The document discusses the evolving role of product management. It argues that while techniques like Lean Startup and Lean UX are valuable for startups, they have limitations for larger companies with existing products and markets. Product management becomes more critical as companies grow beyond the startup phase to address challenges like coordinating multiple teams and products, long-term planning, and portfolio management. The role of product managers is to drive strategy, make tradeoffs, and ensure alignment across functions on priorities and plans.
SVPMA: Elevating from Consumer to Mission Critical ValueSVPMA
SVPMA March 2014 Monthly event:
“Elevating from Consumer to Mission Critical Value” with Brian Cox, Senior Director of Marketing for Enterprise Solutions, SanDisk
Read more: http://svpma.org/2014/03/march-2014-event-2/
SVPMA: Charting a Career Path to Dream Product Management JobSVPMA
SVPMA Jan 2014 monthly event
“Charting a Career Path to Your Dream Product Management Job” with Muffi Ghadiali, VP Product Management, OUYA Inc., Advisor and Lecturer at Stanford CSP
Read more: http://svpma.org/2014/01/january-2014/
Connecting the Dots: Decision Making for Next-Generation ProductsSVPMA
Connecting the Dots: Decision Making for Next-Generation Products : Vanee Pho, Senior Product Manager, Life Technologies at SVPMA Monthly Event August 2013
Customer Value and What Things are Worth (DIT Product Mgmt)Rich Mironov
From my Feb 2014 class time in Dublin Institute of Technology's product management certificate program: a module on quantifying customer value (esp B2B) and how to price software/technology solutions. In-class exercises removed.
Making The Right Strategic Choices in Product PortfoliosRich Mironov
Software executives and software product managers focus first on putting the right products into their portfolios - since the primary drivers of market success are identifying the right markets, segments and customer problems to solve. Deciding what products to build, and their relative priority, is a top-down strategic process supported by metrics-driven engineering and program management
In this August 2014 talk for SVPMA, I parse out how product managers add value -- and intersect this with Lean and Agile. Takeaway: we should use the best tools/methods for the right problems (e.g. Lean for customer validation) but we still need product managers at non-startups to drive whole products and organizational alignment.
Informal discussion about #prodmgmt role, challenges, overlap with product owner & project manager, promotional cycle, and getting into prodmgmt. Hosted by ProdmgmtTalk and Atlassian
Agile ProDUCT Management Essentials for ProJECT and ProGRAM ManagersRich Mironov
This September webinar for PMI’s Agile Community of Practice laid out the basics of tech product management, how it maps against project/program management, and how agile shifts these (traditional) roles.
SVPMA: Elevating from Consumer to Mission Critical ValueSVPMA
SVPMA March 2014 Monthly event:
“Elevating from Consumer to Mission Critical Value” with Brian Cox, Senior Director of Marketing for Enterprise Solutions, SanDisk
Read more: http://svpma.org/2014/03/march-2014-event-2/
SVPMA: Charting a Career Path to Dream Product Management JobSVPMA
SVPMA Jan 2014 monthly event
“Charting a Career Path to Your Dream Product Management Job” with Muffi Ghadiali, VP Product Management, OUYA Inc., Advisor and Lecturer at Stanford CSP
Read more: http://svpma.org/2014/01/january-2014/
Connecting the Dots: Decision Making for Next-Generation ProductsSVPMA
Connecting the Dots: Decision Making for Next-Generation Products : Vanee Pho, Senior Product Manager, Life Technologies at SVPMA Monthly Event August 2013
Customer Value and What Things are Worth (DIT Product Mgmt)Rich Mironov
From my Feb 2014 class time in Dublin Institute of Technology's product management certificate program: a module on quantifying customer value (esp B2B) and how to price software/technology solutions. In-class exercises removed.
Making The Right Strategic Choices in Product PortfoliosRich Mironov
Software executives and software product managers focus first on putting the right products into their portfolios - since the primary drivers of market success are identifying the right markets, segments and customer problems to solve. Deciding what products to build, and their relative priority, is a top-down strategic process supported by metrics-driven engineering and program management
In this August 2014 talk for SVPMA, I parse out how product managers add value -- and intersect this with Lean and Agile. Takeaway: we should use the best tools/methods for the right problems (e.g. Lean for customer validation) but we still need product managers at non-startups to drive whole products and organizational alignment.
