
    Support
    Readiness
    Innovation
    Competitive Landscape
    LaunchPlan
    Require- ments
    Product Roadmap
    Presentations & Demos
    SalesProcess
    Technology Assessment
    Thought Leadership
    UseScenarios
    “Special”Calls
    Collateral
    Lead Generation
    Status Dashboard
    EventSupport
    SalesTools
    Referrals & References
    ChannelSupport
    Channel Training
    © 1993-2009 Pragmatic Marketing, Inc. All rights reserved
  • 10. Nature of PM Role
    No natural sequence for PM
    Must work all aspects in parallel
    Entire planning onion
    Intensely interrupt-driven
    Bottoms-up shapes top-down, top-down shapes bottoms-up
    Product Management must provide strategy, judgment and integration as well as execution
  • 11. Good product managers drive decisions despite uncertainty and contradictory goals
  • 12. “How Hard Could It Be?”
    Imagine that I create a two-day seminar for “Senior Enterprise Software Architects”
    Anyone can enroll
    We talk about enterprise architecture
    All attendees get a “Senior Enterprise Software Architect” certificate
    Are they senior architects?
  • 13. Agenda
    13
    Participants: good and bad product management experiences
    What does a product manager do, anyway?
    Agile product managers, product owners
    7 ways to help your product manager
  • 14. Disjoint Communities
    Product Managers
    Agile Community
    Nearly empty, very lonely
  • 15. Discussions about Agile…
    Part philosophy and religion
    Part process, tools, techniques, methods
    Part organizational design
  • 16. Why Not Waterfall?
    Requirements and estimates
    Design
    Coding and
    unit test
    System integration & QA
    Operation and maintenance
    Waterfall projects rarely deliver according to plan
  • 17. Agile’s Inner Loop (Development)
    After: Mike Cohn
  • 18. Agile’s Strategic Outer Loop (PM)
  • Product Owner’s Calendar
    Borrowed from Catherine Connor, Rally
  • 30. product
    owner
    Executives
    Marketing/Sales
    Customers
    Development
    “small p” product owner
    priorities, requirements,
    personas, user stories…
    software
  • 31. Product Manager Failure Modes
    Solo Product Manager fails the agile team if…
    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”
  • 32. Product Owner Failure Modes
    Solo Product Owner fails the market if…
    Weak onreal-world value: pricing, packaging, upgrades, servicemodels,discounting, competitive dynamics
    Disconnected from cross-functional teams(Marketing, Sales, Support…)
    Belief in rational users and accurate ROI
    Trading off company-wide product strategy for product-level features
    Assuming that a few customers at showcase (demo) represent the market
  • 33. Agenda
    23
    Participants: good and bad product management experiences
    What does a product manager do, anyway?
    Agile product managers, product owners
    7 ways to help your product manager
  • 34. 7 Good Ways to Help Your PM
    Ask about use cases and customer problems
    Don’t demand PMs as technical as you are
    Not every user story gets its own ROI
    Expect PMs to translate features into customer-relevant benefits
    Ask about forecasts, shipments and revenue
    QUIETLY sit in on some customer meetings
    Channel your inner Product Manager
  • 35. Contact Information
    +1-650-315-7394
    rich@mironov.com
    www.mironov.com/articles/
    @RichMironov
    www.linkedin.com/in/richmironov
  • 36. How Engineering Can Work Better with Product Management
    Rich MironovApril 21, 2011