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ProDUCT Management
    Essentials for ProJECT and
        ProGRAM Managers
              Rich Mironov
             June 18, 2012




1                            www.mironov.com
About Rich Mironov


 Veteran product manager/exec/strategist
       Organizing product organizations
       Business models, pricing, agile
       “What do customers want?”
 6 startups, including as CEO/founder
 Author of “The Art of Product
  Management” and Product Bytes blog
 Founded Product Camp, chaired first
  product stage at annual Agile conference
  2                                          www.mironov.com
Agenda

 Backlog of questions / issues from
  the front lines
  What does a product manager do, anyway?
 Product vs. Project/Program Management
 7 ways to help your product manager




 3                                   www.mironov.com
                                                       3
Backlog of Questions and Issues
4
         from the Front Lines       www.mironov.com
Agenda

 Backlog of questions / issues from
  the front lines
 What does a product manager do, anyway?
 Product vs. Project/Program Management
 7 ways to help your product manager




 5                                   www.mironov.com
                                                       5
What Does a Product Manager Do?


 For commercial / revenue software…
      Drives delivery and market acceptance
       of whole products
      Targets market segments, not
       individual customers
      Sets priorities

 For strategic internal development…
      Resolves competing priorities
      Drives acceptance and adoption
 6                                             www.mironov.com
What Does a Product Manager Do?


                       budgets, staff,                         strategy, forecasts,
                                                               commitments, roadmaps,
                       targets                                 competitive intelligence
                                            Executives

market information, priorities,
requirements, roadmaps, MRDs,                                             Field input,
personas, user stories…                     Product                       Market feedback
                                          Management
                                                           Mktg & Markets &
                      Development
                                                           Sales Customers
                                         software

                                                    Segmentation, messages,
                                                    benefits/features, pricing,
                                                    qualification, demos…
   7                                                                              www.mironov.com
Product Mgmt Planning Horizons



                                  many years
                     Strategy
                                    years
    Exec             Portfolio
                                  many mons
                     Product
           Prod
                     Release       2-9 mon
           Mgr
                      Sprint         2 wk
               Dev
              Team    Daily



8                                           www.mironov.com
Pragmatic Marketing® Framework
    Dir, Prod Strategy                                                                  Prod Mktg Mgr
                                    Business                      Marketing
                                                   Positioning
                                      Plan                          Plan

       Market        Market                         Buying        Customer
                                     Pricing
      Problems      Definition                      Process       Acquisition

      Win/Loss      Distribution   Buy, Build       Buyer         Customer
      Analysis       Strategy      or Partner      Personas       Retention

      Distinctive    Product         Product         User          Program
     Competence      Portfolio     Profitability   Personas      Effectiveness


       Market        Strategy      Business        Planning       Programs       Readiness      Support

     Competitive      Product                       Require-       Launch          Sales      Presentations
                                   Innovation
      Landscape      Roadmap                         ments          Plan          Process       & Demos

     Technology                                       Use          Thought                      “Special”
                                                                                 Collateral
     Assessment                                    Scenarios      Leadership                      Calls

                                                     Status        Lead            Sales         Event
                                                   Dashboard     Generation        Tools        Support
    Tech Prod Mgr
                                                                 Referrals &      Channel       Channel
                                                                 References       Training      Support




9                                                                                                   www.mironov.com
        © 1993-2009 Pragmatic Marketing, Inc. All rights reserved
Nature of Product Role


 No natural sequence for Product Mgmt
   Must work all aspects in parallel
   Entire planning onion
 Intensely interrupt-driven
 Bottoms-up shapes top-down,
  top-down shapes bottoms-up

 Product Management must provide
  strategy, judgment and integration as
  well as execution
 10                                       www.mironov.com
Good product managers
      drive customer-relevant
     decisions (choices) despite
          uncertainty and
         contradictory goals

11                          www.mironov.com
12   www.mironov.com
Market Failure Modes for Product Mgrs


Inward-looking failure modes
 Weak on real-world value: pricing,
  packaging, upgrades, service models,
  discounting, competitive dynamics
 Disconnected from cross-functional teams
  (Marketing, Sales, Support…)
 Trading off company-wide product strategy for
  product-level features
 Belief in rational users and accurate ROI
 Generalizing from too few customers

  13                                          www.mironov.com
“How Hard Could It Be?”


 Imagine that I create a two-day seminar for
  “Senior Enterprise Software Architects”
   Anyone can enroll
   We talk about enterprise architecture
 All attendees get a “Senior Enterprise
  Software Architect” certificate

 Are they senior architects?


 14                                         www.mironov.com
Agenda

 Backlog of questions / issues from
  the front lines
 What does a product manager do, anyway?
 Product vs. Project/Program Management
 7 ways to help your product manager




 15                                  www.mironov.com
                                                       15
Product, Project, Program?


