Agile development has exposed a big crack in the foundation of product management. This interactive discussion will highlight why this may be one of the best things to happen to software companies, and product management professionals! About John Mansour John Mansour is the founder and managing partner at Proficientz, a training and consulting firm that specializes in B2B product management. John brings 20-years of experience in product management, marketing and sales in manager, director and VP roles. As the managing partner of Proficientz, John has worked with more than 2000 organizations that span high technology, business services, telecom, healthcare, financial services, manufacturing and many others. John served as the chairman for the Technology Association of Georgia’s Product Management Society from 2006 - 2010. Proficientz proudly sponsors ProductCamp conferences worldwide.

1. Copyright 2015 Proficientz, Inc. All rights reserved. @proficientz
Agile is Killing the “Traditional”
Product Manager!
Why This is a Great Thing
for B2B Software Companies!
John Mansour
mansourja@proficientz.com

2. Copyright 2015 Proficientz, Inc. All rights reserved @proficientz www.proficientz.com
Product
Manager
Business
Analyst
Product
Development

3. Copyright 2015 Proficientz, Inc. All rights reserved @proficientz www.proficientz.com
Product
Manager
Product
Owner
Product
Development
This is Good?

4. Copyright 2015 Proficientz, Inc. All rights reserved @proficientz www.proficientz.com
Regardless of Methodology...
Market Owner
Product
Owner
Product
Development

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WHY?
 Why do we need market owners?

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Conventional Wisdom
Product Focus!
 “What shiny new things can we build
to grow the company and make more
money?”

7. Copyright 2015 Proficientz, Inc. All rights reserved @proficientz www.proficientz.com
Conventional Wisdom
Idea
Product
Launch
Lifecycle
Management

8. Copyright 2015 Proficientz, Inc. All rights reserved @proficientz www.proficientz.com
Conventional Wisdom – The Result!
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management

9. Copyright 2015 Proficientz, Inc. All rights reserved @proficientz www.proficientz.com
Let’s Do Agile!
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management
Idea
Product
Launch
Lifecycle
Management

10. Copyright 2015 Proficientz, Inc. All rights reserved @proficientz www.proficientz.com
Through the Eyes of Our Target Customers
Market Focus!
C-Level Executives
Goals & Strategic Initiatives
Department 4
Goals &
Initiatives
Department 5
Goals &
Initiatives
Department 3
Goals &
Initiatives
Department 2
Goals &
Initiatives
Department 1
Goals &
Initiatives
Activity
3
Activity
2
Activity 1
Task 1
Task 2
Task 3
Task 4
Market Dynamics

11. Copyright 2015 Proficientz, Inc. All rights reserved @proficientz www.proficientz.com
Traditional “Product Management”
Activity
3
Activity
2
Activity
1
Task 1
Task 2
Task 3
Task 4
Activity
3
Activity
2
Activity
1
Task 1
Task 2
Task 3
Task 4
Activity
3
Activity
2
Activity
1
Task 1
Task 2
Task 3
Task 4
Target Customer Organization
Goals & Strategic Initiatives
Department 4
Goals &
Initiatives
Department 5
Goals &
Initiatives
Department 3
Goals &
Initiatives
Department 2
Goals &
Initiatives
Department 1
Goals &
Initiatives
Who’s Minding the Goals & Challenges
of the Customer Organization?
Product Manager 1 Product Manager 2 Product Manager 3

12. Copyright 2015 Proficientz, Inc. All rights reserved @proficientz www.proficientz.com
The Great Momentum Killer!
My Organization's
Goals
Product 4
Direction
Product 5
Direction
Product 3
Direction
Product 2
Direction
Product 1
Direction
Compete for R&D, Marketing
& Sales Resources

13. Copyright 2015 Proficientz, Inc. All rights reserved @proficientz www.proficientz.com
Momentum Accelerator!
Target Customer Organization
Goals & Strategic Initiatives
Department 4
Goals &
Initiatives
Department 5
Goals &
Initiatives
Department 3
Goals &
Initiatives
Department 2
Goals &
Initiatives
Department 1
Goals &
Initiatives
Market Dynamics
Activity
3
Activity
2
Activity
1
Task 1
Task 2
Task 3
Task 4
Activity
3
Activity
2
Activity
1
Task 1
Task 2
Task 3
Task 4
Activity
3
Activity
2
Activity
1
Task 1
Task 2
Task 3
Task 4
• What are customer organizations trying to accomplish?
• Why are those goals critical to their success?
• Biggest obstacles?
• Activities and workflows that have the biggest impact
on their goals?
Portfolio Strategy

14. Copyright 2015 Proficientz, Inc. All rights reserved @proficientz www.proficientz.com
Strategic Portfolio Roadmap
Market Segment
 Automatic Car
Washes
Geographies
 USA
Eliminate/reduce impact of weather
1. More consumers have
real-time access to
weather via smartphones
Target-Customer Operational Goal
1. Obstacle
2. Obstacle
3. Obstacle
Target-Customer Operational Goal
1. Obstacle
2. Obstacle
3. Obstacle
Target-Customer Operational Goal
1. Obstacle
2. Obstacle
3. Obstacle
Target-Customer Operational Goal
1. Obstacle
2. Obstacle
3. Obstacle
Target-Customer Operational Goal
1. Obstacle
2. Obstacle
3. Obstacle
Target-Customer
Strategic Objectives
Addressed
1. Create more predictable
revenue streams.
My Organization’s
Strategic Objectives
Addressed
1. Grow average revenue
per existing customer.
2. Steal market share from
competition.
Year 1 Year 2

15. Copyright 2015 Proficientz, Inc. All rights reserved @proficientz www.proficientz.com
Product Roadmaps
Features Are Optional!
User Stories Release Date
As a (tunnel manager) I want to (verify the customer's subscription)
so that I can (expedite the wash line) without (having to stop the
customer and ask for their information).
As a (bookkeeper) I want to (notify customers when their credit card
is about to expire) so that I can (collect subscription fees) without
(having to call the customer).
As a (customer) I want to (get the services I’ve subscribed to) so that I
can (get my car cleaned) without (having to stop and tell the greeter
who I am).

