The document discusses the roles of Product Managers and Product Owners in Agile development and offers recommendations to address challenges. It notes that while Product Owners focus on iterations and backlogs, Product Managers handle broader market strategy and customer interactions. For complex products, both roles are needed but can be difficult for one person. It recommends scaling models, such as having Product Managers cover strategic work and Product Owners handle iterations, or distributing teams with local Product Owners and traveling Product Managers.
YouTube Link: https://youtu.be/X95kqqaI9Fg
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on "Scrum Master Roles and Responsibilities" will help you understand who scrum master exactly is and what role does he play in scrum product development.
Introduction to Scrum
Who is a Scrum Master?
Role of a Scrum Master
Responsibilities of a Scrum Master
Qualities of a Good Scrum Master
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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.
The Product Backlog drives the work of Scrum teams, but keeping the backlog fresh and useful is often a continuing challenge. Is your product backlog healthy, and what are some ways to keep it that way that you can use right away?
YouTube Link: https://youtu.be/X95kqqaI9Fg
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on "Scrum Master Roles and Responsibilities" will help you understand who scrum master exactly is and what role does he play in scrum product development.
Introduction to Scrum
Who is a Scrum Master?
Role of a Scrum Master
Responsibilities of a Scrum Master
Qualities of a Good Scrum Master
Follow us to never miss an update in the future.
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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.
The Product Backlog drives the work of Scrum teams, but keeping the backlog fresh and useful is often a continuing challenge. Is your product backlog healthy, and what are some ways to keep it that way that you can use right away?
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.
Managers encounter continued pressure to deliver more software in less time and they tend to introduce many different KPIs to measure success. But why do they introduce KPIs in the first place? Which are the good KPIs? Which ones are not useful? And which ones are the harmful ones? This white paper presents some of the most common KPIs and the expected outcomes that you could find using them. Agile Vs. Waterfall
You'll learn:
- How to create a roadmap for current, near-term, and future projects
- How to communicate priorities clearly with your team
- How to present your roadmap to executives
Agile Product Management: Getting from Backlog to ValueLeadingAgile
What does it take to create a backlog, build software, release features, and finally deliver value to your customers? From estimation to prioritization, to understanding an end-state vision of an organization, this deck helps you understand the value you're delivering to your users. Learn more about the principles of Agile Product Management in this slide deck from LeadingAgile, Senior Vice President and Executive Consultant, Adam Asch.
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupYuval Yeret
SAFe 6.0, a significant version of the Scaled Agile Framework, was released earlier this Spring. Join us for a deep dive into the newly released SAFe 6.0, where we'll explore the latest updates and improvements to the framework.
In this session, we'll cover the following topics:
Strengthening the Foundation for Business Agility -
Foundational changes in SAFe
Empowering Teams and Clarifying Responsibilities
Accelerating Value Flow
Enhancing Business Agility with SAFe across the business
Delivering Better Outcomes with Measure and Grow and OKRs
This session will provide valuable insights into the latest release and how it can help you and your organization improve business agility and deliver value to customers faster. Join us for an informative and engaging session with our expert speaker, SAFe Fellow/SPCT, and Scrum.org PST Yuval Yeret, who has extensive experience in implementing SAFe at scale. Yuval loves to answer questions, so review the “What’s new in SAFe 6.0” article and come up with concrete questions you want him to answer.
Join BostonPHP and Michael Bourque as he presents the concept of Scrum and shows why so many people are now deploying scrum to their development projects. Michael will take us through the process and talk about how his company, Parametric Technology Inc. (PTC) , is successfully applying Scrum.
The goal of this presentation is to explore the most efficient way to manage the product backlog, using blitz planning, story maps (walking skeleton) and improving the quality of our stories by focusing on stronger acceptance criteria, as well as using personas. The benefit of having a better way to organize and visualize the product backlog is to improve our ability to conduct release and iteration planning, as well as produce a better product road map. By attending this session you will be better equipped to help your team and product owner work with the product backlog. As a project manager, you will be introduced to simple techniques that will help you better manage your Agile project and improve visibility to all the work.
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
Building upon well established Scrum, XP, and lean software development methods, agile scaling frameworks such as Dean Leffingwell's Scaled Agile Framework (SAFe) and Scott Ambler's Disciplined Agile Delivery (DAD) address large, complex software delivery initiatives through their full delivery lifecycle from project initiation to production. These frameworks have received significant interest in both federal government and private industries, recognizing the need for continued team-based iterative and incremental adaptive approaches to software development, balanced with scaling processes and factors at the Program and Portfolio levels and organizational governance models and guidance for large enterprise engagements. This session will provide a brief overview of these two agile scaling models, address the benefits of what both are trying to accomplish, and compare and contrast specific similarities and differences.
