Practical Product Management for new Product ManagersAmarpreet Kalkat
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
The Product Owner and the Product Manager, are they a single role? a single person?
Find out what people like Dean Leffingwell, Henrik Kniberg, Craig Larman, Bas Vodde, Roman Pichler and Marty Cagan have to say about this
The product roadmap is a plan of action that outlines of tactical steps to execute the product strategy pushing the product ahead in the trajectory of planned direction in alignment with the product vision while accomplishing short-term and long-term product objectives
The experience is the product (for Mind The Product 2016)Peter Merholz
The field of user experience emerged to compensate for poor product management. When we recognize that "the experience is the product," it becomes clear that these two fields are closely aligned.
Practical Product Management for new Product ManagersAmarpreet Kalkat
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
The Product Owner and the Product Manager, are they a single role? a single person?
Find out what people like Dean Leffingwell, Henrik Kniberg, Craig Larman, Bas Vodde, Roman Pichler and Marty Cagan have to say about this
The product roadmap is a plan of action that outlines of tactical steps to execute the product strategy pushing the product ahead in the trajectory of planned direction in alignment with the product vision while accomplishing short-term and long-term product objectives
The experience is the product (for Mind The Product 2016)Peter Merholz
The field of user experience emerged to compensate for poor product management. When we recognize that "the experience is the product," it becomes clear that these two fields are closely aligned.
Behind every great product is a great team doing work in a way that guarantees results. They are following a roadmap from the starting point to the end product. But a product roadmap can be elusive. This talk addresses why it is important and presents an approach to make one.
Slides from the 'Essentials of Product Management' workshop at General Assembly in London, June 2013
ABOUT THIS WORKSHOP
The first step in making an idea reality is to understand product management. There is a huge amount of work between the idea stage and the coding stage, and this Saturday workshop will help you understand what needs to be accomplished.
We will start the day off by learning what the product management role encompasses and what the managing process is like. We'll also cover a product's feasibility and the various stages of—and ways to approach—the product development process. Through group work and hands-on practice, we'll look at the MVP (Minimum Viable Product) philosophy to test and validate your plans, and move on to identify the other more technical tools needed to start and evaluate the building process.
TAKEAWAYS
Part 1: The Product Manager role & the Product Management Process
Part 2: The Customer and MVP
- Learn to break an idea into its primary parts to assess product feasibility
- Explain the purpose and process of building an MVP
- Identify various ways to build and learn from an MVP
- Evolve an MVP to reach product/market fit
- Determine if product/market fit has been achieved for a product
Some slide content courtesy of Simon Cast, John Eikenberry, and General Assembly
To capture and externalise the product vision will provide advantages to the process and the team. You will now have a singular representation, a visible artefact to throw tomatoes at, and the ability to test and improve any or all elements.
A talk I gave at Google on Strategy and Product Discovery
We discussed:
Discovering Features and Products (Product Strategy)
Discovering Products and Product Lines (Product Line / Company Strategy)
Marty Cagan: Using High Fidelity Prototypes for Product Discovery
Product Manager 101: What Does A Product Manager Actually Do?Chris Cummings
This is an expanded and updated version of the original Product Manager 101. The purpose is to explain the role of the product manager and product management to new and prospective PMs as well as those who will interact with PMs.
Product management boils down to owning the vision, design, and execution for your product. This presentation walks you through the roles and responsibilities of product managers and attributes of the most successful product folks.
Enjoyed this presentation? Subscribe to my weekly essays at http://www.sachinrekhi.com
From a recent talk to Texas McCombs MBAs about what product management is, what skills product managers need, and how to get a job in product management.
This presentation discusses how you can leverage the innovation strategy and the product lifecycle to get your product strategy right and achieve product success; how to make your product stand out from the crowd; and how you can effectively capture your product strategy.
Product Roadmaps - Tips on how to create and manage roadmapsMarc Abraham
This presentation is focused on two areas with respect to product roadmaps. Firstly, a roadmap is a not a loose collection of timings and features. Secondly, it is key to define a product vision, goals and strategy before creating a roadmap.
A regular talk I give across the globe for both corporate innovation and startup ideation. I took a great group of Hubbers through the process of finding product market fit with their ideas, startups and products
The slides are for a course that is LIVE on Udemy.com (https://www.udemy.com/product-roadmap-101/)
The slides outline how to build an effective product by translating product strategy into product roadmap for enterprise products.
