Building a Product? the knowledge you will acquire will help with product management and the use of agile scrum to build products. The training provides fundamental guide to building the best solution in the world with some of the best tips, templates and guides in terms of leading trends. This will bring your IDEAS to Live.

1. Product Management-Rookie to Pro
(
Product Management-
Rookie to Pro
Agile Approach

2. What will Product Knowledge do?
Product Management will give you insight into:
Understanding NEED assessment
Understanding CUSTOMERS
Understanding COMPETITORS
Understanding STEPS to build product
Understand potential RISKS involved and Preparation
Understanding PEST strategy for project
Learn how to BUILD product from conceptual phase to market
delivery
Develop Product ROADMAP
Develop Product canvass/ VISION Document

3. Who needs to understand Product?
 I have an idea and don’t know how to make it come to
live
 I have a “pet” project and I need to make it a reality
 I have a full-time profession and don’t have enough
time during the day. I need an independent perspective.
 Explore the Possibility of building a product
 Opportunity to network with product professionals

4. Why Product?
 Opportunity for additional income
 Opportunity to fulfill product dream
 Opportunity to spend time doing what you love
 Bring Your ideas to Life
 If you can think it, why not bring it to life
 The opportunity can live a legacy
 We think daily why not think big?

5. Some “Take Away "
 Developed VISION document
 Developed PEST strategy document
 Developed USER PERSONAS for business
 Developed COMPETITOR analysis
 Developed preliminary USER stories for starters
 Developed preliminary EPIC for projects
 Access to NETWORK of professionals
 Reference documents and TEMPLATES for future use
 Constant newsletter updates on TRENDS in technology

6. Meet your Product Coach
 Akingbade(Akin) co-founder of largest
professional database of African
professionals “PANLinked.com”
 Partner with African Union on Capacity
Building
 Mentor to many start-ups
 Mentor and professional in Content
management strategy
 Served over 70+ “Fortune 500” as a Manager
with Big 4 “Ernst & Young”
 Co-Author many articles
 Author of Poetry book
“Lord, I have a question”
 Author of “Think it Build it” (In works)

7.  Identify a product (old or new).
 Determine if there is a market for this product.
 How much revenue it will generate.
 How to improve product and continuously monitor
Product Management

8. Factors influencing change in a product
Constant need Assessment
Market demand
Cost of product
Quality of product
Competitors actions and reaction

9. AGILE Flavors
AGILE
Scrum : is an iterative and incremental agile software development
methodology for managing product development.
Kanban : developed by Taiichi Ohno, an industrial engineer at Toyota, as
a system to improve and maintain a high level of production.
Extreme Programming (XP): Quick implementation is intended to
improve software quality and responsiveness to changing customer
requirements.

10. Agile Manifesto
 Individuals and interactions over processes and tools
 Working software over comprehensive documentation
 Customer collaboration over contract negotiation
 Responding to change over following a plan

11. 11
Agile Principles
 Satisfy the Customer
 Welcome Change
 Deliver Value Frequently
 Collaborate Daily
 Motivate & Trust
 Face to face conversation
 Working code = Progress
 Sustainable Pace
 Technical Excellence
 Simplicity is essential
 Self Organizing Teams
 Inspect and Adapt

12. Requirement gathering
 Receive requirements from the stakeholder.
 Perform Requirement analysis
 Schedule meeting with the stakeholder, address any
concerns
 Ask as many questions as possible about the product.
 Prepare a vision document.

13. Top management approves implementation of a project
Product Owner is assigned
Development team is also assigned.
Product Approved

14. The Vision is a clear, simple statement of what the customer,
consumer or business wants.
Creating the vision collaboratively gives everyone a shared
understanding of the business opportunity that needs a solution
Sharing the vision continually keeps everyone focused on the
common goal.
14
What's a Vision (Share your Vision)
Action:
Write your vision and share

15. Create an elevator statement.
Imagine that you are riding in the elevator with an executive and they ask about your current project. What
can you tell them in the 1-3 minute ride that sums up your project?
“FOR <target customer>
WHO <statement of need>
THE <product> IS A <product category> THAT <key benefit>.
UNLIKE <primary competitor>
OUR PRODUCT <further differentiation>.”
15
Creating and Sharing the Product Vision
Action:
Write your “Elevator speech” and share on
index card