Many Agile practitioners are comfortable working iteratively in small slices once there’s a basic foundation, but struggle with where to start on a new project, product, or other big idea. Participants in this session will learn how to use Richard’s Feature Mining technique to find early slices of any big idea that provide value, learning, and risk-mitigation.
Agile For All clients have used this successfully for all kinds of software products, for combined software and hardware systems, and even beyond software in such areas as park construction and office remodeling. In some cases, projects with apparent significant up-front infrastructure requirements were able to ship a valuable slice to customers after just one or two sprints.
In Scrum, Product Owner is an important role. The PO is accountable for Product Success. However, more often than not we see that only 20% of all the features of a Product are widely used. Why does this happen? IMHO, this happens because POs are often distracted due to various reasons. This leads to certain anti-patterns in the PO role, which I tried to explore.
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.
Managers encounter continued pressure to deliver more software in less time and they tend to introduce many different KPIs to measure success. But why do they introduce KPIs in the first place? Which are the good KPIs? Which ones are not useful? And which ones are the harmful ones? This white paper presents some of the most common KPIs and the expected outcomes that you could find using them. Agile Vs. Waterfall
You'll learn:
- How to create a roadmap for current, near-term, and future projects
- How to communicate priorities clearly with your team
- How to present your roadmap to executives
Agile Product Management: Getting from Backlog to ValueLeadingAgile
What does it take to create a backlog, build software, release features, and finally deliver value to your customers? From estimation to prioritization, to understanding an end-state vision of an organization, this deck helps you understand the value you're delivering to your users. Learn more about the principles of Agile Product Management in this slide deck from LeadingAgile, Senior Vice President and Executive Consultant, Adam Asch.
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupYuval Yeret
SAFe 6.0, a significant version of the Scaled Agile Framework, was released earlier this Spring. Join us for a deep dive into the newly released SAFe 6.0, where we'll explore the latest updates and improvements to the framework.
In this session, we'll cover the following topics:
Strengthening the Foundation for Business Agility -
Foundational changes in SAFe
Empowering Teams and Clarifying Responsibilities
Accelerating Value Flow
Enhancing Business Agility with SAFe across the business
Delivering Better Outcomes with Measure and Grow and OKRs
This session will provide valuable insights into the latest release and how it can help you and your organization improve business agility and deliver value to customers faster. Join us for an informative and engaging session with our expert speaker, SAFe Fellow/SPCT, and Scrum.org PST Yuval Yeret, who has extensive experience in implementing SAFe at scale. Yuval loves to answer questions, so review the “What’s new in SAFe 6.0” article and come up with concrete questions you want him to answer.
Join BostonPHP and Michael Bourque as he presents the concept of Scrum and shows why so many people are now deploying scrum to their development projects. Michael will take us through the process and talk about how his company, Parametric Technology Inc. (PTC) , is successfully applying Scrum.
The goal of this presentation is to explore the most efficient way to manage the product backlog, using blitz planning, story maps (walking skeleton) and improving the quality of our stories by focusing on stronger acceptance criteria, as well as using personas. The benefit of having a better way to organize and visualize the product backlog is to improve our ability to conduct release and iteration planning, as well as produce a better product road map. By attending this session you will be better equipped to help your team and product owner work with the product backlog. As a project manager, you will be introduced to simple techniques that will help you better manage your Agile project and improve visibility to all the work.
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
Building upon well established Scrum, XP, and lean software development methods, agile scaling frameworks such as Dean Leffingwell's Scaled Agile Framework (SAFe) and Scott Ambler's Disciplined Agile Delivery (DAD) address large, complex software delivery initiatives through their full delivery lifecycle from project initiation to production. These frameworks have received significant interest in both federal government and private industries, recognizing the need for continued team-based iterative and incremental adaptive approaches to software development, balanced with scaling processes and factors at the Program and Portfolio levels and organizational governance models and guidance for large enterprise engagements. This session will provide a brief overview of these two agile scaling models, address the benefits of what both are trying to accomplish, and compare and contrast specific similarities and differences.
Many Agile practitioners are comfortable working iteratively in small slices once there’s a basic foundation, but struggle with where to start on a new project, product, or other big idea. Participants in this session will learn how to use Richard’s Feature Mining technique to find early slices of any big idea that provide value, learning, and risk-mitigation.
Agile For All clients have used this successfully for all kinds of software products, for combined software and hardware systems, and even beyond software in such areas as park construction and office remodeling. In some cases, projects with apparent significant up-front infrastructure requirements were able to ship a valuable slice to customers after just one or two sprints.