Product Managers are the visionaries for both identifying solutions, and innovating for the next big thing. But how does one jump from “I have an idea” to “go live”? There’s lots in between.
By putting you in real-world scenarios, this deck was created for a Hearst-wide division workshop that helped various teams through how they can break down their idea into actionable next steps by borrowing agile methodologies.
Product Management 101: #1 How To Create Products Customer Love.Jean-Yves SIMON
An introduction to Product Management, for people involved in technology or software companies. Mainly aimed at evangelizing the role and responsibilities across an organization.
This is the #1 presentation out of a serie of 10 sessions.
Special thanks to Marty Cagan @ SVPG for the title :)
Nathalie Nahai - Naughty or nice? The psychology behind successful productsNathalie Nahai
In this talk, I explore the psychological principles behind the successful conversion, adoption and monetisation of products.
From decision-making, fluency and cognitive load, to dopamine loops and habit-creation, you'll come away with concrete examples and actionable tips you can use to start optimising your products immediately.
Agile205: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role -- product manager -- responsible for identifying market needs/opportunities, making product-level decisions about offerings/benefits/pricing/packaging/channels/financial goals, and managing sales/customer relationships on behalf of executives. Since products often span multiple scrum teams, some products have a mix of product owners and product managers. We'll introduce product owners, map that against software product managers, and talk through approaches to meet all of the product needs for a market-successful product.
Behind every great product is a great team doing work in a way that guarantees results. They are following a roadmap from the starting point to the end product. But a product roadmap can be elusive. This talk addresses why it is important and presents an approach to make one.
Slides from the 'Essentials of Product Management' workshop at General Assembly in London, June 2013
ABOUT THIS WORKSHOP
The first step in making an idea reality is to understand product management. There is a huge amount of work between the idea stage and the coding stage, and this Saturday workshop will help you understand what needs to be accomplished.
We will start the day off by learning what the product management role encompasses and what the managing process is like. We'll also cover a product's feasibility and the various stages of—and ways to approach—the product development process. Through group work and hands-on practice, we'll look at the MVP (Minimum Viable Product) philosophy to test and validate your plans, and move on to identify the other more technical tools needed to start and evaluate the building process.
TAKEAWAYS
Part 1: The Product Manager role & the Product Management Process
Part 2: The Customer and MVP
- Learn to break an idea into its primary parts to assess product feasibility
- Explain the purpose and process of building an MVP
- Identify various ways to build and learn from an MVP
- Evolve an MVP to reach product/market fit
- Determine if product/market fit has been achieved for a product
Some slide content courtesy of Simon Cast, John Eikenberry, and General Assembly
To capture and externalise the product vision will provide advantages to the process and the team. You will now have a singular representation, a visible artefact to throw tomatoes at, and the ability to test and improve any or all elements.
A talk I gave at Google on Strategy and Product Discovery
We discussed:
Discovering Features and Products (Product Strategy)
Discovering Products and Product Lines (Product Line / Company Strategy)
Marty Cagan: Using High Fidelity Prototypes for Product Discovery
Product Manager 101: What Does A Product Manager Actually Do?Chris Cummings
This is an expanded and updated version of the original Product Manager 101. The purpose is to explain the role of the product manager and product management to new and prospective PMs as well as those who will interact with PMs.
Product management boils down to owning the vision, design, and execution for your product. This presentation walks you through the roles and responsibilities of product managers and attributes of the most successful product folks.
Enjoyed this presentation? Subscribe to my weekly essays at http://www.sachinrekhi.com
From a recent talk to Texas McCombs MBAs about what product management is, what skills product managers need, and how to get a job in product management.
This presentation discusses how you can leverage the innovation strategy and the product lifecycle to get your product strategy right and achieve product success; how to make your product stand out from the crowd; and how you can effectively capture your product strategy.
Product Roadmaps - Tips on how to create and manage roadmapsMarc Abraham
This presentation is focused on two areas with respect to product roadmaps. Firstly, a roadmap is a not a loose collection of timings and features. Secondly, it is key to define a product vision, goals and strategy before creating a roadmap.
A regular talk I give across the globe for both corporate innovation and startup ideation. I took a great group of Hubbers through the process of finding product market fit with their ideas, startups and products
The slides are for a course that is LIVE on Udemy.com (https://www.udemy.com/product-roadmap-101/)
The slides outline how to build an effective product by translating product strategy into product roadmap for enterprise products.
