This document contains an agenda for a product management workshop for the bellabox beauty discovery service. It outlines the process that was used over 15 days and 2 countries to redesign bellabox's business processes and architecture as the company grew from 8k to 45k customers. The process involved design strategy, product requirements analysis, setting a product roadmap, information architecture, prototyping, and development. It provides details on the activities planned for each sprint and who was involved from the product, design, development, and operations teams. The goal was to support more customers while keeping the company lean.

1. Agile
Product Management
Geekcamp Indonesia 2017
Michael Ong
Product Team Coach @ The Collab Folks

3. MICHAEL ONG | @michaelon9 | michael@thecollabfolks.com
tech ~ agile ~ ux ~ product ~ team coach ~ cyclist
‣ started logo programming at 7
‣ started hacking dev kits at 11
‣ local spaceships (Wing Commander)
‣ micromouse at 17
‣ 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 (EVE Online)
‣ portal development
‣ community builder :
product, ux & agile in SG
‣ scrum master
‣ mobile & ux lead
‣ senior product manager
‣ coo a.k.a even more work including customer success,
operations, logistics & finance
‣ more internet spaceships (Star Citizen)
‣ cycling + startup
‣ coach for agile, ux & product teams
‣ community builder :
product, ux & agile in SG, MY, ID, PH
‣ Goal : TransAmerica Cycling 6000km+ in 2018

4. ‣ 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 / Jenius
‣ Mapletree
‣ VISA
‣ Robert BOSCH
‣ SPH, ST701
‣ iProperty Group
‣ bellabox Australia &
Singapore
‣ Bicycl.asia
… and at The Collab Folks …
‣ Lippo Group
‣ EMC
‣ DBS
‣ AXA
‣ GroupM
‣ ASM
‣ Australia
Department of
Human Services
‣ Eastspring
MICHAEL ONG | @michaelon9 | michael@thecollabfolks.com
i’ve worked with companies like …

5. Learning Organisations
The Fifth Discipline : The Art and Practice of the learning Organisation
‣ Systems Thinking
‣ Personal Mastery
‣ Mental Models
‣ Building Shared Vision
‣ Team Learning
Supported by
‣ Open Space Technology
5 component technologies

7. ZA
NOTABLE COLLABORATIONS
Partners

8. The Agile Product
Development Process
Product
Leader, Manager, Owner ???

9. 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/

10. Strategic Role of
Product
Management
The four roles of
a Product
Manager
http://pragmaticmarketing.com/resources/the-strategic-role-of-product-management-when-development-goes-agile?p=0

11. 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/

12. The Role of the Product Owner is challenging
Credit : https://medium.com/@tyahma/how-to-hire-product-people-aab926e077c8

13. https://s-media-cache-ak0.pinimg.com/originals/a0/e7/fb/a0e7fb7761822c7aad70a0239a0cc979.png

14. Product Ownership
== Value Management

15. Value management is a team sport
• Delivery team and value
team
• Generalising specialists
• All the skill and
knowledge needed to
identify and deliver
business value

16. Product ownership encompasses
• Business Advocacy
• Customer Advocacy
• End User Advocacy
• Subject Matter Expertise
• Analysis
• Design
• Visionary
• Communicator
• Decision Maker

17. One Delivery
Team
Affected Stakeholders IT
Development Analysis TestingDomain Experts GovernanceUsers /
Customers
Value
Focused
Delivery
Focused
Value Team Facilitator
[Product Owner / Value Manager]
Delivery Team Facilitator
[ScrumMaster / Iteration Manager]
Key:

18. Key aspects of product
ownership
• Bridge—not ferry
• Facilitator of conversations
• Keeper of responsible decisions
• Keeper of the value context
• Being the value conscience for the
team
• Hold the “big view” and the “now view”

19. What does product ownership mean?
• Critical Thinking
• Systems Thinking
• Be Comfortable with Ambiguity
• Flexibility of Thinking
• Ask the Tough Questions
• Show, Don’t Tell
• Collaboration & Cooperation
• Flexibility in Communication
• Influence, not Power
• Give the Bad News Early and
Often
• Standing up for the Value
Thinking Skills Behaviours

