04 Горшунов Владимир - AgileLAB: Product Ownership

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Belarusian State University, Faculty of Economics, Ecocomics Informatics Division

The document discusses concepts related to product ownership and agile product development. It defines key differences between agile projects and products, and emphasizes measuring success based on customer and user satisfaction rather than output. It also covers developing a product vision, creating user personas, prioritizing work using risk-value-tail analysis, developing a minimum viable product, visualizing usage flows, and planning releases using a story map. The overall message is on focusing development on delivering value to customers and users through an iterative process.

hm....
Budget Schedule
Scope
What is a successful project?

Project A Project B Project C
Scope
Budget Schedule
Scope
Budget Schedule
Customer
Users
Development team
Customer
Users
Development team
Customer
Users
Development team
Scope
Budget Schedule
Happy
stakeholders!
Happy
stakeholders!

Measuring success
Happy
development
team
Happy
users
Surveys
Do they
come back
more often?
Do they
stay longer?
Happy
stakeholders
Measure the stuff
that really matters!
Proxy
metrics
Do they listen to
more music?
Do they share
more music?

What products do you recommend
without even being asked?
Software?
Devices?
Services?
What do they have in common?

Traditional *D vs. Agile
Market & Business
Drivers
Using the Product
What we Need to
Build
Traditional Methods
Market Requirements
Document (MRD)
Product Requirements
Document (PRD)
Functional Specification
Document (FSD)
Agile Product Vision Doc Iterated User Stories The actual code

Product vision
“Vision is the art of seeing
what is invisible to others.”
- Jonathan Swift
- See the rollerblades
- See what’s for dinner
- Kitty sees its next meal

Qualities of a good product vision
• Clear
• Stable
• Engaging
• Avoids implementation
• Short and sweet

Vision: a Postcard From the
Future
- Aspirational, yet realistic and achievable
- Motivational enough to engage others on
the journey
Result: The teams start thinking about how to apply their strengths in
order to get there

Create your vision
Choose a problem to solve
1. Who is going to buy the product?
2. Which customer needs are addressed?
3. Which product attributes are critical to success?
4. How does the product compare against existing
products?
5. What is the target timeframe and budget?
What is your product name?

Elevator Pitch
For <customers>
who <do something>
the <solution>
is a <something - the “how”>
that <provides this value>
unlike <competitor, current solution, or non-existing
solution>
our solution <does something better - the “why”>

User Persona
Persona is:
● Imaginary person – represents user type
● Character in a story – use product to achieve goal
Persona enables:
● Communication among PO, engineering &
stakeholders
● Engineering team to experience the user’s world
Include only relevant details, including:
● Demographics
● Environment
● Psychographics
● Behavioral attributes
Always include:
● Goals

Risk-Value-Tail
Will it work?
Building the right thing?
Goal
• Is NOT output
• Is desired outcome

Minimum viable product
When releasing software incrementally…
…how do you choose a first bundle of features that is both high value
and immediately useful?
Fail fast
“I wanted an airplane”

Visualize usage sequence
Search
for item
View
detail
page
Add to
cart
Checkout
Receive
product

Story Map (Adapted)
Activities
Epics
(in Usage Sequence)
Release
Slices User
Stories
Personas
R1
R2

Map Your Story and Releases
Visualize usage
sequence
Create story map
Use Risk-Value-Tail on
stories
Plan release slices

Logical Organization
Features
User Stories
Working Software
Epics
Weeks
Days
Months/weeks

Requirements iceberg
© 2003-2008 Mountain Goat Software®
Sprint
Release
Future
releases
Higher
priority

More about the license: http://creativecommons.org/licenses/by-nc-nd/3.0/
This workbook is comprised of materials from different sources, including, but not limited to:
Henrik Kniberg; Mike Cohn; Alistair Cockburn; Ken Schwaber; Jeff Sutherland; David Andersen;
Ester Derby
Copyrights

This document summarizes discussion points from two fishbowl sessions: 1) Ensuring innovative solutions are sustainable and fit within existing systems, specifically discussing if the traditional role of architecture is valid in modern software development. Key questions addressed how architects should guide rather than block processes and how to connect architectural work across teams. 2) The need to deliver exceptional customer experiences through software, specifically discussing integrating customer research and usability testing into incremental delivery. Challenges discussed how much research is needed, changing mindsets to see user experience as a key skill, and ensuring solutions address real customer problems rather than just ease of use.