In Scrum, Product Owner is an important role. The PO is accountable for Product Success. However, more often than not we see that only 20% of all the features of a Product are widely used. Why does this happen? IMHO, this happens because POs are often distracted due to various reasons. This leads to certain anti-patterns in the PO role, which I tried to explore.
As with everything else related to agile, the nature of the Product Owner role, and whether it is needed at all, depends a great deal on context. As teams discover this, it leads to some common questions:
What do Product Owners Really Do?
Do we even need Product Owners?
Join Kent to examine the Product Owner role and attempt to answer the above questions. He’ll share his experiences and give you a chance to share your perspectives with each other.
By the end of the session, you'll have more insight into the Product Owner role and how it applies (or not) to your situation. This includes an understanding of common organizational models for product owners (including what part of the organization they fit in), how to determine appropriate product ownership responsibilities for your situation, and whether you need Product Owners to have successful product ownership.
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
Effective product management is more than just visiting customers and writing requirements. Good product managers posses certain traits that allow them to excel in their roles. While it may seem that some people are just born with these abilities, most have them in some degree and just need to learn how to express them effectively. This presentation covers ten important traits that good product managers possess and offer specific suggestions on how to emphasize your natural traits while addressing those that do not come as naturally.
From Jeff Lash of www.goodproductmanager.com
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
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.
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.
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?
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
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?
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.
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.
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
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
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
"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.
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.
Scoping your next release defining and documenting mv psTristan Senycia
Developing a Minimum Viable Product (MVP) is a good way to reduce risk and can help you launch your product quickly with a small budget.
This approach can also allow you to collect users’ feedback for the primary product and include it in the future iterations. The MVP can help you find the right audience, pull the ideas based on experience and save time.
In this session, we will run through how to Scope your Minimum Viable Product, covering
- How to properly document your Product Vision
- Why we need to document your Product Vision accurately
- What to take into account
- Who needs to be involved in the process
- What founders often overlook / mistakes that can be made
- Minimum Viable Process Definition
- Whether or not you are creating an MVP or an MVP candidate
- How your MVP relates to your overarching Go-To-Market Strategy
- Product Concept Testing
This workshop is for pre startups, startups and existing business owners who want to launch develop an idea and or launch new products.
Speaker Profile:
Tristan has had 9 years Product Ownership experience and 4 years of Product Management experience.
Tristan was on the original founding team of YouTeam, a successfully, [originally] London-Based tech startup, which was subsequently backed by Y-Combinator (AirBnB, Dropbox, Stripe etc) and u.Ventures.
Prior to this Tristan went through and was funded by Australia’s most prominent accelerator programme, Accelerating Commercialisation, which invested $50k in his first SaaS startup.
Product Management Basics (for SCU MBA program)Rich Mironov
For Prof. Kumar Sarangee's MBA class at Santa Clara/Leavey. Basics of tech product management: role, pricing, roadmapping, and "how it is in the real world." Energetic class participation
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.
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.
Collaborating with Customers using Innovation GameEnthiosys Inc
Scott Gilbert, Enthiosys president, at EMC's Innovation & Leadership Series (22-Apr-09) on "Collaborating with Customers using Innovation Games®". Session included overview of Innovation Games; real-world examples; collaboration techniques vs. traditional market research. Scott led group in a live Innovation Game.
Pricing, Business Models, and What Things are WorthEnthiosys Inc
Rich Mironov's pricing workshop for SVPMA, 25-Apr-09. Focus on understanding customer's needs, value and natural units of exchange - before assigning prices or units or bundles. Group did teleportation pricing exercise.
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
Want to move your career forward? Looking to build your leadership skills while helping others learn, grow, and improve their skills? Seeking someone who can guide you in achieving these goals?
You can accomplish this through a mentoring partnership. Learn more about the PMISSC Mentoring Program, where you’ll discover the incredible benefits of becoming a mentor or mentee. This program is designed to foster professional growth, enhance skills, and build a strong network within the project management community. Whether you're looking to share your expertise or seeking guidance to advance your career, the PMI Mentoring Program offers valuable opportunities for personal and professional development.
Watch this to learn:
* Overview of the PMISSC Mentoring Program: Mission, vision, and objectives.
* Benefits for Volunteer Mentors: Professional development, networking, personal satisfaction, and recognition.
* Advantages for Mentees: Career advancement, skill development, networking, and confidence building.
* Program Structure and Expectations: Mentor-mentee matching process, program phases, and time commitment.
* Success Stories and Testimonials: Inspiring examples from past participants.
* How to Get Involved: Steps to participate and resources available for support throughout the program.
Learn how you can make a difference in the project management community and take the next step in your professional journey.
