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I CAN KEEP MY PROMISES
PRODUCT MANAGEMENT WITH KANBAN
Miro link: tiny.cc/mirotac20
WORK ON BOTH ENDS OF THE PROBLEM
20th Century's playbook! About servicing the imbalance, not addressing it.
Unsustainable!
PRODUCT MANAGEMENT NEEDS A MECHANISM TO REPLENISH
ITS DELIVERY SYSTEM WITH CUSTOMER DEMAND.
Source of demand
Capacity-Limited Services
(Vague) Ideas
Delivery. WIP Limited.
SELECTION: IF ONLY THIS WORKED!
Let's Decide on Risks to Manage
Market Role 
[Table Stakes -> 
Differentiator]
Tech Risk
[Unknown Soln. -> 
Commodity]
Urgency 
[Opportunity about to 
expire -> Long Shelf 
Life]
Strategic Horizon 
[H1 Develop Core -> H3 
Develop New]
Market Lifecycle
[Laggard -> Enthusiast]
Which ones should we use to decide on an option? Place 3 dots!
Acceptable 
Risk 
Threshold
OPTION 1
OPTION 2
Let's Visualize the Risk!
KIVIAT CHART
FOUR COMMON PRODUCT MANAGER QUESTIONS
Do we have the capability and 
capacity to deliver on our 
promises?
What should we work on now, 
later, never?
Is this roadmap realistic?
How do we make high quality 
decisions in a fast-paced 
environment?
WHICH TWO ARE DO YOU ENCOUNTER 
THE MOST? 
VOTE FOR YOUR TWO USING A DOT.
MORE RESOURCES AT
squirrelnorth.com
Miro link: tiny.cc/mirotac20
Options Next
Options Good
Options
Market Risk: 
Is this the 
right thing for 
our market?
Technical Risk? 
What are the 
implications of 
attempting to 
deliver this?
FOUR COMMON PRODUCT MANAGER QUESTIONS
Do we have the capability and 
capacity to deliver on our 
promises?
What should we work on now, 
later, never?
Is this roadmap realistic?
How do we make high quality 
decisions in a fast-paced 
environment?
WHICH TWO ARE DO YOU ENCOUNTER 
THE MOST? 
VOTE FOR YOUR TWO USING A DOT.
Miro link: tiny.cc/mirotac20
Miro link: tiny.cc/mirotac20
FOUR COMMON PRODUCT MANAGER QUESTIONS
Do we have the capability and 
capacity to deliver on our 
promises?
What should we work on now, 
later, never?
Is this roadmap realistic?
How do we make high quality 
decisions in a fast-paced 
environment?
WHICH TWO ARE DO YOU ENCOUNTER 
THE MOST? 
VOTE FOR YOUR TWO USING A DOT.
WORK ON BOTH ENDS OF THE PROBLEM
20th Century's playbook! About servicing the imbalance, not addressing it.
Unsustainable!
WORK ON BOTH ENDS OF THE PROBLEM
20th Century's playbook! About servicing the imbalance, not addressing it.
Unsustainable!
PRODUCT MANAGEMENT NEEDS A MECHANISM TO REPLENISH
ITS DELIVERY SYSTEM WITH CUSTOMER DEMAND.
Source of demand
Capacity-Limited Services
PRODUCT MANAGEMENT NEEDS A MECHANISM TO REPLENISH
ITS DELIVERY SYSTEM WITH CUSTOMER DEMAND.
Source of demand
Capacity-Limited Services
(Vague) Ideas
Delivery. WIP Limited.
Options Next
Options Good
Options
Market Risk: 
Is this the 
right thing for 
our market?
Technical Risk? 
What are the 
implications of 
attempting to 
deliver this?
(Vague) Ideas
Delivery. WIP Limited.
Options Next
Options Good
Options
Market Risk: 
Is this the 
right thing for 
our market?
Technical Risk? 
What are the 
implications of 
attempting to 
deliver this?
SELECTION: IF ONLY THIS WORKED!
Let's Decide on Risks to Manage
Market Role 
[Table Stakes -> 
Differentiator]
Tech Risk
[Unknown Soln. -> 
Commodity]
Urgency 
[Opportunity about to 
expire -> Long Shelf 
Life]
Strategic Horizon 
[H1 Develop Core -> H3 
Develop New]
Market Lifecycle
[Laggard -> Enthusiast]
Which ones should we use to decide on an option? Place 3 dots!
Acceptable 
Risk 
Threshold
OPTION 1
OPTION 2
Let's Visualize the Risk!
KIVIAT CHART
SELECTION: IF ONLY THIS WORKED!
Let's Decide on Risks to Manage
Market Role 
[Table Stakes -> 
Differentiator]
Tech Risk
[Unknown Soln. -> 
Commodity]
Urgency 
[Opportunity about to 
expire -> Long Shelf 
Life]
Strategic Horizon 
[H1 Develop Core -> H3 
Develop New]
Market Lifecycle
[Laggard -> Enthusiast]
Which ones should we use to decide on an option? Place 3 dots!
Acceptable 
Risk 
Threshold
OPTION 1
OPTION 2
Let's Visualize the Risk!
