Steven Johnson
steve@under10consulting.com
Twitter @sjohnson717
+1-571-249-1717
Has Agile broken product management?
Based...
be	
  clear	
  on	
  priori<es	
  
From Fragile to Agile
!  Four types of product
management expertise
!  Working in agile teams
!  Planning the business of
...
adapt	
  to	
  changing	
  requirements	
  
innova<on	
  begins	
  with	
  observa<on	
  
“this	
  side	
  up”	
  
h4p://www.flickr.com/photos/andyde/4762081047/	
  
“ ”“ ”Those who cannot remember
the past are condemned to
repeat it.
George Santayana
Companies	
  can	
  be	
  
agile	
  too!	
  
But	
  with	
  today’s	
  
methods,	
  we	
  can	
  also	
  
build	
  the	
  wrong	
  product	
  
faster	
  than	
  ever.	...
Just enough process
Refine	
  Design	
  &	
  deliver	
  Define	
  
Product	
  
Promo<on	
  
Sales	
  
Opera<ons	
  
Business...
Before: focus on product
Refine	
  Design	
  &	
  deliver	
  Define	
  
Product	
  
Promo<on	
  
Sales	
  
Opera<ons	
  
Bus...
Refine	
  Design	
  &	
  deliver	
  Define	
  
Now: extend your view
Product	
  
Promo<on	
  
Sales	
  
Opera<ons	
  
Busine...
Refine	
  Design	
  &	
  deliver	
  Define	
  
Performance retrospective
Product	
  
Promo<on	
  
Sales	
  
Opera<ons	
  
Bu...
“What would you say you do here?”
product	
  	
  
manager	
  
product	
  	
  
owner	
  
Technology expertise
Exper<se	
  
Products	
  
Dev	
  
PM	
  
Sales	
  
Technology expertise
Exper<se	
  
Products	
  
Dev	
  
Sales	
  
Tech	
  
Biz	
  
Mkt	
  
What is product management?
Opera<ons	
  
Market	
  Technology	
  
Business	
  
Domain	
  
Examples of expertise
BUSINESS	
   MARKET	
   DOMAIN	
   TECHNOLOGY	
  
Analysis	
   Brazil	
   Security	
   Usage	
  
sce...
Areas of expertise
Market	
  expert	
  
Technology	
  expert	
  
Business	
  expert	
  
Domain	
  expert	
  
Combining areas
of expertise
Market	
  expert	
  
Business	
  expert	
  
Domain	
  expert	
  
Technology	
  expert	
  
Combining areas
of expertise
Market	
  expert	
  
Business	
  expert	
  
Domain	
  expert	
  
Technology	
  expert	
  
Assessments
Market	
  
Tech	
   Domain	
  
Business	
  
External	
  	
  Internal	
  
Professional growth
Market	
  
Tech	
   Domain	
  
Business	
  
External	
  	
  Internal	
  
Create well-rounded staff byg...
Working with other teams
Exec	
  
How	
  large	
  
should	
  a	
  product	
  
management	
  
team	
  be?	
  
Sales	
  
Mkt...
1.  Assign
responsibilities
2.  Define your ideal
planning process
3.  Meet your market
with qualitative
interviews
4.  Pl...
Before: focus on product
Refine	
  Design	
  &	
  deliver	
  Define	
  
Product	
  
Promo<on	
  
Sales	
  
Opera<ons	
  
Bus...
Refine	
  Design	
  &	
  deliver	
  Define	
  
Now: extend your view
Product	
  
Promo<on	
  
Sales	
  
Opera<ons	
  
Busine...
Under 10 Planning Canvas
Performance	
  
retrospec7ve	
  
Product-­‐to-­‐market	
  
process	
  
Idea-­‐to-­‐product	
  
pr...
Product Scorecard
Product	
  
Promo<on	
  
Sales	
  
Opera<ons	
  
Business	
  results	
  
(profit/loss)	
  
Market	
  resu...
Product Scorecard
Product	
  
Promo<on	
  
Sales	
  
Opera<ons	
  
Business	
  results	
  
(profit/loss)	
  
Market	
  resu...
h4p://www.flickr.com/photos/thomashawk/2442371176/	
  
People	
  must	
  	
  
know	
  why	
  they’re	
  
changing	
  
1	
  ...
…the	
  needs	
  of	
  the	
  many…	
  
design	
  ma4ers	
  
“It	
  was	
  never	
  just	
  about	
  thermostats.	
  At	
  its	
  
core,	
  Nest	
  has	
  always	
  been	
  about	
  t...
!  Most organizations
need a small
number of living
documents—fewer
than 10
!  Define a nimble
planning process
!  Create ...
Contact
Steven Johnson
steve@under10consulting.com
Twitter @sjohnson717
+1-571-249-1717
Want a copy of this
presentation? ...
Has agile broken product management?
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Has agile broken product management?

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The success of agile development methods has had a detrimental effect on product management. The role used to be clear but what is today’s profile for product management success? Agile methods are great but the intense focus on product development has ignored the business and marketing roles of product management. Product management activities extend beyond development to shepherding the product through the entire process from idea to creation to delivery to customers.

Published in: Business

Has agile broken product management?