Disclaimer
 No role/title consistency
 Execs create novel organizations
 Unclear division of labor
 Each tech company is uniquely
  dysfunctional

 Good teams make things work
  in spite of titles and roles

 16                                  www.mironov.com
In My Opinion…


 Product Management: more outward-facing market-
  visible decisions
     What FEATURES are market segments demanding?
     WHICH must-ship feature will we DROP first?
     SALES impact of slipped dates? Commitments?
     How are we POSITIONED and PRICED versus competitors?

 Project/Program Management: more inward-facing
  resource allocation decisions
     HOW should we get this done? WHO works on what?
     WHEN will it actually ship?
     Have we defined and met QUALITY goals?
     What outside RESOURCES could speed things up?


 17                                                www.mironov.com
One Problem, Two Viewpoints


Two sides of the problem:
 Project/Program Managers
  tasked with how to deliver
   Not-so-secretly worry about
    market success
 Product Managers tasked with
  what to build (and when)
   Not-so-secretly worry about
    delivery, quality, completeness

 18                                   www.mironov.com
Understanding Customer Realities


Product managers track the market by…
 Helping close deals
 Trading off conflicting
  commitments
 Intervening with complex
  customer problems
 Sweating price/volume forecasts
 Anchoring opinions with lots of          Source:
                                      Pragmatic Marketing
  first person customer/field input
  19                                            www.mironov.com
Agenda

 Backlog of questions / issues from
  the front lines
 What does a product manager do, anyway?
 Product vs. Project/Program Management
 7 ways to help product managers




 20                                  www.mironov.com
                                                       20
7 Good Ways to Help Product Mgrs


1. Push for explicit decisions and trade-offs
2. Ask about use cases and customer problems
3. Don’t demand uber-technical product managers
4. Not every sub-feature gets its own ROI
5. Expect product managers to translate features
   into customer-relevant benefits
6. Ask about forecasts, shipments and revenue
7. Channel your inner Product Manager
 21                                         www.mironov.com
Contact Information

       +1-650-315-7394

       rich@mironov.com

       www.mironov.com

       @RichMironov

       www.linkedin.com/in/richmironov




22                                       www.mironov.com
ProDUCT Management
     Essentials for ProJECT and
         ProGRAM Managers
               Rich Mironov
              June 18, 2012




23                            www.mironov.com

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PMI-SV: ProDUCT Mgmt Basics for ProJECT Mgrs