Informal discussion about #prodmgmt role, challenges, overlap with product owner & project manager, promotional cycle, and getting into prodmgmt. Hosted by ProdmgmtTalk and Atlassian
Agile ProDUCT Management Essentials for ProJECT and ProGRAM ManagersRich Mironov
This September webinar for PMI’s Agile Community of Practice laid out the basics of tech product management, how it maps against project/program management, and how agile shifts these (traditional) roles.
"Where Does (Should) Strategy Live in Your Company?" from SDForum Marketing SIG, 4/12/10. Tackles key cross-functional inputs for a strategy, who needs to participate, and where (in a start-up or small company) this should be located/managed from. Highlights product management as typically missing in small Silicon Valley companies.
The Agile Product Manager/Owner Dilemma (ProdCampNYC)Rich Mironov
As product managers grapple with Agile and scrum's product owner, how do we define roles, decide waht needs to be done, think broadly about go-to-market instead of narrowly about software creation, and map out a job that mortals could succeeed at?
(This was presented at Product Camp NYC in July '09.)
Agile@Cork: Silicon Valley View of Product Owner/Manager ChallengesRich Mironov
A talk for Agile@Cork (Ireland) on Silicon Valley's focus on scalable software companies; a sometimes narrow definition of product owner roles; and how software company product folks need to think deeply about market segments rather than individual customers or users.
PMI-SV: ProDUCT Mgmt Basics for ProJECT MgrsRich Mironov
Basics of proDUCT management, presented to PMI-SV for proJECT and proGRAM managers. How are these the same? different? #prodmgmt is responsible for commercial success, while project mgmt marshalls resources and schedules and staff
Discussion of what technology product managers do, and how this differs from program/project management. Presents idealized role division, knowing that no organization matches the idea. For IEEE-TMC local meeting
Agile205: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role -- product manager -- responsible for identifying market needs/opportunities, making product-level decisions about offerings/benefits/pricing/packaging/channels/financial goals, and managing sales/customer relationships on behalf of executives. Since products often span multiple scrum teams, some products have a mix of product owners and product managers. We'll introduce product owners, map that against software product managers, and talk through approaches to meet all of the product needs for a market-successful product.
This Brainmates presentation seeks to answer the question "What is product management?"
This presentation investigates this important strategic role and illustrates its responsibilities and functional applications.
A useful reference for people working in product management or who are interested in a career in this field.
** About Brainmates:
Brainmates is an Australian based business that has is championing the important role that Product Managers perform in delivering a product's that are loved by their customers and deliver a return on investment to the businesses that provide them.
Brainmates trains coaches and supported Product Management Professionals in all kinds of industries and business sizes. Contact the team on +61 1800 272 466 to see if we can help your products and business.
** Connect with Brainmates online:
Visit the Brainmates WEBSITE: http://bit.ly/1lQ51mE
Like Brainmates on FACEBOOK: http://bit.ly/2c0RVaO
Follow Brainmates on TWITTER: http://bit.ly/2bNhKft
Brainmates - Product Management Training and Expertise
Agile2016: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role - product manager - responsible for identifying market needs/opportunities, making product-level decisions and managing sales/customer relationships on behalf of executives. This talk maps out product owners and software product managers, with approaches to meet all of the product needs for a market-successful product. (reprise from Agile2015)
Slides Ladislav Bartos recently used in his discussion w/ mentees of The Product Mentor.
Synopsis: The last 10 years Product management went through some significant changes. The question is what can we expect to change the next 10-20 years and how to prepare for these changes?
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
Product Management 101: #1 How To Create Products Customer Love.Jean-Yves SIMON
An introduction to Product Management, for people involved in technology or software companies. Mainly aimed at evangelizing the role and responsibilities across an organization.
This is the #1 presentation out of a serie of 10 sessions.
Special thanks to Marty Cagan @ SVPG for the title :)
"Where Does (Should) Strategy Live in Your Company?" from SDForum Marketing SIG, 4/12/10. Tackles key cross-functional inputs for a strategy, who needs to participate, and where (in a start-up or small company) this should be located/managed from. Highlights product management as typically missing in small Silicon Valley companies.
The Agile Product Manager/Owner Dilemma (ProdCampNYC)Rich Mironov
As product managers grapple with Agile and scrum's product owner, how do we define roles, decide waht needs to be done, think broadly about go-to-market instead of narrowly about software creation, and map out a job that mortals could succeeed at?
