Optimizing product management

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Agile development is often described as the key for product management success, and this presentation will cover the issues and tradeoffs in choosing an agile or a more structured process.

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  • Director of PM will prioritize markets and segments PM – understand customer needs and develop business cases for solving customer problems at the product level PMM – understand features and benefits and how those tie to customer problem "marketing programs" means PR, advertising, direct, website, events, etc. -- the whole marketing mix Whoe Product Definition deals with the actual product, the packaging and out of box experience, and all necessary supporting srervices (such as support, accessories As with anything that tries to assign tasks with roles, this is not set in stone. The goal is to list the most logical owner, but every company needs to determine how to split these tasks based on skill sets of its employees and where in the lifecycle a product is. So I think any framework comes with caveats. As far as the location of “markets” at the top and “customers” at the bottom. The Dir., PM, and PMM must understand both, but I was trying to suggest the Dir. Concerns themselves more with markets. Which markets and market segments to be in, which are growing, which are shrinking, which are changing, do we grow by taking our product to a new market or by creating new products for an existing market? The PM and PMMs are working very closely with customers and finding shared problems that make a market. But they start bottoms up and the dir, starts tops down. Let me know if this is lost or confusing. I think the side bars are clearer, but let me know. But the main internal interface for PM is development and the main internal interface for PMM is basically every other department. I’ve kept “inbound” and “outbound.” I’ve always found this notation helpful. It is not to say the boundaries are firm between all parties, but that primary inbound responsibility is the PM and primary outbound is the PMM. For me, inbound is what I call listening activities. Those things that feed into the product until it is built. Outbound is a broadcasting activity letting the world know about the product and stepping the target market through the awareness, consideration, trial, purchase, and evangelism cycle. However, I’d like to hear more thoughts on this. I think barbara and Jim makes some good points, there are some inconsistencies and is this label actionable? Is there a better label? Should there be no label? Pricing – I kept that with the director. I agree the PM needs to have input into it and target price is a design input. But if someone has to own it, I think it is the director. I have not added the term VOC but have the idea. Let me know you think VOC should be there. I’ve added competitive analysis to all three roles (Dir = company and financial analysis), (PM=product analysis), (PMM = price, promotion, and place analysis). Does this make sense? I was using the term “market requirement” and “PRD” which was inconsistent. I know use “market requirement” and “product requirement”. FYI – aim is introducing “customer requirement” which is the idea that each person has their requirements. When enough share the same thing it is a market requirement. s, warranty, value added services.)
  • Director of PM will prioritize markets and segments PM – understand customer needs and develop business cases for solving customer problems at the product level PMM – understand features and benefits and how those tie to customer problem "marketing programs" means PR, advertising, direct, website, events, etc. -- the whole marketing mix Whoa Product Definition deals with the actual product, the packaging and out of box experience, and all necessary supporting services (such as support, accessories As with anything that tries to assign tasks with roles, this is not set in stone. The goal is to list the most logical owner, but every company needs to determine how to split these tasks based on skill sets of its employees and where in the lifecycle a product is. So I think any framework comes with caveats. As far as the location of “markets” at the top and “customers” at the bottom. The Dir., PM, and PMM must understand both, but I was trying to suggest the Dir. Concerns themselves more with markets. Which markets and market segments to be in, which are growing, which are shrinking, which are changing, do we grow by taking our product to a new market or by creating new products for an existing market? The PM and PMMs are working very closely with customers and finding shared problems that make a market. But they start bottoms up and the dir, starts tops down. Let me know if this is lost or confusing. I think the side bars are clearer, but let me know. But the main internal interface for PM is development and the main internal interface for PMM is basically every other department. I’ve kept “inbound” and “outbound.” I’ve always found this notation helpful. It is not to say the boundaries are firm between all parties, but that primary inbound responsibility is the PM and primary outbound is the PMM. For me, inbound is what I call listening activities. Those things that feed into the product until it is built. Outbound is a broadcasting activity letting the world know about the product and stepping the target market through the awareness, consideration, trial, purchase, and evangelism cycle. However, I’d like to hear more thoughts on this. I think barbara and jim makes some good points, there are some inconsistencies and is this label actionable? Is there a better label? Should there be no label? Pricing – I kept that with the director. I agree the PM needs to have input into it and target price is a design input. But if someone has to own it, I think it is the director. I have not added the term VOC but have the idea. Let me know you think VOC should be there. I’ve added competitive analysis to all three roles (Dir = company and financial analysis), (PM=product analysis), (PMM = price, promotion, and place analysis). Does this make sense? I was using the term “market requirement” and “PRD” which was inconsistent. I know use “market requirement” and “product requirement”. FYI – aipmm is introducing “customer requirement” which is the idea that each person has their requirements. When enough share the same thing it is a market requirement. s, warranty, value added services.)