  • 1. ProDUCT Management Essentials for ProJECT and ProGRAM Managers Rich Mironov June 18, 2012 1 www.mironov.com
  • 2. About Rich Mironov  Veteran product manager/exec/strategist  Organizing product organizations  Business models, pricing, agile  “What do customers want?”  6 startups, including as CEO/founder  Author of “The Art of Product Management” and Product Bytes blog  Founded Product Camp, chaired first product stage at annual Agile conference 2 www.mironov.com
  • 3. Agenda  Backlog of questions / issues from the front lines What does a product manager do, anyway?  Product vs. Project/Program Management  7 ways to help your product manager 3 www.mironov.com 3
  • 4. Backlog of Questions and Issues 4 from the Front Lines www.mironov.com
  • 5. Agenda  Backlog of questions / issues from the front lines  What does a product manager do, anyway?  Product vs. Project/Program Management  7 ways to help your product manager 5 www.mironov.com 5
  • 6. What Does a Product Manager Do?  For commercial / revenue software…  Drives delivery and market acceptance of whole products  Targets market segments, not individual customers  Sets priorities  For strategic internal development…  Resolves competing priorities  Drives acceptance and adoption 6 www.mironov.com
  • 7. What Does a Product Manager Do? budgets, staff, strategy, forecasts, commitments, roadmaps, targets competitive intelligence Executives market information, priorities, requirements, roadmaps, MRDs, Field input, personas, user stories… Product Market feedback Management Mktg & Markets & Development Sales Customers software Segmentation, messages, benefits/features, pricing, qualification, demos… 7 www.mironov.com
  • 8. Product Mgmt Planning Horizons many years Strategy years Exec Portfolio many mons Product Prod Release 2-9 mon Mgr Sprint 2 wk Dev Team Daily 8 www.mironov.com
  • 9. Pragmatic Marketing® Framework Dir, Prod Strategy Prod Mktg Mgr Business Marketing Positioning Plan Plan Market Market Buying Customer Pricing Problems Definition Process Acquisition Win/Loss Distribution Buy, Build Buyer Customer Analysis Strategy or Partner Personas Retention Distinctive Product Product User Program Competence Portfolio Profitability Personas Effectiveness Market Strategy Business Planning Programs Readiness Support Competitive Product Require- Launch Sales Presentations Innovation Landscape Roadmap ments Plan Process & Demos Technology Use Thought “Special” Collateral Assessment Scenarios Leadership Calls Status Lead Sales Event Dashboard Generation Tools Support Tech Prod Mgr Referrals & Channel Channel References Training Support 9 www.mironov.com © 1993-2009 Pragmatic Marketing, Inc. All rights reserved
  • 10. Nature of Product Role  No natural sequence for Product Mgmt  Must work all aspects in parallel  Entire planning onion  Intensely interrupt-driven  Bottoms-up shapes top-down, top-down shapes bottoms-up  Product Management must provide strategy, judgment and integration as well as execution 10 www.mironov.com
  • 11. Good product managers drive customer-relevant decisions (choices) despite uncertainty and contradictory goals 11 www.mironov.com
  • 12. 12 www.mironov.com
  • 13. Market Failure Modes for Product Mgrs Inward-looking failure modes  Weak on real-world value: pricing, packaging, upgrades, service models, discounting, competitive dynamics  Disconnected from cross-functional teams (Marketing, Sales, Support…)  Trading off company-wide product strategy for product-level features  Belief in rational users and accurate ROI  Generalizing from too few customers 13 www.mironov.com
  • 14. “How Hard Could It Be?”  Imagine that I create a two-day seminar for “Senior Enterprise Software Architects”  Anyone can enroll  We talk about enterprise architecture  All attendees get a “Senior Enterprise Software Architect” certificate  Are they senior architects? 14 www.mironov.com
  • 15. Agenda  Backlog of questions / issues from the front lines  What does a product manager do, anyway?  Product vs. Project/Program Management  7 ways to help your product manager 15 www.mironov.com 15
  • 16. Product, Project, Program? Disclaimer  No role/title consistency  Execs create novel organizations  Unclear division of labor  Each tech company is uniquely dysfunctional  Good teams make things work in spite of titles and roles 16 www.mironov.com
  • 17. In My Opinion…  Product Management: more outward-facing market- visible decisions  What FEATURES are market segments demanding?  WHICH must-ship feature will we DROP first?  SALES impact of slipped dates? Commitments?  How are we POSITIONED and PRICED versus competitors?  Project/Program Management: more inward-facing resource allocation decisions  HOW should we get this done? WHO works on what?  WHEN will it actually ship?  Have we defined and met QUALITY goals?  What outside RESOURCES could speed things up? 17 www.mironov.com
  • 18. One Problem, Two Viewpoints Two sides of the problem:  Project/Program Managers tasked with how to deliver  Not-so-secretly worry about market success  Product Managers tasked with what to build (and when)  Not-so-secretly worry about delivery, quality, completeness 18 www.mironov.com
  • 19. Understanding Customer Realities Product managers track the market by…  Helping close deals  Trading off conflicting commitments  Intervening with complex customer problems  Sweating price/volume forecasts  Anchoring opinions with lots of Source: Pragmatic Marketing first person customer/field input 19 www.mironov.com
  • 20. Agenda  Backlog of questions / issues from the front lines  What does a product manager do, anyway?  Product vs. Project/Program Management  7 ways to help product managers 20 www.mironov.com 20
  • 21. 7 Good Ways to Help Product Mgrs 1. Push for explicit decisions and trade-offs 2. Ask about use cases and customer problems 3. Don’t demand uber-technical product managers 4. Not every sub-feature gets its own ROI 5. Expect product managers to translate features into customer-relevant benefits 6. Ask about forecasts, shipments and revenue 7. Channel your inner Product Manager 21 www.mironov.com
  • 22. Contact Information +1-650-315-7394 rich@mironov.com www.mironov.com @RichMironov www.linkedin.com/in/richmironov 22 www.mironov.com
  • 23. ProDUCT Management Essentials for ProJECT and ProGRAM Managers Rich Mironov June 18, 2012 23 www.mironov.com

Editor's Notes

  1. Who has PMs? Who doesn’t?Where does PM report up through?What distinguishes good PMs from weak in your org?Categories: technical skills; org power; reporting path; customer knowledge; work products; who’s driving/deciding?; title confusion…
  2. 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
  3. Earn your pay on days when you make decisions, not just oversee processes
  4. Balanced focus between what markets/segments want and what development team can deliver
  5. Experiential component that’s not well taught or certified. Contrasts with PMI PMP. No governing authority, no rating system other than personal references.Program/project managers see the resource/marshaling part of the product role, but not always the selling/organizational/outbound part.Dev consistently wants to promote good engineers into product roles. Mostly they lack relevant field experience, organizational savvy, customer skills, ability to handle uncertainty.
  6. Valley does not check with me before assigning roles, titles or work mix
  7. Essential question: who worries about market acceptance? Sales targets? Competition?
  8. Not cleanly divided. Good PMs and PgMs are intertwined.
  9. Ask about use cases and customer problemsVs. wanting PMs to settle internal technical/architecture disputesDon’t demand PMs as technical as you areYou have architects and senior devs to be the most technicalNot every user story gets its own ROI Not every field, button, featurelet can be independently justified. Customer-relevant value may roll up dozens of small bits.Expect PMs to translate features into customer-relevant benefitsThey have to turn your how-it-works into a sales team’s why-you-careAsk about forecasts, shipments and revenueShows you care about the business as well as the tech, and you’ll learn somethingQUIETLY sit in on some customer meetingsIf you talk out of turn, you won’t get invited back.Channel your inner Product ManagerOnce in a while, pretend you’re the PM and consider how you’d think through whole product issues. WWPMD?