From	
  Stakeholder	
  to	
  Time	
  Management	
  
A	
  Guide	
  for	
  Product	
  Managers	
  
	
  
Becky	
  Yelland	
  ...
BACKGROUND	
  
•  13	
  years	
  of	
  delivery	
  &	
  team	
  management	
  experience	
  
•  8	
  years	
  in	
  produc...
What	
  are	
  the	
  keys	
  to	
  being	
  a	
  successful	
  product	
  manager?	
  
	
  
	
  

	
  
CommunicaGon	
  
	...
You	
  are	
  only	
  as	
  good	
  as	
  your	
  last	
  delivery.....	
  
If	
  your	
  team	
  look	
  good	
  –	
  YOU...
Product	
  Manager	
  Tool	
  Kits	
  for	
  success:	
  
	
  
#1	
  –	
  Stakeholder	
  Management	
  
	
  
#2	
  –	
  Pe...
Stakeholder	
  Management	
  
SH:	
  Engagement	
  Cycle	
  

People	
  Management	
  
SH:	
  Analysis	
  

SH:	
  Managin...
Stakeholder	
  Management	
  
SH:	
  Engagement	
  Cycle	
  
Why	
  do	
  Analysis?	
  

People	
  Management	
  
SH:	
  M...
Stakeholder	
  Management	
  
SH:	
  Engagement	
  Cycle	
  
Why	
  do	
  Analysis?	
  

People	
  Management	
  
SH:	
  M...
Stakeholder	
  Management	
  
SH:	
  Engagement	
  Cycle	
  
Why	
  do	
  Analysis?	
  

People	
  Management	
  
SH:	
  T...
Stakeholder	
  Management	
  
SH:	
  Engagement	
  Cycle	
  
Managing	
  ExpectaGons	
  

People	
  Management	
  
SH:	
  ...
Stakeholder	
  Management	
  
SH:	
  Engagement	
  Cycle	
  
Managing	
  ExpectaGons	
  

People	
  Management	
  
SH:	
  ...
Stakeholder	
  Management	
  
SH:	
  Engagement	
  Cycle	
  

People	
  Management	
  
SH:	
  Analysis	
  

SH:	
  Managin...
Stakeholder	
  Management	
  
PM:	
  	
  Trust	
  &	
  Influencing	
  

People	
  Management	
  
PM:	
  Delivering	
  

Tim...
Stakeholder	
  Management	
  
PM:	
  	
  Trust	
  &	
  Influencing	
  

People	
  Management	
  
PM:	
  Delivering	
  

Tim...
Stakeholder	
  Management	
  
PM:	
  	
  Trust	
  &	
  Influencing	
  

People	
  Management	
  
PM:	
  Delivering	
  

Tim...
“If	
  you	
  can’t	
  explain	
  it	
  simply,	
  then	
  you	
  don’t	
  understand	
  it	
  well	
  enough”	
  
Albert	...
Stakeholder	
  Management	
  
TM:	
  	
  Self	
  Mgt	
  

TM:	
  MeeGng	
  Mgt	
  

People	
  Management	
  
TM:	
  Priori...
Stakeholder	
  Management	
  
TM:	
  	
  Self	
  Mgt	
  

TM:	
  MeeGng	
  Mgt	
  

People	
  Management	
  
TM:	
  Priori...
Stakeholder	
  Management	
  
TM:	
  	
  Self	
  Mgt	
  

TM:	
  MeeGng	
  Mgt	
  

People	
  Management	
  
TM:	
  Priori...
Stakeholder	
  Management	
  
TM:	
  	
  Self	
  Mgt	
  

TM:	
  MeeGng	
  Mgt	
  

People	
  Management	
  
TM:	
  Priori...
Any	
  QuesGons?	
  
	
  
Thanks	
  

	
  
Becky	
  Yelland	
  
	
  
www.pragmaGcproducteer.com	
  
becky@pragmaGcproducte...
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Product Stakeholder to Time Management

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Slides Becky Yelland recently used in his discussion w/ mentees of The Product Mentor.

The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.

Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.