(This was presented at Product Camp NYC in July '09.)
Agile@Cork: Silicon Valley View of Product Owner/Manager ChallengesRich Mironov
A talk for Agile@Cork (Ireland) on Silicon Valley's focus on scalable software companies; a sometimes narrow definition of product owner roles; and how software company product folks need to think deeply about market segments rather than individual customers or users.
PMI-SV: ProDUCT Mgmt Basics for ProJECT MgrsRich Mironov
Basics of proDUCT management, presented to PMI-SV for proJECT and proGRAM managers. How are these the same? different? #prodmgmt is responsible for commercial success, while project mgmt marshalls resources and schedules and staff
Discussion of what technology product managers do, and how this differs from program/project management. Presents idealized role division, knowing that no organization matches the idea. For IEEE-TMC local meeting
Agile205: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role -- product manager -- responsible for identifying market needs/opportunities, making product-level decisions about offerings/benefits/pricing/packaging/channels/financial goals, and managing sales/customer relationships on behalf of executives. Since products often span multiple scrum teams, some products have a mix of product owners and product managers. We'll introduce product owners, map that against software product managers, and talk through approaches to meet all of the product needs for a market-successful product.
This Brainmates presentation seeks to answer the question "What is product management?"
This presentation investigates this important strategic role and illustrates its responsibilities and functional applications.
A useful reference for people working in product management or who are interested in a career in this field.
** About Brainmates:
Brainmates is an Australian based business that has is championing the important role that Product Managers perform in delivering a product's that are loved by their customers and deliver a return on investment to the businesses that provide them.
Brainmates trains coaches and supported Product Management Professionals in all kinds of industries and business sizes. Contact the team on +61 1800 272 466 to see if we can help your products and business.
** Connect with Brainmates online:
Visit the Brainmates WEBSITE: http://bit.ly/1lQ51mE
Like Brainmates on FACEBOOK: http://bit.ly/2c0RVaO
Follow Brainmates on TWITTER: http://bit.ly/2bNhKft
Brainmates - Product Management Training and Expertise
Agile2016: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role - product manager - responsible for identifying market needs/opportunities, making product-level decisions and managing sales/customer relationships on behalf of executives. This talk maps out product owners and software product managers, with approaches to meet all of the product needs for a market-successful product. (reprise from Agile2015)
Slides Ladislav Bartos recently used in his discussion w/ mentees of The Product Mentor.
Synopsis: The last 10 years Product management went through some significant changes. The question is what can we expect to change the next 10-20 years and how to prepare for these changes?
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
Product Management 101: #1 How To Create Products Customer Love.Jean-Yves SIMON
An introduction to Product Management, for people involved in technology or software companies. Mainly aimed at evangelizing the role and responsibilities across an organization.
This is the #1 presentation out of a serie of 10 sessions.
Special thanks to Marty Cagan @ SVPG for the title :)
Unlocking the formula for a high performance digital product team, London Jul...Wilson Fletcher
In July 2015, we hosted a lively evening event to tackle an increasingly pressing issue: how should businesses be building and maintaining successful digital product capability?
The evening brought together digital leaders from across various sectors who discussed some of the key issues.
Here's Founder Mark Wilson and Lead Service Designer Katie Buchanan's presentation where they shared their experiences of making digital teams better.
Thank you to everyone who joined us for a thought-provoking and enjoyable evening.
For details of our upcoming events, visit our blog http://www.thehumanlayer.com
SVPMA Dec 2014 Event
“Shifting to an Experimental Mindset: The Dos and Don’ts of Hypothesis Testing” with Teresa Torres, Product Consultant & Coach, former CEO
http://svpma.org/2014/12/december-2014-event/
Scaling Your Product Team While Staying AgileVMware Tanzu
SpringOne Platform 2016
Speaker: Dan Podsedly; VP & GM, Pivotal Tracker.
Software companies large and small need to move fast, and that typically requires growing your product teams beyond the proverbial “two pizza” rule.
Finding and keeping great people is tougher than ever these days, but there is much more to scaling a product organization than just hiring! In this talk, Dan will walk through the challenges and opportunities encountered as product organizations grow from beyond the single agile team, based on real world experiences of Pivotal Tracker, a popular agile project management tool that’s been around for 10 years, as well as other fast growing product teams at Pivotal.