20. The Agile Product
Development Process
Product Vision to Roadmap

21. How are you delivering products?

22. Product Vision

23. 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

24. 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

25. https://blog.versionone.com/failing-to-plan-is-planning-to-fail-succeed-with-agile-planning-framework-and-its-four-planning-levels/
Product Manager and
Organisation Strategy
Product Owner
Product Owner
and Team
Team
Product Owner
and Team

27. Product Roadmap

28. 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

29. 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

30. 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

31. A sample roadmap
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age

32. https://blog.versionone.com/failing-to-plan-is-planning-to-fail-succeed-with-agile-planning-framework-and-its-four-planning-levels/

33. think about
Direction = Vision + Strategy
Direction = Vision + Strategy
And for the company to be
successful it needs to be capable
to pursue that direction.
Success = Direction x
Capability
Capability has two main drivers...
Capability = Competence x
Capacity
Competence is how good we are at
doing something and it's driven by 4
main factors;
Competence = Communication x
Skills x Experience x Information
Capacity however is how fast we are
at doing it and it's driven by how
many resources we have (money,
people, assets) and how productive
or efficient we are with those
resources.
Capacity = Resources x Efficiency
credit : http://dcnorris.blogspot.co.uk/2013/02/algebra-what-is-role-af-coo.html

34. • Organisational health
• Talent
• Inventory
• Feedback Loops
• Processes
• Procedures
• Controls
• Systems
• Planning
• Reporting
• and Troubleshooting
think about
Direction = Vision + Strategy

35. CASE STUDY - bellabox
‣ bellabox (Beauty Discovery Service)
‣ >3 years old (there for 2)
‣ 20 to 40 staff (i was guy #2 hired)
‣ 2 countries
‣ connects 700+ brands
‣ to a 100k+ audience
‣ 45k paying customers
‣ 2014: Bellabox sold to Fairfax (Allure Media) for $6 million

36. 2 workshops
15 days
2 countries
20+ team members
focused on “user experience” as a
topic
to identify where,how and who we
would start with
hybrid approach with design,
development
PO co-located at their office
80-90% of time

37. Case Study
Re-design of 2 year old business processes and
architecture as we grew from 8k+ to 45k customers
our question :
how do we support even more customers
and be lean?

38. the process
• design strategy
• product requirements and
analysis
• product roadmap
• information architecture
• task flows
• prototyping & testing
• development
• marketing launch & measuring

39. design strategy

40. product requirements & analysis
• Product Design
• Epic Planning and Prioritisation
• Understanding user research done by
bellabox team
• Competitor Analysis (Functional and Visual)
• Discuss Brand Strategy
• Technical
• Initial System Analysis on v1
• Migration Planning (Data and Settings)
• Setup Test Environments for Drupal
• Operations
• Prototype new box allocation and payment
check flow for AU Women

