How Agile Changes (and Doesn't) Product Management


Published on

Many software development organizations are moving to agile methodologies, but product managers are late to understand how this changes their role within the engineering organization. At the same time, “by the book” agilists tend to misunderstand (or forget about) product management with disastrous results.
This session will recap the essentials of tech product management, loosely define agile, and identify the primary failure modes of companies lacking agile PMs. How should we organize, train and collaborate for success?

Published in: Business
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • No natural sequence for PMMust work all aspects in parallelPlanning onion as simultaneous equationBottoms-Up Shapes Top-DownCustomer visits inform market viewCompetitive price points drive business modelFeature complexity shapes release planTop-Down Shapes Bottoms-UpMarket segmentation determines customer selection and benefitsProduct strategy drives backlogProduct Management provides strategy, judgment and integration as well as executionOwning market success is an unbounded problem
  • Include “continuous integration” and transparency and surfacing deadwood.
  • How Agile Changes (and Doesn't) Product Management

    1. 1. How Agile Changes (and Doesn’t Change) What Product Managers Do<br />Rich MironovNov 18, 2010<br />
    2. 2. About Rich Mironov<br />Veteran product strategist/PM consultant<br />Interim executive<br />Business models, pricing,Agile meets business<br />Currently CEO of stealth start-up<br />Repeat offender at product mgmt/marketing<br />Tandem, Sybase, five B2B start-ups<br />“The Art of Product Management”<br />Chaired Agile ‘09/’10 PM/PO tracks<br />Founded ProductCamp<br />
    3. 3. Agenda<br />3<br />What does a product manager do?<br />Agile overview<br />Agile and product managers/owners<br />Conclusions<br />
    4. 4. Disjoint Communities<br />Product Managers<br />Agile Community<br />Nearly empty, very lonely<br />
    5. 5. 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 />
    6. 6. 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 />
    7. 7. 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 />
    8. 8. 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 />
    9. 9. 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 />
    10. 10. Agenda<br />10<br />What does a product manager do?<br />Agile overview<br />Agile and product managers/owners<br />Conclusions<br />
    11. 11. What is Agile?<br />Umbrella term for various software project management and engineering practices<br />Incremental, iterative and collaborative<br />More frequent delivery of smaller increments<br />Building quality in, not adding it at the end<br />Goal of potentially shippable at every iteration<br />Active user involvement (or customer proxy)<br />Self-managing teams<br />Incremental process improvements<br />
    12. 12. Discussions about Agile…<br />Part philosophy and religion<br />Part process, tools, techniques, methods<br />Part organizational design<br />
    13. 13. 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 />
    14. 14. Agile (Scrum) Model<br />Plan out 1-4 weeks work<br />Meet daily<br />Create product needs <br />Review product<br />Strategic planning<br />Improve process<br />After: Gabrielle Benefield<br />
    15. 15. Fixed Vs. Variable<br />Waterfall<br />Agile<br />Fixed<br />Requirements<br />Time<br />Resources<br />Value<br />Driven<br />Plan <br />Driven<br />Estimated<br />Time<br />Resources<br />Features<br />The Plan creates cost/schedule estimates<br />Release themes and feature intent drive estimates<br />
    16. 16. Agile’s Inner Loop (Development)<br />After: Mike Cohn<br />
    17. 17. Agile’s Strategic Outer Loop (PM)<br /><ul><li>Markets
    18. 18. Customers
    19. 19. Biz Models
    20. 20. Strategy
    21. 21. Portfolios
    22. 22. Funding
    23. 23. Customers
    24. 24. Sales
    25. 25. Marketing
    26. 26. Support
    27. 27. Upgrades
    28. 28. EOL/EOS</li></li></ul><li>Agenda<br />18<br />What does a product manager do?<br />Agile overview<br />Agile and product managers/owners<br />Conclusions<br />
    29. 29. Product Owner, Product Manager<br />Most agilists think about “product owners”<br />Formal part of agile team<br />Needs to be physically present<br />Driving user stories and sub-iteration decisions<br />Showcases are primary method of customer input<br />Most product managers are not agilists<br />Majority of work to deliver products (revenue) happens outside Engineering<br />Interacts with markets directly, not filtered through Sales or Marketing<br />Servicing multiple inbound and outbound queues<br />
    30. 30. Product Owner’s Calendar<br />Borrowed from Catherine Connor, Rally<br />
    31. 31. 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 />
    32. 32. 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 />
    33. 33. Product Owner Failure Modes<br />Solo Product Owner fails the market if…<br />Weak on actualeconomic value: pricing, packaging, upgrades, servicemodels,discounting, competitive dynamics<br />Disconnected from cross-functional teams that turn software into products (Marketing, Sales, Support…)<br />Trading off company-wide product strategy in favor of product-level features<br />Assuming a few customers at showcase / demo represent the market<br />
    34. 34. PO/PM Organizational Map<br />GM - VP PM - VP Eng/CTO<br />Product Management Organization<br />product owners<br />more technical<br />more market-focused<br />
    35. 35. Agenda<br />25<br />What does a product manager do?<br />Agile overview<br />Agile and product managers/owners<br />Conclusions<br />
    36. 36. Conclusions<br />Product management bridgesengineering, markets and strategic planning<br />Agile’sfocus is on improving developmentprocesses<br />Inherent agile bias toward known customers<br />Agile success requires strongly technical but market-oriented product managers<br />Agile PM<br />
    37. 37. Contact Information<br />+1-650-315-7394<br /><br /><br /><br />@RichMironov<br /><br />