About Hector Del Castillo
Hector is VP of Professional Development at the PMI Silver Spring Chapter, and CEO of Bold PM. He's a mid-market growth product executive and changemaker. He works with mid-market product-driven software executives to solve their biggest growth problems. He scales product growth, optimizes ops and builds loyal customers. He has reduced customer churn 33%, and boosted sales 47% for clients. He makes a significant impact by building and launching world-changing AI-powered products. If you're looking for an engaging and inspiring speaker to spark creativity and innovation within your organization, set up an appointment to discuss your specific needs and identify a suitable topic to inspire your audience at your next corporate conference, symposium, executive summit, or planning retreat.
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For event details, visit pmissc.org.
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
For more Information, go to https://bit.ly/3SW5w8W
This comprehensive program covers essential aspects of performance marketing, growth strategies, and tactics, such as search engine optimization (SEO), pay-per-click (PPC) advertising, content marketing, social media marketing, and more
17. PO/PM Organizational Map product owners Product Management Organization more technical more market-focused GM - VP PM - VP Eng/CTO
18. “ small p” product owner Development customer information, priorities, requirements, roadmaps, personas, user stories… software Marketing/Sales Customers Executives product owner
19. Adapted Pragmatic Marketing ® Framework product owner backlog, accept work stories, NFR burn down/up Process improvement retrospectives Team needs all-team tasks Pricing Buy, Build or Partner Business Plan Product Profitability Win/Loss Analysis Distinctive Competence Market Problems Marketing Plan Customer Acquisition Customer Retention Program Effectiveness Buying Process Buyer Personas User Personas Positioning Product Portfolio Market Definition Distribution Strategy Innovation Competitive Landscape Technology Assessment Lead Generation Thought Leadership Referrals & References Launch Plan Use Scenarios Require ments Status Dashboard Product Roadmap Presentations & Demos Event Support “ Special” Calls Channel Support Channel Training Sales Process Collateral Sales Tools Business Market Programs Planning Strategy Support Readiness Business Market Programs Planning Strategy Support Readiness
Specifically talking about software, but in the broader context. We see all kinds of companies shipping products/services for revenue that include software, bundle software, depend on SaaS, etc. Let’s assume for now that almost all products are software, depend on software, or build in software.
So place to start is the basics of what a product manager does, then compare it to a product owner. We’re about two years behind. Dev doesn’t understand PM, and went ahead without us. In some ways, takes us back 25 years to the evolution of software product management
Emphasize three audiences, three languages, three challenges. Rest of talk is broken up into three sections, one each for customers, executives and development.
Pragmatic has done a great job of identifying what needs to happen. If you expect to make money on a product or service, these must get done by someone. Lots of ways to carve this if resources allow more than one person, after we acknowledge the necessity. (if this is new to you, lots of material on the prag site.)
For instance, “triad” configuration often recommended by Steve Johnson. Note that entire grid is covered. Or split left (PM) and right (PMM).
We know that we have impossible jobs.
See http://www.scrumalliance.org/articles/39-glossary-of-scrum-terms#1122 From CSM class materials. See http://www.controlchaos.com/certification/cspo.php CSPO: certified scrum product owner. 1-2 days classes, e.g. from Mike Cohn
www.enthiosys.com What does a typical 2-week iteration look like? • A living backlog of prioritized work to be done • A brief planning session in which the backlog items for the sprint will be defined: Team commits to work to be completed, identify tasks (and hours associated), collectively commits to getting it done during course of iteration • A brief daily meeting or scrum , at which progress is explained, upcoming work is described and impediments are raised: • 1.What have you done since the last scrum meeting? 2.What has impeded your work? 3.What do you plan on doing between now and the next scrum meeting? Review with Product Owner to review and accept/reject work Insert example of agenda . . . Insert example of retrospectives Iterations should not be longer than 4 weeks . . . .
Often PO is program manager, requirements analyst, user representative, business analysts… recruited into position without training or any PM experience Certainly, there are executives who would agree that they act as big product owners – but when you check their business cards you see titles like “Senior Product Manager” and “VP Product Management” and “COO, Network Security Products.” They don’t self-identify as product owners.
Plus team-related activities that were not part of traditional PM role: Process improvement and retrospectives Pitching in on broad team tasks including estimation, acceptance testing
![The Agile Product Manager / Product Owner Dilemma Rich Mironov, CMO, Enthiosys [email_address]](https://image.slidesharecdn.com/a09prodmgrprodownerdilemma-090825150456-phpapp02/85/Agile2009-Product-Manager-Product-Owner-Dilemma-1-320.jpg)
![An Unapologetic Product Guy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)