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2017-04-13 Agile Product Management - Bandung

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Presented at Scrum User Group Bandung on 13th April 2017
https://www.meetup.com/Ekipa-Scrum-User-Group-Bandung/events/238693423/
http://agileindonesia.org/april-meetup-report-bandung-agile-product-management-open-space/

How to Set Product Priorities Presented by Michael Ong
Great products rarely happen by luck — they involve careful planning, consideration, and management. In this talk, you'll learn how to put together a product or project roadmap that inspires by studying and applying an objective and collaborative prioritization method that balances both value and effort, helping stakeholders focus on what's important and come to consensus.

Takeaways
Set product or project goals based on company strategic goals
Learn the art of shuttle diplomacy as a way to get buy-in on your priorities

Open Space Topics
- What is Agile ? (Isaac)
- How to do Agile Contracts Work? (for service delivery companies) (Aulia)
- Best practices to calculate business value of Products (Mulky)
- How to create a good roadmap
- Design sprints
- How to have a good retrospective (Thofhan)

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2017-04-13 Agile Product Management - Bandung

  1. 1. Agile Product Management Scrum User Group - Bandung - 13th April 2017 @ Makers Institute Michael Ong
 Product Team Coach @ The Collab Folks
  2. 2. ABOUT THIS TALK Agile Product Management ‣ Great products rarely happen by luck — they involve careful planning, consideration, and management. In this talk, you'll learn how to put together a product or project roadmap that inspires by studying and applying an objective and collaborative prioritization method that balances both value and effort, helping stakeholders focus on what's important and come to consensus. ‣ Takeaways ‣ Set product or project goals based on company strategic goals ‣ Learn the art of shuttle diplomacy as a way to get buy-in on your priorities
  3. 3. Ruth Ho Michael Ong Focused on digital strategy, marketing, product development, and user experience. Previous projects include Luxury E-Commerce, Global Payments Tech, Telco, and B2B Mobile Applications. Passionate about customer-centric design/product development, marketing analytics, stakeholder management, and bridging the gap between business and IT. Focused on product strategy and development, agile practices, and user experience. Previous projects include Mobile Payments, Logistics Tracking & Surveying, Cleaning Inspection, Merchant Monitoring, E-Commerce, and Real Estate Portals. Passionate about helping founders chart a path towards growth through startup mentoring and coaching. Focused on user experience, field and user research, digital strategy and marketing. Previous projects include Online Publishing, E-Commerce, Customer Loyalty, Online Bookings, and Human Capital Management Software. Passionate about customer discovery, aligning business goals with user goals, and problem-solving via user-centric solutions. Lena Quek
  4. 4. MICHAEL ONG | @michaelon9 | michael@thecollabfolks.com tech ~ agile ~ ux ~ product ~ team coach ‣ before 1999 : programming in 6 languages ‣ web design / development ‣ research & development ‣ network engineer ‣ full-stack development + sales ‣ programming in +15 languages ‣ business process consulting ‣ internet spaceships ‣ portal development ‣ UXSG.org , Agile Singapore, Product Groups ‣ scrum master ‣ mobile & ux lead ‣ product manager ‣ coo a.k.a even more work including customer success, operations, logistics & finance ‣ more internet spaceships ‣ cycling + startup ‣ coach for agile, ux & product teams
  5. 5. MICHAEL ONG | @michaelon9 | michael@thecollabfolks.com i’ve worked with … ‣ Société Générale ‣ NEC Solutions ‣ K.C. Dat ‣ Nippon Express ‣ Air Asia ‣ Singapore Zoo ‣ Jurong Birdpark ‣ Changi Airport Group ‣ M1 ‣ Referral Candy ‣ That Green Space ‣ Arcstone ‣ KMK Online ‣ Bukalapak ‣ Foolproof ‣ SPH ‣ Jurnal ‣ BTPN / Genius ‣ Mapletree ‣ VISA ‣ Robert BOSCH ‣ SPH, ST701 ‣ iProperty Group ‣ bellabox Australia & Singapore ‣ Bicycl.asia at The Collab Folks … ‣ Lippo Group ‣ EMC ‣ DBS ‣ AXA ‣ GroupM
  6. 6. The Collab Folks Approach Product Management Agile Practices User Experience Design Marketing Leadership Coaching Product Team Coaching Talent / Skills Identification Connect external Talent / Skills EXPLORE COLLAB EVALUATE the learning organisation
  7. 7. Scrum User Group - Jakarta - 31st March 2017 @ BTPN / Jenius