Product Managers are the visionaries for both identifying solutions, and innovating for the next big thing. But how does one jump from “I have an idea” to “go live”? There’s lots in between.
By putting you in real-world scenarios, this deck was created for a Hearst-wide division workshop that helped various teams through how they can break down their idea into actionable next steps by borrowing agile methodologies.
Product Management 101: #1 How To Create Products Customer Love.Jean-Yves SIMON
An introduction to Product Management, for people involved in technology or software companies. Mainly aimed at evangelizing the role and responsibilities across an organization.
This is the #1 presentation out of a serie of 10 sessions.
Special thanks to Marty Cagan @ SVPG for the title :)
Nathalie Nahai - Naughty or nice? The psychology behind successful productsNathalie Nahai
In this talk, I explore the psychological principles behind the successful conversion, adoption and monetisation of products.
From decision-making, fluency and cognitive load, to dopamine loops and habit-creation, you'll come away with concrete examples and actionable tips you can use to start optimising your products immediately.
Agile205: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role -- product manager -- responsible for identifying market needs/opportunities, making product-level decisions about offerings/benefits/pricing/packaging/channels/financial goals, and managing sales/customer relationships on behalf of executives. Since products often span multiple scrum teams, some products have a mix of product owners and product managers. We'll introduce product owners, map that against software product managers, and talk through approaches to meet all of the product needs for a market-successful product.
How to Use Your Product Roadmap as a Communication ToolJanna Bastow
Find out how making this one small change at your company can completely shift the way you communicate with your customers for the better.
In this webinar, ProdPad co-founder Janna Bastow will talk about how companies have successfully gone public with their product roadmaps - and share exactly what steps you’ll need to take to launch yours.
You’ll see two dramatic changes when you open the door to your product roadmap to your customers:
- Your customers will know your product vision and your priorities as a company
- Your support team will be able to confidently take customer feedback and answer questions about feature requests.
Even among companies that claim to be committed to transparency, product roadmaps have generally been shrouded in secrecy - the result of a fear of backing out on commitments or missing release dates.
The reality is that companies that share their roadmaps are able to set practical expectations with their customers, communicate priorities and the future of their products clearly and retain their strongest customers.
New is Easy but Right is Hard: Hacking Product ManagementBernard Leong
Talk given on 15 Nov 2013, in Hackers & Painters (http://http://hackersandpainters.sg/), Singapore @ Blk 71.
Synopsis: A great product is a synthesis of technology and business thinking. How do we decide what goes into the product and determine the roadmap of the product? How do we establish the balance between the business and technology of the product? In this session, we discuss some interesting lessons learned on product management and why both business leaders and technologists don't get it.
User Experience and Product Management: Two Peas in the Same Pod?Jeff Lash
What is the difference between User Experience and Product Management? Where do you draw the line between the two? How can UXers work better with Product Managers? How can a UXer transition into product management? All these questions and more, answered in this presentation by Jeff Lash for the 2011 St. Louis User Experience conference on Feb 25, 2011.
Lean Product Management for Enterprises: The Art of Known Unknowns Thoughtworks
Natalie Hollier presentation was given at the Lean Strategy + Design Salon meetup in New York: http://www.meetup.com/LeanStrategyPlusDesign/events/200913392/
Check out Natalie's website: http://www.nataliehollier.com/
From talk to CTO School in NYC
- what is good product management
- how engineering can be a good partner to product (and how to structure product leadership)
- how to hire
This presentation provides a framework for product managers and C-level executives to discuss and prioritise their product investments. Maintaining a practical focus, it condenses highlights from McKinsey's three horizons model and more recent successors developed by academics at Wharton and MIT.
Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...Dan Olsen
Best practices in using metrics to optimize your web product. I gave this webinar on Dec 17, 2008, as part of FeaturePlan's series "The Product Management View".
Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...Rishi Dean
These slides were used to facilitate a discussion of entrepreneurial MIT alums, mainly from the MIT Sloan business school. My intention was to introduce many of the newer, leaner concepts of early stage start-up development to a group that often sees "technology first" businesses.
This presentation centers on the concept of Product / Market Fit: what it is, why it's important, and how to achieve it. I propose my "Product Market Fit Matrix" that helps to characterize the issues of the start-up and presents various frameworks that can help guide development. In a sense the Product / Market Fit Matrix is a meta-framework.
