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How Agile Changes (and Doesn’t Change) What Product Managers DoRich MironovNov 18, 2010
About Rich MironovVeteran product strategist/PM consultantInterim executiveBusiness models, pricing,Agile meets businessCurrently CEO of stealth start-upRepeat offender at product mgmt/marketingTandem, Sybase, five B2B start-ups“The Art of Product Management”Chaired Agile ‘09/’10 PM/PO tracksFounded ProductCamp
Agenda3What does a product manager do?Agile overviewAgile and product managers/ownersConclusions
Disjoint CommunitiesProduct ManagersAgile CommunityNearly empty, very lonely
What Does a Product Manager Do?For commercial / revenue software…PM drives delivery and market acceptance of whole productsPM targets market segments, not individual customersFor strategic internal development…PM resolves competing prioritiesPM drives acceptance and adoption
ProductManagementExecutivesDevelopmentWhat Does a Product Manager Do?strategy, forecasts, commitments, roadmaps,competitive intelligencebudgets, staff,targetsmarket information, priorities,requirements, roadmaps, MRDs,personas, user stories…Field input,Market feedbackMktg & SalesMarkets & CustomerssoftwareSegmentation, messages, benefits/features, pricing, qualification, demos…
Product Mgmt Planning Horizonsmany yearsExecStrategyyearsPortfoliomany monsPMProduct2-9 monReleaseDevTeamSprint2 wkDaily
Pragmatic Marketing® FrameworkDir, Prod StrategyProd Mktg MgrTech Prod MgrBusinessPlanMarketingPlanPositioningPricingMarket ProblemsCustomer AcquisitionBuyingProcessMarket DefinitionBuy, Build or PartnerWin/Loss AnalysisCustomer RetentionBuyer PersonasDistribution StrategyProduct ProfitabilityDistinctive CompetenceProgram EffectivenessUserPersonasProduct PortfolioBusinessMarketProgramsPlanningStrategySupportReadinessBusinessMarketProgramsPlanningStrategySupportReadinessInnovationCompetitive LandscapeLaunchPlanRequire- mentsProduct RoadmapPresentations & DemosSalesProcessTechnology AssessmentThought LeadershipUseScenarios“Special”CallsCollateralLead GenerationStatus DashboardEventSupportSalesToolsReferrals & ReferencesChannelSupportChannel Training© 1993-2009 Pragmatic Marketing, Inc. All rights reserved
Nature of PM RoleNo natural sequence for PMMust work all aspects in parallelEntire planning onionIntensely interrupt-drivenBottoms-up shapes top-down, top-down shapes bottoms-upProduct Management must provide strategy, judgment and integration as well as execution
Agenda10What does a product manager do?Agile overviewAgile and product managers/ownersConclusions
What is Agile?Umbrella term for various software project management and engineering practicesIncremental, iterative and collaborativeMore frequent delivery of smaller incrementsBuilding quality in, not adding it at the endGoal of potentially shippable at every iterationActive user involvement (or customer proxy)Self-managing teamsIncremental process improvements
Discussions about Agile…Part philosophy and religionPart process, tools, techniques, methodsPart organizational design
Why Not Waterfall?Requirements and estimatesDesignCoding and unit testSystem integration & QAOperation and maintenanceWaterfall projects rarely deliver according to plan
Agile (Scrum) ModelPlan out 1-4 weeks workMeet dailyCreate product needs Review productStrategic planningImprove processAfter: Gabrielle Benefield
Fixed Vs. VariableWaterfallAgileFixedRequirementsTimeResourcesValueDrivenPlan DrivenEstimatedTimeResourcesFeaturesThe Plan creates cost/schedule estimatesRelease themes and feature intent drive estimates
Agile’s Inner Loop (Development)After: Mike Cohn
Agile’s Strategic Outer Loop (PM)Markets
Customers
Biz Models
Strategy
Portfolios
Funding
Customers
Sales
Marketing
Support
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How Agile Changes (and Doesn't) Product Management