16. Scrum key actors:
 Product Owner
 Scrum Master
 Scrum Team

17. 17
Product Owner Role
Ensure the right thing gets build at the right time
Provide the vision and business case
Steer the project
Evaluate the scope to ensure vision is met
Prioritize continuously
Provide good user stories with acceptance criteria
Just in time
Just the right level of detail
Provide feature feedback as often as reasonable
Be an integrated part of the team

18. Scrum Team Role
 A Scrum Team is a collection of individuals working together to
deliver the requested and committed product increments for a
customer.
Scrum Team comprise of typical of 7 to 9 people (The team could
comprise of the following:
 Lead Developer/ Programmer
 Developer
 Lead Quality Assurance
 Quality Assurance /Tester
 User Experience/ User Interface (UX /UI)
 Business Analyst

19. Scrum Master Role
 A scrum master is the facilitator for a product development team that
uses scrum, the scrum master manages the process for how
information is exchanged.

20. Product key Relationships
Stakeholders
Product Owner
Development
Team
Product Manger
Management

21. 21
Product Owner – Pre Grooming Meeting Prep
 Prioritize the product backlog
 Notify the Team which stories will be groomed during the meeting
 Ensure that stories to be groomed are in proper format and
proper requirements have been documented (work with BA/Dev)
 Ensure that Acceptance Criteria is documented in user story
 Be prepared to discuss user story with team for clarifications

22. We're All in This Together
22
Team’s Attitude
Team own shippable
software, hence we
are in this together.
We WIN or LOSE
together.

23. Iteration ZERO Planning session
 Visit the Vision document
 Team starts writing user story (Story card or sticky notes)
 Stories can be Epic or small (If story is too big, we break to
smaller size)
 Identify the risks
 Identify the dependences
 Assumptions
 Ask as many questions while the stakeholders are still
present.

24. Ready for Iteration
Product Owner Participants
Vision document and Project Overview
Prioritization of User stories
Epic stories
Defects (bugs) around the feature.
Out of scope
Web analytics
Stakeholders
Channels that are
impacted
External teams
Development team
User Experience team
(UX)

25. Iteration Zero continues for 1 through 4 weeks depending on
the project
Product owner writes the user
stories(some common tools are
RALLY and JIRA)
Updates the Project Overview
Team revisits the user story, puts
acceptance criteria's and sizes
them
Team can break the stories into
themes if available
Iterations could be within 1 week to 4 weeks depending on organization. Most iterations are 2
weeks.

26. Waterfall methodology
Requirement
Analysis
Design
Implementation
Testing
Maintenance
Action:
Write scenario where we may use hybrid of
waterfall and AGILE.
Waterfall is also called SDLC

27. Developing Cycle every two weeks
Grooming
Planning
Retrospective
Iterations/Spri
nts
Demo
Daily Standups
Questions asked:
What did you do previous day
What are you doing today?
Any roadblock
 Sprint planning and release planning
 User stories are groomed and prioritized
Questions asked:
What are we doing well?
What are the challenges?

28. Production release
Source :Dean Leffingwell
Release date varies from one organization to another.

29. Burn Down Chart
 A burn down chart is a graphical representation of work left to do versus time. The
outstanding work (or backlog) is often on the vertical axis, with time along the
horizontal. That is, it is a run chart of outstanding work. It is useful for predicting when
all of the work will be completed.
Source of diagram: (Google)

30. EPIC and User Stories
EPIC: The high level vision
User Stories: Details of the task
User Story Guide:
AS A... (WHO)
I WILL LIKE TO......(WHAT)
SO THAT......(WHY)

31. 31
Acceptance Criteria (aka Confirmation)
 Expresses conditions for the customer that need to be
satisfied
 Provides a platform for additional conversation about
the story
 Helps the team know when they are done
 Usually written by the customer/product owner and
refined by the team during backlog grooming and
iteration planning

32. 32
Advantages of Acceptance Criteria
 Continue the conversation between the Product Owner
and the team
 Helps solidify expectations for the story
 Spawns negotiation, trade-offs and options to split a large
story into smaller stories
 Establishes a high level test plan
 Provides a basis for solution design

33. User Stories Samples
 As an Online shopper, I want to be able to filter perfume prices in
descending order, so that I can get the lowest prices.
 As a delta customer, I want to see different features on the home page, so
that I can decided which one to select.
 As an Online shopper, I want to be able to filter perfume prices in
descending order, so that I can get the lowest prices.
Acceptance Criteria:
 Verify That (VT) when I click filter it changes
 VT filter gives lowest prices
 VT filter shows highest prices