Topics discussed will include the importance of a strong culture, pair programming as a growth strategy, vertical vs horizontal team organization, the product manager role, how design fits into a product team at scale, and much more.
PDMA 2008 World Class Web 2.0 Product OrgAdam Nash
This is the presentation from the PDMA 2008 presentation by Adam Nash on "Building a World-Class Web 2.0 Product Organization" from September 15, 2008.
Why You’ll Eventually Need A Product Manager At Your StartupRich Mironov
Very early stage startups (pre-revenue, 10 people or less) don’t have dedicated product managers / product owners. But once they get to 30 people or have a few big-revenue customers, lack of product management can be disastrous. This talk maps out the challenge of growth and when/how product management becomes essential.
Why You’ll (Eventually) Need a Product Manager at Your StartupProduct Anonymous
We had a special guest, Rich Mironov, come to town in December - so Product Anonymous was very pleased to host Rich to talk about 'Why you'll (eventually) Need a Product Manager at your Start-up'.
Rich shared his experiences as PM, consultant & start-up CEO regarding the value of product management for start-ups - one of which is about scaling your start-up for growth.
Rich is the author of 'The Art of Product Management', coaches product teams & agile development organisations. He's a tech exec & serial entrepreneur including CEO/VP Products/Mktg at 6 start-ups.
Product Tank Dublin: Scaling Agile Product ModelsRich Mironov
"Product Managers, Product Owners, Scalable Agile Product Models:" what do the first few scale-ups of product management look like, from one end-to-end PM to several to a multi-tier model? And what are some of the challenges/pitfalls?
Product Management 101: Techniques for SuccessMatterport
This is a snapshot from a living document. To see the current document, please go to https://goo.gl/yFFrml.
Topics covered include:
- Resources
- General Overview
- The Role of Product Management
- Characteristics of Great Project and Product Managers
- Problem Space and Solution Space
- Customer Personas
- User Stories
- Product Documentation
- Agile Product Development
- Succeeding with Agile from The Lean Playbook
- Analytics, Customer Engagement, & Monetization
- Pricing Strategies
- Overall Leadership and Organizational Development
- Final Guidelines and Recommendations
The Art of Product Management by 23andMe Senior Product ManagerProduct School
Product management is a fascinating and broad area that encompasses vision, strategy, design and execution. This presentation provided an overview of various aspects of product management from understanding the market, the competition, the user, defining the MVP, designing and building the product leading up to successful launch.
Venkatesh Balan, Senior Product Manager at 23andMe, talked about how after the launch, the role of the Product Manager continues in evolving the product, monetizing, growing the users and revenue. Not to mention, the Product Manager also works with various cross-functional teams while using influence, inspiration and soft skills.
Jim Conroy, Vice President EMEA, SopheonKGS Global
Grow & Prosper: Are Your Innovation Practices Inhibiting Success?
Innovation and new product development are cornerstones for growth in cosmetics and personal care, and yet remain a key difficulty to most companies. Ironically, success is commonly undermined by the internal practices and processes in place. By driving innovation performance, companies can achieve new product success through:
Maintaining “enough” idea as well as “good enough” ideas at the front end for a high-value development funnel
Accelerating time-to-market and meeting targeted product launch goals
Adapting portfolios quickly to respond to changing trends and consumer needs
Improving new product investment decision-making to focus resources on the highest value brand innovations and to contain risk
Key Tactics for a Successful Product Launch by Kespry Senior PMProduct School
Main takeaways:
- Learn how to create a solid foundation for the successful release of a product by applying structured frameworks and user
- Center design processes from discovery to roadmap definition phases of the product lifecycle
- Learn how to methodically translate empathy for the customer to data for driving prioritization, decision -making, and clear communication for your teams
- This will be an interactive session for the audience based on a real-life example from the speaker's work
TSH Masterclass - Business Plans: Don't Be A GnomeTechMeetups
The key points and highlights from Anastasia Kovaleva’s presentation “Business Plans: Don’t Be A Gnome!”
Internally, business plans develop and validate an idea. It is an essential tool to track progress of the business.
Your business plan also provides your shareholders (investors, debt providers, co-founders, and customers) an idea of how you intend to take care of their investment in your business.
The key components of your business plan are: Market Positioning (identification of an unsatisfied need), Product or Service (your solution to satisfy the need), Market Strategy (your competitive edge or unfair advantage), Operations (your business model), Team (your human capital / engine room), and Financials (your bottom line).