  • 1. How Agile Changes (and Doesn’t Change) What Product Managers DoRich MironovNov 18, 2010
  • 2. About Rich MironovVeteran product strategist/PM consultantInterim executiveBusiness models, pricing,Agile meets businessCurrently CEO of stealth start-upRepeat offender at product mgmt/marketingTandem, Sybase, five B2B start-ups“The Art of Product Management”Chaired Agile ‘09/’10 PM/PO tracksFounded ProductCamp
  • 3. Agenda3What does a product manager do?Agile overviewAgile and product managers/ownersConclusions
  • 4. Disjoint CommunitiesProduct ManagersAgile CommunityNearly empty, very lonely
  • 5. What Does a Product Manager Do?For commercial / revenue software…PM drives delivery and market acceptance of whole productsPM targets market segments, not individual customersFor strategic internal development…PM resolves competing prioritiesPM drives acceptance and adoption
  • 6. ProductManagementExecutivesDevelopmentWhat Does a Product Manager Do?strategy, forecasts, commitments, roadmaps,competitive intelligencebudgets, staff,targetsmarket information, priorities,requirements, roadmaps, MRDs,personas, user stories…Field input,Market feedbackMktg & SalesMarkets & CustomerssoftwareSegmentation, messages, benefits/features, pricing, qualification, demos…
  • 7. Product Mgmt Planning Horizonsmany yearsExecStrategyyearsPortfoliomany monsPMProduct2-9 monReleaseDevTeamSprint2 wkDaily
  • 8. Pragmatic Marketing® FrameworkDir, Prod StrategyProd Mktg MgrTech Prod MgrBusinessPlanMarketingPlanPositioningPricingMarket ProblemsCustomer AcquisitionBuyingProcessMarket DefinitionBuy, Build or PartnerWin/Loss AnalysisCustomer RetentionBuyer PersonasDistribution StrategyProduct ProfitabilityDistinctive CompetenceProgram EffectivenessUserPersonasProduct PortfolioBusinessMarketProgramsPlanningStrategySupportReadinessBusinessMarketProgramsPlanningStrategySupportReadinessInnovationCompetitive LandscapeLaunchPlanRequire- mentsProduct RoadmapPresentations & DemosSalesProcessTechnology AssessmentThought LeadershipUseScenarios“Special”CallsCollateralLead GenerationStatus DashboardEventSupportSalesToolsReferrals & ReferencesChannelSupportChannel Training© 1993-2009 Pragmatic Marketing, Inc. All rights reserved
  • 9. Nature of PM RoleNo natural sequence for PMMust work all aspects in parallelEntire planning onionIntensely interrupt-drivenBottoms-up shapes top-down, top-down shapes bottoms-upProduct Management must provide strategy, judgment and integration as well as execution
  • 10. Agenda10What does a product manager do?Agile overviewAgile and product managers/ownersConclusions
  • 11. What is Agile?Umbrella term for various software project management and engineering practicesIncremental, iterative and collaborativeMore frequent delivery of smaller incrementsBuilding quality in, not adding it at the endGoal of potentially shippable at every iterationActive user involvement (or customer proxy)Self-managing teamsIncremental process improvements
  • 12. Discussions about Agile…Part philosophy and religionPart process, tools, techniques, methodsPart organizational design
  • 13. Why Not Waterfall?Requirements and estimatesDesignCoding and unit testSystem integration & QAOperation and maintenanceWaterfall projects rarely deliver according to plan
  • 14. Agile (Scrum) ModelPlan out 1-4 weeks workMeet dailyCreate product needs Review productStrategic planningImprove processAfter: Gabrielle Benefield
  • 15. Fixed Vs. VariableWaterfallAgileFixedRequirementsTimeResourcesValueDrivenPlan DrivenEstimatedTimeResourcesFeaturesThe Plan creates cost/schedule estimatesRelease themes and feature intent drive estimates
  • 16. Agile’s Inner Loop (Development)After: Mike Cohn
  • 17. Agile’s Strategic Outer Loop (PM)Markets
  • 24. Sales
  • 28. EOL/EOSAgenda18What does a product manager do?Agile overviewAgile and product managers/ownersConclusions
  • 29. Product Owner, Product ManagerMost agilists think about “product owners”Formal part of agile teamNeeds to be physically presentDriving user stories and sub-iteration decisionsShowcases are primary method of customer inputMost product managers are not agilistsMajority of work to deliver products (revenue) happens outside EngineeringInteracts with markets directly, not filtered through Sales or MarketingServicing multiple inbound and outbound queues
  • 30. Product Owner’s CalendarBorrowed from Catherine Connor, Rally
  • 31. productownerExecutivesMarketing/SalesCustomersDevelopment“small p” product ownerpriorities, requirements,personas, user stories…software
  • 32. Product Manager Failure ModesSolo Product Manager fails the agile team if…Part-timer, not fully engaged in teamLack of detail on stories, acceptance testsStale items in backlogHandwaving and blusterBest of intentions, but pulled in too many directions“Build what I meant”
  • 33. Product Owner Failure ModesSolo Product Owner fails the market if…Weak on actualeconomic value: pricing, packaging, upgrades, servicemodels,discounting, competitive dynamicsDisconnected from cross-functional teams that turn software into products (Marketing, Sales, Support…)Trading off company-wide product strategy in favor of product-level featuresAssuming a few customers at showcase / demo represent the market
  • 34. PO/PM Organizational MapGM - VP PM - VP Eng/CTOProduct Management Organizationproduct ownersmore technicalmore market-focused
  • 35. Agenda25What does a product manager do?Agile overviewAgile and product managers/ownersConclusions
  • 36. ConclusionsProduct management bridgesengineering, markets and strategic planningAgile’sfocus is on improving developmentprocessesInherent agile bias toward known customersAgile success requires strongly technical but market-oriented product managersAgile PM

Editor's Notes

  1. No natural sequence for PMMust work all aspects in parallelPlanning onion as simultaneous equationBottoms-Up Shapes Top-DownCustomer visits inform market viewCompetitive price points drive business modelFeature complexity shapes release planTop-Down Shapes Bottoms-UpMarket segmentation determines customer selection and benefitsProduct strategy drives backlogProduct Management provides strategy, judgment and integration as well as executionOwning market success is an unbounded problem
  2. Include “continuous integration” and transparency and surfacing deadwood.