34. Prioritization considerations for user stories
 Legal Requirement/ Regulation
 Increase in Revenue
 Time savings
 Cost Savings
 Brand recognition
 Customer Retention

35. Code Refactoring
 Code refactoring is the process of restructuring existing
computer code – changing the factoring – without changing
its external behavior. Refactoring improves nonfunctional
attributes of the software. The developer/programmers
usually performs this task on projects.
Source: Wikipedia definition

36. Product Backlog
User stories stack
Product Backlog contains all the
user stories that the Scrum team
came up with during iteration zero
These stories are be too big and
needs to be broken down.
Owned and prioritized by the
Product Owner
Might or might not have
Acceptance Criteria or sized

37. Grooming exercise
 Iteration zero continued grooming stories
 Team goes through every story
 Team rewrites any of the stories that are not clear
 Team puts acceptance criteria's
 Team sizes the stories
 Fibonacci series 1,2 ,3, 5, 8, 13, 20
 T Shirt size - S , M, L, XL

38. I independent: Stories should be independent
N negotiable: A story is not a contract
V valuable: Must be valuable
E estimable: Able to size it
S small: Story should be small
T testable: Able to test to be done
INVEST acronym for User stories

39. 39
Different Sizing Approach for User stories
Poker sizing
T-Shirt sizing
White Elephant sizing
Time box sizing.

40. Relative sizing
1,2,3,5,8,13,20
White Elephant
Time box
Fibonacci
T-Shirt sizing

41. 41
Story Points
Story 1
Risk
Complexity
Effort
Story 2
Story 3
Complexity
Effort
Risk
8
Complexity
Effort
Risk
Complexity3
5The sizing are determined by three (3) underlying
factors:
Complexity of user stories
Effort required to complete story
Risk involved for the user story to be done.

42.  After all the stories have been sized, the team can come up with features
or themes.
 The features or themes can be a release, or can be delivered one time.
 Product Owner puts all the stories to the release and prioritizes them.
Product Backlog

43. 43
Make the Product Backlog DEEP
D detailed appropriately
E estimated
E emergent
P prioritized

44. 44
Release Backlog
A Single User Story
Product Backlog Release Backlog
Owned by
the Product Owner
Owned by
the Product Owner
Extract the release
backlog from the product
backlog

45. Point Release
 A point release is a minor release of a software project, especially
one intended to fix bugs or do small cleanups rather than add
significant features. Often, there are too many bugs to be fixed in
a single major or minor release, creating a need for a point
release.
Example:
A bug is discovered after a major release, appoint release was needed to deploy the bug at a different time from the
regular release cycle timeline.

46. Planning Session
 Team grooms the stories that are in Release Backlog.
 Team makes sure they understand what is expected and
the acceptance criteria’s are defined.
 Once the stories are sized, prioritized, then the user
stories are ready to be brought into the iteration.

47. 47
Iteration/Sprint Session
A Single User Story
Product Backlog
Release Backlog
Iteration
Owned by
the Product Owner
Owned by
the Product Owner
Owned by
the Team *
* Development Team – All who are responsible for completing the work of the iteration

48. Definition of Ready
Definition of Ready for product owner to accept user stories:
 Story has been groomed
 Story has acceptance criteria’s
 Not waiting for third party
 Mockup attached if needed/ Wireframe reviewed
 Testing adequately done and accepted
 Quality Improvement
.

49. Definition of Done
Definition of Done for the work to be considered completed
 Code is complete
 Unit testing passed
 Code review completed and no changes needed
 QA completed testing all the scenarios
 All tasks completed
 Story ready for acceptance
.

50. Working Agreement
Work agreements are the set of rules/disciplines/processes the team agrees to
follow without fail to make themselves more efficient and successful.
Who sets the work agreements?
 Team members themselves set these. The Scrum Master may have to play
the role of facilitating the meeting that's held to come up with work
agreements, but it is the team that decides on the agreements themselves.
The team also reviews them periodically during retrospective meetings.
What is the best time to organize this meeting?
 We did this in our retrospective meetings. These can also be separate
meetings by themselves.