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Product Stakeholder to Time Management

  1. 1. From  Stakeholder  to  Time  Management   A  Guide  for  Product  Managers     Becky  Yelland    
  2. 2. BACKGROUND   •  13  years  of  delivery  &  team  management  experience   •  8  years  in  product  management  role,  4  senior  level   EXPERIENCE   •  InteracGve  TV/Gaming  and  BeJng   •  Broadcast  Media   •  Personal  Media/Publishing   •  SaaS/Mobile  in  Digital  MarkeGng   •  Financial  Services/News  
  3. 3. What  are  the  keys  to  being  a  successful  product  manager?         CommunicaGon     RelaGonships  
  4. 4. You  are  only  as  good  as  your  last  delivery.....   If  your  team  look  good  –  YOU  look  good   Looking  busy  does  not   mean  you  are  being   producGve!  
  5. 5. Product  Manager  Tool  Kits  for  success:     #1  –  Stakeholder  Management     #2  –  People  Management     #3  –  Time  Management          
  6. 6. Stakeholder  Management   SH:  Engagement  Cycle   People  Management   SH:  Analysis   SH:  Managing  SH   •  Document  Needs:  Knowing  what  all  your  stakeholders   need  in  terms  of  reports/updates/informaGon  in   order  to  gain  and  retain  their  buy  in   •  Analyse  SH  influence/interest:  Do  a  RACI  or  similar   •  Manage  SH  expectaGons:  in  terms  of  what  will  be   delivered  and  when  and  how  thy  will  be  kept   informed  and  influence.   •  Review  and  Repeat:  don’t  sit  on  your  laurels  with  this   approach  conGnue  to  assess  if  it’s  working  for  the   product  team  and  for  all  your  SH   SH:  Top  Tips   IdenGfying  your  Stakeholders:  All  stakeholders  are   individuals  or  organizaGons  that  are  acGvely  involved   in  the  product,  or  whose  interests  may  be  affected  as   a  result  of  the  product  or  feature  launch.   •  Time  Management   IdenGfy   Stakeholders   Review  and   Repeat   Manage   Stakeholder   ExpectaGons   Document   Needs   Analyse   Stakeholder   Influence/   Interest  
  7. 7. Stakeholder  Management   SH:  Engagement  Cycle   Why  do  Analysis?   People  Management   SH:  Managing  SH   SH:  Analysis   What  is  RACI  and  how  to  use   Time  Management   SH:  Top  Tips   Different  Stakeholders   WHY  DO  A  STAKEHOLDER  ANAYLSIS?   A  stakeholder  analysis  can  help  a  product  team  to  idenGfy:   •  The  interests  of  all  stakeholders,  who  may  affect  or  be  affected  by  the  product  or  feature   •  PotenGal  issues  that  could  disrupt  the  product  delivery   •  Key  people  to  engage  during    rollout   •  Individuals  and  groups  that  should  be  encouraged  to  parGcipate  in  different  stages  of  the  product   delivery   •  CommunicaGon  planning  &  stakeholder  management  strategy  should  be  done  up  front   •  Managing  negaGve  stakeholders   •  Engaging  stakeholders  throughout  the  project  life  cycle  is  a  key  to  (but  not  a  guarantee  of)  success.   Low  Interest   High  Interest   Low  Power/ Influence   1   2   High  Power/ Influence   3   4   Key:   1.  Monitor,  Minimal  Effort   2.  Keep  Informed   3.  Keep  SaGsfied   4.  Key  Players,  Manage  Closely   Link  to  tools:  www.pragmaGcproducteer/stakeholder-­‐planning-­‐template  
  8. 8. Stakeholder  Management   SH:  Engagement  Cycle   Why  do  Analysis?   People  Management   SH:  Managing  SH   SH:  Analysis   What  is  RACI  and  how  to  use   Time  Management   SH:  Top  Tips   Different  Stakeholders   RACI  DEFINITIONS:   R  –  Who  is  Responsible  The  person  who  is  assigned  to  do  the  work     A  –  Who  is  Accountable  The  person  who    makes  the  financial  decisions  and  has  ul6mate  ownership  P&L  owner  of  the  product     C  –  Who  is  Consulted  The  person  who  MUST  be  consulted  before  a  decision  is  made  or  an  ac6on  is  taken     I  –  Who  is  Informed  The  person  who  MUST  be  informed  before  a  decision  is  made  or  an  ac6on  is  taken   Role   Role   Task   R   A   Task   C   I  
