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How Agile Changes (and Doesn't) Product Management
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How Agile Changes (and Doesn't) Product Management

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Many software development organizations are moving to agile methodologies, but product managers are late to understand how this changes their role within the engineering organization. At the same ...

Many software development organizations are moving to agile methodologies, but product managers are late to understand how this changes their role within the engineering organization. At the same time, “by the book” agilists tend to misunderstand (or forget about) product management with disastrous results.
This session will recap the essentials of tech product management, loosely define agile, and identify the primary failure modes of companies lacking agile PMs. How should we organize, train and collaborate for success?

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  • 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
  • Include “continuous integration” and transparency and surfacing deadwood.

How Agile Changes (and Doesn't) Product Management How Agile Changes (and Doesn't) Product Management Presentation Transcript

  • How Agile Changes (and Doesn’t Change) What Product Managers Do
    Rich MironovNov 18, 2010
  • About Rich Mironov
    Veteran product strategist/PM consultant
    Interim executive
    Business models, pricing,Agile meets business
    Currently CEO of stealth start-up
    Repeat offender at product mgmt/marketing
    Tandem, Sybase, five B2B start-ups
    “The Art of Product Management”
    Chaired Agile ‘09/’10 PM/PO tracks
    Founded ProductCamp
  • Agenda
    3
    What does a product manager do?
    Agile overview
    Agile and product managers/owners
    Conclusions
  • Disjoint Communities
    Product Managers
    Agile Community
    Nearly empty, very lonely
  • 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
  • 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…
  • Product Mgmt Planning Horizons
    many years
    Exec
    Strategy
    years
    Portfolio
    many mons
    PM
    Product
    2-9 mon
    Release
    Dev
    Team
    Sprint
    2 wk
    Daily
  • 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
  • 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
  • Agenda
    10
    What does a product manager do?
    Agile overview
    Agile and product managers/owners
    Conclusions
  • What is Agile?
    Umbrella term for various software project management and engineering practices
    Incremental, iterative and collaborative
    More frequent delivery of smaller increments
    Building quality in, not adding it at the end
    Goal of potentially shippable at every iteration
    Active user involvement (or customer proxy)
    Self-managing teams
    Incremental process improvements
  • Discussions about Agile…
    Part philosophy and religion
    Part process, tools, techniques, methods
    Part organizational design
  • Why Not Waterfall?
    Requirements and estimates
    Design
    Coding and
    unit test
    System integration & QA
    Operation and maintenance
    Waterfall projects rarely deliver according to plan
  • Agile (Scrum) Model
    Plan out 1-4 weeks work
    Meet daily
    Create product needs
    Review product
    Strategic planning
    Improve process
    After: Gabrielle Benefield
  • Fixed Vs. Variable
    Waterfall
    Agile
    Fixed
    Requirements
    Time
    Resources
    Value
    Driven
    Plan
    Driven
    Estimated
    Time
    Resources
    Features
    The Plan creates cost/schedule estimates
    Release themes and feature intent drive estimates
  • Agile’s Inner Loop (Development)
    After: Mike Cohn
  • Agile’s Strategic Outer Loop (PM)
    • Markets
    • Customers
    • Biz Models
    • Strategy
    • Portfolios
    • Funding
    • Customers
    • Sales
    • Marketing
    • Support
    • Upgrades
    • EOL/EOS
  • Agenda
    18
    What does a product manager do?
    Agile overview
    Agile and product managers/owners
    Conclusions
  • Product Owner, Product Manager
    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
  • Product Owner’s Calendar
    Borrowed from Catherine Connor, Rally
  • product
    owner
    Executives
    Marketing/Sales
    Customers
    Development
    “small p” product owner
    priorities, requirements,
    personas, user stories…
    software
  • 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”
  • Product Owner Failure Modes
    Solo Product Owner fails the market if…
    Weak on actualeconomic value: pricing, packaging, upgrades, servicemodels,discounting, competitive dynamics
    Disconnected from cross-functional teams that turn software into products (Marketing, Sales, Support…)
    Trading off company-wide product strategy in favor of product-level features
    Assuming a few customers at showcase / demo represent the market
  • PO/PM Organizational Map
    GM - VP PM - VP Eng/CTO
    Product Management Organization
    product owners
    more technical
    more market-focused
  • Agenda
    25
    What does a product manager do?
    Agile overview
    Agile and product managers/owners
    Conclusions
  • Conclusions
    Product management bridgesengineering, markets and strategic planning
    Agile’sfocus is on improving developmentprocesses
    Inherent agile bias toward known customers
    Agile success requires strongly technical but market-oriented product managers
    Agile PM
  • Contact Information
    +1-650-315-7394
    rich@mironov.com
    www.mironov.com/articles/
    feeds.feedburner.com/RichMironovProductBytes
    @RichMironov
    www.linkedin.com/in/richmironov