51. Product Interview Questions
 What is your approach end to end to product development? Walk me through?
 What product management tools do you use? (JIRA, RALLY)
 Waterfall and Agile? what’s your preference and why?
 What is duration of your sprint?
 What do you do in daily stand ups?
 what do you do in Retrospective meetings
 How often do you do grooming session?
 What is your timeline for Release planning?
 What’s is your timeline for sprint planning?
 How do you determine criteria’s for selecting points for user stories?
(complexities, duration, and risk)
 What do we do in Demo sessions? who are the people involved.
 How do you work with cross functional teams?
 What API have you integrated with before?

52. Product Interview Questions
 What are typical challenges you have faced within scrum team and how did you
resolve it?
 How do you get business requirement BRD?
 When do you do iteration zero planning and what are the task performed?
 What are working agreements?
 What is definition of done to accepted user stories?
 Waterfall or AGILE which will you use why?
 What are Marketing tools you have worked on?
 What is definition of Ready?
 Share with me your last project and explain how your experience fit with this role?
 What is your understanding of this role?
 What is your understanding of what we do within our company?
 What interest you the most about this position?
 What will you say is your greatest accomplishment as a product owner?
 what are the top three (3 ) attributes of a successful product owner in your opinion?
 What will you say are your weakness as a product owner?

53. Key Documents
 Vision Documents
 Product Roadmap
 Sprint/ Iteration (Time Box)
 Product Backlog
 Business Requirement Document (BRD)
 Sprint Planning
 Release planning
 Iteration zero
 Sizing (Fibonacci series)
 Discuss factors for sizing (Complexity, Duration and Risk)
Select each links to download.

54. Fundamental of IT
 Application (SAP, Oracle financials)
 Database (Oracle database, DB2, MS SQL)
 Network (Connection of multiple devices)
 Operating system (UNIX-Solaris, Linux, Ubuntu, Windows NT)
 Cloud Solutions: (AWS , RACKSPACE etc.)
 SAAS: Software as a solution
 PAAS: Platform as a solution
 IAAS: Infrastructure as a solution
 Platform- Ruby on Rail

55. Common Programming Languages
Programming Languages examples:
Java
JavaScript
PHP
Ruby on Rails
c+
.net

56. Analytical Tools:
Web /mobile analytics is the measurement, collection, analysis
and reporting of web data for purposes of understanding and
optimizing web usage for business decision.
Samples:
Google analytics
Adobe analytics/site catalyst
Tableau
Pentaho

57. Heat map
A heat map is a graphical representation of data where the
individual values contained in a matrix are represented as colors.
Samples:
Crazy eggs
Inspectlet

58. Appendix 1: Exercises

59. Simulate Daily Stand Up
Questions Asked?
What was done previous day
what will be done today
Any road block
Action:
Perform Daily stand up exercise

60. Demo Sessions
Demo Session:
Meeting with stakeholders, sponsors and review the
functionality
Action:
Perform exercise demo

61. Software Demo
JIRA Software demo
RALLY demo
BALSAMIQ demo(wireframe)
Power-point demo(Presentation and sales tool)
Action:
Download trail versions of the tools and exercise
Perform walkthrough exercise

62. Develop STAR guide for Interviews
 Situation: The interviewer wants you to present a recent
challenge and situation in which you found yourself.
 Task: What did you have to achieve? The interviewer will be
looking to see what you were trying to achieve from the situation.
 Action: What did you do? The interviewer will be looking for
information on what you did, why you did it and what the alternatives
were.
 Results: What was the outcome of your actions? What did you
achieve through your actions and did you meet your objectives? What
did you learn from this experience and have you used this learning
since?
Source: Wikipedia

63. Keep It FUN! And Build Relationship
Team Happy
Hour
Team
Breakfast
Team Lunch
Birthdays of
team members

64. 64
Common Challenges in world of Product
 Lack of Strategic Vision
 If you lack the understanding of how to meet the business needs to operate in the future
or lose sight of the To Be vision for your product or If you can’t articulate the product
vision to the team or other stakeholders.
 Lack of Domain Knowledge
 If you don’t have enough domain knowledge to make good business decisions or to
understand how to write the stories and acceptance criteria.
 Lack of Leadership
 If you don’t have the authority or decision- making ability to resolve issues, prioritize the
work or make scope decisions.
 Availability
 If you are not routinely available to the team to answer questions, provide decisions in a
timely manner or accept completed work and provide feedback.
 Support
 If you are not getting the support you need from your peers or the team.
 Team Location
 Lack of colocation can create a distance between team to communicate effectively