It is more than just writing a glossy book, the most important part is doing detailed research to convince your readers that your business is feasible.
Anastasia’s presentation was part of TechStartHub Startup Masterclass: How to make sure you’re investment and exit ready held last November 8 at University College London – Roberts Building. The next masterclass, Expert Advice on Website Content Strategy, Analytics, and Community Building, will be held on November 28 at the Innovation Warehouse.
What do Directors and VPS of Product Management Do?Rich Mironov
Starter slides for a highly collaborative discussion at Product Camp Silicon Valley 2015. We used slides #3 and 4, then opened it up for suggestions about what Directors do (#7) and ways to signal that you'd like to be promoted to be one (#8).
Product Management Basics for Project ManagersRich Mironov
ProDUCT management is often a murky role: poorly understood and inconsistently practiced across tech companies – and often confused with proGRAM and proJECT management. Yet done well, product management is a driver of market success and effective development. Agile teams building commercial software have additional role confusion between product owners and sometimes-agile product managers. This PMI webinar outlined product management basics, contrasted them with project/program management, and matched this to scrum-defined product ownership.
"Stop making excuses a culture first approach to product centricity" by Jorda...Productized
Many companies understand the value / benefits of becoming a holistic, Design-driven, Product-centric organization
Jordan's PRODUCTIZED presentation outlines a playbook of culture development, helping leaders and teams to identify opportunities to LIVE these principles, to identify opportunities for their application and experience the benefits of their comprehension and use.
As a product manager, your entire job revolves around deciding what you need to do next, in other words, having a product strategy. Successful product strategy means balancing all factors such as internal capabilities, competitive landscape, user needs and available opportunities. Moharyar discusses these challenges and provides a few simple frameworks one can apply to assess which direction to take to ensure the overall success of their product.
Moharyar has over 5 years’ experience as a product manager, working for companies such as Apple, Bell and Loblaw Digital. Moharyar is passionate about early stage start-ups and is a lead instructor for Product Management at BrainStation. His background in engineering, combined with his Master's in Business Administration from Queen's University, has allowed him to develop a deep understanding of product management. Moharyar blogs on popular Product concepts and at one point was the number 1 “Most Viewed Author” on Minimum Viable Product on Quora.
You can find Moharyar on Twitter @MoeAli454
---------------------------------
Join us in the #toronto channel on Slack: http://slack.mindtheproduct.com/
Similar to SVPMA: Is Product Management Obsolete? (20)
SVPMA: 3 Tools to Increase Your Productivity ImmediatelySVPMA
SVPMA April 2014 event
“3 Tools to Increase Your Productivity Immediately” with Senia Maymin, Ph.D, Profit from the Positive, LLC
Read more: http://svpma.org/2014/04/april-2014-event/
Successful Brand Management: Moving from a Product-Centric Focus
to a Customer-Centric Business Model by Susanne Kushner at SVPMA Monthly Event May 2002
2. • Veteran
product
manager/exec/strategist
• 6
startups
as
“product
guy”
or
CEO
• The
Art
of
Product
Management
• SVPMA
board,
first
Product
Camp,
first
agile
product
manager/owner
tracks
ABOUT RICH MIRONOV
2w w w . M I R O N O V . c o m
3. Tool Sets and Methodologies
• Lean Startup
• Lean UX
• Agile Product Ownership
• Crowd-Sourced Roadmaps
We struggle to explain overall value of product
management
CHALLENGE: OTHERS (RE)DEFINE
PARTS OF WHAT WE DO
3w w w . M I R O N O V . c o m
5. CLICK TO EDIT
MASTER TITLE
STYLE
market information, priorities,
requirements, roadmaps, epics,
user stories, backlogs,
personas, MRDs…
product
bits
strategy, forecasts,
commitments, roadmaps,
competitive intelligence
budgets, staff,
targets
Field input,
Market feedback
Segmentation, messages,
benefits/features, pricing,
qualification, demos…
Markets &
CustomersDevelopment
Marketing
& Sales
Executives
Product
Management
WHAT DOES A PRODUCT MANAGER DO?