  1. 1. Steven Johnson steve@under10consulting.com Twitter @sjohnson717 +1-571-249-1717 Has Agile broken product management? Based  on  “From  Fragile  to  Agile”  at     h4p://under10consul<ng.com/wri<ng/fragile/   .
  2. 2. be  clear  on  priori<es  
  3. 3. From Fragile to Agile !  Four types of product management expertise !  Working in agile teams !  Planning the business of the product !  Analyzing for success with business retrospectives Learn  more  at  h4p://under10consul<ng.com/wri<ng/  
  4. 4. adapt  to  changing  requirements  
  5. 5. innova<on  begins  with  observa<on  
  6. 6. “this  side  up”   h4p://www.flickr.com/photos/andyde/4762081047/  
  7. 7. “ ”“ ”Those who cannot remember the past are condemned to repeat it. George Santayana
  8. 8. Companies  can  be   agile  too!  
  9. 9. But  with  today’s   methods,  we  can  also   build  the  wrong  product   faster  than  ever.  
  10. 10. Just enough process Refine  Design  &  deliver  Define   Product   Promo<on   Sales   Opera<ons   Business   Market   Business   Market  
  11. 11. Before: focus on product Refine  Design  &  deliver  Define   Product   Promo<on   Sales   Opera<ons   Business   Market   Business   Market  
  12. 12. Refine  Design  &  deliver  Define   Now: extend your view Product   Promo<on   Sales   Opera<ons   Business   Market   Business   Market  
  13. 13. Refine  Design  &  deliver  Define   Performance retrospective Product   Promo<on   Sales   Opera<ons   Business   Market   Business   Market  
  14. 14. “What would you say you do here?”
  15. 15. product     manager   product     owner  
  16. 16. Technology expertise Exper<se   Products   Dev   PM   Sales  
  17. 17. Technology expertise Exper<se   Products   Dev   Sales   Tech   Biz   Mkt  
  18. 18. What is product management? Opera<ons   Market  Technology   Business   Domain  
  19. 19. Examples of expertise BUSINESS   MARKET   DOMAIN   TECHNOLOGY   Analysis   Brazil   Security   Usage   scenarios     Research   India   Fraud   Key   capabili<es   Pricing     Universi<es   Educa<on   Future   capabili<es   Planning   Hospitals   Healthcare   Compe<<on    
  20. 20. Areas of expertise Market  expert   Technology  expert   Business  expert   Domain  expert  
  21. 21. Combining areas of expertise Market  expert   Business  expert   Domain  expert   Technology  expert  
  22. 22. Combining areas of expertise Market  expert   Business  expert   Domain  expert   Technology  expert  
  23. 23. Assessments Market   Tech   Domain   Business   External    Internal  
  24. 24. Professional growth Market   Tech   Domain   Business   External    Internal   Create well-rounded staff bygrooming them tothe center
  25. 25. Working with other teams Exec   How  large   should  a  product   management   team  be?   Sales   Mktg   Dev   product   marke<ng   manager   sales  engineer   business  analyst   or  product   owner   Who’s been hiding their headcount in your budget?
  26. 26. 1.  Assign responsibilities 2.  Define your ideal planning process 3.  Meet your market with qualitative interviews 4.  Plan and execute a quantitative survey 5.  Refresh and prioritize your roadmap or backlog 6.  Create/revise your buyer and user personas 7.  Learn to write clear requirements 8.  Create/revise product positioning 9.  Reassess and identify areas for improvement
  27. 27. Before: focus on product Refine  Design  &  deliver  Define   Product   Promo<on   Sales   Opera<ons   Business   Market   Business   Market  
  28. 28. Refine  Design  &  deliver  Define   Now: extend your view Product   Promo<on   Sales   Opera<ons   Business   Market   Business   Market  
  29. 29. Under 10 Planning Canvas Performance   retrospec7ve   Product-­‐to-­‐market   process   Idea-­‐to-­‐product   process   Business     goals   Business     results   Product   Promo<on   Selling   Support  &  opera<ons   Corporate   goals   Market     results   Market     goals   Copyright  ©  2013  Under10  Consul<ng,  LLC  
  30. 30. Product Scorecard Product   Promo<on   Sales   Opera<ons   Business  results   (profit/loss)   Market  results   (share)   Business  goals     Corporate  goals   Market  goals     Copyright  ©  2013  Under10  Consul<ng,  LLC  
  31. 31. Product Scorecard Product   Promo<on   Sales   Opera<ons   Business  results   (profit/loss)   Market  results   (share)   13% $42m 192 user stories delivered 17 sprints Marketing plan: $4m 1284 leads delivered 53% of sales team trained; all of SEs Capacity: 300 new sites Business  goals   Achieve $40M in revenues   Corporate  goals   Launch new product line Market  goals   Improve share from 8% to 11%   Copyright  ©  2013  Under10  Consul<ng,  LLC  
  32. 32. h4p://www.flickr.com/photos/thomashawk/2442371176/   People  must     know  why  they’re   changing   1   People  must  have   the  skills,  tools,  and   coaching  to  change   2   People  they   respect  must   support  the  change   3  
  33. 33. …the  needs  of  the  many…  
  34. 34. design  ma4ers  
  35. 35. “It  was  never  just  about  thermostats.  At  its   core,  Nest  has  always  been  about  the  home.   We  reinvent  unloved  home  products  to   create  simple,  beau<ful,  thoughiul  things.”  
  36. 36. !  Most organizations need a small number of living documents—fewer than 10 !  Define a nimble planning process !  Create a product playbook !  Create a world-class product organization !  Define effective organizational structures !  Assign roles and responsibilities !  Audit process and artifacts
  37. 37. Contact Steven Johnson steve@under10consulting.com Twitter @sjohnson717 +1-571-249-1717 Want a copy of this presentation? Bring me your business card.

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