Agile ProDUCT Management Essentials for ProJECT and ProGRAM Managers
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The document outlines the essential roles of product managers compared to project and program managers, emphasizing their focus on market acceptance and strategic direction. It discusses the complexities of agile product management and the need for collaboration between product and project management to achieve successful product delivery. Key takeaways include the challenges faced in market alignment and resource management, highlighting the necessity of integrating market insights into development processes.
Agile ProDUCT Management Essentials for ProJECT and ProGRAM Managers
- 1. AGILE PRODUCT MANAGEMENT ESSENTIALS FOR PROJECT CLICK AND PROGRAM MANAGERS TO Rich Mironov EDIT 13 September 2012 MASTE PMI Agile Community of Practice R TITLE
- 2. ABOUT ME • “Product guy” at 6 startups • Most recently as CEO/founder • Software as revenue • Author • “The Art of Product Management” • Product Bytes blog • Business models, agile, organizing product teams • Chaired first Agile product stages • Founded Product Camp W W W. M I R O N O V. C O M 2
- 3. DISJOINT COMMUNITIES Not enough overlap or shared thinking Product Agile Managers Communities W W W. M I R O N O V. C O M 3
- 4. AGENDA • What does a product manager do? • Product vs. Project/Program Management • Agile, product managers and product owners • Take-aways
- 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 • For strategic internal development… • Drives acceptance and adoption • Resolves inevitable competing priorities
- 6. WHAT DOES A PRODUCT MANAGER DO? budgets, staff, strategy, forecasts, targets commitments, roadmaps, competitive intelligence Executives CLICK market information, priorities, requirements, roadmaps, epics, user stories, backlogs, personas, MRDs… Product Field input, Market feedback TO Management EDIT Development Marketing & Sales Markets & Customers MASTE product Segmentation, messages, R TITLE bits benefits/features, pricing, qualification, demos… W W W. M I R O N O V. C O M
- 7. PRAGMATIC MARKETING FRAMEWORK Director of Product Product Strategy Business Positioning Marketing Marketing Plan Plan Market Market Buying Customer Manager 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 Technical Product Manager Referrals & Channel Channel References Training Support 7 © 1993-2009 Pragmatic Marketing, Inc. All rights reserved
- 8. Good product managers drive customer-relevant decisions (choices) despite uncertainty and contradictory goals
- 9. PRODUCT MANAGEMENT RHYTHM • No natural sequence • Intensely interrupt driven • Bottom-up meets top-down • Demands strategy, judgment and integration as well as execution W W W. M I R O N O V. C O M 9
- 10. IDEAL CANDIDATE CLICK TO EDIT MASTE R TITLE W W W. M I R O N O V. C O M 10
- 11. AGENDA • What does a product manager do? • Product vs. Project / Program Management • Agile, product managers and product owners • Take-aways
- 12. PRODUCT, PROJECT, PROGRAM? Disclaimers • No role/title consistency • Unclear division of labor • Execs create novel organizations • Each tech company is uniquely dysfunctional • Good teams make things work in spite of titles and roles
- 13. ONE PROBLEM, TWO VIEWPOINTS • 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
- 14. IN A PERFECT ORGANIZATION… • Product Management: more outward-facing market-visible decisions • What FEATURES/BENEFITS are market segments demanding? • How are we POSITIONED and PRICED versus competitors? • WHICH must-ship feature will we DROP first? • SALES impact of slipped dates? Commitments? • 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?
- 15. LIVING THE CUSTOMER’S REALITY Product managers sense the market by… • Helping close deals • Trading off conflicting customer commitments • Sweating price/volume forecasts • Identifying novel (or terrible) user cases • Anchoring opinions with lots of first person customer/field input Source: Pragmatic Marketing
- 16. AGENDA • What does a product manager do? • Product vs. Project / Program Management • Agile, product managers and product owners • Take-aways
- 17. DISCUSSIONS OF AGILE We tend to mix… • Philosophy and religion • Process, tools, techniques, methods • Organizational design W W W. M I R O N O V. C O M 17
- 18. AGILE METHODS CLICK TO Extreme Programmi ng (XP) Crystal Methods Scrum Feature Driven Developme Test Driven Developme nt (TDD) EDIT nt (FDD) Dynamic Lean Agile Rational Rapid Systems & & Lean Project Unified Application MASTE Developme nt Model (DSDM) Startup Managemen t Framework Process (RUP) Developme nt (RAD) R TITLE (APM) W W W. M I R O N O V. C O M 18
- 19. DIFFERENT MOTIVATORS • Why development teams want Agile • Focus more on developing, not SDLC • More quality, fewer peaks and valleys • Build what customers want • Move the bottleneck elsewhere • What executives want from Agile • Get more done (more “ROI”) • Faster, more predictable • “More responsive to market” means they can juggle the roadmap more often
- 20. WHY NOT WATERFALL? Requirements Waterfall projects and estimates rarely deliver according to plan Design Coding and unit test System integration & QA Operation and maintenance 20
- 21. AGILE’S INNER LOOP From Mike Cohn W W W. M I R O N O V. C O M 21
- 22. AGILE’S STRATEGIC OUTER LOOP (PdM) • Markets • Customers • Customers • Sales • Biz Models • Marketing • Strategy • Support • Portfolios • Upgrades • Funding • EOL/EOS 22 W W W. M I R O N O V. C O M
- 23. PRODUCT MANAGER, PRODUCT OWNER • 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 W W W. M I R O N O V. C O M 23
- 24. PRODUCT OWNER’S CALENDAR Borrowed from Catherine Connor, Rally W W W. M I R O N O V. C O M
- 25. ‘Small p’ PRODUCT OWNER Executives CLICK market information, priorities, epics, user stories, backlogs, personas… Product TO Management EDIT Marketing Markets & Development & Sales Customers MASTE product R TITLE bits W W W. M I R O N O V. C O M
- 26. ADAPTED PRAGMATIC FRAMEWORK 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 product owner Referrals & Channel Channel References Training Support 26
- 27. PdM/PO FAILURE MODES Product Manager fails agile team Product Owner fails marketplace if if • Weak on market realities: pricing, • Part-time, disengaged packaging, selling, upgrades, • Stories lack detail service models, discounting, • Stale backlog competitive dynamics • Best of intentions, but pulled in • Disconnected from Marketing, too many directions Sales, Support • Not buffering team from • Trading off company-wide strategy customer/ sales interruptions for product features • “Build what I meant” • Confuses showcase customers with broader market W W W. M I R O N O V. C O M 27
- 28. ONE PdM/PO ORGANIZATIONAL MAP GM / VP Eng / VP Prod / CPO CLICK Product TO Managers EDIT Product Owners MASTE R TITLE more technical W W W. M I R O N O V. C O M more market-focused 28
- 29. TAKE-AWAYS • Product management struggles with market success, product sufficiency and inconsistent customer segments • Project management struggles with resources, timelines and unreasonable commitments • IMHO, simple product owner role fails to address market complexities • We need to work together to ship great products! W W W. M I R O N O V. C O M 29
- 30. Mironov Consulting CONTACT CLICK 233 Franklin St, Suite #308 San Francisco, CA 94102 TO EDIT Rich@Mironov.com MASTE RichMironov R TITLE @RichMironov