  • Director of PM will prioritize markets and segments PM – understand customer needs and develop business cases for solving customer problems at the product level PMM – understand features and benefits and how those tie to customer problem "marketing programs" means PR, advertising, direct, website, events, etc. -- the whole marketing mix Whoe Product Definition deals with the actual product, the packaging and out of box experience, and all necessary supporting srervices (such as support, accessorie As with anything that tries to assign tasks with roles, this is not set in stone. The goal is to list the most logical owner, but every company needs to determine how to split these tasks based on skill sets of its employees and where in the lifecycle a product is. So I think any framework comes with caveats. As far as the location of “markets” at the top and “customers” at the bottom. The Dir., PM, and PMM must understand both, but I was trying to suggest the Dir. Concerns themselves more with markets. Which markets and market segments to be in, which are growing, which are shrinking, which are changing, do we grow by taking our product to a new market or by creating new products for an existing market? The PM and PMMs are working very closely with customers and finding shared problems that make a market. But they start bottoms up and the dir, starts tops down. Let me know if this is lost or confusing. I think the side bars are clearer, but let me know. But the main internal interface for PM is development and the main internal interface for PMM is basically every other department. I’ve kept “inbound” and “outbound.” I’ve always found this notation helpful. It is not to say the boundaries are firm between all parties, but that primary inbound responsibility is the PM and primary outbound is the PMM. For me, inbound is what I call listening activities. Those things that feed into the product until it is built. Outbound is a broadcasting activity letting the world know about the product and stepping the target market through the awareness, consideration, trial, purchase, and evangelism cycle. However, I’d like to hear more thoughts on this. I think barbara and jim makes some good points, there are some inconsistencies and is this label actionable? Is there a better label? Should there be no label? Pricing – I kept that with the director. I agree the PM needs to have input into it and target price is a design input. But if someone has to own it, I think it is the director. I have not added the term VOC but have the idea. Let me know you think VOC should be there. I’ve added competitive analysis to all three roles (Dir = company and financial analysis), (PM=product analysis), (PMM = price, promotion, and place analysis). Does this make sense? I was using the term “market requirement” and “PRD” which was inconsistent. I know use “market requirement” and “product requirement”. FYI – aipmm is introducing “customer requirement” which is the idea that each person has their requirements. When enough share the same thing it is a market requirement. s, warranty, value added services.)