For more information please visit: http://www.rishidean.com
As products and technologies continue to evolve, so too does the role of Product Management. We take a look at what Product Management is in 2016 and also ask some product experts and influencers what it will look like in the future.
The Product Management X-Factor: How to be a Rock Star Product ManagerPaul Young
Product Management is a tough job: we need to be business oriented, tactical, strategic, and technical all at the same time. But some people have cracked the code about how to be more effective product managers than others. What is it about these rock star product managers that separates them from the rest of us?
Over the past 10 years in product management, Paul Young has observed what makes some people successful where others fail, and boiled it down to seven product management "x-factors," that turn good people into great.
Winner of "Best Session" at Rocky Mountain ProductCamp 2010.
NOTE: Because of the limitations of SlideShare, the formatting of this presentation does not match the original. Come to ProductCamp Austin in Jan 2011 to see this presentation live. productcampaustin.org
The Agile Product Manager/Owner Dilemma (ProdCampNYC)Rich Mironov
As product managers grapple with Agile and scrum's product owner, how do we define roles, decide waht needs to be done, think broadly about go-to-market instead of narrowly about software creation, and map out a job that mortals could succeeed at?
(This was presented at Product Camp NYC in July '09.)
Discussion of what technology product managers do, and how this differs from program/project management. Presents idealized role division, knowing that no organization matches the idea. For IEEE-TMC local meeting
How Agile Changes (and Doesn't) Product ManagementRich Mironov
Many software development organizations are moving to agile methodologies, but product managers are late to understand how this changes their role within the engineering organization. At the same time, “by the book” agilists tend to misunderstand (or forget about) product management with disastrous results.
This session will recap the essentials of tech product management, loosely define agile, and identify the primary failure modes of companies lacking agile PMs. How should we organize, train and collaborate for success?
The Chameleon Product Management Model Pat Scherer
Product Management roles have continuously evolved since P&G’s 1931 introduction of the “brand man”. PM models which focus on strategy, planning and brand management are incomplete in today’s dynamic world of Agile, Lean, digital presence, growth-hacking and crowdsourcing. Pat Scherer introduces an alternative model that she has employed with Executives and Product teams to
• Visualize “whole product” requirements, lifecycles and organizational roles
• Assess skills and skill gaps
• Align priorities between leadership and teams
How to reach the next level in B2B sales growth by transitioning from product...The Naro Group
These slides are based on my notes preparing for a SNHU Sales Force Management Class to discuss organizing the sales effort. Specifically, how sales organizations today are moving from being product centric to business–issue centric. As a result sales people need to have a solid understanding of the customer business issues, goals, and objectives in order to add value. This may impact how a Sales Force and Territories are organized. (Geographic, Customer Type, Product Type). This also impacts the different types of selling roles within a sales organization. It’s hard to believe that even today large companies like Oracle and SunGard are just realizing they need to go from selling multiple products to technical buyers to selling business “solutions” to business buyers. One common thread is that in order to make this transition they first create their own unique sales process that defines the way they sell and supports their go-to-market strategy. From there they build the sales organization.
Collaborative session on thinking like an product manager: after these prep slides, we created a backlog of issues, allocated time (resources) to the highest priority items, and talked through solutions to agile product mgmt issues. - Rich Mironov
Growth Strategies Across the Product LifecyclePaul Morgan
Understanding strategies and tactics to create growth opportunities is critical to become a differentiator and enable your product to have a long and successful part in your overall company strategy. Paul Morgan & Kamal Tahir presented this deck at the Product Management, Innovation and User Experience Conference in June 2014, Chicago, IL.
"Where Does (Should) Strategy Live in Your Company?" from SDForum Marketing SIG, 4/12/10. Tackles key cross-functional inputs for a strategy, who needs to participate, and where (in a start-up or small company) this should be located/managed from. Highlights product management as typically missing in small Silicon Valley companies.
Sales & Marketing Development Plan - a template for the CROFan Foundry
This playbook helps you build, measure, learn and adjust your sales and marketing leadership plan. It addresses many topics under Sales and Distribution, Customer Development, Strategic Marketing Frameworks and Integrated marketing Plans, including sample metrics for measuring progress.
A brief provocation about Product Management for startups. Understand the importance and the complexity of this fundamental role in your company.
Um breve provocação sobre Gerenciamento de Produtos para startups. Entenda a importância e a complexidade desta atividade fundamental para sua empresa.
