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Agile Product Management with Scrum
The document discusses agile product management and the critical factors for success. It begins by noting that agile product management is different than traditional product management in 5 key ways: managing a roadmap in small increments, collaboration, obtaining frequent customer feedback, focusing on business value, and making progress visible. It then discusses the differences between a product owner and product manager in an agile context. Some common pitfalls for product owners and agile teams are also outlined, including product owners not being fully engaged or providing insufficient story details. The summary concludes that the 5 critical success factors for product owners are to listen well, prioritize ruthlessly, share customer insights, measure progress visibly, and manage their time effectively.
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Agile Product Management with Scrum
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- 2. 2 Agile Product Management UsingSCRUM Bimlesh Gundurao CEO Aguai Solutions Critical 5 to Succeed
- 3. 3 A Business, Technologyand Talent Development Consulting Company with focus on Healthcare , Retail & IT Business Technology People Vision To become the most preferred business partner to our customers through leadership in our actions, values and social responsibility Mission To be a world class organization in enabling clients to become Leaders in their industry Values LEAD by Example Leadership, Empower, Agile, Decisive www.aguaisolutions.com
- 4. 4 Critical 5 1. AgileProduct Management is different! 2. Product Owner vs Product Manager 3. Making this work in an Enterprise 4. Common Pitfalls 5. Critical Success Factors
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- 6. 6 Goal of ProductManagement To deliver measurable business results through product solutions that meet both market needs and company objectives Don Vendetti – http://wp.me/pXBON-WE
- 7. 7 Thinkers Product Managers asThinkers to ADAPT to changing market needs and responding to change faster than the competitor and sometimes than the market itself
- 8. 8 Adaptive Productizing ProcessTM 8 Best Practices Approach to productizing, managing productsand services predictably What does Product Management do?
- 9. 9 How does itfit in? Product Management Executives Budgets, st aff, targets Strategy, forecasts, commitments, roadmaps, competitive intelligence Development Market information, MRD, priorities, roadmaps, requirements, personas, user stories…. Mktg & Sales + Markets & Customers Segmentation, messages, benefits/features, pricing, qualification, demos…. Field inputs, Market feedback
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- 12. 12 What is AgileDevelopment?
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- 14. 14 Agile Product Managementis Different! Different in 5ways
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- 17. 17 3. Customer Feedback Source– www.romanpichler.com
- 18. 18 4. Focus BusinessValue
- 19. 19 5. Making ProgressVisible http://www.sw-engineering-candies.com/
- 20. 20 Agile Only forWebsites! – Think Again • Commercial software • In-house development • Contract development • Fixed-price projects • Financial applications • ISO 9001-certified applications • Embedded systems • 24x7 systems with 99.999% uptime requirements • Software as a Service • Video game development • FDA-approved, life-critical systems • Satellite-control software • Websites • Handheld software • Mobile phones • Network switching applications • CMMI Model applications • Some of the largest applications in use From: http://www.mountaingoatsoftware.com
- 21. 21 Companies adopting Agile Andmany more
- 22. 22 Critical 5 1. AgileProduct Management is different! 2. Product Owner vs Product Manager 3. Making this work in an Enterprise 4. Common Pitfalls 5. Critical Success Factors
- 23. 23 Product Owner Owner of project vision Representsthe customer picture by Official Star Wars Blog
- 24. 24 Product Manager Customer/ Market ExternalInternal Product Management Interlock 24 Steeringteams Executives Engineering Marketing Sales Architects Project Mgr Support SEs And more.. Partners Analysts Thought leaders Channel Sales Agencies Suppliers And more.. Finding compelling, competitive and profitable solutions to market problems
- 25. 25 Product owner Agile teams External Product Manager Product OwnerInterlock 25 Steering teams Executives Engineering Marketing Sales Panel of Customers & Prospects Partners Thought leaders Translate identified market problems into actionable, acceptable solutions while owning the product planning process
- 26. 26 Product Owner vsProduct Manager Executives Development Mktg & Sales + Markets & Customers Product Management Budgets, st aff, targets Strategy, forecasts, commitments, roadmaps, competitive intelligence Market information, MRD, priorities, roadmaps, requirements, personas, user stories…. Segmentation, messages, benefits/features, pricing, qualification, demos…. Field inputs, Market feedback Product Manager
- 27. 27 Scrum ROLES Summary ActivityOwner Responsibility Manage the vision Product Owner Establish, nurture, and communicates the product vision. Achieve initial and on-going funding for the project through initial release plans and the initial Product Backlog. Manage the ROI Product Owner Monitor the project against its ROI goals and an investment vision. Update and prioritize the Product Backlog to ensure that the most valuable functionality is produced first and built upon. Manage the Iteration Team Collectively, select and develop the highest priority features on the Product Backlog during an iteration. Manage its own work and self-organize around how it desires to complete the iteration to meets its commitments. Manage the process Scrum Master Facilitator Champions the need of the team to the organization Prioritizes and removes obstacles Shields team from interference Manage the release Product Owner Make decisions about when to create an official release to maximize the goals established for the project.
