1.
How Engineering Can Work Better with Product Management<br />Rich MironovApril 21, 2011<br />

2.
About Rich Mironov<br />CEO of a stealth startup<br />Veteran product manager/strategist/exec<br />Business models, pricing, agile<br />Organizing product organizations<br />“What do customers want?”<br />Author of “The Art of Product Management” and Product Bytes blog<br />Founded Product Camp, chaired product stage at annual Agile conferences<br />

3.
Agenda<br />3<br />Sharing: your good and bad product management experiences<br />What does a product manager do, anyway?<br />Agile product managers, agile product owners<br />7 ways to help your product manager<br />

4.
Sharing Your Good And Bad Product Management Experiences<br />

5.
Agenda<br />5<br />Sharing: your good and bad product management experiences<br />What does a product manager do, anyway?<br />Agile product managers, agile product owners<br />7 ways to help your product manager<br />

6.
What Does a Product Manager Do?<br />For commercial / revenue software…<br />PM drives delivery and market acceptance of whole products<br />PM targets market segments, not individual customers<br />For strategic internal development…<br />PM resolves competing priorities<br />PM drives acceptance and adoption<br />

7.
Product<br />Management<br />Executives<br />Development<br />What Does a Product Manager Do?<br />strategy, forecasts, commitments, roadmaps,competitive intelligence<br />budgets, staff,<br />targets<br />market information, priorities,<br />requirements, roadmaps, MRDs,<br />personas, user stories…<br />Field input,<br />Market feedback<br />Mktg & Sales<br />Markets & Customers<br />software<br />Segmentation, messages, benefits/features, pricing, qualification, demos…<br />

8.
Product Mgmt Planning Horizons<br />many years<br />Exec<br />Strategy<br />years<br />Portfolio<br />many mons<br />PM<br />Product<br />2-9 mon<br />Release<br />Dev<br />Team<br />Sprint<br />2 wk<br />Daily<br />

9.
Pragmatic Marketing® Framework<br />Dir, Prod Strategy<br />Prod Mktg Mgr<br />Tech Prod Mgr<br />BusinessPlan<br />MarketingPlan<br />Positioning<br />Pricing<br />Market Problems<br />Customer Acquisition<br />BuyingProcess<br />Market Definition<br />Buy, Build or Partner<br />Win/Loss Analysis<br />Customer Retention<br />Buyer Personas<br />Distribution Strategy<br />Product Profitability<br />Distinctive Competence<br />Program Effectiveness<br />UserPersonas<br />Product Portfolio<br />Business<br />Market<br />Programs<br />Planning<br />Strategy<br />Support<br />Readiness<br />Business<br />Market<br />Programs<br />Planning<br />Strategy<br />Support<br />Readiness<br />Innovation<br />Competitive Landscape<br />LaunchPlan<br />Require- ments<br />Product Roadmap<br />Presentations & Demos<br />SalesProcess<br />Technology Assessment<br />Thought Leadership<br />UseScenarios<br />“Special”Calls<br />Collateral<br />Lead Generation<br />Status Dashboard<br />EventSupport<br />SalesTools<br />Referrals & References<br />ChannelSupport<br />Channel Training<br />© 1993-2009 Pragmatic Marketing, Inc. All rights reserved<br />

10.
Nature of PM Role<br />No natural sequence for PM<br />Must work all aspects in parallel<br />Entire planning onion<br />Intensely interrupt-driven<br />Bottoms-up shapes top-down, top-down shapes bottoms-up<br />Product Management must provide strategy, judgment and integration as well as execution<br />

11.
Good product managers drive decisions despite uncertainty and contradictory goals<br />

12.
“How Hard Could It Be?”<br />Imagine that I create a two-day seminar for “Senior Enterprise Software Architects”<br />Anyone can enroll<br />We talk about enterprise architecture<br />All attendees get a “Senior Enterprise Software Architect” certificate<br />Are they senior architects?<br />

13.
Agenda<br />13<br />Participants: good and bad product management experiences<br />What does a product manager do, anyway?<br />Agile product managers, product owners<br />7 ways to help your product manager<br />

14.
Disjoint Communities<br />Product Managers<br />Agile Community<br />Nearly empty, very lonely<br />

15.
Discussions about Agile…<br />Part philosophy and religion<br />Part process, tools, techniques, methods<br />Part organizational design<br />

16.
Why Not Waterfall?<br />Requirements and estimates<br />Design<br />Coding and <br />unit test<br />System integration & QA<br />Operation and maintenance<br />Waterfall projects rarely deliver according to plan<br />

17.
Agile’s Inner Loop (Development)<br />After: Mike Cohn<br />

18.
Agile’s Strategic Outer Loop (PM)<br /><ul><li>Markets

19.
Customers

20.
Biz Models

21.
Strategy

22.
Portfolios

23.
Funding

24.
Customers

25.
Sales

26.
Marketing

27.
Support

28.
Upgrades

29.
EOL/EOS</li></li></ul><li>Product Owner’s Calendar<br />Borrowed from Catherine Connor, Rally<br />

30.
product<br />owner<br />Executives<br />Marketing/Sales<br />Customers<br />Development<br />“small p” product owner<br />priorities, requirements,<br />personas, user stories…<br />software<br />

31.
Product Manager Failure Modes<br />Solo Product Manager fails the agile team if…<br />Part-timer, not fully engaged in team<br />Lack of detail on stories, acceptance tests<br />Stale items in backlog<br />Handwaving and bluster<br />Best of intentions, but pulled in too many directions<br />“Build what I meant”<br />

32.
Product Owner Failure Modes<br />Solo Product Owner fails the market if…<br />Weak onreal-world value: pricing, packaging, upgrades, servicemodels,discounting, competitive dynamics<br />Disconnected from cross-functional teams(Marketing, Sales, Support…)<br />Belief in rational users and accurate ROI<br />Trading off company-wide product strategy for product-level features<br />Assuming that a few customers at showcase (demo) represent the market<br />

33.
Agenda<br />23<br />Participants: good and bad product management experiences<br />What does a product manager do, anyway?<br />Agile product managers, product owners<br />7 ways to help your product manager<br />

34.
7 Good Ways to Help Your PM<br />Ask about use cases and customer problems<br />Don’t demand PMs as technical as you are<br />Not every user story gets its own ROI <br />Expect PMs to translate features into customer-relevant benefits<br />Ask about forecasts, shipments and revenue<br />QUIETLY sit in on some customer meetings<br />Channel your inner Product Manager<br />

35.
Contact Information<br />+1-650-315-7394<br />rich@mironov.com<br />www.mironov.com/articles/<br />@RichMironov<br />www.linkedin.com/in/richmironov<br />

36.
How Engineering Can Work Better with Product Management<br />Rich MironovApril 21, 2011<br />