KIVIAT CHART
MORE RESOURCES AT
squirrelnorth.com
MORE RESOURCES AT
squirrelnorth.com

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Product Management with Kanban

  • 1. I CAN KEEP MY PROMISES PRODUCT MANAGEMENT WITH KANBAN Miro link: tiny.cc/mirotac20 WORK ON BOTH ENDS OF THE PROBLEM 20th Century's playbook! About servicing the imbalance, not addressing it. Unsustainable! PRODUCT MANAGEMENT NEEDS A MECHANISM TO REPLENISH ITS DELIVERY SYSTEM WITH CUSTOMER DEMAND. Source of demand Capacity-Limited Services (Vague) Ideas Delivery. WIP Limited. SELECTION: IF ONLY THIS WORKED! Let's Decide on Risks to Manage Market Role  [Table Stakes ->  Differentiator] Tech Risk [Unknown Soln. ->  Commodity] Urgency  [Opportunity about to  expire -> Long Shelf  Life] Strategic Horizon  [H1 Develop Core -> H3  Develop New] Market Lifecycle [Laggard -> Enthusiast] Which ones should we use to decide on an option? Place 3 dots! Acceptable  Risk  Threshold OPTION 1 OPTION 2 Let's Visualize the Risk! KIVIAT CHART FOUR COMMON PRODUCT MANAGER QUESTIONS Do we have the capability and  capacity to deliver on our  promises? What should we work on now,  later, never? Is this roadmap realistic? How do we make high quality  decisions in a fast-paced  environment? WHICH TWO ARE DO YOU ENCOUNTER  THE MOST?  VOTE FOR YOUR TWO USING A DOT. MORE RESOURCES AT squirrelnorth.com Miro link: tiny.cc/mirotac20 Options Next Options Good Options Market Risk:  Is this the  right thing for  our market? Technical Risk?  What are the  implications of  attempting to  deliver this?
  • 2. FOUR COMMON PRODUCT MANAGER QUESTIONS Do we have the capability and  capacity to deliver on our  promises? What should we work on now,  later, never? Is this roadmap realistic? How do we make high quality  decisions in a fast-paced  environment? WHICH TWO ARE DO YOU ENCOUNTER  THE MOST?  VOTE FOR YOUR TWO USING A DOT. Miro link: tiny.cc/mirotac20
  • 4.
  • 5. FOUR COMMON PRODUCT MANAGER QUESTIONS Do we have the capability and  capacity to deliver on our  promises? What should we work on now,  later, never? Is this roadmap realistic? How do we make high quality  decisions in a fast-paced  environment? WHICH TWO ARE DO YOU ENCOUNTER  THE MOST?  VOTE FOR YOUR TWO USING A DOT.
  • 6. WORK ON BOTH ENDS OF THE PROBLEM 20th Century's playbook! About servicing the imbalance, not addressing it. Unsustainable!
  • 7.
  • 8.
  • 9.
  • 10.
  • 11. WORK ON BOTH ENDS OF THE PROBLEM 20th Century's playbook! About servicing the imbalance, not addressing it. Unsustainable!
  • 12.
  • 13.
  • 14.
  • 15. PRODUCT MANAGEMENT NEEDS A MECHANISM TO REPLENISH ITS DELIVERY SYSTEM WITH CUSTOMER DEMAND. Source of demand Capacity-Limited Services
  • 16.
  • 17. PRODUCT MANAGEMENT NEEDS A MECHANISM TO REPLENISH ITS DELIVERY SYSTEM WITH CUSTOMER DEMAND. Source of demand Capacity-Limited Services
  • 18.
  • 19.
  • 20.
  • 21. (Vague) Ideas Delivery. WIP Limited. Options Next Options Good Options Market Risk:  Is this the  right thing for  our market? Technical Risk?  What are the  implications of  attempting to  deliver this?
  • 22.
  • 23.
  • 24.
  • 25. (Vague) Ideas Delivery. WIP Limited. Options Next Options Good Options Market Risk:  Is this the  right thing for  our market? Technical Risk?  What are the  implications of  attempting to  deliver this?
  • 26.
  • 27.
  • 28.
  • 29. SELECTION: IF ONLY THIS WORKED! Let's Decide on Risks to Manage Market Role  [Table Stakes ->  Differentiator] Tech Risk [Unknown Soln. ->  Commodity] Urgency  [Opportunity about to  expire -> Long Shelf  Life] Strategic Horizon  [H1 Develop Core -> H3  Develop New] Market Lifecycle [Laggard -> Enthusiast] Which ones should we use to decide on an option? Place 3 dots! Acceptable  Risk  Threshold OPTION 1 OPTION 2 Let's Visualize the Risk! KIVIAT CHART
  • 30.
  • 31.
  • 32.
  • 33. SELECTION: IF ONLY THIS WORKED!
  • 34.
  • 35. Let's Decide on Risks to Manage Market Role  [Table Stakes ->  Differentiator] Tech Risk [Unknown Soln. ->  Commodity] Urgency  [Opportunity about to  expire -> Long Shelf  Life] Strategic Horizon  [H1 Develop Core -> H3  Develop New] Market Lifecycle [Laggard -> Enthusiast] Which ones should we use to decide on an option? Place 3 dots!
  • 36. Acceptable  Risk  Threshold OPTION 1 OPTION 2 Let's Visualize the Risk! KIVIAT CHART
  • 37.
  • 38.
  • 39.
  • 41.
  • 42.