This deck describes the journey from project to prodict

1. Philosophy of
Product

2. Traditional projects
“deliver features”
Delivery of features
Success measurement
on time and budget
Bounded context teams
Compartmentalized skills

3. Product thinking
“deliver for future”
Delivery of outcomes
Success measurement
on business impact, NPS
etc.
Self empowered teams
T-Skill across areas

4. Change needed in 360 dimension
Need to re-write the rules of the role
Role definition
Enterprise common taxonomy must
be established
Taxonomy
Expand the sphere of influence
Sphere of influence
Cultural shift
(north-South/East-West)
Culture
One object with two dimension
Business/technology
unification
Talent transformation is inevitable
Talent
Leadership buy in, sponsorship
Leadership

5. Team aligned to north star goal
BA
Developers
Testers
BA
Developers
Testers
• Every member works for single NorthStar goal
• No squad or scrum level goals
Single NorthStar goal

6. Role definition
Break the wall
Analyst Project manager
Thinks Project managers:
• Only cares about time & budget
• Manages customer relationship
• Keeps team morale of first line
reportee
Thinks Business analyst:
• Converts requirements to
consumable documents
• Not required to know the
technical aspects of solution

7. Taxonomy
W h a t i s a n a c c o u n t
o p e n i n g s c r e e n
Business analyst
• Must happen in three minutes
Architect
• Must handle 300 concurrent
users
UX designer
• Must happen with 7 clicks
Developer
• 2 angular screen and 40 Spring
boot classes
Project manager
• 1 man month effort with 200K
budget
E n t i re t e a m m u s t u s e s t a n d a r i z e d t o p o l o g y w i t h c o m m o n o b j e c t i v e s

8. Sphere of influence
Analyst Project manager
• Aligned on Customer side
• Translation of
requirements
• Measured on containing
scope creep
• Aligned both customer
and organization side
• Managing delivery,
morale, customer
• Measured on cust. Sat.,
time, budget
In product world there is no fixed sphere of
influence, entire team is responsible for full life
cycle and work towards common NorthStar

9. Culture
Agile
Open
Empowered
Informed
Flat hierarchy
Stake in the game

10. Business / technology unification
Create self- organizing
“product networks.”
Network hierarchy
Drive a data-driving
organization.
Data driven
Expanded focus on
product-based
outcomes.
Outcome based
LEAN prioritization
process.
LEAN
Technology and busi-
ness operate as one
team.
One team model
Introduce the concept
of Lean Value Streams.
Value stream
Product owners are
authoritative source
for priorities.
Ownership
Align to overall business
strategy.
Strategy driven
Establish routines around discovery

11. Talent
Do not treat technology
organization as cost
centers
Cost centres
Technology based and
not project based
Investment
Breakdown PMO
organization
PMO
Elevate scrum master
to coaching roles
Scrum master
Start with agile, tech
and domain bootcamps
Enablement
All trainings tailored for
product management
focus
Product focus
Less management
layer and optimized
team sizes
Organization
Reduce non-technical
roles to extent possible
Non-technical roles

12. Leadership
Ensure resistance
dealt effectively
Manage resistance
Augment teams with
transformative
leaders
Transformation leaders
Become influencers
of the community
Influencers
Focus on establishing a
community
Community
Implement bottom-up
cultural change
Cultural
Establish incentive
model, empowerment
and cohesion
Incentive
Learning is a continuous
cycle for whole team
Learning