The document discusses how agile methodologies transform product management processes, particularly in contrast to traditional waterfall approaches. It outlines the roles of product managers and product owners, emphasizing the importance of prioritization, backlog management, and collaboration with developers. Additionally, it highlights the increased workload for product managers when adopting agile practices and suggests strategies for managing these changes effectively.

1. Agile Product Managers: How Agile Changes Waterfall PM Processes And ThinkingRich Mironov

2. An Agile AgendaHandful of level-setting slides < 15 minutesPrioritize and time-box your questions / issuesBuild a backlog< 10 minutesTackle issues based on priority 15 minutesThumbnail retrospective3 minutesVolunteer time-keeper?

3. Thinking Like an Agile PMBias toward actionCan we carve up a problem and solve parts now?Instantiate long-term plan in short-term itemsBacklog lets us keep Devs productive on things we know we needTalk to planners about plans and doers about accomplishing things

4. Disjoint CommunitiesProduct ManagersAgile CommunityNearly empty, very lonely

5. 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. Agile (Scrum) ModelPlan out 1-4 weeks workMeet dailyCreate product needs Review productStrategic planningImprove processAfter: Gabrielle Benefield

8. 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 forDefining product features, priorities, market valueDeciding release dates, content and accepting workProfitability / ROIHow developers define product management

9. Adapted PragmaticMarketing® FrameworkBusinessPlanMarketingPlanPositioningPricingMarket ProblemsCustomer AcquisitionBuyingProcessMarket DefinitionBuy, Build or PartnerWin/Loss AnalysisCustomer RetentionBuyer PersonasDistribution StrategyProduct ProfitabilityDistinctive CompetenceProgram EffectivenessUserPersonasProduct PortfolioBusinessMarketProgramsPlanningStrategySupportReadinessBusinessMarketProgramsPlanningStrategySupportReadinessSalesProcessInnovationCompetitive LandscapeLaunchPlanRequire mentsProduct RoadmapPresentations & Demosbacklog,accept workCollateralTechnology AssessmentThought LeadershipUseScenarios“Special”CallsstoriesLead GenerationStatus DashboardEventSupportSalesToolsburn down/upproduct ownerChannel TrainingReferrals & ReferencesChannelSupport

10. Product Owner’s CalendarBorrowed from Catherine Connor, Rally

11. Coping StrategiesIMO, PO role adds 40-60%+ more work for PM“Suck it up”Delegate PO elements (iteration backlog, smaller stories, acceptance criteria) to a POAdd PM staff and re-segmentSelectively starve marketing/salesLet Dev fill in the gaps

12. Take-AwaysPM/PO: One of the reasons Agile delivers better productsBe happy about better resultsAgile expands Product Manager’s workload+40%? +60%? It depends… Good solutions imply more staffOtherwise, Product Owners (or someone) will do ad hoc product management

13. Issues/Questions

14. RetrospectiveFor this session…What worked well?What could have gone better?What would we do differently next time?In the interest of time, don’t be polite.