QUALITY – PRODUCTOWNER/MANAGERCOLLABORATIONSreeram Kishore ChavaliSouth Bay Software Quality Engineering (SBSQE)Meetup4/23...
ABOUT ME Enterprise Products Satmetrix (SaaS Product – Customer Surveys)   Product Management (2 years)   QA (4 years) Inf...
WHY THIS TOPIC? Every team wants to be known for   Productive   Efficient   Speed   High Quality When interactions are not...
QUICK POLL On a 10 point scale how effective are PM-QA interactions? What attributes are important?   Clarity of Requireme...
LACK OF COLLABORATION Missing in action for a critical review Not enough details in spec No feedback on test scenarios No ...
PRODUCT MANAGER ‘ROLE’ EXPLAINED ‘CEO’ of product   Value   Investments   Differentiation   Everything ‘Janitor’   Take ca...
GOAL 1: PREVENT THIS
PRODUCT DEVELOPMENT TIMELINE –ERRORS IN DEFINITION ARE MULTIPLIED                                                         ...
GETTING READY? I know the needs, domain Let me work on ‘detailed spec’ Wait! Are you getting inputs from everyone?
GOAL 2: DEAL WITH THIS                  Customers      Long Term                    New        Fixes                   Tec...
LET ME WORK MORE HOURS Ask for input and you get ‘loads’ Prioritize vs Respond to all I am getting better at this Wait!! t...
GOAL 3: DON’T KEEP ENGINEERS IDLE
CAN I RELY ON ENGINEERS? Big features need details Small features are not high value. I will give you an idea. Can you bui...
GOAL 4: MAKE RIGHT INVESTMENTS
ISN’T THAT OBVIOUS? Talk to anyone: customers, support Why do I need to justify problems to solve? I don’t get it How? Hel...
INTERRUPTIONS Sales: Hey Product Manager, we just lost a deal to competitor. What are you doing about it? Support: our cus...
WHERE IS TIME SPENT?                                 Product Strategy,               Competitive       Roadmap, Release   ...
WELCOME TO DAILY ROUTINE                  Customers      Long Term                    New        Fixes                   T...
TIME MANAGEMENT GRID
WHO GETS PRIORITY            Sales          Customers      Engineering           Support         and QA          Executive...
TIME ‘HOGS’ Customer visits   Preparations, briefings before meetings to   understand context   Actual visit   Follow up E...
COMMON (VALID)RESPONSES I am busy I don’t have context to your question I will explain to you orally and will update spec ...
PM IS NOT AWARE OF Hot fixes Each defect filed while testing feature Build challenges Performance issues (unless customer ...
FACTORS IMPACTING PRODUCT MANAGEREFFECTIVENESS PM to Engineering/QA ratio (1:10 or 1:20) Domain expertise/Product Experien...
GROUP DISCUSSION
GROUP DISCUSSION List and Prioritize 5 critical things that get impacted due to lack of collaboration Suggest 1 or 2 ideas...
QUICK POLL On a 10 point scale how effective are PM-QA interactions? What attributes are important?   Clarity of Requireme...
WRAP UP
PM HELPING QA Include Engineering, QA in customer meetings   As passive audience Record and share ‘voice of the customer’ ...
QA HELPING PM Define and validate ‘business scenarios’ on priority. This partnership is key to success. Have regular sched...
REFERENCES Prioritizing feature requests:   http://svpma.org/eventarchives/SVPMA-02-2001-   Prioritizing_Feature_Requests-...
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Product Management - Quality teams collaboration

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Presentation used for meetup discussion on 4/23 at following meetup: http://www.meetup.com/South-Bay-Software-Quality-Engineering/events/105811672/

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Product Management - Quality teams collaboration