16. Copyright 2015 Proficientz, Inc. All rights reserved @proficientz www.proficientz.com
The Result of Killing the Traditional PM!
 Dedicated market owners (problem finders) – 10-20% of headcount
 Dedicated process/product owners (problem solvers) – 80-90% of headcount
 Working together to deliver solutions with more value than any single product

17. Copyright 2015 Proficientz, Inc. All rights reserved @proficientz www.proficientz.com
Divide & Conquer
Surrogate Industry Analyst
 Industry Trends & Initiatives
 Market Segmentation & Sizing
 Portfolio S.W.O.T. Analysis
 Competitive Assessment
 Customer Insights
 Top Opportunities by Segment
 Segment Positioning
Surrogate Dept. Head
 Business Practice Trends
 Operational Goals & Initiatives
 Business Solution Definition
 Business Requirements
 Portfolio Roadmap
 Solution Positioning
 Sales Enablement
Market Owner Process Owner
Surrogate User
 Product Roadmaps/Backlogs
 Releases/Sprints
 Customer Workflows
 User Story Definition
 User Story Acceptance Testing
 Product Positioning
 Product Readiness

18. Copyright 2015 Proficientz, Inc. All rights reserved. @proficientz
Other Influencing Factors?
 Product Management Farm System
 Product Marketing Gap

19. Copyright 2015 Proficientz, Inc. All rights reserved @proficientz www.proficientz.com
Climate Change in Product Management
% of Technical People
In Product Management Roles

20. Copyright 2015 Proficientz, Inc. All rights reserved @proficientz www.proficientz.com
Climate Change in Product Marketing
B2B Software Companies
With Formalized Product Marketing

21. Copyright 2015 Proficientz, Inc. All rights reserved @proficientz www.proficientz.com
Everything is Easier!
C-Level Executives
Goals & Strategic Initiatives
Department 4
Goals &
Initiatives
Department 5
Goals &
Initiatives
Department 3
Goals &
Initiatives
Department 2
Goals &
Initiatives
Department 1
Goals &
Initiatives
Activity
3
Activity
2
Activity 1
Task 1
Task 2
Task 3
Task 4
Market Dynamics
Sr. Executives
Sr. Managers
Managers & Staff
Uncovering
Needs
1. What are you trying
to accomplish?
1. Why?
2. Obstacles?

22. Copyright 2015 Proficientz, Inc. All rights reserved @proficientz www.proficientz.com
Everything is More Difficult!
My Organization's
Goals
Product 4
Direction
Product 5
Direction
Product 3
Direction
Product 2
Direction
Product 1
Direction
Compete for R&D, Marketing
& Sales Resources

23. Copyright 2015 Proficientz, Inc. All rights reserved @proficientz www.proficientz.com
Deliver, Measure & Refine
Deliver solutions.
Measure results.
Refine processes.
Target Markets
What markets segments are most
conducive to my organization meeting
its short and long term goals?
Why?
Segment Target Markets
Analyze Portfolio S.W.O.T.
Assess Competition
Map Core Competencies to
Target Markets
Target Customer Goals
What are the goals of
organizations in my target
markets and the biggest
obstacles they face?
Why?
Research Markets & Interview
Target Customers
Determine Influential Market
Dynamics, Target Customer Goals
& Strategic Initiatives
Determine Impact to Operational
Business Functions, Activities,
Processes & Workflows
Identify Key Obstacles & Define
Business Requirements
Our Relevance
What are the biggest
obstacles my organization is
most capable of removing?
Why will we succeed?
Identify High-Impact Operational
Scenarios
Evaluate Ideas for New
Solutions (NPD)
Evaluate Enhancements to Existing
Products/Services (PLM)
Quantify Top Market Opportunities
Market & Sell Business Solutions
Create Marketing Materials
Deliver Sales Enablement
Tools & Programs
Execute Brand Awareness &
Demand Generation Programs
Create Product Roadmaps
Create Product Plans or Backlogs
Design, Validate, Build & Test
Verify Market Readiness
Deliver New Capabilities
Prioritize Product Development
Prioritize Investments in Existing
Products/Services (PLM)
Prioritize Investments in New
Products/Services (NPD)
Determine Products/Services
to Retire
Create Market Positioning
Prioritize Market Awareness &
Demand Generation Initiatives
Our Portfolio Strategy
Align product, marketing
and sales initiatives to our
organization’s goals and
target-customer goals.
Who are our
target
customers?
Manage Products to Deliver High-Value Business Solutions! Build/buy
partner for
solutions we
need.
What are
they trying to
accomplish?
Why?
Obstacles?
Highest
value for
target
customers?
Highest
value for us?
Market & sell
solutions we
have.
Execute
product,
marketing
and sales
enablement
initiatives.

24. Copyright 2015 Proficientz, Inc. All rights reserved. @proficientz
How to Manage Products
to Deliver Solutions
• Atlanta June 3-4
• Boston June 17-18
• Orange County, CA July 7-8