PMG Nov 2012 Moving to Agile

510 views
396 views

Published on

Is Agile getting in your way, got you confused? Requirements vs. User Stories, Product Managers vs. Product Owners, MRDs vs Backlogs, Epics, Goals, Themes, all a mystery to you? How does Product Management's role change and how do we continue to be the "President of the product" as development moves to Agile or Scrum? Why are Product Managers so confused?

Published in: Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
510
On SlideShare
0
From Embeds
0
Number of Embeds
46
Actions
Shares
0
Downloads
0
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

PMG Nov 2012 Moving to Agile

  1. 1. Keeping Your Product Management Sanity When Moving to Agile Is Agile getting in your way, got you confused? Requirements vs. User Stories,Product Managers vs. Product Owners, MRDs vs Backlogs, Epics, Goals, Themes,all a mystery to you? How does Product Managements role change and how do we continue to be the "President of the product" as development moves to Agile or Scrum? Why are Product Managers so confused? November 2012 - BCTIA - Product Management Group Derek Pettingale – Product Marketing Manager, Schneider Electric Solar Business Elizabeth Yeung - Product Manager, ACL Services Ltd.
  2. 2. The goal of the Product Management Group is to promote and enhance theprofession of Product Management in BC’s technology industry. The BCTIAwith Members of the Product Management Group work collaboratively to: Promote Product Management as a recognized discipline Encourage the sharing of best practices in a non-competitive environment Provide networking and peer building opportunities for product managersProduct Management Group events are open to product managers, productmarketing managers or those responsible for product management in theirorganization. Attendees must work for a BCTIA member company in anytechnology sector, whose core business is the development and/or distributionof technology-based products or services.
  3. 3. Next Event Implementing and Leading Customer Advisory Boards to Drive Business Growth Business is personal. If a small group of clients generate significant amount of your revenue, engaging key and strategic clients is critical. Sometimes referred to as Customer Councils, Customer Advisory Boards (CAB) provide an avenue to builddeeper relationships with influential customer executives who have a vested interest in your growth and success. It’s an opportunity for market research, strategy validation, product direction, innovation, customer loyalty, sales, and market intelligence. Wednesday, December 12th at 5:00pm to 7:00pm, BCTIA Board Room Elizabeth Yeung - Product Manager, ACL Services Ltd. Derek Pettingale – Product Marketing Manager, Schneider Electric Solar Business
  4. 4. ProductCamp Vancouver is a free collaborative, user-organized full dayconference focused on Product Management.Participants actively present their knowledge and share their professionalexperience in an open and collaborative context with other ProductMarketing professionals.http://www.productcampvancouver.org Saturday, February 2, 2013 - 8:00am to 5:00pm, SFU Beedie Graduate Center Downtown Elizabeth Yeung - Product Manager, ACL Services Ltd. Derek Pettingale – Product Marketing Manager, Schneider Electric Solar Business
  5. 5. John Milburn, Instructor Pragmatic MarketingThroughout his 20+ year career, he has managed or delivered more than40 hardware and software products and has implemented the Pragmatic Marketing Framework at many companies. His perspective and experiences from companies such as Lane 15 Software, Dell, IBM, TexasInstruments, Exxon, and Vtel bring real world experience to his teaching. John served on the planning team for the first Austin ProductCamp and now helps groups create and run their own ProductCamp November 2012 - BCTIA - Product Management Group Derek Pettingale – Product Marketing Manager, Schneider Electric Solar Business Elizabeth Yeung - Product Manager, ACL Services Ltd.
  6. 6. ProductCamp 2012Keeping your Product ManagementSanity when moving to AgileJohn Milburn jmilburn@pragmaticmarketing.com www.productcamptoronto.wordpress.com