  1. 1. QUALITY – PRODUCTOWNER/MANAGERCOLLABORATIONSreeram Kishore ChavaliSouth Bay Software Quality Engineering (SBSQE)Meetup4/23/2013
  2. 2. ABOUT ME Enterprise Products Satmetrix (SaaS Product – Customer Surveys) Product Management (2 years) QA (4 years) Informatica – Data Warehousing QA (6 years) Ramco Systems - ERP Development, Release Engineering, QA, Project Management (6.5 years)
  3. 3. WHY THIS TOPIC? Every team wants to be known for Productive Efficient Speed High Quality When interactions are not effective, it can slow down the team
  4. 4. QUICK POLL On a 10 point scale how effective are PM-QA interactions? What attributes are important? Clarity of Requirements Timeliness of inputs Willingness to answer questions Relay Customer Information Proactive communication Product Knowledge Domain expertise
  5. 5. LACK OF COLLABORATION Missing in action for a critical review Not enough details in spec No feedback on test scenarios No comments on bugs No response to emails on clarifications Customer feedback not known firsthand Missing in release planning/tracking meetings More…
  6. 6. PRODUCT MANAGER ‘ROLE’ EXPLAINED ‘CEO’ of product Value Investments Differentiation Everything ‘Janitor’ Take care of gaps, issues Remove obstacles to adoption/usage Goals
  7. 7. GOAL 1: PREVENT THIS
  8. 8. PRODUCT DEVELOPMENT TIMELINE –ERRORS IN DEFINITION ARE MULTIPLIED Range of Possible Error Range of Possible Error Range of Possible Error Range of Possible Error True Custome Definition Developme Testing Sales/MarketinImplementatir Need Needs Assessment nt g Rollout on & Support -Usability Concept Testing Testing -Beta Testing Product Launch/Re-launch is Launch/Re- Expensive (Time/Money/Opportunity Cost)
  9. 9. GETTING READY? I know the needs, domain Let me work on ‘detailed spec’ Wait! Are you getting inputs from everyone?
  10. 10. GOAL 2: DEAL WITH THIS Customers Long Term New Fixes Technology Embattled Competitors Support Prod. Mngr. Cool Engineering Features Sales
  11. 11. LET ME WORK MORE HOURS Ask for input and you get ‘loads’ Prioritize vs Respond to all I am getting better at this Wait!! there is more!!
  12. 12. GOAL 3: DON’T KEEP ENGINEERS IDLE
  13. 13. CAN I RELY ON ENGINEERS? Big features need details Small features are not high value. I will give you an idea. Can you build based on that? You guys are smart. Do you really need a ‘detailed’ spec? Build v1 and I will come back
  14. 14. GOAL 4: MAKE RIGHT INVESTMENTS
  15. 15. ISN’T THAT OBVIOUS? Talk to anyone: customers, support Why do I need to justify problems to solve? I don’t get it How? Help!!
  16. 16. INTERRUPTIONS Sales: Hey Product Manager, we just lost a deal to competitor. What are you doing about it? Support: our customers unhappy about this feature. Can you confirm this is fixed in next release? Pre-Sales: Can you demo this feature today to customer? Execs: Where is updated roadmap? Blah, blah, blah
  17. 17. WHERE IS TIME SPENT? Product Strategy, Competitive Roadmap, Release Analysis, Market Planning, Research etc. Tracking, Execution Working with Sales, Marketing, Requirements Customers, design, validation Support
  18. 18. WELCOME TO DAILY ROUTINE Customers Long Term New Fixes Technology Embattled Competitors Support Prod. Mngr. Cool Engineering Features Sales
  19. 19. TIME MANAGEMENT GRID
  20. 20. WHO GETS PRIORITY Sales Customers Engineering Support and QA Executives Escalations from everyone often without context
  21. 21. TIME ‘HOGS’ Customer visits Preparations, briefings before meetings to understand context Actual visit Follow up Escalations False Alarms Real Issues: Getting to root of the issue after sifting through ‘big unstructured data’
  22. 22. COMMON (VALID)RESPONSES I am busy I don’t have context to your question I will explain to you orally and will update spec later I already told developer (sorry missed to invite/copy QA) I have too much information to deal with (emails)
  23. 23. PM IS NOT AWARE OF Hot fixes Each defect filed while testing feature Build challenges Performance issues (unless customer tells me) Architecture issue details (I don’t get it) Reliability issues and corner cases
  24. 24. FACTORS IMPACTING PRODUCT MANAGEREFFECTIVENESS PM to Engineering/QA ratio (1:10 or 1:20) Domain expertise/Product Experience Number of years with company/Familiarity with company products Product Lifecycle – New Vs Existing Cross functional staffing Product Marketing, Sales Customer Issues Support, Customer escalations Understanding of Technology/Architecture Distributed team/Team Dynamics Communication Gap Working Style differences (email, skype or phone calls) Context Switching
  25. 25. GROUP DISCUSSION
  26. 26. GROUP DISCUSSION List and Prioritize 5 critical things that get impacted due to lack of collaboration Suggest 1 or 2 ideas to help PM become effective for each of the item Share some examples What is working? What is worst case scenario Pick up one example to share with everyone
  27. 27. QUICK POLL On a 10 point scale how effective are PM-QA interactions? What attributes are important? Clarity of Requirements Timeliness of inputs Willingness to answer questions Relay Customer Information Proactive communication Product Knowledge Domain expertise
  28. 28. WRAP UP
  29. 29. PM HELPING QA Include Engineering, QA in customer meetings As passive audience Record and share ‘voice of the customer’ Webex recordings Written notes Both positive and negative feedback
  30. 30. QA HELPING PM Define and validate ‘business scenarios’ on priority. This partnership is key to success. Have regular scheduled meetings and close out open issues in these meetings Provide context of bugs for review Feature status – bug list with severity Batch set of clarifications to optimize time Help with negative conditions of features
  31. 31. REFERENCES Prioritizing feature requests: http://svpma.org/eventarchives/SVPMA-02-2001- Prioritizing_Feature_Requests-Fritz_Mueller.ppt Customer Focus http://svpma.org/eventarchives/SVPMA-09-2003- The_Importance_of_Customer_Focus- Geoff_Huckleberry.ppt Benefits Realization http://svpma.org/wp- content/uploads/2011/04/Benefits-Realization-with- Prashanth-Naidu-Hitachi-Data-Systems.pdf

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