  8. 8. Topics 1.Product Owner Skills & Tools 2.Effective ways to get customer feedback 3.Agile Contracts 4.How to implement Agile in Enterprise 5.Switching roles from Developer to Product Owner 6.Product Ownership from Scrum Perspective 7.The Importance of Agile Testing
  9. 9. 1. Product Owner Skills & Tools
  10. 10. 2. Effective ways to get customer feedback
  11. 11. 3. Agile Contracts
  12. 12. 4. How to implement Agile in Enterprise
  13. 13. 5. Switching roles from Developer to Product Owner
  14. 14. 6. Product Ownership from Scrum Perspective
  15. 15. 7. The Importance of Agile Testing
  16. 16. Who’s here today? Let’s Warm Up ‣ Are you a ‣ Product Manager (3-5) ‣ Designer (1) ‣ User Researcher ? ‣ Developer / Engineer (10+) ‣ QA ? (4-5) ‣ Business Development ? (1) ‣ Marketing ? (1) ‣ Students (3-4) ‣ Others (20+, not sure?!) ‣ Which Industries do you work in ?
  17. 17. What Challenges / Questions are you thinking about ? Let’s Define Today ‣ List down 1 to 3 Learning Goals you Have ‣ What questions do you have? ‣ What challenges do you face ?
  18. 18. The Agile Product Development Process Product Vision to Roadmap
  19. 19. Why Product Ownership ? 1.Help your team 2.(and company) 3.ship 4.the right product 5.for your users Credit : http://www.mindtheproduct.com/2011/10/what-exactly-is-a-product-manager/
  20. 20. The Role of the Product Owner is challenging Credit : https://medium.com/@tyahma/how-to-hire-product-people-aab926e077c8
  21. 21. Product Owner • Define the features of the product • Decide on release date and content • Be responsible for the profitability of the product (ROI) • Prioritise features according to market value • Adjust features and priority every iteration, as needed • Accept or reject work results
  22. 22. Common Product Ownership Anti-patterns • Lack of Empowerment—constantly needing to get permission or direction from someone else • Overworked—unable to provide the level of focus needed • Partial Product Ownership—lack of strategic and tactical direction in the product ownership team • Lack of Colocation—every step in distance results in delays in misunderstandings
  23. 23. What it takes to be a great Product Leader The Four Pillars ‣ Soft Skills ‣ Communication ‣ Relationship Building ‣ Negotiation ‣ People Management ‣ Business Acumen ‣ Domain Knowledge ‣ Technical and UX Skills ‣ Technology ‣ User Experience (UX) ‣ Product Lifecycle (technical) ‣ Processes, Methodologies and Frameworks Source : What it takes to be a great Product Leader http://techproductmanagement.com/what-it-takes-to-be-a-great-product-leader-the-four-pillars/
  24. 24. Product Vision
  25. 25. https://www.scrumalliance.org/community/articles/2015/april/experiments-with-agile-planning-levels Organisation-wide idea generation Do the Right Work Risk and value drive mechanism to select which ideas should be worked on Multiple streams of work to deliver organisation benefits through a set of inter-related projects Clearly stated goals and objectives for a single product that provides a focus for the team’s work Innovations & Problems Portfolio Planning Program Management Product Vision
  26. 26. https://www.scrumalliance.org/community/articles/2015/april/experiments-with Do the Work Right ProductVision Product Roadmap Release Plan Iteration Plan Daily Commitment Long-term guiding vision for the product. Strategy, boundaries and goals Product manager and organisation strategy Rough timeline for high-level features Product manager & product owner Features to be delivered in current release Done criteria for this release Product Owner & team Work plan to deliver the features for this iteration Team Daily work to deliver against the iteration plan Individuals
  27. 27. Value Delivery https://www.scrumalliance.org/community/articles/2016/april/what-is-required-for-business-value-(1)
  28. 28. https://blog.versionone.com/failing-to-plan-is-planning-to-fail-succeed-with-agile-planning-framework Product Manager and Organisation Strategy 
 Product Owner Product Owner and Team Team Product Owner and Team
  29. 29. Concepts to Iterations Great! Now I have Personas sketched but it’s not validated! Great! I now have a Persona Sketch Image Credit : https://www.smashingmagazine.com/2011/03/lean-ux-getting-out-of-the-deliverables-business/
  30. 30. Product Roadmap
  31. 31. What is a Product Roadmap? • A product roadmap is a high-level plan that shows how a product is likely to evolve. • It typically covers several major releases or product versions http://www.slideshare.net/romanpichler/agile-product-roadmap-tutorial
  32. 32. Benefits of a Product Roadmap Continuity of Purpose Helps with portfolio management Umbrella for the product backlog Stakeholder alignment and collaboration Prioritisation Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