Apresentação feita no RD Summit 2015 em Florianópolis, SC.
Product Marketing is frequently mentioned but not well understood. From Apple where PMMs are basically GMs to Google where they play a supporting role, everyone has a different definition. Having built this function at Skype and Evernote, here's how we approached it.
Webinar: Acting like a top 25 Salesforce ISV - Product Marketing StrategiesCodeScience
Acting Like a Top 25 Salesforce ISV:
Product Marketing Strategies that Drive Salesforce Success
All ISVs strive to create product marketing messaging that differentiates them from their competition.
But leading ISVs know that to stand out, you must also speak clearly to how you add value to Salesforce.
We're joining forces with marketing leaders from OwnBackup to discuss how to create a product marketing framework that meets your target market's needs and amplifies the results from your Salesforce outreach.
In this webinar, you’ll learn:
- How to create product messaging that differentiates you from your competition AND showcases the value you add to Salesforce.
- Why you need a dual-pronged messaging framework that targets prospects and key Salesforce personas.
- What tactics work in capturing mind- and market-share and which you should avoid.
Access the recoding:
https://learn.codescience.com/top-25-salesforce-isv-product-marketing-strategy-long.html
Similar to Agile Product Manager/Product Owner Dilemma (PMEC) (20)
Rich Mironov's keynote for one-day agile workshop. Intro to agile development and agile organizations, tools, impact on whole organization, product management and product planning. Co-sponsored by AccuRev, Coverity, Electric Cloud, Enthiosys, Rally and Agile Journal.
Aligning Business Models And Technology Architectures Ore Dev Conferenc...Enthiosys Inc
Luke Hohmann, Enthiosys CEO, on the many ways to match customer value to software pricing and value exchange mechanisms. How can we match what customers need with appropriate models and units?
Luke Hohmann, author of "Journey of the Software Professional":
Software development is a social activity. How do our values provide structure to solving problems, create expectations, and guide behavior? In turn, how are our values changed?
Collaboration Tools to Create Better ProductsEnthiosys Inc
Luke Hohmann presentation at Insight Forum. Provided concrete tools and concepts for collaborating with internal and external stakeholders to create better products
Translating In-Person Experiences to Online ToolsEnthiosys Inc
A talk by Luke Hohmann for BayChI about lessons learned moving Innovation Games from in-person to online format. Lo-fi prototypes, agile development, iterating the UI, and what went unexpectedly well / less well.
Bridging the Gap Between Business and Development (OOP'07 Keynote)Enthiosys Inc
Luke Hohmann, Enthiosys CEO, spoke on "Bridging the Gap Between Business and Development" as a keynote for OOP 2007 in Munich. He explored the understanding gap between developers and business-side staff by asking that the "ideal developer" would be for each group.
Aladdin at Enthiosys Customer Appreciation Day '08Enthiosys Inc
Laila Arad-Allan, VP Software DRM at Aladdin Knowledge Systems, at Enthiosys Customer Appreciation Day 2008. She talked about using Innovation Games with Aladdin's distributors to build product confidence and improve selling skills. Luke Hohmann led customer-centric selling, Product Box and Remember the Future to boost reseller success with Aladdin HASP.
Luke Hohmann's "Prioritizing For Profit" talk outlines how to create and prioritize a backlog based on customer value, market need, strategic issue, architecture. Targeted at CTOs, VP Eng/Devt, and VP ProductMgmt/Chief Product Officers
Luke Hohmann on "How Innovation Happens"Enthiosys Inc
Luke Hohmann led an Innovation Games session at Software 2007 themed “Powered by Innovation”. Addressed "how innovation happens." With photos of collaborative activities: Spider Web, Prune the Product Tree, Product Box, Show and Tell, etc.
