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Building Faster Horses: Taking Over An Existing Software Product
The document discusses a case study of taking over an existing occupational medicine software product called EME. It describes the background of the product and team, and the new technical product manager's approach of spending the first 30 days learning about the business and product, the next 30 days evaluating it through user research and establishing KPIs, and the third 30 days prioritizing the backlog. Some lessons learned included focusing on the goal beyond requests and communicating issues. Future planning discussed scaling the team and product.
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Similar to Building Faster Horses: Taking Over An Existing Software Product
Building Faster Horses: Taking Over An Existing Software Product
- 1. Building Faster Horses Takingover an existing software product
- 2. About Me TechnicalProduct Manager for Prime Occupational Medicine 10 years in software development and design Six of those years in software development consulting Certifications: Professional Scrum Master (PSM-I) Distinguished Toastmaster (DTM) Numerous Microsoft certifications in .NET development and ALM Volunteer for SCORE and SQL Saturday Baton Rouge
- 3. About SCORE andSCORE BR Nation’s largest network of free expert business mentors Free mentoring sessions with SCORE volunteer mentors Free and paid seminars and workshops Simple Steps to Starting Your Business Held monthly and free to attend Simple Steps for Growing Your Business Currently being held at the Central Library every other Wednesday http://scorebr.org
- 4. About SQL SaturdayBaton Rouge August 6th, 2016 at the LSU Business Education Complex Annual free to attend all day technology conference, lunch provided Includes tracks on IT Management and Career Growth This year trying to form a Project Management track! If you have a topic to present, please submit it by the end of the month! If you don’t, make one up! If you still don’t, register to attend and see you there! http://www.sqlsaturday.com/515
- 5. Agenda What isProduct Management? A Case Study: EME The Backstory The Approach Lessons Learned Planning for the Future Resources and References
- 6. “If I hadasked people what they wanted, they would have said faster horses.” Henry Ford (supposedly.) https://hbr.org/2011/08/henry-ford-never-said-the-fast
- 7.
- 8. What is ProductManagement? Product management is an organizational lifecycle function within a company dealing with the planning, forecasting, and production, or marketing of a product or products at all stages of the product lifecycle. (“Product Management”, 2016, para. 1) The product manager is often called the product "CEO." The product manager investigates, selects, and drives the development of products for an organization, performing the activities of product management. (“Product Manager”, 2016, para. 1)
- 9.
- 10. The Technical Product“CEO” Technical Product Manager Project Management Requirements Gathering Backlog Management Marketing Assistance Sales Assistance User Experience Quality Assurance Application Support Financial Reporting Product Strategy Business Intelligence Software Development
- 11.
- 12. The Backstory: TheProduct EME is a web-based software product developed for Prime Occupational Medicine The EME product facilitates the lifecycle and document management for occupational medicine encounters Pre-Placement Screenings Fit for Work Evaluations Employee Injury or Illness Random Drug Screens Etc. Has been in production for over a year 10,000+ authorizations Designed to be employer centric
- 13. The Backstory: TheTeam Evolution PGS Owners Software Consultants Domain Knowledge Product Vision Product Strategy Requirements Gathering Lifecycle Management Implementation Support
- 14. The Backstory: TheTeam Evolution Domain Knowledge Product Vision Product Strategy Requirements Gathering Lifecycle Management Implementation Support PGS Owners Software ConsultantsMe
- 15. Going Into DayOne The Opportunities Can trust the design and implementation Have a network of folks who have worked with the product and people The product is in active use by clients! The Obstacles Will take time to transition ownership due to active development No personal experience with the product No real knowledge of what’s already in place and what isn’t At the Product level At the Product Strategy level
- 16.
- 17. The Approach: 30– 60 – 90 Day Plan 30: Learn • Learn the Business • Learn the Product 60: Evaluate • Determine KPIs • Determine Opportunities • Establish Processes 90: Execute • Create Roadmap • Migrate Control • Deliver!
- 18. The First 30Days: Learn Learn the business and how it operates Services Locations Org Chart Learn the product Key stakeholders and users What does it do? What doesn’t it do?