  33. 33. Common Roadmap Mistakes • View it as a fixed plan or a commitment • Too much focus on features • Makes it hard to achieve agreement and the roadmap more volatile • List largely unrelated features to please individuals or groups • Create a roadmap when you cannot look beyond the next major release Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
  34. 34. Features vs Goals Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
  35. 35. Product Strategy & Roadmap in Context • The product strategy describes how the long-term goal is attained; it includes the product’s value proposition, market, key features, and business goals. • The product roadmap shows how the product strategy is put into action by stating specific releases with dates, goals, and features. Vision Product Strategy Product Roadmap Product Backlog Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
  36. 36. A sample roadmap Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
  37. 37. Tips for Creating the GO Roadmap • Tell a convincing and realistic story. • Create buy-in by involving key stakeholders. • Prioritise date vs. goal. • Have the courage to say no. • Choose a realistic timeframe. • Derive features from goals. • Keep your roadmap simple and easy to understand. • Determine the right innovation cadence. • Use helpful metrics Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
  38. 38. The Roadmap Creation Workshop Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
  39. 39. The Roadmap and the Backlog Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
  40. 40. Roadmap Review & Update • Your roadmap is not a fixed plan; it will change. • New ideas come up, progress is not as anticipated, the market and competitive landscape change. • The changes may be small or big. • Regularly review and update your roadmap • The more change and uncertainty there is, the more frequently you should check your roadmap. • Tip: Start with monthly reviews and adapt. • Involve development team members and key stakeholders to leverage their knowledge and to create buy-in. Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
  41. 41. Incremental Changes • Incremental changes help you implement your existing product strategy. This assumes your strategy is valid. • Examples are revising a goal, changing a date or a feature, and adjusting the metrics. Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
  42. 42. Big Changes • Big changes are needed when the strategy that was used to create the roadmap is no longer valid • You want to address a new market segment or new needs, for instance, or you experienced a pivot. • Your existing roadmap is no longer valid. Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
  43. 43. Roadmap Ownership Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
  44. 44. How should the Roadmap be Communicated ? • At Start of project • At Release reviews • At Sprint reviews • At End of Project • Make it visible and easy to see by all project team members Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
  45. 45. Understanding Constraints • It’s a good idea to add in Company specific events into the roadmap to have an idea if there will be impacts to the release plan • This can be like Annual budgeting exercises, Resource availability, etc. Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
  46. 46. https://blog.versionone.com/failing-to-plan-is-planning-to-fail-succeed-with-agile-planning-framework-and-its-four-planning-levels/
  47. 47. Q&A MICHAEL ONG | @michaelon9 | hello@thecollabfolks.com More questions? contact us via e-mail or setup a time to chat. Scrum User Group - Bandung - 13th April @ Makers Institute
  48. 48. Get your Early Bird Tickets for Agile Indonesia Conference 2017! http://2017.agileindonesia.org/
  49. 49. https://www.youtube.com/watch?v=M_jhcvCYBbg
  50. 50. What Challenges / Questions are you thinking about ? ‣ List down 1 to 3 Learning Goals for today ‣ What questions do you have? ‣ What challenges do you face ? ‣ What experience can you share ? We’ll group into 4 spaces and discuss topics
  51. 51. Topics 1.What is Agile ? (Isaac) • How to do Agile Contracts Work? (for service delivery companies) (Aulia) 2.Best practices to calculate business value of Products (Mulky) •How to create a good roadmap 3.How to have a good retrospective (Thofhar)
  52. 52. 1.What is Agile ? (Isaac) •How to do Agile Contracts Work? (for service delivery companies) (Aulia)
  53. 53. Agility defined – Agility is the ability to both create and respond to change in order to profit in a turbulent business environment. – Jim Highsmith – Agility is the ability of an organization to react and adapt to changes in its environment faster than the rate of these changes. – Philippe Kruchten
