This presentation was provided by Patricia Brennan of The Chan Zuckerberg Initiative, during Session Five of the NISO event "Agile Product and Project Management for Information Products and Services," held on June 11, 2020.

1. Agile Product and Project
Management for Information
Products and Services
Patricia Brennan
June 2020

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Today it’s about planning and budgeting
Strategic Planning
Project Planning
Budgets and Budgeting

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Strategic Planning
Who is Involved
Why it’s important
Tools and Frameworks
Phases and Sequence
Stakeholders

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Strategic Planning: Definition
The process that ties the mission and long-
term vision of the organization to a set of
actions and efforts that a team needs to
take on in order to achieve their goals.

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Strategic Planning
poll
At your org...
Does your organization have a formal strategic planning process?
What is your role?

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1. Reframe and confirm that the mission and
vision are known and understood
2. Establish a baseline and understand where you
are relative to the goals
3. Articulate how the team will pursue the goals
and how they will measure their outcomes
4. Set the direction for the team for the next year
Strategic Planning: Why it’s important

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Strategic Planning: Process and Phases
Vision &
Mission
Strategic
Thrusts
Current
State
Strategy for
Next Year
Prioritization
Where are we
going
How we are
planning to
get there
Data & Status
to support
decisions
Ideas,
Projects,
Opportunities,
Options
Roadmap/
Plans
Validation
Impact
Assessment
Scope and
sequencing
Trends, External Impacts,
Measures: OKRs, KPIs, Targets
Customer & User Insights
Stakeholder Communication

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Strategic Planning: Tools and
Frameworks
Scenario Development
Landscape Overview
SWOT
Impact Assessment Matrix
Opportunity Solution Tree
Kano
Business Model Canvas

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Scenario
Development

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Landscape Overview

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SWOT

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Impact Assessment Matrix

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Opportunity
Assessment

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Kano

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Canvas: Product, Business Mission

16. Discussion
February 2020

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Project Planning
Who is Involved
Why it’s important
Definitions
Methodologies

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Project Planning: Definition
Project management is the practice of
leading the work of a team to achieve
defined goals and to meet success criteria
at a specified time.

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Project Planning
poll
At your org...
Is there an adopted methodology for software delivery?

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Project Lifecycle
Share the
Vision
Articulate
Goals &
Outcomes
Define Scope
& Sequence
Iterate &
Validate
Operate &
Maintain
What are we
trying to
achieve?
Who are we
building for?
What does
success look
like?
How will we
measure?
What is it?
What gets built
first?
Build Measure
Learn cycles
Monitor and
Evaluate
Were the goals
and outcomes
achieved?
Team composition and contributors may change across the lifecycle

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Project Planning: Methodologies
Requirements
Design
Development
Testing
Deployment
Maintenance
Waterfall

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Project Planning: Methodologies
Agile

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Project Planning: Definitions
Scrum: A framework that helps teams work together, teams learn through experiences, self-organize while
working on a problem, and reflect on their wins and losses to continuously improve.

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Project Planning: Definitions
Scrum: A framework that helps teams work together, teams learn through experiences, self-organize while
working on a problem, and reflect on their wins and losses to continuously improve.
Backlog: prioritized list of work for the development team that is derived from the roadmap and its
requirements. Pull vs push model

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Project Planning: Definitions
Scrum: A framework that helps teams work together, teams learn through experiences, self-organize while
working on a problem, and reflect on their wins and losses to continuously improve.
Backlog: prioritized list of work for the development team that is derived from the roadmap and its
requirements. Pull vs push model
Sprints: a short, time-boxed period when a scrum team works to complete a set amount of work.

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Project Planning: Definitions
Scrum: A framework that helps teams work together, teams learn through experiences, self-organize while
working on a problem, and reflect on their wins and losses to continuously improve.
Backlog: prioritized list of work for the development team that is derived from the roadmap and its
requirements. Pull vs push model
Sprints: a short, time-boxed period when a scrum team works to complete a set amount of work.
Epics: a body of work that can be broken down into specific tasks (called “stories,” or “user stories”) based on
the needs/requests of customers or end users