6. • Drive* whole product strategy and revenue
• Make* hard trade-offs among complex choices
• Communicate and align around (current) plan
* We collaborate but it’s not a democracy
* Get the smartest people/ideas into the room
* Take personal responsibility for market outcomes
HOW PRODUCT MANAGERS ADD VALUE
6w w w . M I R O N O V . c o m
STARTS
7. • Looking for product/market fit
• Organizationally simple
• < 8 people
• Founder is Chief Product Officer
• Often following Lean Startup
STARTUPS ARE DIFFERENT FROM
ENTERPRISES
7w w w . M I R O N O V . c o m
8. CLICK TO EDIT
MASTER TITLE
STYLE
“Companies
are
not
larger
versions
of
startups…
A
startup
is
a
temporary
organizaOon
designed
to
search
for
a
repeatable
and
scalable
business
model.
A
company
is
a
permanent
organizaOon
designed
to
execute
a
repeatable
and
scalable
business
model.”
-‐
Steve
Blank
w w w . M I R O N O V . c o m 8
9. CLICK TO EDIT
MASTER TITLE
STYLE
WHERE DOES PRODUCT MANAGEMENT
BECOME CRITICAL?
products
pre-‐$
startup
Mass-‐Market
Tech
Revenue
Internal
IT/
Cost
Center
Product/
market
fit
Custom
Development
15-‐30
employees
porXolios
business
units
revenue
product
management
10. • 15-30+ people
• Development sits apart
from Sales/Marketing
• Confusion about plans, dates, priorities
• Everyone has a good idea, a customer input, a
helpful insight, an urgent fix…
THINGS START TO FALL APART WHEN…
10w w w . M I R O N O V . c o m
11. EARLY PRODUCT MANAGEMENT VALUE
11w w w . M I R O N O V . c o m
• Keeper of the (current) plan
• Backlog, strategy, target segment, actual features…
• Named person to buffer dev team
• Especially from founders and early sales people
• Framer of trade-offs
• Calls BS on magical thinking
12. • N
2
communication cost
• Need for more (predictable)
revenue
• Infinite list of customer requests
• Investment decisions vs.
current products
REVENUE COMPANIES HAVE
NON-STARTUP PROBLEMS
12w w w . M I R O N O V . c o m
13. Hungry, impatient man on street full of restaurants…
• Every restaurant has a 20 minute table wait
• After 10 minutes, the hungry man
gets frustrated, leaves, and
puts his name in at
next restaurant
• He eventually
dies of hunger
OVER-PIVOTING FABLE
13
14. • Devotion to Build-
Measure-Learn
• Fanatical focus on
data-driven market
validation
• “Will they buy it?”
I ♥︎ LEAN STARTUP
14w w w . M I R O N O V . c o m
15. CLICK TO EDIT
MASTER TITLE
STYLE
Markets &
CustomersDevelopment
Marketing
& Sales
Executives
Product
Management
LEAN STARTUP
16. CLICK TO EDIT
MASTER TITLE
STYLE
WHAT’S
GREAT?
TYPICAL
GAPS
(NEED
for
PM)
Data-‐driven
process
informs
opinions
Focus
on
what
customers
will
buy
Fastest
possible
learning/
validaOon
Least
technology,
not
development-‐led
I ♥︎ LEAN STARTUP, BUT…
w w w . M I R O N O V . c o m 16
WHAT’S
GREAT?
TYPICAL
GAPS
(NEED
for
PM)
Data-‐driven
process
informs
opinions
Wrong
tool
for
exisOng
markets
and
performance
products
Focus
on
what
customers
will
buy
Fastest
possible
learning/
validaOon
Least
technology,
not
development-‐led
WHAT’S
GREAT?
TYPICAL
GAPS
(NEED
for
PM)
Data-‐driven
process
informs
opinions
Wrong
tool
for
exisOng
markets
and
performance
products
Focus
on
what
customers
will
buy
No
help
on
porXolio
decisions
Fastest
possible
learning/
validaOon
Least
technology,
not
development-‐led
WHAT’S
GREAT?
TYPICAL
GAPS
(NEED
for
PM)
Data-‐driven
process
informs
opinions
Wrong
tool
for
exisOng
markets
and
performance
products
Focus
on
what
customers
will
buy
No
help
on
porXolio
decisions
Fastest
possible
learning/
validaOon
Encourages
short-‐term
thinking
(strategy
follows
product)
Least
technology,
not
development-‐led
WHAT’S
GREAT?