Fast Fish Forum - 6 April 2016

BSGAfrica

The Fast Fish Forum is an opportunity for challengers of convention and drivers of progress to come together for the benefit of South African business and society. The forum consists of purposeful, committed and open-minded people across industries, organisations and roles who collaborate and learn together; creating a critical mass that drives innovative change in our country. At the inaugural event, held at the BSG offices on 6 April 2016, we covered two thought-provoking topics: 1. Ensuring that innovative solutions are sustainable and can fit within existing systems and processes • Is the traditional role of architecture valid in modern software development? 2. Project success – the need to deliver change that must bring about an exceptional experience for customers and users • Integrating customer research and usability testing into incremental software delivery To find out more and join the conversation follow us @FastFishForum and http://bit.ly/fastfishforum

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ProductCampPortland

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Four Laws of Software Economics

Rich Mironov

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Introduction for Product plan template

Yoohyun Kim

This document provides templates and guidance for creating a product plan. It includes sections for environmental landscape analysis, 3C analysis, product concept, profit and loss analysis, development plan, and others. Examples are provided for each section. The environmental landscape analysis describes market trends, size, and technology trends. The 3C analysis evaluates customers, competitors, and the company. The product concept example outlines the key features and value proposition. The profit and loss example describes how to forecast revenue and estimate costs. The development plan schedules the project.

Product Management Tools You'll Actually Use | April 2022 ProductCamp DC

Hector Del Castillo, CPM, CPMM

Templates and methods and best practices are everywhere. Most teams are dealing with a chaotic process that few understand. And yet, every organization is unique—so your planning process should be too. If it’s too complex to understand then it’s simply too complex. Most organizations need a small number of living documents to guide product innovation and provide consistency in process. Simple one-page slides and spreadsheets result in a nimble planning process. You don’t need 100 tools; you need only a few. You should be able to define a vision, share a plan, tell a story, and prioritize a backlog. Steve Johnson from Product Growth Leaders discusses the templates he uses with every product team — from vision canvas to roadmap to problem story and prioritizing with the IDEA method. About Steve Johnson Steve Johnson is a product success coach focused on removing the chaos from product planning. He uses modern methods to guide product teams from idea to market in only a few weeks. His approach is based on the belief that minimal process and simple templates result in a nimble product team. Steve is a former instructor and executive at Pragmatic Marketing and the co-creator of the popular QuartzOpen framework. Learn more at http://www.under10consulting.com About ProductCamp DC ProductCamp DC is a meetup community of over 740 product professionals that organizes monthly gatherings focused on product-related topics and best practices for designing, building, launching and marketing great products. We host monthly gatherings to connect, learn about leading methods and tools and share the latest techniques and experiences with like-minded product professionals. ProductCamp DC was created to build our capability to conceive, build, and market great products through an open and collaborative community. Whether you are in a large enterprise, small business, startup, non-profit or government agency, this is the place you want to be to interact with the region's best and brightest product professionals. Get involved and get active! We inspire modern product professionals to massively improve companies through the better management of their products. Join us to connect, learn and grow from like-minded product executives and leaders. For more information, contact Hector Del Castillo here: https://linkd.in/hdelcastillo

The document provides feedback from a coaching session on a digital portfolio and presentation by a user-driven innovation group. It discusses two main ideas that emerged as lead projects, with the next step to narrow these down to a single idea. The group was pleased with the positive feedback on their ideas and insights gained on market potential. They will use a multicriteria grid to select their focus, which they decided would be on "kidwearswap", exploring its initial business model and gathering initial user feedback to inform prototyping alternatives.

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This document provides an overview of Lean-Agile product development methodology, practices, and terminology. It discusses Agile development fundamentals and values, introduces Lean-Agile principles like eliminating waste and building quality in. Key practices covered include prioritizing work using a product backlog, developing using iterative minimum viable products, and testing approaches like test-driven development and acceptance testing. Visual tools like Kanban boards are also summarized.

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Strategy is becoming increasingly important in technology and a critical skill for product managers. As your product grows and competitors emerge, how can you sustain success? Ryan will share why strategy matters, how to create one, and best practices for how it integrates into your product development process. Learn about this often misunderstood concept and why for growing products it's often the difference between success and ultimate failure. Presented 4/6/2016 at Product School: https://www.eventbrite.com/e/crafting-your-product-strategy-with-weebly-tickets-23057057279

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Nordstrom Rack | Hautelook: Building a Customer-Centered Culture

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Nordstrom Rack | Hautelook (NRHL), a Nordstrom Company, empowers shoppers through choice and discovery of fashion at great prices. NRHL serves customers with a large selection of merchandise in over 200 Nordstrom Rack stores nationwide, on the web, and through the NRHL mobile app. The UX team supports mobile, web and omni-channel initiatives and has been tasked to implement a customer-centered culture to create a seamless experience for its customers across all touchpoints. In this webinar, Sherlyn Soo, Lead UX and Jessica Munoz-Miller, Sr. UX Researcher cover how UX has evolved at NRHL from infancy to its current state, including the journey of proving the business case for a UX team and research resources. Sherlyn and Jessica will discuss how simple UX research tools and strategies have driven cultural change within the organization of NHRL and improved digital products and experiences for customers across channels. You'll learn: - Challenges of building a user-centric culture - How NRHL leverages UserTesting and other research tools to drive ROI - How to make the voice of the customer a priority when faced with limited resources