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Project Planning: Definitions
Scrum: A framework that helps teams work together, teams learn through experiences, self-organize while
working on a problem, and reflect on their wins and losses to continuously improve.
Backlog: prioritized list of work for the development team that is derived from the roadmap and its
requirements. Pull vs push model
Sprints: a short, time-boxed period when a scrum team works to complete a set amount of work.
Epics: a body of work that can be broken down into specific tasks (called “stories,” or “user stories”) based on
the needs/requests of customers or end users
User Stories: smallest unit of work in an agile framework. It's an end goal, not a feature, expressed from the
software user's perspective. The purpose of a user story is articulate how a piece of work will deliver a particular
value back to the customer

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Project Planning: Definitions
Scrum: A framework that helps teams work together, teams learn through experiences, self-organize while
working on a problem, and reflect on their wins and losses to continuously improve.
Backlog: prioritized list of work for the development team that is derived from the roadmap and its
requirements. Pull vs push model
Sprints: a short, time-boxed period when a scrum team works to complete a set amount of work.
Epics: a body of work that can be broken down into specific tasks (called “stories,” or “user stories”) based on
the needs/requests of customers or end users
User Stories: The smallest unit of work in an agile framework. It's an end goal, not a feature, expressed from
the software user's perspective. The purpose of a user story is to articulate how a piece of work will deliver a
particular value back to the customer
Story Points: A metric used in agile project management and development to estimate the difficulty of
implementing a given user story,

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Product Lifecycle framework
Projects don’t always become sustainable products
Ensure long-term support
Sustain, Support, Sunset
(Maturity)
Sustainability plan (community,
funding/revenue)
Manage expectations and
transition existing customers
Scale to users and need
Growth
(Scaling)
Deliver to a broader market or
new markets
Scale support, operations
It is important to continue to
measure, evaluate, and learn at
this stage
Hypothesis evaluation
Delivery and Evaluation
(Validation)
Evaluate ideas and identify risks
to success
Deliver product (customer
collaboration), work closely with
cross-functional teams to launch
Deliver whole product solution
Find problems and opportunities
Concept Discovery
(Exploration, Incubation)
Initial build/buy/partner
assessment
Identify and evaluate prototypes
early and often
Project
Built without value understood
“Whole Product”
Funding has an end date and funders are not the customer

30. Discussion
February 2020

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Budgets and Budgeting
Considerations
Who’s important
Business Cases
Trade offs

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Budgets and Budgeting
A budget is the estimation and itemization
of the the resources needed over a
specified period of time for a team to
deliver goals for an organization.

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poll
Budgets and Budgeting
At your org...
Do you manage a budget?
Do you manage resource allocation?

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● Understand the fiscal cycle at your
organization
● Determine who is accountable and spend time
with your finance partners
● Learn the financial metrics and learn where
your project or product fits within the financial
picture
● Be clear about what you control and what you
influence
Budgets and Budgeting: Considerations

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Budgets and Budgeting: Business Cases
Element Includes Who / Contributes
Executive Summary Key points across all dimension Product, Tech, Finance,
Sales
Vision, Scope, Opportunity What is the opportunity, is this a new venture, an enhancement.
What is the scope of the work
Product & Strategy
Who Benefits / Market New customers, new markets, existing, upsell Product, Sales, Finance
Product Strategy How will the vision be realized. What will be built. Metrics and
OKRs? Roadmap and timeline
Product, Finance,
Technology
Technology Development Plan What are the deliverables, milestones, architecture. Are there
licenses needed, Content acquisition plans
Technology
Resource Allocation Who will do this work and are the FTE, contract, new hires Product, Technology
Financial Metrics: Costs,
Monetization, Sales
Costs: tech Capex/Opex, licenses, consultants, sales, markt’n
Revenue:
Finance, Product,
Technology

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Scope
Budgets and Budgeting: Trade offs
Ethics
Quality

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Budgets and Budgeting: Resource Allocation

38. Discussion
February 2020

39. SciTechAll Hands July 2018 (UX Research)
Desirability
Do customers
value and want
the solution?
Is it creating
value for the
organization?
Feasibility
Is the
experience
technologically
feasible?
Is it usable?
Viability
Does it scale and
is it sustainable?
Does it meet
ethical, privacy,
and security
considerations?

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1. Who are your stakeholders?
2. What do they care most about
3. What are their concerns
4. Empathize with them in the same way you do a
potential user of your product
5. Check in frequently, solicit feedback and input
Planning: Stakeholders

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Role
Scope
Product Management
What We Do Collaborate and Serve
Our Tools Narratives & Data
Our Role Clarity
What we Deliver Value

42. Thank You
February 2020