  54. 54. Evolution of Agile XP Scrum Toyota Production System Agile As a way of thinking & working RUP Lean/ Kanban Agile For software RAD Waterfall Six Sigma An evolution in the making over the last 50 years Prince 2 Complexity Theories Radical Management Management 3.0 Learning Organisations Customer Delight Holacracy Business Agility EVO Joyful work DSDM
  55. 55. The Agile Manifesto Manifesto for Agile Software Development
 We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools, Working software over comprehensive documentation, Customer collaboration over contract negotiation, Responding to change over following a plan. That is, while we value the items on the right, we value the items on the left more.
  56. 56. Principles behind the Agile Manifesto (part 1) • We follow the following principles: 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers work together daily throughout the project.
  57. 57. Principles behind the Agile Manifesto (part 2) 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers and users should be able to maintain a constant pace indefinitely.
  58. 58. Principles behind the Agile Manifesto (part 3) 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity—the art of maximizing the amount of work not done—is essential. 11. The best architectures, requirements and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly. • Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas
 • www.agilealliance.org / www.agilemanifesto.org • © 2001, the above authors this declaration may be freely copied in any form, but only in its entirety through this notice.
  59. 59. Methodologies or Tools
  60. 60. Lean • Eliminate waste • Amplify learning • Decide as late as possible • Deliver as fast as possible • Empower the team • Build integrity in • See the whole
  61. 61. https://www.infoq.com/news/2016/03/contracting-agile-behaviour Kearns:The most important difference is that with waterfall projects variance is attempted to be removed in the supported documentation and a lot of expense and focus lies in the subsequent variations (i.e. Scope Creep) which are inevitable no matter how much planning is done up front. This naturally creates an adverse relationship with two parties trying to focus on their own best interests. Agile contracts begin with a construct that allows projects to fail as the contract structure must allow for both parties to leave a contract constructed on a poor business idea for example.Too often projects have continued due to self interests of one party.There is also a need to have continuous exit clauses, as once the value delivered is less that the cost of an iteration there is no reason to continue. On the other side of the fence (the supplier) if the clients behaviour and mindset are not supportive of an agile approach the ability to exit without incurring loss is essential. Collective responsibility to an agile contract is a necessity, and cannot be demeaned to a single transaction. Agile Contracts Also check out http://www.agilecontracts.org/
  62. 62. 2.Best practices to calculate business value of Products (Mulky) 1.Best practices to calculate business value of Products (Mulky) •How to create a good roadmap (skipped) •Design sprints (Bil)
  63. 63. Value Delivery https://www.scrumalliance.org/community/articles/2016/april/what-is-required-for-business-value-(1)
  64. 64. Explaining Value Which has more value ? •in a desert ? •at a campfire ? •in a workshop ?
  65. 65. Remember the cost of value 67 Value as perceived by the customer = Feature Value Experience (i.e. Sales) (or benefit) + & Service Quality Cost to Cost of Deliver Value Doing Business Perceived Value Perceived Cost
  66. 66. 68 Align on an enterprise value model • Strategic Objective • i.e. Profitability • Biz Capability i.e. Growth • Value Component weighting factor 1 • New Markets • Value Component weighting factor 2 • Market Share • Biz Capability i.e. New Product • Value Component weighting factor 6 • Increase Revenue Biz Capability i.e. Talent Development • Value weighting factor 4 Increase Capability & Capacity Value Score, Value Index, Time, Cost, Risk and Value Tests (Benefits Realisation Plan) 1+6+4
  67. 67. 70
  68. 68. Design Sprint https://jthoyer.wordpress.com/2015/09/30/google-io-2014-the-design-sprint-from-google-ventures-to-google/
  69. 69. 3.How to have a good retrospective (Thofhar) https://trello.com/b/40BwQg57/retrospective- techniques-for-coaches-scrum-masters-and- other-facilitators
  70. 70. Thank You Enjoy the weekend! Scrum User Group - Bandung

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