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Dealing with Misaligned Stakeholders

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Presented at #mtpcon APAC Prioritization is hard, and we HOPE that a clear corporate strategy plus well-considered OKRs will get our internal stakeholders to agree on what’s most important: unambiguous #1 and #2 and #3 priorities. That our spreadsheets and analysis will sell everyone on our plan. But that rarely happens: Sales wants us to put 100% of our development effort against shiny new features (except when every big deal includes a commitment for some tiny off-off item); Support/Customer Success want 100% against bug fixes and workflow improvements and productivity tools; Engineering lobbies for better architecture and scalability and more refactoring; Marketing wants us to document more use cases in more industries so that we can widen the funnel. We may wait for each department to “see the light” and give up its specific asks in favor of the greater good, but that can be a very long wait.

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Target Mindset and Skillsets of an Innovation Led Organization

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This document discusses the shift from traditional project management mindsets and skillsets to those focused on product leadership and innovation. It notes that customers now expect continuous innovation and experience-driven products. Key skills for product leaders include understanding customer needs, designing viable and feasible solutions using frameworks like design thinking, and executing on the market. The presentation encourages developing a product mindset focused on customer delight over projects, and reskilling to stay relevant as organizations increasingly require strong product leadership abilities from more roles. It promotes the Institute of Product Leadership's training in developing these new mindset and skills.

Product Tank Dublin: Scaling Agile Product Models

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The document discusses three key product challenges for entrepreneurs before hiring a product manager: 1) seriously listening to the market through extended customer interviews to understand needs rather than selling, 2) thinking about product value from the customer's perspective in terms of return on investment rather than features, and 3) considering the whole product experience beyond just the core features. It emphasizes the importance of deep customer understanding and focus on customer ROI for pre-revenue startups.

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Our existing B2B product has been developed for 15 years and the need for complete redesign was acknowledged in 2013. Unusual for the software business in our country and field of business, this project for the brand new solution was driven by UX from the beginning. The main target was to introduce new level of collaboration between all company functions to formulate a shared vision for the future product. It took us one year to move from user research to prototypes, and in the meantime our UX team grew from two to six persons. Hence, we will also talk a bit about organizing the work of the team to support several products and projects without sacrificing the long-term project. In this session we will share our experiences and lessons-learned from working our way towards that vision with research based top-down approach.

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What's hot (20)

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Crafting Your Product Strategy

Project to product mindset

Nordstrom Rack | Hautelook: Building a Customer-Centered Culture

Insights on 2017 cx trends and 2018 predictions webinar

Building and Scaling a Product Team

EL-SIG: How Engineering Works with ProdMgmt

Agile Development over Distributed Teams

Dealing with Misaligned Stakeholders

The Customer Experience Recognition Awards with Andrew Bredenkamp

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Understanding Enterprise Product Companies

Product Management Basics (for SCU MBA program)

Yellowfin Business Intelligence (BI) platform

Target Mindset and Skillsets of an Innovation Led Organization

Product Tank Dublin: Scaling Agile Product Models

Three Product Challenges for Early-Stage Entrepreneurs

How UX Can Drive the Vision of Future Products - Arttu Niskasaari

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I participated in Marty Cagan's Silicon Valley Product Group Workshop on How To Create Products Customers Love in San Francisco Oct 27-28, 2015. The following year I participated in Jeff Patton and Jeff Gothelf's Smart Scrum Product Ownership workshop in New York City September 15-16, 2016. Our R&D department at Procore Technologies, Inc. asked me to share lessons from these workshops in a 20 minute lunch and learn format. It was a fun exercise to go through the workbooks and notes to pick out what I thought were valuable themes to share with others. I shared the presentation slide deck with Marty, Jeff, and Jeff and they encouraged me to post on SlideShare. This presentation represents what I thought were some of the compelling and useful messages from the workshops.

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Startups have changed the way technology companies perceive product management. Experimentation and application of lean principles are no longer just for startups. Large enterprises want to cultivate a startup mindset and mimic such an environment. So what’s the startup product mindset? How does obsession with a customer problem help startups succeed? And what makes them fail? Sri shared his experiences and real examples around customer-centric and pragmatic product management that gives enterprises an edge over their competitors. He discussed the butterfly principle in product creation and how it helps create products customer love.

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1) The document discusses how UX and design thinking are becoming central to digital businesses and marketing. It notes that simply hiring design firms is not a sustainable approach and that integrating design is important. 2) It provides an overview of a UX-driven process for product development that emphasizes quick iterations, cross-functional collaboration, and testing to develop a shared understanding of the user experience. 3) Examples are given of how different companies have integrated UX and design thinking into their marketing and digital strategies.

