Agile Product Managers: How Agile Changes Waterfall PM Processes And Thinking<br />Rich Mironov<br />
An Agile Agenda<br />Handful of level-setting slides <br />< 15 minutes<br />Prioritize and time-box your questions / issu...
Thinking Like an Agile PM<br />Bias toward action<br />Can we carve up a problem and solve parts now?<br />Instantiate lon...
Disjoint Communities<br />Product Managers<br />Agile Community<br />Nearly empty, very lonely<br />
Product<br />Management<br />Executives<br />Development<br />What Does a Product Manager Do?<br />strategy, forecasts, co...
Agile (Scrum) Model<br />Plan out 1-4 weeks work<br />Meet daily<br />Create product needs <br />Review product<br />Strat...
What Does a Product Owner Do?<br />“In Scrum, a single person must have final authority representing the customer's intere...
Adapted PragmaticMarketing® Framework<br />BusinessPlan<br />MarketingPlan<br />Positioning<br />Pricing<br />Market Probl...
Product Owner’s Calendar<br />Borrowed from Catherine Connor, Rally<br />
Coping Strategies<br />IMO, PO role adds 40-60%+ more work for PM<br />“Suck it up”<br />Delegate PO elements (iteration b...
Take-Aways<br />PM/PO: One of the reasons Agile delivers better products<br />Be happy about better results<br />Agile exp...
Issues/Questions<br />
Retrospective<br />For this session…<br />What worked well?<br />What could have gone better?<br />What would we do differ...
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P-Camp Agile Product Mgmt Thinking

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Collaborative session on thinking like an product manager: after these prep slides, we created a backlog of issues, allocated time (resources) to the highest priority items, and talked through solutions to agile product mgmt issues. - Rich Mironov

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P-Camp Agile Product Mgmt Thinking

  1. 1. Agile Product Managers: How Agile Changes Waterfall PM Processes And Thinking<br />Rich Mironov<br />
  2. 2. An Agile Agenda<br />Handful of level-setting slides <br />< 15 minutes<br />Prioritize and time-box your questions / issues<br />Build a backlog<br />< 10 minutes<br />Tackle issues based on priority <br />15 minutes<br />Thumbnail retrospective<br />3 minutes<br />Volunteer time-keeper?<br />
  3. 3. Thinking Like an Agile PM<br />Bias toward action<br />Can we carve up a problem and solve parts now?<br />Instantiate long-term plan in short-term items<br />Backlog lets us keep Devs productive on things we know we need<br />Talk to planners about plans and doers about accomplishing things<br />
  4. 4. Disjoint Communities<br />Product Managers<br />Agile Community<br />Nearly empty, very lonely<br />
  5. 5. Product<br />Management<br />Executives<br />Development<br />What Does a Product Manager Do?<br />strategy, forecasts, commitments, roadmaps,competitive intelligence<br />budgets, staff,<br />targets<br />market information, priorities,<br />requirements, roadmaps, MRDs,<br />personas, user stories…<br />Field input,<br />Market feedback<br />Mktg & Sales<br />Markets & Customers<br />software<br />Segmentation, messages, benefits/features, pricing, qualification, demos…<br />
  6. 6.
  7. 7. Agile (Scrum) Model<br />Plan out 1-4 weeks work<br />Meet daily<br />Create product needs <br />Review product<br />Strategic planning<br />Improve process<br />After: Gabrielle Benefield<br />
  8. 8. What Does a Product Owner Do?<br />“In Scrum, a single person must have final authority representing the customer's interest in backlog prioritization and requirements questions. This person must be available to the team at any time, especially during the sprint planning meeting and the sprint review meeting.”<br />Responsible for<br />Defining product features, priorities, market value<br />Deciding release dates, content and accepting work<br />Profitability / ROI<br />How developers define product management<br />
  9. 9. Adapted PragmaticMarketing® Framework<br />BusinessPlan<br />MarketingPlan<br />Positioning<br />Pricing<br />Market Problems<br />Customer Acquisition<br />BuyingProcess<br />Market Definition<br />Buy, Build or Partner<br />Win/Loss Analysis<br />Customer Retention<br />Buyer Personas<br />Distribution Strategy<br />Product Profitability<br />Distinctive Competence<br />Program Effectiveness<br />UserPersonas<br />Product Portfolio<br />Business<br />Market<br />Programs<br />Planning<br />Strategy<br />Support<br />Readiness<br />Business<br />Market<br />Programs<br />Planning<br />Strategy<br />Support<br />Readiness<br />SalesProcess<br />Innovation<br />Competitive Landscape<br />LaunchPlan<br />Require ments<br />Product Roadmap<br />Presentations & Demos<br />backlog,<br />accept work<br />Collateral<br />Technology Assessment<br />Thought Leadership<br />UseScenarios<br />“Special”Calls<br />stories<br />Lead Generation<br />Status Dashboard<br />EventSupport<br />SalesTools<br />burn down/up<br />product owner<br />Channel Training<br />Referrals & References<br />ChannelSupport<br />
  10. 10. Product Owner’s Calendar<br />Borrowed from Catherine Connor, Rally<br />
  11. 11. Coping Strategies<br />IMO, PO role adds 40-60%+ more work for PM<br />“Suck it up”<br />Delegate PO elements (iteration backlog, smaller stories, acceptance criteria) to a PO<br />Add PM staff and re-segment<br />Selectively starve marketing/sales<br />Let Dev fill in the gaps<br />
  12. 12. Take-Aways<br />PM/PO: One of the reasons Agile delivers better products<br />Be happy about better results<br />Agile expands Product Manager’s workload<br />+40%? +60%? It depends… <br />Good solutions imply more staff<br />Otherwise, Product Owners (or someone) will do ad hoc product management<br />
  13. 13. Issues/Questions<br />
  14. 14. Retrospective<br />For this session…<br />What worked well?<br />What could have gone better?<br />What would we do differently next time?<br />In the interest of time, don’t be polite.<br />

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