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EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
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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

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