  • Director of PM will prioritize markets and segments PM – understand customer needs and develop business cases for solving customer problems at the product level PMM – understand features and benefits and how those tie to customer problem "marketing programs" means PR, advertising, direct, website, events, etc. -- the whole marketing mix Whoe Product Definition deals with the actual product, the packaging and out of box experience, and all necessary supporting srervices (such as support, accessorie As with anything that tries to assign tasks with roles, this is not set in stone. The goal is to list the most logical owner, but every company needs to determine how to split these tasks based on skill sets of its employees and where in the lifecycle a product is. So I think any framework comes with caveats. As far as the location of “markets” at the top and “customers” at the bottom. The Dir., PM, and PMM must understand both, but I was trying to suggest the Dir. Concerns themselves more with markets. Which markets and market segments to be in, which are growing, which are shrinking, which are changing, do we grow by taking our product to a new market or by creating new products for an existing market? The PM and PMMs are working very closely with customers and finding shared problems that make a market. But they start bottoms up and the dir, starts tops down. Let me know if this is lost or confusing. I think the side bars are clearer, but let me know. But the main internal interface for PM is development and the main internal interface for PMM is basically every other department. I’ve kept “inbound” and “outbound.” I’ve always found this notation helpful. It is not to say the boundaries are firm between all parties, but that primary inbound responsibility is the PM and primary outbound is the PMM. For me, inbound is what I call listening activities. Those things that feed into the product until it is built. Outbound is a broadcasting activity letting the world know about the product and stepping the target market through the awareness, consideration, trial, purchase, and evangelism cycle. However, I’d like to hear more thoughts on this. I think barbara and jim makes some good points, there are some inconsistencies and is this label actionable? Is there a better label? Should there be no label? Pricing – I kept that with the director. I agree the PM needs to have input into it and target price is a design input. But if someone has to own it, I think it is the director. I have not added the term VOC but have the idea. Let me know you think VOC should be there. I’ve added competitive analysis to all three roles (Dir = company and financial analysis), (PM=product analysis), (PMM = price, promotion, and place analysis). Does this make sense? I was using the term “market requirement” and “PRD” which was inconsistent. I know use “market requirement” and “product requirement”. FYI – aipmm is introducing “customer requirement” which is the idea that each person has their requirements. When enough share the same thing it is a market requirement. s, warranty, value added services.)
  • Optimizing product management

    1. 1. Optimizing Product Management Brian Lawley Founder & CEO, 280 Group The Product Marketing & Product Management Experts™ Consulting ● Contractors ● Training ● Certification ● Templates ● Books ● Recruiting www.280group.com Slides available at www.280group.com/optimize.pdf
    2. 2. Agenda <ul><li>About </li></ul><ul><li>People </li></ul><ul><li>Process </li></ul><ul><li>Tools </li></ul><ul><li>Making it stick </li></ul><ul><li>Q&A </li></ul><ul><li>Drawing! </li></ul>
    3. 3. Drawing!
    4. 4. The Product Marketing & Product Management Experts Consulting ● Contractors ● Training ● Certification ● Templates ● Books ● Recruiting ™
    5. 5. Optimal Product Management™ <ul><li>Phase I: Assessment </li></ul><ul><li>Phase II: Training & Education </li></ul><ul><li>Phase III: Coaching, Mentoring & Seminars </li></ul><ul><li>Phase IV: Add’l certifications, portal, handbook </li></ul>
    6. 6. Optimal Product Management
    7. 7. People <ul><li>Clarify roles </li></ul><ul><li>Right people </li></ul><ul><li>Baseline skill set </li></ul>
    8. 8. Roles and responsibilities