TYPICAL
GAPS
(NEED
for
PM)
Data-‐driven
process
informs
opinions
Wrong
tool
for
exisOng
markets
and
performance
products
Focus
on
what
customers
will
buy
No
help
on
porXolio
decisions
Fastest
possible
learning/
validaOon
Encourages
short-‐term
thinking
(strategy
follows
product)
Least
technology,
not
development-‐led
Assumes
we
can
build
it,
encourages
technical
debt
17. CLICK TO EDIT
MASTER TITLE
STYLE
"The
reason
that
God
was
able
to
create
the
world
in
seven
days
is
that
he
didn't
have
to
worry
about
the
installed
base."
-‐
Enzo
Torresi
17
19. CLICK TO EDIT
MASTER TITLE
STYLE
“Do these customers have this
problem? How can we solve it?”
Customers
Development
Executives
Product
Management
LEAN UX
UX + Tech + PM
20. CLICK TO EDIT
MASTER TITLE
STYLE
I ♥︎ LEAN UX, BUT…
w w w . M I R O N O V . c o m 20
WHAT’S
GREAT?
TYPICAL
GAPS
(NEED
for
PM)
CollaboraOve
team:
UX
and
PM
and
Dev
Deep
UX
experOse
in
understanding
users,
processes,
problems
Mix
of
qualitaOve,
quanOtaOve
research
Hypothesis/process-‐driven
WHAT’S
GREAT?
TYPICAL
GAPS
(NEED
for
PM)
CollaboraOve
team:
UX
and
PM
and
Dev
Product
managers
ogen
don’t
show
up
(or
not
invited)
Deep
UX
experOse
in
understanding
users,
processes,
problems
Mix
of
qualitaOve,
quanOtaOve
research
Hypothesis/process-‐driven
WHAT’S
GREAT?
TYPICAL
GAPS
(NEED
for
PM)
CollaboraOve
team:
UX
and
PM
and
Dev
Product
managers
ogen
don’t
show
up
(or
not
invited)
Deep
UX
experOse
in
understanding
users,
processes,
problems
Assumes
correct
segment/customer,
goals,
strategy
Mix
of
qualitaOve,
quanOtaOve
research
Hypothesis/process-‐driven
WHAT’S
GREAT?
TYPICAL
GAPS
(NEED
for
PM)
CollaboraOve
team:
UX
and
PM
and
Dev
Product
managers
ogen
don’t
show
up
(or
not
invited)
Deep
UX
experOse
in
understanding
users,
processes,
problems
Assumes
correct
segment/customer,
goals,
strategy
Mix
of
qualitaOve,
quanOtaOve
research
Hard-‐nosed
economic
view:
worth
invesOng
in
this
problem
or
segment?
Hypothesis/process-‐driven
WHAT’S
GREAT?
TYPICAL
GAPS
(NEED
for
PM)
CollaboraOve
team:
UX
and
PM
and
Dev
Product
managers
ogen
don’t
show
up
(or
not
invited)
Deep
UX
experOse
in
understanding
users,
processes,
problems
Assumes
correct
segment/customer,
goals,
strategy
Mix
of
qualitaOve,
quanOtaOve
research
Hard-‐nosed
economic
view:
worth
invesOng
in
this
problem
or
segment?
Hypothesis/process-‐driven
Passionate
driver/owner:
UX
seen
as
outside
advisor/expert
21. CLICK TO EDIT
MASTER TITLE
STYLE
Product
Backlog
Epics
&
User
Stories
Release
Backlog
Epics
&
User
Stories
Sprint
Backlog
User
Stories
PotenLally
releasable
soNware
SoNware
release
Accepted
story
(“DONE”)
Review
Demo,
feedback
Retrospec5ve
Process
improvement
1
day
Daily
Standup
Sprint:
1
to
3
weeks
No
changes
in
duraLon
or
goal
Release
planning
Sprint
planning
Charter
Release
Retrospec5ve
Process
improvement
N
sprints
AGILE METHODOLOGY WITH SCRUM
22. • “…represents the customer’s interest in backlog
prioritization and requirements questions... available to
the team at any time.”
• Intense sprint-level focus: stories, backlog,
prioritization, acceptance
• Feeds the hungry agile beast
I ♥︎ AGILE PRODUCT OWNERSHIP
22w w w . M I R O N O V . c o m
23. CLICK TO EDIT
MASTER TITLE
STYLE
FEEDING THE AGILE BEAST
w w w . M I R O N O V . c o m 23
Steam engine
“fireman” needs
to shovel coal
constantly,
otherwise the
train will stop
25. CLICK TO EDIT
MASTER TITLE
STYLE
I ♥︎ AGILE PRODUCT OWNERSHIP, BUT…
w w w . M I R O N O V . c o m 25
WHAT’S
GREAT?
