How Product ManagementMust ChangeTo Enable the Agile Enterprise                                                           ...
Why Are We Here?                   2
About Me Agile Product Manager at Rally Software    Rally Product Manager and Rally Support Manager Product Marketing Dire...
Rally by the Numbers                       4
How Rally Helps Product Managers  Agile thought leadership     Agile Product Management forum     Agile industry experts  ...
Today’s Topics  The Product Management Move to Agile     Why should product managers embrace Agile?     How does the produ...
Why should Product Managersembrace Agile?                Copyright 2003-2009, Rally Software Development Corp
Reasons to Embrace Agile  Improve responsiveness to customer needs  Gain superior project visibility  Increase team collab...
Going Agile Brings GREAT Benefits  93% increased productivity1  88% increased quality1  83% improved stakeholder satisfact...
Agile Product Manager: a Better Life More control of release content More visible progress More team empowerment Less wast...
Agile: The Business Drives the Software                                     11
How does Product Managementchange with Agile?                Copyright 2003-2009, Rally Software Development Corp
What’s Not Changing (Much)Product management still the glue between strategy and execution  Market analysis  Pricing and p...
Agile Manifesto – Statement of Values  “We are uncovering better ways of developing software by doing it  and helping othe...
The Agile Paradigm Shift                         Waterfall                         Agile   Fixed            Requirements  ...
Traditional Software DevelopmentLong, Large, Linear, Late   Time to                                   12 to 36 Months   Ma...
Agile Software DevelopmentIterate, Increment and Innovate     Time to              1 to 6 months                    Waterf...
Most Noticeable Changes Agile product management is part of the development team More releases to manage Intense focus on ...
Backlog : Ranked List of Stories/Defects                                           19
“PRD” in the Agile World  Release Backlog                                                   Fixed Resources   Story Card A...
Compare & Contrast Product Management Task        Traditional Project        Agile ProjectCreate product roadmap       No ...
Today’s Topics  The Product Management Move to Agile    Why should product managers adopt Agile?    How does the product m...
What are theAgile Product Manager’skey responsibilities?                 Copyright 2003-2009, Rally Software Development C...
Planning from First Step to Horizon                                      24
The Five Levels of PlanningProduct Vision drives RoadmapRoadmap sets Release dates and features                           ...
Get a Rhythm with Multiple Cadences                         Roadmap                         Release                       ...
Product Management Iteration Cadence                              1                              2                        ...
Ack! I’mall alone!             28
How can a Product Grouporganize to fulfillAgile roles & responsibilities?                   Copyright 2003-2009, Rally Sof...
Scrum Product Owner                      30
When the Product Owner Can’t Do it AllStrategic / external focus                                  Tactical / internal focu...
How do you effectivelyprioritize a product backlog?                   Copyright 2003-2009, Rally Software Development Corp
Goal: Deliver Fewer Features Faster         Features and functions used in a typical systemOften or always       Sometimes...
Finding Your #1 Priority                           34
Lots of Items...How Do You Prioritize?                                         35
Prioritization Attributes  Competition Value  Strategy Value  Revenue Value  User/Stakeholder Value                       ...
CRM Systems: An Untapped Potential“Rally Software has a nice integration between their tools, designed to support AgileCRM...
Staying In Touch With All Customer Needs  CRM = Customer Relationship Management  Agile = Customer Value Delivery         ...
Leveraging CRM Data for Prioritization                     5               1                          4     3             ...
Rally Product Manager (for Salesforce.com)                                         40
Today’s Topics  The Product Management Move to Agile    Why should product managers adopt Agile?    How does the product m...
Crucial Agile Product Manager Skills      Focus on customer value      Select a backlog prioritization scheme      Identif...
Hungry For More Information? http://www.rallydev.com/personas/product_manager/                                            ...
Today’s Topics  The Product Management Move to Agile    Why should product managers adopt Agile?    How does the product m...
Questions and Answers                                                           Catherine Connor                          ...