  9. 9. Stakeholder  Management   SH:  Engagement  Cycle   Why  do  Analysis?   People  Management   SH:  Top  Tips   SH:  Managing  SH   SH:  Analysis   What  is  RACI  and  how  to  use   Time  Management   Different  Stakeholders   WHERE  CAN  MY  STAKEHOLDERS  COME  FROM?   It  is  invaluable  to  know  who  ALL  your   Stakeholders  are  some  will  have  more   involvement  than  others:   •  All  external  stakeholders  should  be   managed  as  much  as  possible  in  terms   of  their  expectaGons   •  Customers  as  stakeholders  sGll  need   to  be  kept  informed/have  their   expectaGons  managed   •  Vendors/Partners  that  will  be   impacted  by  your  new  product/ feature  also  need  to  be  kept  informed   or  be  involved  depending  on  their   relaGonship  with  your  company....   ...and  so  on   Board  of   Directors   ExisGng   Customers   ProspecGve   Customers   Employees/   Internal   Customers   Industry   Experts   Professional   AssociaGons   Stakeholders   Partners/     Investors/   Shareholder s   Strategic   Partners/   Suppliers   Regulatory   Bodies   CompeGtors   Other   Vendors  
  10. 10. Stakeholder  Management   SH:  Engagement  Cycle   Managing  ExpectaGons   People  Management   SH:  Analysis   SH:  Managing  SH   Time  Management   SH:  Top  Tips   Supporters/Opponents   It  is  key  to  your  success  that  you  are  acGve  in  managing  your  stakeholders  expectaGons  &  ensuring  their   acGve  involvement  is  crucial  to  the  success  of  your  product  adopGon:     •  It  is  indispensable  for  conGnuaGon  of  the  product  or  feature  launch   •  It  gives  opportuniGes  to  individuals  or  groups  to  express  their  ideas/issues/concerns   •  It  gives  all  Stakeholders  a  sense  of  accountability  and  enhances  their  responsibility  and  posiGvity  towards   the  product   •  It  enables  effecGve  risk  assessments   •  It  opens  up  excellent  communicaGon  channels  between  the  product  team  and  stakeholders   •  Regular  reports/status  updates  and  meeGngs  are  crucial  to  ensure  SH  are  informed  and  always  have  the   latest  informaGon  relevant  to  them.   If  you  remember  one  thing  it  should  be  this:     COMMUNICATION   COMMUNICATION   COMMUNICATION  
  11. 11. Stakeholder  Management   SH:  Engagement  Cycle   Managing  ExpectaGons   People  Management   SH:  Managing  SH   SH:  Analysis   Time  Management   SH:  Top  Tips   Supporters/Opponents   Managing  your  supporters  and  opponents  differently  is  important  to  get  right.   •  For  each  type  of  stakeholder,  there  is  a  different  set  of  strategies  for  gathering  informaGon,  maximizing   support  and  minimizing  opposiGon   Very   Opposed   Very   SupporHve   Low  Power/ Influence   1   2   High  Power/ Influence   3   4   Key:   1.  Ensure  they  do  not  become  acGve  opponents   2.  Maintain  their  support   3.  Do  what  you  can  to  lessen  their  potenGal  opposiGon   4.  Mobilise  their  support,  use  them  as  champions   Note:  There  is  a  difference  between  an  opponent  and  a  blocker.  The  former  has  a  high  understanding  but  low  agreement  on  the  product  and   the  laher  has  low  understanding  and  low  agreement     There  also  exists  a  s  
  12. 12. Stakeholder  Management   SH:  Engagement  Cycle   People  Management   SH:  Analysis   SH:  Managing  SH   Time  Management   SH:  Top  Tips   TIP  #1   When  planning  a  sign  off  meeGng  or  gate  meeGng  ensure  you  have  engaged  with  all  SH  individually  before  the   group  meeGng  so  there  are  NO  SURPRISES  for  any  of  the  SH,  get  their  individual  buy  in,  and  update  the  deck   according  to  their  input/advice/concerns  etc     TIP  #2   If  you  are  doing  a  presentaGon  at  a  gate  review  or  update,  consider  including  individual  SH  views  or  opinion  (or   sound  bites)  in  one  of  the  slides  –  see  this  work  it’s  magic!     TIP  #3     Create  regular  1:1  catch  ups  with  your  SH  to  inform  them  specifically  of  the  product  status  (this  should  be  on   top  of  regular  reports/emails  you  send  to  all  SH     If  you  do  these  your  SH  will  all  feel:   •   Engaged   •   Informed   •   &  part  of  the  process  
