C:\Documents And Settings\Derekmo\Desktop\How I See The Role Of Product Management

How I see the role of Product Management working in a Scrum product development environmentBy Derek Morrison

Agenda
Scope & responsibility of the Product Manager’s role in Scrum
Typical Product Management activities in Scrum
A typical day in the life of a Scrum Product Manager
Agile Product Management Framework
The benefits (A case study)

The Scrum Product Manager
In Scrum terms the Product Manager is the Product Owner or part of a team of Product Owners.
Responsible for shaping/or taking the product vision and turning it into a winning product.
The Product Manager owns the product from idea through to launch and retirement or replacement.
Articulate the vision across the company.
Relentlessly drives the vision through all stages to successful completion.

Agenda

Creating & maintaining product roadmap
Documenting product requirements
Creating & maintaining release plan
Stocking & grooming the product backlog
Describing and prioritizing requirements
Tracking & reporting on project progress
Managing the sprint budget & stakeholders

The Product Manager is involved in each aspect of the scrum cycle
Collaborates with development teams:
Run project estimation work shops
Sprint planning meetings
Explaining sprint goals & backlog items
Sprint review meeting
Sprint retrospective meetings
Track team velocity
Keep the team updated on commercial activities

The Product Manager Bridges & Aligns
Bridges the gap between the customer needs and the product development process.
Alignment of all functions around the product vision.
Bridges the gap between business and technical teams.

Product Manager needs to collaborate across the company
The product manager collaborates with various stakeholders across the company & the customer in order to ensure the development of a successful product.
The product manager introduces stakeholders to various aspects of the scrum cycle as and when required.

Agenda

Aim to balance the day with strategic and tactical activities
Note: the above is a typical day and does not include all Product Management activities e.g. customer visits.

Agenda

Vision
Communication
Sprint
X + 15
Market research
Idea Generation
Vision doc & Innovation Backlog
Product Road-mapping
Sprint
X + 10
Roadmap & MRD
Theme Identification
Brain storming
Translating strategy/vision
Requirements Management
Sprint
X + 8
Backlog & PRD
Requirements gathering
Shaping-up backlog items
Release Planning
Sprint
X + 5
Release Plan
Sizing backlog
Defining Sprint Goals
Scrum
Sprint
X
Release notes
Pre- Planning
Planning
Daily Stand-ups

Agenda

Benefits of Scrum & Scrum Product Management working in an agile orientated company

Benefits of Scrum & Scrum Product Management working in an agile orientated company
Improvement in product quality
Improved speed to market
Ability to adapt to changing conditions
Greater customer satisfaction
Better ROI

The End

Efficient execution OR Innovation
Execution is difficult to sustain – not because people get tired of working hard, but because the managerial mindset-set that enables efficient execution inhibits employees’ ability to learn and innovate. A focus on getting things done, and done right, crowds out the experimentation and reflection vital to sustainable success. Harvard Business Review July – Aug 08

Project Management (scrum master) or Product Management
You will need product managers to represent the needs of your target users and lead the product discovery effort. You probably already have project managers (aka Scrum masters) , but if not, you’ll need product managers too, just don’t make the mistake of trying to hire one person to cover project management and product management.
Silicon Valley Product Group - article entitled “Moving from an IT to a Product Organization”

Balancing tactical distractions & strategic activities
Product Managers need to focus on the strategic inbound tasks instead of being distracted by too many tactical demands… companies need to hire or cultivate product managers who have theskills and experiences necessary to produce high-quality product management deliverables – not something that anyone can do with out training . Companies that make these product management reforms will be more competitive and better able to use product management deliverables to make better strategic decisions.
Tom Grant

Balancing tactical distractions & strategic activities
Product Managers need to focus on the strategic inbound tasks instead of being distracted by too many tactical demands… companies need to hire or cultivate product managers who have the skills and experiences necessary to produce high-quality product management deliverables – not something that anyone can do with out training. Companies that make these product management reforms will be more competitive and better able to use product management deliverables to make better strategic decisions.
Tom Grant

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C:\Documents And Settings\Derekmo\Desktop\How I See The Role Of Product Management

by Derek Morrison on Jul 07, 2010

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