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User Experience professionals are commonly called upon to fix a problematic design or help drive product enhancements. There is a wealth of research methods to help assess the success of an existing interface. But what about the early phases of a new product or concept? Do these same methods still apply? How can you best tailor your approach to gather useful input when your product and/or company are still in the formative stages? For this presentation, Dorothy M. Danforth will discuss various low overhead, high-impact research methods available to Web Designers and UX professionals when creating new products, scenarios for when and how to use these methods, as well as general insights on how to get the most out of early stage R&D processes. Some illustrative examples and ideas from past product-concept research efforts will be provided. Talking points to include: • considerations when developing a UX focused research plan for a new product or concept • how brand and corporate culture can impact and possibly drive interface decisions • how the research process can identify organizational knowledge gaps (and vice versa) • integrating UX research within the creative (visual design) and engineering processes

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Belarusian State University, Faculty of Economics, Ecocomics Informatics Division

The document discusses what a startup is and provides advice for succeeding with a startup. It states that starting a startup is like playing the game Minesweeper, where you have to carefully consider each step due to high uncertainty and low probability of success. It recommends trying, failing, improving, and trying again to gain experience. Focus on solving core problems rather than tools or solutions. The document also discusses pivoting or proceeding when needed and provides examples of how solutions to problems like enhancing photos have evolved over time.

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10 Завадко Сергей - КриоМенеджер

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02 Шабловский Алексей - Стартап технологии

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04 Локоткова Юлия - PingFin

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1. Product Ownership

2. General Manager Vladimir Gorshunov

3. Agile Project Vs Agile Product

4. hm.... Budget Schedule Scope What is a successful project?

5. Project A Project B Project C Scope Budget Schedule Scope Budget Schedule Customer Users Development team Customer Users Development team Customer Users Development team Scope Budget Schedule Happy stakeholders! Happy stakeholders!

6. Measuring success Happy development team Happy users Surveys Do they come back more often? Do they stay longer? Happy stakeholders Measure the stuff that really matters! Proxy metrics Do they listen to more music? Do they share more music?

7. Incremental vs Iterative 1 2 3 4

8. Maximize Value, not Output

9. Agile Requirements

10. What products do you recommend without even being asked? Software? Devices? Services? What do they have in common?

11. 11 Requirements

12. Traditional *D vs. Agile Market & Business Drivers Using the Product What we Need to Build Traditional Methods Market Requirements Document (MRD) Product Requirements Document (PRD) Functional Specification Document (FSD) Agile Product Vision Doc Iterated User Stories The actual code

13. Experience

14. Product Development Flow

15. Product vision “Vision is the art of seeing what is invisible to others.” - Jonathan Swift - See the rollerblades - See what’s for dinner - Kitty sees its next meal

16. Qualities of a good product vision • Clear • Stable • Engaging • Avoids implementation • Short and sweet

17. Vision: a Postcard From the Future - Aspirational, yet realistic and achievable - Motivational enough to engage others on the journey Result: The teams start thinking about how to apply their strengths in order to get there

18. Create your vision Choose a problem to solve 1. Who is going to buy the product? 2. Which customer needs are addressed? 3. Which product attributes are critical to success? 4. How does the product compare against existing products? 5. What is the target timeframe and budget? What is your product name?

19. Elevator Pitch For <customers> who <do something> the <solution> is a <something - the “how”> that <provides this value> unlike <competitor, current solution, or non-existing solution> our solution <does something better - the “why”>

20. User Persona Persona is: ● Imaginary person – represents user type ● Character in a story – use product to achieve goal Persona enables: ● Communication among PO, engineering & stakeholders ● Engineering team to experience the user’s world Include only relevant details, including: ● Demographics ● Environment ● Psychographics ● Behavioral attributes Always include: ● Goals

21. Risk-Value-Tail Will it work? Building the right thing? Goal • Is NOT output • Is desired outcome

22. Minimum viable product When releasing software incrementally… …how do you choose a first bundle of features that is both high value and immediately useful? Fail fast “I wanted an airplane”

23. Visualize usage sequence Search for item View detail page Add to cart Checkout Receive product

24. Story Map (Adapted) Activities Epics (in Usage Sequence) Release Slices User Stories Personas R1 R2

25. Map Your Story and Releases Visualize usage sequence Create story map Use Risk-Value-Tail on stories Plan release slices

26. Logical Organization Features User Stories Working Software Epics Weeks Days Months/weeks

28. More about the license: http://creativecommons.org/licenses/by-nc-nd/3.0/ This workbook is comprised of materials from different sources, including, but not limited to: Henrik Kniberg; Mike Cohn; Alistair Cockburn; Ken Schwaber; Jeff Sutherland; David Andersen; Ester Derby Copyrights

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