How I see the role of Product Management

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The role of product management in a company using agile / scrum company.

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  • Been using agile for about 3 years and waterfall for about 1.5 yearsImplemented Scrum in a company that was opposed to change and technology
  • Product Manager is the mini CEO for the productOversees all of the activities that go to make the product a successEnsures that everything is joined up.
  • HBR – product managers are so focussed on scrum and having direct hands on involvement in daily delivery that thinking about the future of the product becomes a challenge.
  • Pm consultant in Silicon Valley : Moving from an IT to a Product Organization
  • Hiring Product Managers who are more mature on their careers such as:Aziz and Iain Lennon who.Cultivating and training current PMs in our PM forum meetings.
  • The promise of making such Product Management reforms is the production of products that are more competitive.
  • How I see the role of Product Management

    1. 1. How I see the role of Product Management working in a Scrum product development environmentBy Derek Morrison<br />
    2. 2. Agenda<br />Scope & responsibility of the Product Manager’s role in Scrum<br />Typical Product Management activities in Scrum<br />A typical day in the life of a Scrum Product Manager<br />Agile Product Management Framework<br />The benefits (A case study)<br />
    3. 3. Agenda<br />Scope & responsibility of the Product Manager’s role in Scrum<br />Typical Product Management activities in Scrum<br />A typical day in the life of a Scrum Product Manager<br />Agile Product Management Framework<br />The benefits (A case study)<br />
    4. 4. The Scrum Product Manager <br />In Scrum terms the Product Manager is the Product Owner or part of a team of Product Owners.<br />Responsible for shaping/or taking the product vision and turning it into a winning product.<br />The Product Manager owns the product from idea through to launch and retirement or replacement. <br />Articulate the vision across the company.<br />Relentlessly drives the vision through all stages to successful completion.<br />
    5. 5. Agenda<br />Scope & responsibility of the Product Manager’s role in Scrum<br />Typical Product Management activities in Scrum<br />A typical day in the life of a Scrum Product Manager<br />Agile Product Management Framework<br />The benefits (A case study)<br />
    6. 6. Typical Product Management activities in Scrum<br />Creating & maintaining product roadmap<br />Documenting product requirements<br />Creating & maintaining release plan <br />Stocking & grooming the product backlog<br />Describing and prioritizing requirements<br />Tracking & reporting on project progress<br />Managing the sprint budget & stakeholders<br />
    7. 7. The Product Manager is involved in each aspect of the scrum cycle<br />Collaborates with development teams:<br /><ul><li>Run project estimation work shops
    8. 8. Sprint planning meetings
    9. 9. Explaining sprint goals & backlog items
    10. 10. Sprint review meeting
    11. 11. Sprint retrospective meetings
    12. 12. Track team velocity
    13. 13. Keep the team updated on commercial activities</li></li></ul><li>The Product Manager Bridges & Aligns<br />Bridges the gap between the customer needs and the product development process.<br />Alignment of all functions around the product vision.<br />Bridges the gap between business and technical teams. <br />
    14. 14. Product Manager needs to collaborate across the company<br /><ul><li>The product manager collaborates with various stakeholders across the company & the customer in order to ensure the development of a successful product.
    15. 15. The product manager introduces stakeholders to various aspects of the scrum cycle as and when required.</li></li></ul><li>Agenda<br />Scope & responsibility of the Product Manager’s role in Scrum<br />Typical Product Management activities in Scrum<br />A typical day in the life of a Scrum Product Manager<br />Agile Product Management Framework<br />The benefits (A case study)<br />
    16. 16. Aim to balance the day with strategic and tactical activities<br />Note: the above is a typical day and does not include all Product Management activities e.g. customer visits.<br />
    17. 17. Agenda<br />Scope & responsibility of the Product Manager’s role in Scrum<br />Typical Product Management activities in Scrum<br />A typical day in the life of a Scrum Product Manager<br />Agile Product Management Framework<br />The benefits (A case study)<br />
    18. 18. Agile Product Management Framework <br />Vision<br />Communication<br />Sprint<br />X + 15<br />Market research<br />Idea Generation<br />Vision doc & Innovation Backlog<br />Product Road-mapping<br />Sprint<br />X + 10<br />Roadmap & MRD<br />Theme Identification <br />Brain storming<br />Translating strategy/vision<br />Requirements Management<br />Sprint<br />X + 8<br />Backlog & PRD<br />Requirements gathering<br />Shaping-up backlog items<br />Release Planning<br />Sprint<br />X + 5<br />Release Plan<br />Sizing backlog<br />Defining Sprint Goals<br />Scrum<br />Sprint<br />X<br />Release notes<br />Pre- Planning<br />Planning<br />Daily Stand-ups<br />
    19. 19. Agenda<br />Scope & responsibility of the Product Manager’s role in Scrum<br />Typical Product Management activities in Scrum<br />A typical day in the life of a Scrum Product Manager<br />Agile Product Management Framework<br />The benefits (A case study)<br />
    20. 20. Benefits of Scrum & Scrum Product Management working in an agile orientated company <br />
    21. 21. Benefits of Scrum & Scrum Product Management working in an agile orientated company <br />
    22. 22. Benefits of Scrum & Scrum Product Management working in an agile orientated company <br />Improvement in product quality<br />Improved speed to market<br />Ability to adapt to changing conditions<br />Greater customer satisfaction <br />Better ROI<br />
    23. 23. The End<br />
    24. 24. Efficient execution OR Innovation<br />Execution is difficult to sustain – not because people get tired of working hard, but because the managerial mindset-set that enables efficient execution inhibits employees’ ability to learn and innovate. A focus on getting things done, and done right, crowds out the experimentation and reflection vital to sustainable success. Harvard Business Review July – Aug 08 <br />
    25. 25. Project Management (scrum master) or Product Management <br />You will need product managers to represent the needs of your target users and lead the product discovery effort. You probably already have project managers (aka Scrum masters) , but if not, you’ll need product managers too, just don’t make the mistake of trying to hire one person to cover project management and product management. <br />Silicon Valley Product Group - article entitled “Moving from an IT to a Product Organization”<br />
    26. 26. Balancing tactical distractions & strategic activities<br />Product Managers need to focus on the strategic inbound tasks instead of being distracted by too many tactical demands… companies need to hire or cultivate product managers who have theskills and experiences necessary to produce high-quality product management deliverables – not something that anyone can do with out training . Companies that make these product management reforms will be more competitive and better able to use product management deliverables to make better strategic decisions. <br />Tom Grant <br />
    27. 27. Balancing tactical distractions & strategic activities<br />Product Managers need to focus on the strategic inbound tasks instead of being distracted by too many tactical demands… companies need to hire or cultivate product managers who have the skills and experiences necessary to produce high-quality product management deliverables – not something that anyone can do with out training. Companies that make these product management reforms will be more competitive and better able to use product management deliverables to make better strategic decisions. <br />Tom Grant <br />

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