TYPICAL
GAPS
(NEED
for
PM)
Deep
collaboraOon
with
development
team
Granular
enough
to
get
right
sogware
bits
PM
steering
at
sprint
level
(early
course
correcOons)
Highest
value
first,
more
frequent
value
delivery
WHAT’S
GREAT?
TYPICAL
GAPS
(NEED
for
PM)
Deep
collaboraOon
with
development
team
Training/coaching
at
story
level,
not
product
or
porXolio
or
business
Granular
enough
to
get
right
sogware
bits
PM
steering
at
sprint
level
(early
course
correcOons)
Highest
value
first,
more
frequent
value
delivery
WHAT’S
GREAT?
TYPICAL
GAPS
(NEED
for
PM)
Deep
collaboraOon
with
development
team
Training/coaching
at
story
level,
not
product
or
porXolio
or
business
Granular
enough
to
get
right
sogware
bits
Fully
consumes
PO,
no
cycles
leg
for
broad
market
input
PM
steering
at
sprint
level
(early
course
correcOons)
Highest
value
first,
more
frequent
value
delivery
WHAT’S
GREAT?
TYPICAL
GAPS
(NEED
for
PM)
Deep
collaboraOon
with
development
team
Training/coaching
at
story
level,
not
product
or
porXolio
or
business
Granular
enough
to
get
right
sogware
bits
Fully
consumes
PO,
no
cycles
leg
for
broad
market
input
PM
steering
at
sprint
level
(early
course
correcOons)
Development-‐driven,
development-‐
hired,
so
most
POs
lack
market
skills
Highest
value
first,
more
frequent
value
delivery
WHAT’S
GREAT?
TYPICAL
GAPS
(NEED
for
PM)
Deep
collaboraOon
with
development
team
Training/coaching
at
story
level,
not
product
or
porXolio
or
business
Granular
enough
to
get
right
sogware
bits
Fully
consumes
PO,
no
cycles
leg
for
broad
market
input
PM
steering
at
sprint
level
(early
course
correcOons)
Development-‐driven,
development-‐
hired,
so
most
POs
lack
market
skills
Highest
value
first,
more
frequent
value
delivery
Depends
on
“business
decider”
or
strategic
higher
authority
26. CLICK TO EDIT
MASTER TITLE
STYLE
ASSUMPTIONS/EXCUSES
INPUT
CAN
BE
USEFUL…
Customers
really
know
what
they
want/need
CollecOve
thinking
can
be
strategic
ParOcipants
are
representaOve
of
segment,
don’t
game
voOng
Following
compeOtors
is
a
product
strategy
I CROWDSOURCED ROADMAPS
26w w w . M I R O N O V . c o m
ASSUMPTIONS/EXCUSES
INPUT
CAN
BE
USEFUL…
Customers
really
know
what
they
want/need
Some
products
are
community-‐
driven
(open
source)
CollecOve
thinking
can
be
strategic
Some
products
have
trivial
purchase
intent
(sog
drinks)
ParOcipants
are
representaOve
of
segment,
don’t
game
voOng
Strategic
curator
must
balance
against
other
inputs,
stakeholders
Following
compeOtors
is
a
product
strategy
Don’t
crowd-‐source
your
pricing
strategy
27. • Lean approaches are outstanding for customer
validation. Learn and apply them!
• Agile/scrum needs full-time product ownership.
But beware declining market focus
• “I am the CEO of my product”
TOOLS AND ROLES
27w w w . M I R O N O V . c o m
à
“I collaborate with the smartest kids in the building,
and make the best answers stick”
28. 1. Enterprises are not startups
2. Learn and use best tools for each problem
3. Don’t be dogmatic
4. You need a product strategy
5. Organizations still need to be
understood, led, coaxed, managed,
buffered, motivated, calmed down
TAKEAWAYS
28w w w . M I R O N O V . c o m
29. CONTACT
Rich Mironov, CEO
Mironov Consulting
233 Franklin St, Suite #308
San Francisco, CA 94102
RichMironov
@RichMironov
Rich@Mironov.com
29w w w . M I R O N O V . c o m