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Agile Product Management

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How Product Management
Must Change
To Enable the Agile Enterprise at SVPMA Monthly Event February 2009

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Agile Product Management

  1. 1. How Product ManagementMust ChangeTo Enable the Agile Enterprise Catherine Connor Agile Product Manager catherine@rallydev.com Copyright 2003-2009, Rally Software Development Corp
  2. 2. Why Are We Here? 2
  3. 3. About Me Agile Product Manager at Rally Software Rally Product Manager and Rally Support Manager Product Marketing Director at Rally Software Rally Enterprise Product Manager at Borland Software Borland CaliberRM Requirements Management Evangelist at IBM Rational Rational RequisitePro and Rational Rose Education MS in Biomedical Engineering – Case Western Reserve University BS in Biomedical Engineering – Université de Technologie de Compiègne 3
  4. 4. Rally by the Numbers 4
  5. 5. How Rally Helps Product Managers Agile thought leadership Agile Product Management forum Agile industry experts Services Training & coaching from experts Agile Product Owner Workshop Certified Scrum Product Owner Training Tools Rally Enterprise Agile project management Integrated requirement, defect and test management Rally Product Manager Prioritize backlog with CRM data Share feature/release status to internal stakeholders Rally Support Manager Customer support to development transparency 5
  6. 6. Today’s Topics The Product Management Move to Agile Why should product managers embrace Agile? How does the product managers’ role change with Agile? Agile Product Management What are the agile product manager’s key responsibilities? How can a product group organize to support agile needs? How do you effectively prioritize a product backlog? Crucial Agile Product Manager Skills Q&A 6
  7. 7. Why should Product Managersembrace Agile? Copyright 2003-2009, Rally Software Development Corp
  8. 8. Reasons to Embrace Agile Improve responsiveness to customer needs Gain superior project visibility Increase team collaboration “When we started with agile, Improve software quality I was concerned it might be a less disciplined method for development. In reality, it’s more disciplined, and provides more accountability.” Paul Beavers, BMC Software 8
  9. 9. Going Agile Brings GREAT Benefits 93% increased productivity1 88% increased quality1 83% improved stakeholder satisfaction1 49% reduced costs1 66% three-year, risk-adjusted return on investment2 Reasons for Agile adoption include: 47% to better manage project scope3 45% to creating clear business requirements3 40% to speed or better predict time to market3 1 “Agile Methodologies: Survey Results,” by Shine Technologies, 2003; 2 Forrester Research, 2004; 3 “Agile 2006 Survey Results and Analysis,” by Digital Focus, October 2005 9
  10. 10. Agile Product Manager: a Better Life More control of release content More visible progress More team empowerment Less waste Less finger pointing Less anxiety 10
  11. 11. Agile: The Business Drives the Software 11
  12. 12. How does Product Managementchange with Agile? Copyright 2003-2009, Rally Software Development Corp
  13. 13. What’s Not Changing (Much)Product management still the glue between strategy and execution Market analysis Pricing and packaging Product strategy Sales enablement Channel enablement 13
  14. 14. Agile Manifesto – Statement of Values “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.” Reference: agilemanifesto.org 14
  15. 15. The Agile Paradigm Shift Waterfall Agile Fixed Requirements Resources Time VALUE driven PLAN driven Estimated Resources Time Features The plan creates Release themes and feature cost/schedule estimates intent drive estimates 15
  16. 16. Traditional Software DevelopmentLong, Large, Linear, Late Time to 12 to 36 Months Market Lifecycle Define Code Test Deploy Tech Test FunctDeliverables MRD PRD Code Doc Train spec plan test Data SilosProprietary Point Solutions 16
  17. 17. Agile Software DevelopmentIterate, Increment and Innovate Time to 1 to 6 months Waterfall 12 to 36 months Market Waterfall Waterfall Lifecycle test deploy Deliverables Working, tested code on short cycles Waterfall documentation IntegratedManagement Solutions Open Engineering Platform 17
  18. 18. Most Noticeable Changes Agile product management is part of the development team More releases to manage Intense focus on customer value Frequent user validations Tester mentality Trusted relationships More daily involvement with dev team Ranked requirement priorities 18
  19. 19. Backlog : Ranked List of Stories/Defects 19
  20. 20. “PRD” in the Agile World Release Backlog Fixed Resources Story Card A Story Card B Review Plan Story Card C Story Card D Story Card … Fixed Time Define (Iteration) Develop Accept 20
  21. 21. Compare & Contrast Product Management Task Traditional Project Agile ProjectCreate product roadmap No predictability Some predictabilityIncorporate customer needs Start of release On-goingDocument requirements Detailed Coarse Limited discussions Lots of discussionsPrioritize requirements Start of project Every iteration MoSCoW RankedValidate requirements N/A (QA) Acceptance criteria Customer validationAssess release progress Status reports Workable softwareAssess release date Defect trends Fixed dateManage requirement changes Hard to accommodate Every iteration 21
  22. 22. Today’s Topics The Product Management Move to Agile Why should product managers adopt Agile? How does the product managers’ role change with Agile? Agile Product Management What are the agile product manager’s key responsibilities? How can a product group organize to support agile needs? How do you effectively prioritize a product backlog? Crucial Agile Product Manager Skills Q&A 22
  23. 23. What are theAgile Product Manager’skey responsibilities? Copyright 2003-2009, Rally Software Development Corp
