The Agile Product Manager / Product Owner Dilemma
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1 The Agile Product Manager / Product Owner Dilemma 2 Rich Mironov 18 January 2012
2 About Rich Mironov Veteran product manager/exec/strategist Business models, pricing, agile Organizing product organizations What do customers want? 5 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 3
3 Agenda What does a product manager do? Agile overview Agile and product managers/owners Conclusions 4 4
4 Disjoint Communities Product Managers Agile Community Still nearly empty, very lonely 5
5 What Does a Product Manager Do? For commercial / revenue software PM drives delivery and market acceptance of whole products PM targets market segments, not individual customers For strategic internal development PM resolves competing priorities PM drives acceptance and adoption 6
6 What Does a Product Manager Do? budgets, staff, targets Executives strategy, forecasts, commitments, roadmaps, competitive intelligence market information, priorities, requirements, roadmaps, MRDs, personas, user stories Development Product Management software Mktg & Sales Field input, Market feedback Markets & Customers 7 Segmentation, messages, benefits/features, pricing, qualification, demos
7 Product Management Planning Horizons Exec PM Dev Team Strategy Portfolio Product Release Sprint Daily many years years many months 2-9 months 2 wk 8
8 The ideal candidate for a tough job 9
9 Pragmatic Marketing Framework Dir, Prod Strategy Business Plan Positioning Marketing Plan Prod Mktg Mgr Market Problems Market Definition Pricing Buying Process Customer Acquisition Win/Loss Analysis Distribution Strategy Buy, Build or Partner Buyer Personas Customer Retention Distinctive Competence Product Portfolio Product Profitability User Personas Program Effectiveness Market Strategy Business Planning Programs Readiness Support Competitive Landscape Product Roadmap Innovation Requirements Launch Plan Sales Process Presentations & Demos Technology Assessment Use Scenarios Thought Leadership Collateral Special Calls Tech Prod Mgr Status Dashboard Lead Generation Referrals & References Sales Tools Channel Training Event Support Channel Support Pragmatic Marketing, Inc. All rights reserved
10 Nature of PM Role No natural sequence for PM 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 11
11 Agenda What does a product manager do? Agile overview Agile and product managers/owners Conclusions 12 12
12 What is Agile? Umbrella term for various software project management and engineering practices Iterative and collaborative More frequent delivery of smaller increments Building quality in, not adding it at the end Goal of potentially shippable at every iteration Active user involvement (or customer proxy) Self-managing teams Incremental process improvements 13
13 Agile is an Umbrella Agile Methods Scrum Extreme Programming (XP) Crystal Methods Feature Driven Development (FDD) Test Driven Development (TDD) Dynamic Systems Development Model (DSDM) Lean Development Agile Project Management Framework (APM) Rational Unified Process (RUP) Rapid Application Development (RAD) 14
14 Discussions about Agile Part philosophy and religion Part process, tools, techniques, methods Part organizational design 15
15 Why Not Waterfall? Requirements and estimates Waterfall projects rarely deliver according to plan Design Coding and unit test System integration & QA Operation and maintenance 16
16 Fixed Vs. Variable Waterfall Agile Fixed Requirements Resources Time Plan Driven Value Driven Estimated Resources Time Features 17 The Plan creates cost/schedule estimates Release themes and feature intent drive estimates
17 Agile s Inner Loop (Development) After: Mike Cohn 18
18 Agile s Strategic Outer Loop (PM) Markets Customers Biz Models Strategy Portfolios Funding Customers Sales Marketing Support Upgrades EOL/EOS 19
19 Agenda What does a product manager do? Agile overview Agile and product managers/owners Conclusions 20
20 Product Owner, Product Manager Most agilists think about product owners Formal part of agile team Needs to be physically present Driving user stories and sub-iteration decisions Showcases are primary method of customer input Most product managers are not agilists Majority of work to deliver products (revenue) happens outside Engineering Interacts with markets directly, not filtered through Sales or Marketing Servicing multiple inbound and outbound queues 21
21 Product Owner s Calendar 22 Borrowed from Catherine Connor, Rally
22 small p product owner Executives priorities, requirements, personas, user stories Development product owner Marketing/Sales Customers software 23
23 24 Pricing Buy, Build or Partner Business Plan Product Profitability Win/Loss Analysis Distinctive Competence Market Problems Marketing Plan Customer Acquisition Customer Retention Program Effectiveness Buying Process Buyer Personas User Personas Positioning Product Portfolio Market Definition Distribution Strategy Innovation Competitive Landscape Technology Assessment Lead Generation Thought Leadership Referrals & References Launch Plan Use Scenarios Require ments Status Dashboard Product Roadmap Presentation s & Demos Event Support Special Calls Channel Support Channel Training Sales Process Collateral Sales Tools Busines s Market Programs Plannin g Strategy Support Readines s Busines s Market Programs Plannin g Strategy Support Readines s Adapted Pragmatic Marketing Framework product owner
24 Product Manager Failure Modes Solo Product Manager fails the agile team if Part-timer, not engaged with team Lack of detail on stories Stale backlog Handwaving and bluster Best of intentions, but pulled in too many directions Build what I meant 25
25 Product Owner Failure Modes Solo Product Owner fails the market if Weak on market realities Pricing, packaging, selling, upgrades, service models, discounting, competitive dynamics Missing from outbound teams: Marketing, Sales, Support Trades off company-wide strategy for product features Confuses showcase customers with broader market 26
26 PO/PM Organizational Map GM - VP PM - VP Eng/CTO Product Management Organization product owners more market-focused more technical 27
27 Agenda What does a product manager do? Agile overview Agile and product managers/owners Conclusions 28
28 Conclusions Product management bridges engineering, markets and strategic planning Agile s focus is on improving development processes Success requires strongly technical but market-oriented product managers who mentor product owners 29
29 Contact Information 30
30 Agile (Scrum) Model Plan out 1-4 weeks work Meet daily Create product needs Strategic planning Review product 31 Improve process After: Gabrielle Benefield
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