Business Value of Agile Product Management
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The document outlines the principles and practices of agile product management, emphasizing the importance of defining products, understanding customers, and implementing effective product management processes. It includes frameworks like the Scaled Agile Framework (SAFe) and discusses various roles such as product managers, epic owners, and business owners in driving product success. Additionally, it provides resources and practical exercises to enhance product management skills and strategies.
Business Value of Agile Product Management
- 1. Business Value of AgileProductManagement USINGLEAN&AGILEDESIGNTHINKINGPRINCIPLES TO RAPIDLY CREATE INNOVATIVENEWPRODUCTS &SERVICES DR. DAVID F. RICO, PMP, CSEP, EBAS, BAF, FCP, FCT, ACP, CSM, SAFE, DEVOPS, AWS Website: http://davidfrico.com ● LinkedIn: http://linkedin.com/in/davidfrico ● Twitter: @dr_david_f_rico Agile Cost of Quality: http://www.davidfrico.com/agile-vs-trad-coq.pdf DevOps Return on Investment (ROI): http://davidfrico.com/rico-devops-roi.pdf Dave’s NEW Business Agility Video: http://www.youtube.com/watch?v=hTvtsAkL8xU Dave’s NEWER Scaled Agile Framework SAFe 4.5 Video: http://youtu.be/1TAuCRq5a34 Dave’s NEWEST Development Operations Security Video: http://youtu.be/qrWRoXSS9bs Dave’s BRAND-NEW ROI of Lean Thinking Principles Video: http://youtu.be/wkMfaPAxO6E Dave’s REALLY-NEW ROI of Evolutionary Design Principles Video: http://youtu.be/TcXI26ClRb0 DoD Fighter Jets versus Amazon Web Services: http://davidfrico.com/dod-agile-principles.pdf Principles of Collaborative Contracts: http://davidfrico.com/collaborative-contract-principles.pdf Principles of Lean Organizational Leadership: http://davidfrico.com/lean-leadership-principles.pdf Principles of Evolutionary Architecture: http://davidfrico.com/evolutionary-architecture-principles.pdf Principles of CI, CD, & DevOps - Development Operations: http://davidfrico.com/devops-principles.pdf Principles of SAFe Transformations - Scaled Agile Framework: http://davidfrico.com/safe-principles.pdf
- 2. Objectives Define What a Product Is Define What a Customer Is Describe What Product Management Is Illustrate Its Roles & Responsibilities Present the Product Management Process Investigate Product Management Artifacts Explore Our Internal/External Customers Perform a Product Management Exercise 2
- 3. What is a Product? Geracie, G., & Eppinger, S. D. (2013). The guide to the product management and marketing body of knowledge (ProdBoK). Carson, City, NV: Product Management Educational Institute. “A tangible or intangible item, output, or service purchased by or sold to a consumer, customer, buyer, or end-user because it has value to them (bundles of attributes such as functions, features, benefits, and uses).” 3
- 4. What is a Product—Product Levels? Prakhya, S. (1998). Principles of marketing: Product and services strategy. Pittsburg, PA: Carnegie Mellon University. 4
- 5. What is a Product—Impact Driven Product? Prakhya, S. (1998). Principles of marketing: Product and services strategy. Pittsburg, PA: Carnegie Mellon University. WHY WHAT HOW Program Backlog Business Outcomes Customer Value Execution Plan Service Design MVP IMPACT DRIVEN PRODUCT (Internal) Business Constraints and (External) Market Influences 5
- 6. What is a Product—Various Network Devices? Zhukov, G. (2020). Design element: Network hardware. San Jose, CA: CS Odessa Corp. 6
- 7. What is a Customer? Geracie, G., & Eppinger, S. D. (2013). The guide to the product management and marketing body of knowledge (ProdBoK). Carson, City, NV: Product Management Educational Institute. 7 A customer is one or more people who purchase or use a supplier’s products or services: • Any person who buys for resale directly from the seller, or the seller's agent or broker. • Any buyer of the seller's product for resale who purchases from or through a wholesaler or other intermediate reseller. • Any person who uses or depends upon a seller's product, whether or not they purchased the product directly from the seller or an authorized reseller. CUSTOMER TYPE ATTRIBUTES Internal Use products or services provided by the organization and belong to the organization. External Use products or services provided by the organization but come from outside the organization. Direct Deal directly with an organization. Indirect Use an organization's products or services but have no direct involvement with the organization. Existing Already use the organization’s products or services. Potential Those the organization would like to gain.
- 8. Exercise #1—Identify Your Customers? Geracie, G., & Eppinger, S. D. (2013). The guide to the product management and marketing body of knowledge (ProdBoK). Carson, City, NV: Product Management Educational Institute. 8 CUSTOMER TYPE ATTRIBUTES CUSTOMERS Internal Use products or services provided by the organization and belong to the organization. External Use products or services provided by the organization but come from outside the organization. Direct Deal directly with an organization. Indirect Use an organization's products or services but have no direct involvement with the organization. Existing Already use the organization’s products or services. Potential Those the organization would like to gain.