41. setting up the roadmap
& focus on delivery
S P R I N T
( 2 W E E K S ) 1
1 1 T H N O V
2 0 1 3
2
2 5 T H N O V
2 0 1 3
3
9 T H D E C 2 0 1 3
4
2 3 R D D E C
2 0 1 3
X M A S /
N E W Y E A R
5
6 T H J A N 2 0 1 4
6
2 0 T H J A N 2 0 1 4
D R A F T
7
3 R D F E B 2 0 1 4
D R A F T
8
1 7 T H F E B 2 0 1 4
D R A F T
9
3 R D M A R 2 0 1 4
B E TA O P T I N
D R A F T
1 0
1 7 T H M A R
2 0 1 4
D R A F T
1 1
3 1 S T M A R
2 0 1 4
D R A F T
P R O D U C T
D E S I G N
M I K E , C H A R M A I N E ,
S H E L D O N
Z AV I E R
M I C H A E L
R E S E A R C H
A N A LY S I S
E P I C P L A N N I N G
R E S E A R C H
A N A LY S I S
S T O RY
P R I O R I T I S AT I O N
I N F O R M AT I O N
A R C H I T E C T U R E
TA S K F L O W S
TA S K F L O W S
P R O T O T Y P E S
TA S K F L O W S
W I R E F R A M E S
V I S U A L D E S I G N
W I R E F R A M E S
V I S U A L D E S I G N
W I R E F R A M E S
V I S U A L D E S I G N
F R O N T- E N D
W I R E F R A M E S
V I S U A L D E S I G N
F R O N T- E N D
T E S T I N G
F R O N T- E N D Q A
V 2 . 1 D E S I G N V 2 . 1 D E S I G N
T E C H
A LV I N , A L E X
RYA N , A L I F
M I C H A E L
I N I T I A L S Y S T E M
A N A LY S I S
A R C H I T E C T U R E
M I G R AT I O N
PAY M E N T 1 . 5
O R D E R 1 . 5
M I G R AT I O N
PAY M E N T 1 . 5
O R D E R 1 . 5
M I G R AT I O N
PAY M E N T 1 . 5
O R D E R 1 . 5
F E E D B A C K 1 . 5
M O B I L E M A I L S 1 . 5
M I G R AT I O N
P L A N N I N G
I N V E N T O RY
S U B S C R I P T I O N
S T O R E
B R A N D
M A N A G E M E N T
O R D E R S
A L L O C AT I O N
M U LT I - C O U N T RY
PAY M E N T 2 . 0
M I G R AT I O N
S H I P P I N G
P R O F I L E S
P R O M O T I O N S
F E E D B A C K 2 . 0
C S 2 . 0
A R T I C L E S
R E WA R D S
N O T I F I C AT I O N S
A N A LY S I S
R E P O R T I N G
T E S T I N G ,
I T E R AT I N G
T E S T I N G ,
I T E R AT I N G
PA R C E L T R A C K I N G
D A S H B O A R D S
T E S T I N G ,
I T E R AT I N G
O P E R AT I O N S
E M I LY, S A R A H ,
J A S M I N E , AT I Q A H ,
K AY L A
A L E X A N D R E ,
M A R I O N ,
E M I LY V.
A L E X , M I C H A E L
A L L O C AT I O N 1 . 5
A U S T R A L I A W O M E N
PAY M E N T 1 . 5
A U S T R A L I A
W O M E N
A L L O C AT I O N 1 . 5
A U S T R A L I A W O M E N
PAY M E N T 1 . 5
A U S T R A L I A
W O M E N
A L L O C AT I O N 1 . 5
A U S T R A L I A W O M E N
PAY M E N T 1 . 5
A U S T R A L I A
W O M E N
PAY M E N T 1 . 5
A U S T R A L I A
W O M E N
F E E D B A C K 1 . 5
D E C B O X
S I N G A P O R E
A L L O C AT I O N 1 . 5
A U S T R A L I A W O M E N
PAY M E N T 1 . 5
A U S T R A L I A
W O M E N
C U S T O M E R
S E R V I C E 1 . 5 -
I N T E R C O M . I O
S I N G A P O R E
A L L O C AT I O N 1 . 5
A U S T R A L I A W O M E N
PAY M E N T 1 . 5
A U S T R A L I A
W O M E N
F E E D B A C K 1 . 5
J A N B O X
S I N G A P O R E
A U S T R A L I A
A N A LY T I C S 1 . 5
A L L O C AT I O N 1 . 5
A U S T R A L I A W O M E N
PAY M E N T 1 . 5
A U S T R A L I A
W O M E N
A N A LY T I C S 1 . 5
A L L O C AT I O N 1 . 5
A U S T R A L I A W O M E N
PAY M E N T 1 . 5
A U S T R A L I A
W O M E N
F E E D B A C K 1 . 5
F E B B O X
S I N G A P O R E
A U S T R A L I A
C U S T O M E R
S E R V I C E 2 . 0
I N T E R C O M . I O
A U S T R A L I A
A N A LY T I C S 1 . 5
A L L O C AT I O N 2 . 0
A U S T R A L I A
W O M E N
PAY M E N T 2 . 0
A U S T R A L I A
S I N G A P O R E
A L L
A N A LY T I C S 2 . 0
A L L O C AT I O N 2 . 0
A U S T R A L I A
W O M E N
PAY M E N T 2 . 0
A U S T R A L I A
S I N G A P O R E
A L L
F E E D B A C K 2 . 0
M A R B O X
S I N G A P O R E
A U S T R A L I A
A N A LY T I C S 2 . 0
A L L O C AT I O N 2 . 0
A U S T R A L I A
W O M E N
PAY M E N T 2 . 0
A U S T R A L I A
S I N G A P O R E
A L L
A N A LY T I C S 2 . 0
M A R K E T I N G
E M I LY, S A R A H ,
S T E P H A N I E ,
B I Y I N G , L A U R E N ,
B E C K S
A L B E R T
G O T O M A R K E T
P L A N N I N G
M I G R AT E
A C Q U I S I T I O N
T R A C K I N G -
G O O G L E TA G
M A N A G E R
M I G R AT E
A C Q U I S I T I O N
T R A C K I N G -
G O O G L E TA G
M A N A G E R
A L P H A S I T E S N E A K
P E A K
B E TA O P T I N
- V O L U N T E E R
- I N V I T E S
L I V E I N V I T E S