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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2. An Unapologetic Product Guy Agile product management mentor/consultant CMO at Enthiosys Business models, pricing, customer needs Interim executive Repeat offender at software/SaaS start-ups Founded P-Camp Chaired Agile 2009 PM/PO track “The Art of Product Management”
3. Agenda Confusion around context, terminology Development POV or outbound organization? Portfolio strategy vs. product backlog “Business value” isn’t quarterly revenue goal Product managers and product owners What does a product manager do? How does this map to product owners? Recommendations
4. My Biases My focus is on commercial software Revenue-driven Market share matters Agile development as part of business agility Most product failures are market failures Strategy happens before development starts Good product managers have first-hand experience marketing/selling/supporting 100111011001 $$$
6. Product Owner? Product Manager? Most Agilists think narrowly about product owners Core member of agile team Physically present most of the time Driving user stories and sub-iteration decisions Showcase provides primary customer input Most product managers are not yet Agilists Majority of product work happens outside Engineering Markets and customers must be experienced directly Servicing multiple inbound and outbound queues
7. Product Management Executives Development What Does Product Management Do? strategy, forecasts, commitments, roadmaps,competitive intelligence budgets, staff, targets market information, priorities, requirements, roadmaps, MRDs, personas, user stories… Field input, Market feedback Mktg & Sales Markets & Customers software Segmentation, messages, benefits/features, pricing, qualification, demos…
8. many years Exec Strategy years Portfolio many mons PM Product 2-9 mon Release Dev Team Sprint 2 wk Daily Product Management Planning Horizons
12. What Does a Product Owner Do? “In Scrum, a single person must have final authority representing the customer's interest in backlog prioritization and requirements questions. This person must be available to the team at any time, especially during the sprint planning meeting and the sprint review meeting.” Responsible for Defining features Prioritizing features according to market value Deciding release dates and content Accepting or rejecting work results Profitability of the product (ROI?) How developers define product management
13. Ideal Product Owner Must Be… Omniscient, telepathic Represent true market needs without spending a lot of time “in the field” Manage complexities ofdetailed stories andmarketplace tradeoffs Very difficult to do “solo” IMHO nearly impossible without some product management experience
15. Two Sizes of Product Owner “small p” product owner Focus on iterations (up through releases) User story elaboration, backlog management Available to dev team hour by hour Customer showcase (rather than primary market research) Internal recruit, often limited product management experience “Big P” Product Owner, aka Chief Product Owner Strategic view of customers, profitability, markets Sets broad direction, owns resource allocation “Big P” Product Owners call themselves: VP/GM of Business Unit VP Product Management VP Engineering
16. PO/PM Organizational Map GM - VP PM - VP Eng/CTO Product Management Organization product owners more technical more market-focused
17. product owner Executives Marketing/Sales Customers customer information, priorities, requirements, roadmaps, personas, user stories… Development “small p” product owner software
19. Much More to Do IMO, Product Owner role adds 40-60% work for waterfall product managers PM likely to be already overcommitted Too many constituents, queues, roles PM capacity planning is hard Natural for PMs to ignorehow stretched they are Agile makes this worse
20. Product Manager Failure Modes Solo Product Manager fails the agile team if… Part-timer, not fully engaged with team Lack of detail on stories, acceptance tests Stale items in backlog Handwaving and bluster Best of intentions, but pulled in too many directions “Build what I meant”
21. Product Owner Failure Modes Solo Product Owner fails the market if… Weak on actual economic value: pricing, packaging, upgrade barriers,professional service models,discounting, competitive dynamics Disconnected from cross-functional teams that turn software into products (Marketing, Sales, Support…) Trading off company-wide product strategy in favor of product-level features Substituting showcases for broad market input
22. Scalable PM/PO Models Small product, co-located team Agile product manager is the product owner Complex product PM covers strategic/outbound, PO (TPM) for inbound Report up through same PM management chain Distributed teams One or more PMs at main Eng location Every remote team has a PO (or PM) Frequent, intense collaboration among all PMs/POs Pool of PM/PO talent with strategic leadership Larger departments, enough resources to allocate Pair up, mix and match, share, share, share
23. Context and Solo Models A seasoned Agile Product Manager can also be a Product Owner Cover both roles for one moderately complex product A seasoned Product Owner can not also be a Product Manager Outbound coordination and Sales/Marketing/Field role don’t fit into schedule Best: Single organization for both PMs and POs Best: Collocated PMs and POs/TPMs (40% / 60%) Tough: HQ PM, remote PO with each dev team
24. Take-Aways PM/PO: One of the reasons Agile delivers better software Agile makes Product Manager job harder Market demands and first-hand interactions don’t go away Without deep and complex market input, Product Owner can’t represent users/customers/markets Staffing and trainingissues Skills mix, geo-distribution
25. Plan to ask for (and then demand!) more PM/PO staff and team training
Most product failures are market failures, not development failuresProduct line strategies should be built before dev teams are formedGood product managers have first-hand experience marketing/selling/supporting