  24. 24. Planning from First Step to Horizon 24
  25. 25. The Five Levels of PlanningProduct Vision drives RoadmapRoadmap sets Release dates and features Release 1 Release 2 Release 3Release plan sets Iteration stories Sprint 1 Sprint 2 Sprint 3 Sprint 4Iteration plan locksdevelopment tasks Task 1 Task 2 Task 3 Task n Individual daily workplanDaily stand-ups Individual daily workplanshare task status &remaining work What’s left to do? 25
  26. 26. Get a Rhythm with Multiple Cadences Roadmap Release Iteration Project initiation 26
  27. 27. Product Management Iteration Cadence 1 2 3 4 5Stand-up Stand-up Stand-up Stand-up Stand-up Identify features for nextIteration Planning: Stories iteration Requirements meetings Requirements meetings Conceptual model/arch -Iteration Planning: Tasks future iterations Monitor progress, accept Monitor progress, accept Monitor progress, accept Monitor progress, acceptAssist with design stories stories stories storiesAssist with acceptance tests Assist with acceptance tests Assist with acceptance tests Assist with acceptance tests Assist with acceptance testsUpdate current reqs/stories Update current reqs/stories Update current reqs/stories Update current reqs/stories Update current reqs/stories 6 7 8 9 10Stand-up Stand-up Stand-up Stand-up Stand-upNew stories, reqs for next GUI prototypes for next Get gross-level estimatesiteration iteration Help write tests next iterationMonitor progress, accept Monitor progress, accept Monitor progress, accept Monitor progress, accept Updates to reqs, rankingsstories stories stories stories based on demo.Assist with acceptance tests Assist with acceptance tests Assist with acceptance tests Assist with acceptance tests Demo/ReviewUpdate reqs/stories Update reqs/stories Update reqs/stories Update reqs/stories Retrospective Activity Legend Team Future Iteration Current Iteration Past Iteration 27
  28. 28. Ack! I’mall alone! 28
  29. 29. How can a Product Grouporganize to fulfillAgile roles & responsibilities? Copyright 2003-2009, Rally Software Development Corp
  30. 30. Scrum Product Owner 30
  31. 31. When the Product Owner Can’t Do it AllStrategic / external focus Tactical / internal focusProduct (Marketing) Manager Product OwnerAvailable to non-Dev stakeholders Fully available to the Dev TeamCommunication outside the Dev team Communication inside the Dev TeamCollect and validate customer needsPromote the “product” “Voice of the Customer” for the Devinternally and externally TeamIdentify market needs & eventsTrack market and technology trendsDefine pricing and packagingSales and channel enablement Attend release planning, iteration demosCreate product roadmap Prioritize backlogIdentify features & benefits Attend iteration planning Write stories (and acceptance criteria) Approve stories Attend daily standup meetings 31
  32. 32. How do you effectivelyprioritize a product backlog? Copyright 2003-2009, Rally Software Development Corp
  33. 33. Goal: Deliver Fewer Features Faster Features and functions used in a typical systemOften or always Sometimes Rarely used: 20 % 16% 19% Often Never 45% 13% Always 7% Rarely or never Focus on the 36% that matter to users used: 64 % Standish Group Study Reported at XP2002 by Jim Johnson, Chairman ©2004 Poppendieck.LLC 33
  34. 34. Finding Your #1 Priority 34
  35. 35. Lots of Items...How Do You Prioritize? 35
  36. 36. Prioritization Attributes Competition Value Strategy Value Revenue Value User/Stakeholder Value 36
  37. 37. CRM Systems: An Untapped Potential“Rally Software has a nice integration between their tools, designed to support AgileCRM Untapped Potentialdevelopment teams, and the Salesforce CRM system….. Very slick, particularly in how thisexample shows the value of integrating CRM with other things.As of today, CRM has a lot of untapped potential.” - Tom Grant, Forrester Research (Oct 2008) 37
  38. 38. Staying In Touch With All Customer Needs CRM = Customer Relationship Management Agile = Customer Value Delivery Learn more about Include customer your customers on the team and their behavior Deliver customer Develop long lasting value relationships with your customers CRM Agile ALM“CRM initiatives often fail because implementation was limited to software installation withoutproviding the appropriate motivations for employees to learn, provide input, andtake full advantage of the information systems” – “Avoid the four perils of CRM". Harvard Business Review 38
  39. 39. Leveraging CRM Data for Prioritization 5 1 4 3 2 39
  40. 40. Rally Product Manager (for Salesforce.com) 40
  41. 41. Today’s Topics The Product Management Move to Agile Why should product managers adopt Agile? How does the product managers’ role change with Agile? Agile Product Management What are the agile product manager’s key responsibilities? How can a product group organize to support agile needs? How do you effectively prioritize a product backlog? Crucial Agile Product Manager Skills Q&A 41
  42. 42. Crucial Agile Product Manager Skills Focus on customer value Select a backlog prioritization scheme Identify the most important feature to build Learn to cut features in chunks Be available to your team Validate completed stories ASAP Make decisions Delay decisions 42
  43. 43. Hungry For More Information? http://www.rallydev.com/personas/product_manager/ 43
  44. 44. Today’s Topics The Product Management Move to Agile Why should product managers adopt Agile? How does the product managers’ role change with Agile? Agile Product Management What are the agile product manager’s key responsibilities? How can a product group organize to support agile needs? How do you effectively prioritize a product backlog? Crucial Agile Product Manager Skills Q&A 44
  45. 45. Questions and Answers Catherine Connor catherine@rallydev.com Copyright 2003-2009, Rally Software Development Corp
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