Uploaded byRich Mironov
How Agile Changes (and Doesn't) Product Management
The document discusses how the role of product managers changes and stays the same with Agile development methods. It summarizes the traditional responsibilities of product managers in driving strategy, requirements, and market acceptance of products. It then provides an overview of Agile principles and processes. While Agile focuses development teams on frequent delivery, the document argues product managers still bridge engineering, markets, and strategy through responsibilities outside of development like pricing and packaging. Effective product managers in Agile environments are technically strong but also market-focused.
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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 MironovVeteranproduct 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 aproduct manager do?Agile overviewAgile and product managers/ownersConclusions
- 4. Disjoint CommunitiesProduct ManagersAgileCommunityNearly empty, very lonely
- 5. What Does aProduct 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 aProduct 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 PlanningHorizonsmany 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 PMRoleNo 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 aproduct manager do?Agile overviewAgile and product managers/ownersConclusions
- 11. What is Agile?Umbrellaterm 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…Partphilosophy and religionPart process, tools, techniques, methodsPart organizational design
- 13. Why Not Waterfall?Requirementsand estimatesDesignCoding and unit testSystem integration & QAOperation and maintenanceWaterfall projects rarely deliver according to plan
- 14. Agile (Scrum) ModelPlanout 1-4 weeks workMeet dailyCreate product needs Review productStrategic planningImprove processAfter: Gabrielle Benefield
- 15. Fixed Vs. VariableWaterfallAgileFixedRequirementsTimeResourcesValueDrivenPlanDrivenEstimatedTimeResourcesFeaturesThe Plan creates cost/schedule estimatesRelease themes and feature intent drive estimates
- 16. Agile’s Inner Loop(Development)After: Mike Cohn
- 17. Agile’s Strategic OuterLoop (PM)Markets
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Editor's Notes
- #10 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
- #12 Include “continuous integration” and transparency and surfacing deadwood.