- 19. The Second 30Days: Evaluate Usability Testing A/B Testing & Analytics User Interviews Surveys Behavioral Attitudinal Direct (Qualitative) Indirect (Quantitative) Research Methods Framework from Dan Olsen (2015)
- 20. The Second 30Days: Evaluate Usability Testing A/B Testing & Analytics User Interviews Surveys Behavioral Attitudinal Direct (Qualitative) Indirect (Quantitative) Watch the users Talk to users Establish KPIs NPS, etc. Research Methods Framework from Dan Olsen (2015)
- 21. The Second 30Days: Establishing KPIs AARRR Metrics Framework from Dan Olsen (2015)
- 22. The Second 30Days: Establishing KPIs AARRR Metrics Framework from Dan Olsen (2015) Optimization starts here!
- 23. The Second 30Days: Activation KPIs Number of Authorizations Total Monthly Number of Patients Total Monthly Number of Employers Total Monthly
- 24. The Second 30Days: Retention KPIs System Performance Optimization (Request Duration * Frequency) Feature Usage Are our clients actually using X? Are some clients using X more than others? Operational Efficiency (Avg. Duration of Key Metrics) Cradle to Grave Time to Grab Time to Review Retention – How is our product-market fit?
- 25. The Second 30Days: Revenue KPIs Cost Per Unit (Infrastructure costs + Labor costs) / # of Authorizations Invoiced Labor costs relate back to operational efficiency measures
- 26. The Third 30Days: Backlog Prioritization Prioritization formula is similar to Return On Investment (ROI) The return can be tangible and intangible Retention, Revenue, Referral Investment is fairly tangible Estimated Effort
- 27. The Third 30Days: Backlog Prioritization (User Value + Financial Value + Technical Value) Estimated Effort Value: 1 to 10 Effort: 1 to 4 (6 + 2 + 10) 2 = 9
- 28. Also… the firstinternal push to production! No pressure…
- 29.
- 30. Don’t Make FasterHorses When a Car Will Do. Look for the goal beyond the request.
- 31. Translators shouldn’t need translators. Fosteran environment open to communicating the fact that we aren’t actually communicating.
- 32. Trade Sandbags forIdols. Work is “instead of” not “in addition to”. Do the 20% that yields 80%.
- 33. Planning for theFuture
- 34. Let’s play agame…
- 35. Speed ABC’s Timed20 seconds Write upper case block letters No cursive! Write the alphabet starting at A and ending at Z If you reach the end, start over and keep going!
- 36. Speed abc’s Timed20 seconds Write lower case block letters No cursive! Write the alphabet starting at A and ending at Z If you reach the end, start over and keep going!
- 37. Speed AbC’s Timed20 seconds Alternate upper and lower case block letters Start with upper case No cursive! Write the alphabet starting at A and ending at Z If you reach the end, start over and keep going!
- 38. Planning for theFuture: Scaling Technical Product Manager Project Managem ent Requirem ents Gathering Backlog Managem ent Marketing Assistanc e Sales Assistanc e User Experienc e Quality Assurance Applicatio n Support Financial Reporting Product Strategy Business Intelligen ce Software Developm ent Ab1@Cd2#Ef3$Gh4%... ABCDEFGHIJKLMNOP… abcdefghijklmnop… 123456789012345… @#$%^&*()!@#$%^&…
- 39. Planning for theFuture: Scaling Build a Future Org Chart Fill in the areas with your name for now Actively build job descriptions from your responsibilities Prioritize the growth based on biggest impact
- 40. References References Olsen, D.(2015) The Lean Product Playbook. Hoboken, New Jersey: John Wiley & Sons, Inc. Product Management. (n.d.). In Wikipedia. Retrieved May 16, 2016, from https://en.wikipedia.org/wiki/Product_management Product Manager. (n.d.). In Wikipedia. Retrieved May 16, 2016, from https://en.wikipedia.org/wiki/Product_manager Additional Resources https://www.score.org/resources/simple-steps-workbooks http://www.slideshare.net/dan_o