- 28. 28 Balancing Roadmap • Buildingstuff in small compartments does not mean we release. • They should be in “Potential Shippable” stage • Customers might not be ready to consume so much new stuff so fast Internal External
- 29. 29 Prioritization Methods 1. Risk Based 2.Kano Analysis 3. MoSCow 4. Effort Based 5. ROI
- 30. 30 Scope & Sizing Bedeliberate about scope & keep it small 1. It’s easy to try to do too much 2. Strategy = deciding what you’re NOT doing 3. Break features down into smaller chunks 4. Smaller scope →faster iterations →better Relative Sizing • T-Shirt sizes • Fibonacci series Source: mountaingoat
- 31. 31 A Balanced Backlog •IndependentI • NegotiableN • ValuableV • Estimate-ableE • Sized-appropriatelyS • TestableT
- 32. 32 The product ownerplans the product in layers © 2006-2007 Jeff Patton, All rights reserved,
- 33. 33 The product ownerplans the product in layers © 2006-2007Jeff Patton, All rights reserved, www.agileproductdesign.com Product or Project What business objectives will the product fulfill? Product Charter Elevator Pitch Release How can we release value incrementally? What subset of business objectives will each release achieve? What user constituencies will the release serve? What general capabilities (big stories) will the release offer? Release plan Iteration What specifically will we build? (user stories) How will this iteration move us toward release objectives? Iteration Plan Story (Backlog Item) What user or stakeholder need will the story serve? How will it specifically look and behave? How will I determine if it’s completed? Story Details Acceptance Tests
- 34. 34 The Planning Onioncan grow to include product portfolios and business strategy © 2006-2007Jeff Patton, All rights reserved, www.agileproductdesign.com Product or Project What business objectives will the product fulfill? Product Charter Elevator Pitch Release How can we release value incrementally? What subset of business objectives will each release achieve? What user constituencies will the release serve? What general capabilities (big stories) will the release offer? Release plan Iteration What specifically will we build? (user stories) How will this iteration move us toward release objectives? Iteration Plan Story (Backlog Item) What user or stakeholder need will the story serve? How will it specifically look and behave? How will I determine if it’s completed? Story Details Acceptance Tests Product or Project Release Iteration Story
- 35. 35 The Planning Onioncan grow to include product portfolios and business strategy © 2006-2007Jeff Patton, All rights reserved, www.agileproductdesign.com Product or Project Release Iteration Story
- 36. 36 The Planning Onioncan grow to include product portfolios and business strategy Product or Project Release Iteration Story Product Portfolio Business Strategy © 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com Daily by team member Bi-weekly by team Quarterly by PO and Team Bi Yearly by PO Yearly by PO
- 37. 37 Critical 5 1. AgileProduct Management is different! 2. Product Owner vs Product Manager 3. Making this work in an Enterprise 4. Common Pitfalls 5. Critical Success Factors
- 38. 38 Scaling Product Management •Product Management Organization GM – VP PM – VP Engg/CTO Product Management Organization Product Owners More market-focused More technical
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- 44. 44 Critical 5 1. AgileProduct Management is different! 2. Product Owner vs Product Manager 3. Making this work in an Enterprise 4. Common Pitfalls 5. Critical Success Factors
- 45. 45 Common Pitfalls –PO + Agile Team 5pitfalls 1. Part time, not fully engaged with the team 2. Lack of detail on stories, acceptance tests 3. Stale items in backlog 4. Unable to get the best of the team 5. Multiple Backlogs maintained
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- 47. 47 Critical 5 1. AgileProduct Management is different! 2. Product Owner vs Product Manager 3. Making this work in an Enterprise 4. Common Pitfalls 5. Critical Success Factors
- 48. 48 Critical 5 1. Listenand Listen Well 2. Ruthless Prioritization (Consistency is key) 3. Summarize and share customer interactions (incl ROI and Rev.) 4. Measure your progress make it VISIBLE!
- 49. 49 5. MANAGE YOURTIME! You must have long term goals to keep you from being frustrated by short term failures -- Charles C. Noble
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Editor's Notes
- #12 Build it – Build the first version of the product for specific use cases for a target marketNail it – identify and address barriers to wider adoption within your target market and prepare the company for product growth – more than just product/market fitScale it – Scale the business (marketing/sales etc) and focus on expansion and new customer acquisitionExtend it – move into new markets, market segments, use cases. Growth in new customers and sales into existing baseMilk it – reduce investment but continue to market/sell with an eye on maximizing profits from customer baseEnd it – remove all investment, stop actively marketing and eventually remove from market