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PRODUCT OWNERS ROLE &
COMPETENCIES
AGILE COACHING CIRCLE HAMBURG
“as a company I want to…”
September, 2016 Petra Wille, @l...
2|
Agenda
18:30
Agile Coaching Circle, Oktober 2016
18:45 19:15
Networking Talk Breakout Sessions
20:30
Networking
19:45
D...
Why do we talk about this?
Product Manager is not a new role or job description. It´s really
common in the consumer goods ...
Why do I talk about this?
Many companies, many product managers, many role descriptions...
My goal tonight
• Giving you an idea in how many ways the Product
Management role can be defined.
• Presenting two ways fo...
What role name is your
answer?
Who decides to tackle
a new type of
customer?
Who decides if a
feature will be built?
Who decides if a
feature gets shipped?
Who decided to stop
investing in further
development of a product?
There is no “one size
fits all” solution
You need to find a
good solution for
your company or
team
4 Steps
will get you there
Read and
understand how
others do it.
Source: https://www.intercom.io/
This is what most
people refer to.
But this is not a
detailed description!
It´s not actionable!
Scrum PO vs. „be the CEO of your product“
Many role models, different “schools”
Source:ProductManagementJournalVolume6
Create a flexible model
But not alone!
Create. Then inspect & adapt
• get the mgmt on board
• foster discussions
• hold workshops
• define something
• try it
• r...
Competencies &
responsibilities
A - Select necessary competencies
• Competencies are role independant!
• FYI is a great guide for coaching and
development...
Action Oriented
Peer Relationships
Drive for Results
Integrity and Trust
A – FYI Examples
Assessment:
• Unskilled
• Skille...
A - Individuum, Team, Company
• How are your PMs?
• How should new ones be?
Are you aiming for a more
divers or more heter...
B - Define the main activities
Source: Product Management Journal Volume 6
• I‘ve used a model
by the Product
Management
J...
B - Define responsibility
R Who is Responsible the person assigned to the
activity (doing it)
A Who is Accountable the per...
Note - If you like titles and levels…
• ...map competencies +
activities + responsibilities to
jobtitles or seniority leve...
Note - Methods can be learned!
The definition of which methods a product manager should
use to get her work done should no...
BE THE PARROT
• Make sure everybody is aware of his/her
role
• repeat often (use it for employee reviews,
1:1s, …)
• expla...
To sum it all up:
• There is no "one size fits all" solution - create your
own definition of the product manager
• Read an...
Competencies groups
• 3 groups, 30 Minutes
• 1 set of cards per group
• 2 books to share
• Create two piles: relevant + no...
RACI groups
• 3 groups, 30 Minutes
• 1 printout per group
• Go through the activities and decide if the PM is “raci”
(disc...
Take this home…
Competencies ActivitiesSlides will be on
slideshare
Questions?
Thank you!
Product Owners Role & Competencies
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Product Owners Role & Competencies

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I gave this talk + breakout sessions for the Hamburg chapter of the agile coaching circle. It´s on the product owners or product managers role and competencies.

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Product Owners Role & Competencies