42. user scenarios
Scenario 1 (Example)
Description in the form of a job story from
the perspective of the user: When you ___,
you want to ___, so you can ___.
When you have a Bellabox subscription, you
want to check your dashboard, so you can
keep up with the status of your boxes, pending
orders, and anything that needs my attention.
User Tasks
These are the tasks you want the user to be
able to complete.
• Check the status of your next box
• Check the status of your pending orders

43. information architecture

44. task flow analysis

45. user interface flow

46. test early & often

47. prototyping
for Mobile

49. beta launch -> Live

50. key learnings
• Business as usual while over-hauling a business is
incredibly tough work
• We have had key project team members leave due to
the hectic nature of running a business and creating a
new platform
• Maintain focus on customer needs
• Don’t be distracted by growth. You are at critical
juncture where lack of focus can delay project plans
significantly

51. key learnings
• Hybrid model kinda works
• Lean In-house dev team
• Combined with Heavy out-sourced Design & Dev team
• Looking back, we would move towards in-house sooner rather than
later after majority of work is completed BUT hiring is tough (for
everyone)
• Learn from Enterprise
• Be great at documentation, process design
• Identify bottlenecks early and work on removing obstacles

52. measuring velocity

53. measuring performance

54. outcome : agility across teams
Engineer
CEO
Finance
Product
Marketing
Editorial
Operations
Customer
Success

55. Good Books to Read
• Essential Reading for Clever Product People
• https://www.goodreads.com/list/show/25052.Essential_Reading_for_Clever_Product_People

56. Thank you
MICHAEL ONG | @michaelon9 | hello@thecollabfolks.com
More questions? contact us via e-mail or setup a time to chat.
Geekcamp Indonesia 2017

57. JOIN THE CONVERSATION
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SG/MY/ID/HK/PH
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58. Scrum User Group - Jakarta - 31st March 2017 @ Jenius, Menara BTPN

59. 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

60. 1. Product Owner Skills & Tools

61. 2. Effective ways to get customer feedback

62. 3. Agile Contracts

63. 4. How to implement Agile in Enterprise

64. 5. Switching roles from Developer to Product Owner

65. 6. Product Ownership from Scrum Perspective

66. 7. The Importance of Agile Testing

67. Scrum User Group - Bandung - 13th April 2017 @ Makers Institute

68. 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
•Design sprints
3.How to have a good retrospective (Thofhar)

69. 1.What is Agile ? (Isaac)
•How to do Agile Contracts
Work? (for service delivery
companies) (Aulia)

70. 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)

72. 3.How to have a good retrospective (Thofhar)
https://trello.com/b/40BwQg57/retrospective-
techniques-for-coaches-scrum-masters-and-
other-facilitators