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Product Managers, Product Owners,
Scalable Agile Product Models
Rich	Mironov
April	5,	2017
Product	Tank	Dublin
1w w w . M i r o n o v . c o m
• Veteran	product	manager/exec/strategist
• Organizing	agile	product	organizations
• Smokejumper VP Products
• HP,	Tandem,	Sybase,	6	B2B	startups	
as	“product	guy”	or	CEO
• The	Art	of	Product	Management
• Founded	Product	Camp,	blog	since	2002
About Rich Mironov
2w w w . M i r o n o v . c o m
• Unhelpful: “We’ve created product owners based on
scrum definitions. How does our business fit in?
• Backward: “We hired both product managers and
product owners. How do we divide responsibilities and
ship successful products?”
• Better: “What are the essential Jobs To Be Done for
product folks, and how can we help them succeed?”
Framing the Right Question
3w w w . M i r o n o v . c o m
• Customers/user understand their problems
• Customers (usually) mis-design solutions to their problems
• Customers and sales channels generalize every
complaint into universal market requirement
• Development will build what we
tell them to build
• …If we don’t include them in
problem/solution framing
Important Constraints
(How Real World Works)
4w w w . M i r o n o v . c o m
1. Understand opportunities to deliver customer value
• Problems before solutions across many customers/users
2. Validate; estimate value and solution cost; iterate
• Collaboratively with development, UX and customers
3. Prioritize too many opportunities
4. Make time/feature/quality trade-offs
Product Management
Jobs To Be Done
5w w w . M i r o n o v . c o m
Different organizations measure success differently
• Product companies: total revenue or profitability
• Enlightened Internal IT: actual cost savings or
increased revenue
• Benighted Internal IT: on time, on budget, on spec
• Assumes we asked for right things, in
right order, which had forecasted impact
Scorekeeping Matters
6w w w . M i r o n o v . c o m
There’s nothing more wasteful
than brilliantly engineering a
product (project) that
doesn’t matter.
w w w . M i r o n o v . c o m 7
Slicing the Problem: Small
Product at Product Company (1)
8w w w . M i r o n o v . c o m
One	development	
team:	transactions,
reporting,	infra…
Development
(massively	simplified)
JTBD/segments
(massively	simplified)
End-to-end	product	manager
• Does	own discovery/interviews
• Opportunities,	priorities,	trade-offs
• Market	outcomes	($, €,	£,	¥)
Slicing the Problem: Mid-Sized
Product at Product Company (2)
9w w w . M i r o n o v . c o m
Development
(massively	simplified)
JTBD/segments
(massively	simplified)
Several	end-to-end	product	managers
Tech	value	stream:	
DB,	security,	infra
Tech	value	stream:	
core	transactions
Tech	value	stream:
Reporting,	archiving
Slicing the Problem: Very Large
Product at Product Company (3)
10w w w . M i r o n o v . c o m
…
JTBD/segments
(massively	simplified)
“technical”
product	managers
DB,	security
Reporting
partner	APIs
Admin/LDAP
Development
(massively	simplified)
market/segment
managers
Core	transactions
• No single (technical) product manager delivers value
• But still need to manage single backlog/priority per team
• Market/segment managers have conflicting priorities:
influencers/lobbyists, not deciders
• Segments have different “mix” of needs
• Technical product managers lose touch with real users
• Requires portfolio-level priorities, solution scope,
architecture, UX, pricing (value)
• Tendency to allocate teams entirely to market initiatives
• “Postpone” quality, tech debt, research à threadbare feature factory
• Stop investing in core capabilities, and usability
• Little decision scope of product managers
Scale-Up Challenges for Large Products
11w w w . M i r o n o v . c o m
One Option: Team-Level Budgeting
12w w w . M i r o n o v . c o m
Averaged across a quarter… for example...
• 50-60% of team points against global initiatives
• 20% against local capabilities & features
• Requires that product managers stay in close touch with users
• 20% against quality, automation, DevOps
• May delegate decisions on this to team
Very similar challenges:
• Budget approvals rarely align with actual value
• Demands arrive as solutions (not problems), as defined
by less-technical Business Unit owner or lead user
• Lead user often not representative of user base
Does product owner have right/power to
• Confirm/validate problem, then solution?
• Reassess internal savings, adoption, rollout, impact?
• Set/change team priorities?
What About Product Owners in
IT Organizations?