65. Appendix 2: Acronyms
 SM – Scrum Manager
 PO - Product Owner
 BA - Business Analyst
 QA – Quality Analyst
 Dev – Developers
 FED – Front End Developer
 IA – Infrastructure Architect

66. Appendix 3: Recommended Audible Books
 The Power of Scrum, In the Real World, For the Agile Scrum Master, Product
Owner, Stakeholder and Development Team by Paul VII
 The Agile Samurai: How Agile Masters Deliver Great Software by Jonathan
Rasmusson
 60 Minute Scrum by Stewart Lancaster
 Start with Why: How Great Leaders Inspire Everyone to Take Action by Simon Sinek
 The Start-up of You: Adapt to the Future, Invest in Yourself, and Transform Your
Career by Reid Hoffman and Ben Casnocha

67. Appendix 4: Vision Document

68. Appendix : Sample Vision Document: Dream of a
Millennium to buy Bags Online
November 2015
(
Vision Document

69. Vision Statement
What is Needed?
 An Online Site to allow customers to buy bags. (Mobile & Web)
Why do we need it?
 The functionality will allow members to easily buy bags online
and increase sales for company
Who is it for?
 Millennium Online shoppers

70. Vision Statement
Scope
What does it include?
 Includes Search functionality
 Includes filter functionality by Accessories, bag types
 Includes promotional functionality
 Includes community

71. Scope
Channel(s): luggagepromo.com, Mobile Application
Path(s): Web and Mobile
Languages: English
Version(s): Web, Android and iOS6
Customer: US Millennium online shopper
Web Analytics: Google analytics, Adobe Analytics

72. What is not in scope
Exclusions
 Non US Location
 Physical location

73. Business Value
Rationale
 There is currently no site offering customers ability to buy bags
online for millenniums
 Millennium Customers responded via survey in an overwhelming
response on the NEED for the online site
Quantifiable Business Impacts:
 Projection of 2 million dollars in first quarter of year 2016 (See detail
spreadsheet of pricing model)
Non-Quantifiable Impacts:
 Customer satisfaction
 Improvement in LuggageProsMo Branding
.

74. Collaboration Team

75. Review History
Date Activity Comments
6/2/14 Document created First draft
8/18/14 Document created Second draft

76. Revision History
Date Versio
n
Comments
8/18/14 1.0

77. Appendix 5: Third- Party marketing tools
3rd party marketing research tools:
eMarketer
Forrester
Gartner

78. Appendix 6: User Personas
 A user persona is a representation of the goals and
behavior of a hypothesized group of users. In most cases,
personas are synthesized from data collected from
interviews with users.

79. Persona: Contemporary Diaspora Children
Status Single
Gender Male/ Female
Age 18- 25
Occupation Student/
Young professionals
MOTIVATION
Love for Africa, hear stories about Africa from
parents, Parents want me to visit Africa not to lose
my roots, Continent prestige, Building a model
Africa continent and countries successful.
DESCRIPTION
•Born of African parents but only occasionally visit Africa with
parents.
•I know my Grand parents and families from African descents.
•Learnt the value of hard work from Parents and Gran parents
•I am constantly told about my African values and not to lose it.
•I am expected to have a minimum of education to masters
level, minimum to have a PhD..
GOALS
To contribute to the continent of Africa through education,
entrepreneurship, employment, and Gender inclusion.
FRUSTRATION:
•There is no platform to channel positive contribution to
Africa
•Originally imagined a return to Africa, but no conducive
environment to utilize the new skillsets acquired.
•There is no central place to get information about ways to
contribute to continent
•There are no clear mentorship programs to guide decision
about the continent
•There is a GAP between AU members and leadership..
POTENTAIL GROUPS AFFILIATED WITH
•LinkedIn
•Black power Movement
•International Arica Student body for his College
Personality
NeutralPro Africa
BIO
Shola (“Sholay”) is an articulate
African American with strong root
to the continent of African via the
parents. She is a proud African and
let people know her root is from
Africa. She has strong work ethics
imbibed from her African parents.
Like many African children her
aspiration was either going to be a
Doctor, Engineer, Lawyer but she
seems focused on her pre-med to
become a Doctor . She wants to be
a neurosurgeon , brain doctor.
Motto:
“I am a slow walker , but I never
walk backwards”
Extrovert Introvert
Open Minded Rigid

80. THE End

81. References
www.Scrumalliance.org
www.Agilemanifesto.org
Scrummethodology.com