  7. 7. Business Marketing Positioning Plan Plan Market Market Market Buying Customer Pricing Problems Problems Definition Process Acquisition Win/Loss Distribution Buy, Build Buyer Customer Analysis Strategy or Partner Personas Retention Distinctive Product Product User Program Competence Portfolio Profitability Personas EffectivenessStrategic Tactical Tactical Market Strategy Business Planning Programs Readiness Support Competitive Product Launch Sales Presentations Innovation Requirements Landscape Roadmap Plan Process & Demos Technology Use Thought “Special” Collateral Assessment Scenarios Leadership Calls Status Lead Sales Event Dashboard Generation Tools Support Referrals & Channel Channel References Training Support Pragmatic Marketing Framework™ 7
  8. 8. Business Marketing Positioning Plan Plan Market Market Buying Customer Pricing Problems Definition Process Acquisition Win/Loss Distribution Buy, Build Buyer Customer Analysis Strategy or Partner Personas Retention Distinctive Product Product User Program Competence Portfolio Profitability Personas EffectivenessStrategic Tactical Tactical Market Strategy Business Planning Programs Readiness Support Competitive Product Launch Sales Presentations Innovation Requirements Landscape Roadmap Plan Process & Demos Technology UI Design? User Stories? Use Thought “Special” Collateral Assessment Scenarios Leadership Calls User Status Lead Sales Event Use Cases? Acceptance? Dashboard Generation Tools Support Functional Always Iteration Referrals & Channel Channel Design? Available? Planning References Training Support Pragmatic Marketing Framework™ 8
  9. 9. Working software is the measure of the team’sprogress It doesn’t mean “no documentation”“Design” may be expressed with prototypes It doesn’t mean “no design”Testing and quality are the responsibility of theteam It doesn’t mean “no QA” 9
  10. 10. Requirements –> User StoriesMRD / MRT / PRD –> Backlog(s)Hours/Days/Weeks –> VelocityStatus Meetings –> Standups / ScrumsProject Plans –> Burnups, BurndownsPM / Designer –> PM / PO / DesignerRelease Milestones –> Sprints / Iterations 10
  11. 11. Greater flexibility to deal with changeWe know earlier when we are in troubleWe have a greater sense of accomplishmentGreater Product Management –Development TRUST 11
  12. 12. Product Mgt is Accountable for Market Requirements Writing Grouping PrioritizingIt is impossible to prioritize 100’s of requirementsPrioritization is based on VALUE to the MarketPM owns the WHAT, Dev owns the HOW 12
  13. 13. Market Problems define the productWe still must balance Scope vs. Time vs. MoneyWe need to release somethingWe need to make moneyPeople are involved 13
  14. 14. Waterfall Planning 14 Marketing Launch Plan Plan Design SpecProduct BusinessRoadmap Plan Requirements LAUNCH Project System Build / Test Test Plan Business Start Release Gate Gate GateMaster Requirements List Goals / Themes Market Requirements Document Market Requirements Table
  15. 15. Waterfall Planning - Accountability 15 -- Product Manager -- Development -- Product Marketing Manager Marketing Launch Plan Plan Design SpecProduct BusinessRoadmap Plan Requirements LAUNCH Project System Build / Test Test Plan Business Start Release Gate Gate GateMaster Requirements List Goals / Themes Market Requirements Document Market Requirements Table
  16. 16. Agile Planning 16 Marketing Launch Plan Plan Arch /Design User Stories Burnups /Product Business BurndwnsRoadmap Plan LAUNCH Overall Project Sprint Sprint System Plan Build(s) Plan(s) Test(s) Test Business Start Release Gate Gate(s) Demo(s) GateProduct Backlog Release Backlog Sprint Backlogs
  17. 17. Agile Planning - Accountability 17 -- Product Manager -- Product Owner -- Development -- Product Marketing Manager Marketing Launch Plan Plan Arch /Design User Stories Burnups / BurndwnsProduct BusinessRoadmap Plan LAUNCH Overall Project Sprint Sprint System Plan Build(s) Plan(s) Test(s) Test Business Start Release Gate Gate(s) Demo(s) GateProduct Backlog Release Backlog Sprint Backlogs
  18. 18. UnderstaffingWaterfall management with Agile developmentStill must build trustDistributed teams make it harderWe must make time to communicate 18
  19. 19. Thanks !jmilburn@pragmaticmarketing.com

×