    9. 9. Roles and responsibilities Product Management vs. Product Marketing White Paper: www.280group.com resources section <ul><li>Product Management </li></ul><ul><li>Inbound </li></ul><ul><li>Customer research and insights </li></ul><ul><li>Business case analysis </li></ul><ul><li>Positioning </li></ul><ul><li>Product Road mapping </li></ul><ul><li>Market req. & prioritization </li></ul><ul><li>Whole product definition </li></ul><ul><li>Differentiation and desirability </li></ul><ul><li>Feature/cost/schedule tradeoffs </li></ul><ul><li>Develop product req. w/ eng. & UX </li></ul><ul><li>Competitive analysis (product and market position) </li></ul><ul><li>Beta programs </li></ul><ul><li>Product Marketing </li></ul><ul><li>Outbound </li></ul><ul><li>Launch and marketing plans </li></ul><ul><li>Features and benefits </li></ul><ul><li>Messaging by market and role </li></ul><ul><li>Training </li></ul><ul><li>Sales tools </li></ul><ul><li>Product Launch </li></ul><ul><li>Marketing program </li></ul><ul><li>Success stories </li></ul><ul><li>Market analysis </li></ul><ul><li>Competitive analysis (price, promotion, and place) </li></ul>Director of Product Management Portfolio Planning Strategic planning ● resource allocation ● PLC strategy ● pricing strategy ● competitive analysis (company & financial level)
    10. 10. Right Person for the Job <ul><li>Skills </li></ul><ul><li>Interest </li></ul><ul><li>Team fit </li></ul><ul><li>Needs </li></ul>
    11. 11. Baseline Skill Set <ul><li>Match responsibilities </li></ul><ul><li>Communicate expectations </li></ul><ul><li>Training </li></ul><ul><li>Coach/Mentor </li></ul><ul><li>Reading </li></ul><ul><li>Quarterly review </li></ul>
    12. 12. Process <ul><li>Can be a dirty word </li></ul><ul><li>Benefits </li></ul><ul><li>Not the end goal </li></ul><ul><li>“ Lightweight” as possible </li></ul><ul><li>“ Context” dependent </li></ul><ul><li>Buy-In </li></ul>Lightweight Product Process White Paper: www.280group.com resources section
    13. 13. Process: Context <ul><li>Team </li></ul><ul><li>Size and maturity </li></ul><ul><li>Commitment </li></ul><ul><li>Dependencies </li></ul><ul><li>Development method </li></ul>No process (chaos) All process (no work done) Startups Founder-driven Sales/Eng-driven “ Lucky” Large companies Dependencies Bureaucratic Lightweight More formal
    14. 14. Lightweight
    15. 15. More Formal © 2005-2011, Blackblot
    16. 16. What About Agile? <ul><li>Still need other phases </li></ul><ul><li>Development phase changes </li></ul><ul><li>Even more critical </li></ul><ul><li>Get CLEAR on rules </li></ul>
    17. 17. Assessing Process <ul><li>Identify the process(es) being used </li></ul><ul><li>Get clear on context </li></ul><ul><li>Compare against best practices </li></ul><ul><li>Identify strengths/weaknesses </li></ul><ul><li>Eliminate inefficiencies </li></ul><ul><li>Bolster weak areas </li></ul>
    18. 18. Tools <ul><li>Map to the process </li></ul><ul><li>Productivity </li></ul><ul><li>Leverage </li></ul><ul><li>Consistency </li></ul><ul><li>Appropriate for “Context” </li></ul><ul><ul><li>Templates </li></ul></ul><ul><ul><li>Software </li></ul></ul><ul><ul><li>“ Just enough” </li></ul></ul>
    19. 19. Product Manager’s Manual
    20. 20. Product Management Portal
    21. 21. Making it stick <ul><li>Develop plan </li></ul><ul><ul><li>Charter </li></ul></ul><ul><ul><li>Roles </li></ul></ul><ul><ul><li>Process </li></ul></ul><ul><ul><li>Tools </li></ul></ul><ul><li>Management support </li></ul><ul><li>Communicate to peers </li></ul><ul><li>Be a broken record </li></ul><ul><li>Tie into reviews </li></ul><ul><li>Carrots & sticks </li></ul><ul><li>Quarterly PM summit </li></ul><ul><li>Sharpen the saw </li></ul>Product Management Manifesto: www.280group.com resources section
    22. 22. 280 Group Resources <ul><li>Free templates </li></ul><ul><li>White papers </li></ul><ul><li>Product Management Manifesto </li></ul><ul><li>280 Group Product Management 2.0 Newsletter </li></ul><ul><li>280 LinkedIn Group  </li></ul><ul><li>PM job hunting/listings </li></ul><ul><li>Product Management 2.0 Blog </li></ul><ul><li>280 Group Press books </li></ul>Go to www.280group.com in the “Resources” section.
    23. 23. Q&A [email_address] (408) 834-7518 Slides available at www.280group.com/optimize.pdf
    24. 24. Drawing!

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