13w w w . M i r o n o v . c o m
1. Understand user base, opportunities for value
• Problems, then solutions
2. Validate, estimate value and solution cost, iterate
• Collaborate with development, design and multiple
3. Prioritize (push) for what matters most
4. Ask (push) for outcome metrics, measurement
5. Celebrate ship dates and user/customer wins
Best (Empowered) IT Product Owners
Look Like Product Managers
14w w w . M i r o n o v . c o m
CONTACT
Rich	Mironov,	CEO
Mironov	Consulting
233	Franklin	St,	Suite	#308
San	Francisco,		CA	94102
RichMironov
@RichMironov
Rich@Mironov.com
+1-650-315-7394
15

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Product Tank Dublin: Scaling Agile Product Models

  • 1. Product Managers, Product Owners, Scalable Agile Product Models Rich Mironov April 5, 2017 Product Tank Dublin 1w w w . M i r o n o v . c o m
  • 2. • Veteran product manager/exec/strategist • Organizing agile product organizations • Smokejumper VP Products • HP, Tandem, Sybase, 6 B2B startups as “product guy” or CEO • The Art of Product Management • Founded Product Camp, blog since 2002 About Rich Mironov 2w w w . M i r o n o v . c o m
  • 3. • Unhelpful: “We’ve created product owners based on scrum definitions. How does our business fit in? • Backward: “We hired both product managers and product owners. How do we divide responsibilities and ship successful products?” • Better: “What are the essential Jobs To Be Done for product folks, and how can we help them succeed?” Framing the Right Question 3w w w . M i r o n o v . c o m
  • 4. • Customers/user understand their problems • Customers (usually) mis-design solutions to their problems • Customers and sales channels generalize every complaint into universal market requirement • Development will build what we tell them to build • …If we don’t include them in problem/solution framing Important Constraints (How Real World Works) 4w w w . M i r o n o v . c o m
  • 5. 1. Understand opportunities to deliver customer value • Problems before solutions across many customers/users 2. Validate; estimate value and solution cost; iterate • Collaboratively with development, UX and customers 3. Prioritize too many opportunities 4. Make time/feature/quality trade-offs Product Management Jobs To Be Done 5w w w . M i r o n o v . c o m
  • 6. Different organizations measure success differently • Product companies: total revenue or profitability • Enlightened Internal IT: actual cost savings or increased revenue • Benighted Internal IT: on time, on budget, on spec • Assumes we asked for right things, in right order, which had forecasted impact Scorekeeping Matters 6w w w . M i r o n o v . c o m
  • 7. There’s nothing more wasteful than brilliantly engineering a product (project) that doesn’t matter. w w w . M i r o n o v . c o m 7
  • 8. Slicing the Problem: Small Product at Product Company (1) 8w w w . M i r o n o v . c o m One development team: transactions, reporting, infra… Development (massively simplified) JTBD/segments (massively simplified) End-to-end product manager • Does own discovery/interviews • Opportunities, priorities, trade-offs • Market outcomes ($, €, £, ¥)
  • 9. Slicing the Problem: Mid-Sized Product at Product Company (2) 9w w w . M i r o n o v . c o m Development (massively simplified) JTBD/segments (massively simplified) Several end-to-end product managers Tech value stream: DB, security, infra Tech value stream: core transactions Tech value stream: Reporting, archiving
  • 10. Slicing the Problem: Very Large Product at Product Company (3) 10w w w . M i r o n o v . c o m … JTBD/segments (massively simplified) “technical” product managers DB, security Reporting partner APIs Admin/LDAP Development (massively simplified) market/segment managers Core transactions
  • 11. • No single (technical) product manager delivers value • But still need to manage single backlog/priority per team • Market/segment managers have conflicting priorities: influencers/lobbyists, not deciders • Segments have different “mix” of needs • Technical product managers lose touch with real users • Requires portfolio-level priorities, solution scope, architecture, UX, pricing (value) • Tendency to allocate teams entirely to market initiatives • “Postpone” quality, tech debt, research à threadbare feature factory • Stop investing in core capabilities, and usability • Little decision scope of product managers Scale-Up Challenges for Large Products 11w w w . M i r o n o v . c o m
  • 12. One Option: Team-Level Budgeting 12w w w . M i r o n o v . c o m Averaged across a quarter… for example... • 50-60% of team points against global initiatives • 20% against local capabilities & features • Requires that product managers stay in close touch with users • 20% against quality, automation, DevOps • May delegate decisions on this to team
  • 13. Very similar challenges: • Budget approvals rarely align with actual value • Demands arrive as solutions (not problems), as defined by less-technical Business Unit owner or lead user • Lead user often not representative of user base Does product owner have right/power to • Confirm/validate problem, then solution? • Reassess internal savings, adoption, rollout, impact? • Set/change team priorities? What About Product Owners in IT Organizations? 13w w w . M i r o n o v . c o m
  • 14. 1. Understand user base, opportunities for value • Problems, then solutions 2. Validate, estimate value and solution cost, iterate • Collaborate with development, design and multiple 3. Prioritize (push) for what matters most 4. Ask (push) for outcome metrics, measurement 5. Celebrate ship dates and user/customer wins Best (Empowered) IT Product Owners Look Like Product Managers 14w w w . M i r o n o v . c o m