  1. 1. PRODUCT OWNERS ROLE & COMPETENCIES AGILE COACHING CIRCLE HAMBURG “as a company I want to…” September, 2016 Petra Wille, @loomista
  2. 2. 2| Agenda 18:30 Agile Coaching Circle, Oktober 2016 18:45 19:15 Networking Talk Breakout Sessions 20:30 Networking 19:45 Demo
  3. 3. Why do we talk about this? Product Manager is not a new role or job description. It´s really common in the consumer goods industry since a long time ago. Product Management in the online/IT context got more and more professional over the last 20 years. Many things have been tried, a lot of stuff has been written about it. But companies still struggle with finding the right people or implementing a strong product role in their organisation
  4. 4. Why do I talk about this? Many companies, many product managers, many role descriptions...
  5. 5. My goal tonight • Giving you an idea in how many ways the Product Management role can be defined. • Presenting two ways for how to come to a PM role definition within your company. • More insights on how other companies think about the PM role.
  6. 6. What role name is your answer?
  7. 7. Who decides to tackle a new type of customer?
  8. 8. Who decides if a feature will be built?
  9. 9. Who decides if a feature gets shipped?
  10. 10. Who decided to stop investing in further development of a product?
  11. 11. There is no “one size fits all” solution
  12. 12. You need to find a good solution for your company or team
  13. 13. 4 Steps will get you there
  14. 14. Read and understand how others do it.
  15. 15. Source: https://www.intercom.io/
  16. 16. This is what most people refer to. But this is not a detailed description! It´s not actionable!
  17. 17. Scrum PO vs. „be the CEO of your product“ Many role models, different “schools”
  18. 18. Source:ProductManagementJournalVolume6
  19. 19. Create a flexible model
  20. 20. But not alone!
  21. 21. Create. Then inspect & adapt • get the mgmt on board • foster discussions • hold workshops • define something • try it • refine it Can be done by anyone in the company who has a stake. By HR, Mgmt, POs, … just do it!
  22. 22. Competencies & responsibilities
  23. 23. A - Select necessary competencies • Competencies are role independant! • FYI is a great guide for coaching and development. And I think it helps do define roles as well! • It contains 67 Competencies, 19 Stallers and Stoppers, and 7 Global Focus and it is used by thousands of companies.
  24. 24. Action Oriented Peer Relationships Drive for Results Integrity and Trust A – FYI Examples Assessment: • Unskilled • Skilled • Overused Development: • Remedies • Development Plan Assignments • Suggested Readings
  25. 25. A - Individuum, Team, Company • How are your PMs? • How should new ones be? Are you aiming for a more divers or more heterogene setup? • Which competencies should PMs develop? What competencies are well settled in other people / parts of the company? Action Oriented Peer Relationships Drive for Results Integrity and Trust
  26. 26. B - Define the main activities Source: Product Management Journal Volume 6 • I‘ve used a model by the Product Management Journal und added activities companies often argue about.
  27. 27. B - Define responsibility R Who is Responsible the person assigned to the activity (doing it) A Who is Accountable the person who makes the final decision (sign-off) and has the ultimate ownership of the activity C Who is Consulted someone who should be consulted before an activity takes place I Who is informed Someone who should be informed after an activity has happened but does not need to be consulted New school companies don´t need this separation
  28. 28. Note - If you like titles and levels… • ...map competencies + activities + responsibilities to jobtitles or seniority levels. • Holocracy  only roles „Dynamic Roles Replace Static Job Descriptions“
  29. 29. Note - Methods can be learned! The definition of which methods a product manager should use to get her work done should not be a main thing to focus on. Of course it helps if there is some kind of alignment. But this is not key in hiring. And methods can easily be learned!
  30. 30. BE THE PARROT • Make sure everybody is aware of his/her role • repeat often (use it for employee reviews, 1:1s, …) • explain it to every new employee • refine with the feedback!
  31. 31. To sum it all up: • There is no "one size fits all" solution - create your own definition of the product manager • Read and understand how others do it • crate a flexible model... but not alone • Select competencies & responsibilities • Be the parrot, use it, refine it
  32. 32. Competencies groups • 3 groups, 30 Minutes • 1 set of cards per group • 2 books to share • Create two piles: relevant + non relevant competencies for product managers (discussions in your group) • Take the relevant ones, rank them from “more relevant” to “less relevant”  take a picture, #acchhfyi @loomista • Pick you groups top 10 • Present to the audience (5-10 Min) Most relevant Less relevant
  33. 33. RACI groups • 3 groups, 30 Minutes • 1 printout per group • Go through the activities and decide if the PM is “raci” (discussions in your group) • (optional) if the PM is not r or a what role takes this activity then? • What activities where the hard ones to decide on? • Present to the audience (5-10 Min)
  34. 34. Take this home… Competencies ActivitiesSlides will be on slideshare
  35. 35. Questions? Thank you!

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