  13. 13. Stakeholder  Management   PM:    Trust  &  Influencing   People  Management   PM:  Delivering   Time  Management   PM:  Top  Tips   TRUST   •  •  •  The  best  way  to  ensure  that  people  trust  you,  is  that  you  trust  them   Do  not  assume  if  you  are  product  owner  people  will  automaGcally  trust  that  you  know  best  –  you  need  to   work  hard  to  know  your  product  beher  than  anyone  else.   You  need  to  trust  others  to  do  the  job  they’ve  been  employed  to  do   INFLUENCING   •  •  In  your  product  teams,  as  product  owner  you  may  by  default  have  a  level  of  influence.  Never  misuse  this.   If  you  are  struggling  to  maintain  a  level  of  influence,  ask  yourself  why?  Have  you  wrihen  clear  specificaGons?   Have  you  built  up  and  are  you  maintaining  your  keyrelaGonships  adequately?    
  14. 14. Stakeholder  Management   PM:    Trust  &  Influencing   People  Management   PM:  Delivering   Time  Management   PM:  Top  Tips   DRIVING  DRIVING  DRIVING   •  As  product  owner  you  need  to  be  the  one  driving  things  forward,  pushing  and  cajoling  where  necessary  to   keep  the  energy  going.  If  you  lose  the  energy  you  not  only  lose  the  control  but  risk  the  Gmely  delivery  of  the   product/feature   CONTROL   •  There  are  many  ways  you  can  maintain  control:   •  WRITE  YOUR  OWN  SPECS/REQUIREMENTS  –  DO  NOT  be  tempted  to  let  your  dev  lead  do  these  for   you....   •  The  Devil  is  in  the  detail  –  as  soon  as  you  lose  sight  of  the  detail  –  you  lose  an  element  of  control   •  MeeGng  Minutes:  it  sounds  boring,  but  if  you  take  minutes/send  out  minutes  and  control  the  acGons   and  flow  of  informaGon  –  you  are  in  the  driving  seat   NB  –  Control  is  not  about  ownership  it’s  about  accountability  –  if  you  are  accountable  for  the  delivery  of  a  product     then  you  need  to  be  in  control  .....there  is  no  use  blaming  geJng  lost  on  the  back  seat  driver  you  are  both  the   navigator  and  the  one  driving  the  car!  
  15. 15. Stakeholder  Management   PM:    Trust  &  Influencing   People  Management   PM:  Delivering   Time  Management   PM:  Top  Tips   TIP  #1   Be  on  Gme  to  meeGngs,  prepare  before  meeGngs,  take  minutes  and  send  out  notes/acGons  to  all  present  as   well  as  any  necessary  no  shows/stakeholders     TIP  #2   Take  the  Gme  to  know  your  product  beher  than  anyone  else,  both  in  terms  of  what  you  are  delivering,  what   your  compeGtors  are  delivering  and  what  your  customers  are  asking  for....  Your  influence  as  a  product  owner   should  be  from  ALL  perspecGves  that  maher     TIP  #3     Build  up  and  maintain  your  key  relaGonships  in  your  product  team  but  also  beyond.  Take  the  Gme  to  get  to   know  the  support  team,  sales  teams  the  people  on  the  front  line  –  get  invited  to  customer  meeGngs,  spend  the   Gme  looking  at  the  BUGs  and  ERs  coming  through  the  support  team      
  16. 16. “If  you  can’t  explain  it  simply,  then  you  don’t  understand  it  well  enough”   Albert  Einstein   “The  secret  of  my  influence  has  always  been  that  it  remained  a  secret.”   Salvador  Dali   “It’s  not  that  I  am  so  smart,  it’s  just  I  stay  with  problems  longer.”   Albert  Einstein  
  17. 17. Stakeholder  Management   TM:    Self  Mgt   TM:  MeeGng  Mgt   People  Management   TM:  PrioriGsaGon   Time  Management   TM:  Top  Tips   LISTS  LISTS  LISTS:   Write  everything  down  –  no  one  can  remember  everything!   •  Make  daily  to  do  lists  and  categorise  them:  Must  do  today,  do  today  if  have  Gme,  only  do  if  finish   everything  else  or  can  stay  late!   •  Review  your  daily  to  do  list  at  the  start  of  the  day,  or  the  end  of  the  day  before.   TOOLS  FOR  THE  JOB:   •  Use  a  tool  for  all  your  acGons                          is  a  great/free  online  tool  for  this.   •  You  can  also  consider  using                                                                                          or  other  online  collaboraGon  tools  to  manage  your  Gme  and  your  product   teams  workload   •  Set  reminders  in  Outlook  or  your  email/meeGng  tool  to  ensure  you  don’t  miss  a  deadline   •  Block  Gme  out  in  your  day  to  complete  criGcal  tasks,  spec  wriGng,  SH  presentaGons  etc  
