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Keep Product Teams Dancing...In Step With Corporate Strategy
 

Keep Product Teams Dancing...In Step With Corporate Strategy

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As product managers, how we go about managing requirements for complex products - products that are made up of multiple teams and modules - is a little different....

As product managers, how we go about managing requirements for complex products - products that are made up of multiple teams and modules - is a little different.

This presentation presents a technique for decomposition of the problem, and approaches for reaching a shared understanding of goals across teams - allowing us to orchestrate concerted solutions for our customers.

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    Keep Product Teams Dancing...In Step With Corporate Strategy Keep Product Teams Dancing...In Step With Corporate Strategy Presentation Transcript

    • Available as a Recording Too
      A replay of the recorded webinar (for which this presentation was created) can be watched at
      http://www.accept360.com/resources/webinars/accept-webinar-keep-product-teams-dancing-in-step-with-corporate-strategy/
    • Scott Sehlhorst - Tyner Blain
      Tyner Blain since 2005
      Product Management & Strategy Consulting
      Software since 1997
      Programming, Consulting, Team Leadership
      Agile (since 1999)
      Hardware 1990 - 1997
      Electro-Mechanical Controls Design Engineer
    • Keep Product Teams Dancing …in Step with Corporate Strategy
      Accept 360
      2011-05-04
      Scott Sehlhorst, Tyner Blain
    • Essence of Product Management
      Your Market
      Your Customers Have Goals
      Your Solution
      Your Product Has Capabilities
    • More Than One Product
      You Present One Product
      …but You Have Multiple “Products”
      You Have Multiple Teams
      & Multiple Product Modules
    • Poll
      How many teams / modules on your product?
      1
      2-5
      6-10
      More than 10
    • Smartphone Email
      As a Smartphone User, I want to know when I have an urgent email, so that I can respond as quickly as possible.
    • Smartphone Email
    • Smartphone Email
    • Requirements, Not Design
      It’s a Nice Sound-Bite
      But it Should Be…
      “DON’T FORCE DEVELOPERS (AS A REQUIREMENTS AUTHOR)
      TO BUILD SOMETHING THE WAY YOU WANT IT –
      - ALLOW THEM TO BUILD ANYTHING THAT DOES WHAT YOU NEED.
    • Solution Design has to happen
      • Radio / Comm – abstract as service that provides “TCP/IP”
      • Email
      • Interact w/ Email Server
      • Determine email “newness”
      • Determine email “urgency”
      • Notification – abstract to “alert” service
    • Smartphone Email
    • Complexity Needs Orchestration
      Some Developers are responsible at ecosystem level
      Some developers are responsible at application / component / module level
    • Smartphone Email
    • Requirements “Work” at Two Levels
      Overall
      • Solution view is given to architects
      • Architects design systems approach
      • The approach constrains and guides
      Per App
      Given architectural design (constraint)
      These are requirements for each module
    • architect
      Individual team view
    • Integrated View
    • In Practice (not just “In Theory”)
      Outside-In: Start with customer, goals for solution.
      Architects agree on system design.
      Identify requirements per module.
      Discover what doesn’t work.
      Back to (step 2) and repeat.
    • Timing Also Matters
      You Have To Orchestrate
      • Not Just Who Does What
      • But Also When Will Each Team Finish “Their” Part?
      Scrum of Scrums
      • Solution-Level Participation
      • Representative From Each Module/Team
      Per-Module
      • Ad-Hoc, Scheduled, Whatever Works
    • Thank You VERY MUCH!
      Scott Sehlhorst
      http://tynerblain.com/blog/
      @sehlhorst (on Twitter)
      http://www.slideshare.net/ssehlhorst
      http://go.tynerblain.com/sehlhorst