  18. 18. Stakeholder  Management   TM:    Self  Mgt   TM:  MeeGng  Mgt   People  Management   TM:  PrioriGsaGon   Time  Management   TM:  Top  Tips   MEETINGS  FOR  MEETINGS  SAKE:   •  •  •  •  •  Consider  all  your  meeGngs  carefully.  Do  not  book  meeGngs  for  the  sake  of  having  a  meeGng   All  meeGngs  should  have  a  clearly  defined  purpose  and  agenda   Only  invite  essenGal  people  to  the  meeGng   If  you  need  a  decision  made  in  a  meeGng  make  sure  you  make  this  clear  in  the  invite  and  up  front  in  the   meeGng,  review  that  you  have  the  right  decision  makers  present  –  if  not  don’t  be  afraid  to  cut  the  meeGng   short  and  re  arrange   If  you  finish  early  then  call  end  to  the  meeGng  don’t  fill  the  full  Gme  allocated  as  a  maher  of  course   MEETING  LENGTH  IS  KEY:   •  •  •  Don’t  over  esGmate  Gme  needed  for  meeGngs  and  don’t  be  afraid  to  call  15  minute  meeGngs   Stand  up  meeGngs  are  a  great  way  to  cut  out  the  chit  chat  –  not  all  meeGngs  are  about  relaGonship   building   •  If  you  do  not  have  a  stand  up  meeGng  room/area  in  your  office  then  create  one  by  the  water   cooler/printer/recepGon  area  etc   Start  the  meeGng  on  Gme,  and  try  not  to  play  catch  up  when  people  come  in  late  –  tell  them  anything   they  missed  will  be  in  the  meeGng  notes  including  any  of  their  acGons!  They  will  soon  learn  and  turn  up   on  Gme...  
  19. 19. Stakeholder  Management   TM:    Self  Mgt   TM:  MeeGng  Mgt   People  Management   TM:  PrioriGsaGon   Time  Management   TM:  Top  Tips   PRIORITISE  YOUR  TIME:   •  •  Every  day  as  your  review  your  to  do  list  make  sure  you  prioriGse  your  tasks  in  accordance  with:   •  Quick  Wins  –  High  Impact   •  More  involved  tasks  –  High  Impact   •  Quick  Wins  –  Mid  Impact  and  so  on....  (Impact  on  product  delivery  and  stakeholder  expectaGons....   Move  unfinished  tasks  to  the  top  of  the  next  days  queue  and  always  review  the  urgency  day  to  day.   TOOLS  FIT  FOR  PURPOSE:   •  •  Use  online  tools  to  prioriGse  your  work  load  e.g.   Use  Outlook  to  prioriGse  emails  you  need  to  respond  to.     •  Create  rules  to  put  into  folders  or  colour  emails  from  stakeholders  differently   •  Have  a  folder  ‘Respond  to  Today’  make  all  emails  ‘unread’  as  you  move  them  into  here  so  you  have  a   full  tally  visible   •  A  ‘Read  Later’  or  ‘Respond  to  this  week’    for  less  urgent  tasks  can  also  help  
  20. 20. Stakeholder  Management   TM:    Self  Mgt   TM:  MeeGng  Mgt   People  Management   TM:  PrioriGsaGon   Time  Management   TM:  Top  Tips   TIP  #1   Don’t  let  your  day  be  dictated  by  ad  hoc  requests  –  if  they  come  in  then  put  them  into  your  prioriGsed  list  along   with  everything  else....(so  easy  to  NOT  do  this!)     TIP  #2   Everything  in  Gme  management  will  go  off  kilter  if  your  stakeholder  management  is  not  best  pracGce.  If  you   have  not  managed  your  stakeholder  expectaGons  well  then  your  day/week/month  could  be  adversely  impact   and  spiral  out  of  your  control  if  you  have  to  jump  to  respond  to  unreasonable  requests  or  unplanned  work     TIP  #3     Don’t  be  afraid  to  say  no,  as  long  as  there  is  good  reason  people  will  understand  and  if  not  explain  what  you  are   doing  takes  priority  and  why    
  21. 21. Any  QuesGons?     Thanks     Becky  Yelland     www.pragmaGcproducteer.com   becky@pragmaGcproducteer.com    

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