- 9. What is Product Management? Leffingwell, D. (2020). SAFe 5.0 glossary: Scaled agile framework terms and definitions. Boulder, CO: Scaled Agile, Inc. “Product Management is responsible for defining and supporting the building of desirable, feasible, viable, and sustainable products that meet customer needs over the product-market lifecycle.” 9
- 10. What is Product Management—Cont’d? Vernovskaya, R. (2020). What is product management? Santa Cruz, CA: 280 Group, LLC. 10
- 11. What is Product Management—Cont’d? Tan, A. (2018). Why do we need product management? Sydney, Australia: Brainmates, Inc. 11
- 12. What is Product Management—Cont’d? Bibovski, A. (2020). Introduction to product management. Philadelphia, PA: Start Infinity, LLC. 12
- 13. What is Product Management—Cont’d? Bibovski, A. (2020). Introduction to product management. Philadelphia, PA: Start Infinity, LLC. 13
- 14. What is Product Management—Cont’d? Anderson, A. M., & Jurgens-Kowal, T. (2020). Product development and management body of knowledge. Chicago, IL: Product Development and Management Association. Business Cases Marketing Strategy Market Segmentation Market Positioning Marketing Plans Value Stream Analysis Sales Plans Financial Analysis Portfolio Analysis Cost-Benefit Analysis Risk Analysis Product Prioritization Analytic Hierarchy Process Kano Analysis SWOT Analysis Enterprise Architecture Product Security Customer Experience User Experience Outsourcing Subcontracting Partnerships Purchasing Pricing Cost Analysis Budgeting Tradeoff Analysis Product Roadmaps Product Visions Product Objectives Product Messaging Product Development Materials Analysis Packaging Platform Analysis Product Lines Product Launch Product Training Product Demos Customer Negotiations Licensing Agreements Copyrights, Trademarks Patents, Inventions Legal Agreements Advertising Internationalization Documentation Support Operations Maintenance Retirement 14
- 15. Product Management Process—Stage Gate Mence, B. (2020). High value strategic idea and concept development. Bloomington, MN: Sopheon, Inc. 15
- 16. Product Management Process—Essential SAFe 16 Leffingwell, D. (2020). Essential scaled agile framework (SAFe) 5.0. Boulder, CO: Scaled Agile, Inc.
- 17. Product Management Process—Innovation Funnel 17 Leffingwell, D. (2020). Essential scaled agile framework (SAFe) 5.0. Boulder, CO: Scaled Agile, Inc.
- 18. Product Management Process—SAFe Lean Startup 18 Blank, S. (2013). Why the lean startup changes everything. Harvard Business Review, 91(5): 63-72. Leffingwell, D. (2020). Essential scaled agile framework (SAFe) 5.0. Boulder, CO: Scaled Agile, Inc. (08:54) http://players.brightcove.net/2071817190001/default_default/index.html?videoId=5712986167001
- 19. Product Management Process—Innovation Riptides 19 Leffingwell, D. (2020). Essential scaled agile framework (SAFe) 5.0. Boulder, CO: Scaled Agile, Inc.
- 20. SAFe Epic Owner Epic Owners are responsible for coordinating Epics through the Portfolio Kanban system • They collaboratively define the epic, its Minimum Viable Product (MVP), and Lean business case, and when approved, facilitate implementation. • Epic Owner works directly with the Agile Release Train (ART) and Solution Train stakeholders to define the Features and Capabilities that realize the value of approved epics. • They may also have some responsibility for supporting the initiative as it moves downstream through the Continuous Delivery Pipeline to Release on Demand. Leffingwell, D. (2020). Essential scaled agile framework (SAFe) 5.0. Boulder, CO: Scaled Agile, Inc.
- 21. SAFe Business Owner Business Owners are a small group of stakeholders who have the primary business and technical responsibility for governance, compliance, and return on investment (ROI) for a Solution developed by an Agile Release Train (ART). • They are key stakeholders on the ART who must evaluate fitness for use and actively participate in certain ART events. • Business Owners can be identified by asking the following questions. • The answers to these questions will identify the Business Owners, who will play a key role in helping the ART deliver value. Who is ultimately responsible for business outcomes? Who can steer this ART to develop the right solution? Who can speak to the technical competence of the solution now and into the near future? Who should participate in planning, help eliminate impediments, and speak on behalf of development, the business, and the customer? Who can approve and defend a set of Program Increment (PI) plans, knowing full well that they will never satisfy everyone? Who can help coordinate the efforts with other departments and organizations within the Enterprise? Leffingwell, D. (2020). Essential scaled agile framework (SAFe) 5.0. Boulder, CO: Scaled Agile, Inc.
- 22. SAFe System Architect System Architect/Engineering is responsible for defining and communicating a shared technical and architectural vision for an Agile Release Train (ART) to help ensure the system or Solution under development is fit for its intended purpose. • Solution Architect/Engineering is responsible for defining and communicating a shared technical and architectural vision across a Solution Train to help ensure the system or Solution under development is fit for its intended purpose. • System and Solution Architects describe the Solution Context and Solution Intent, analyze technical trade-offs, determine the primary components and subsystems, identify the interfaces and collaborations between them, define Nonfunctional Requirements (NFRs), guide Enablers through the Program and Solution Kanban systems, and work with Product and Solution Management, customers and Suppliers to help ensure fitness for purpose. • They play a critical role in aligning teams on the ART and Solution Train to a shared technical direction and partner with those teams in elaborating the solution, validating technology assumptions, evaluating implementation alternatives, and creating the Continuous Delivery Pipeline. In ARTs that are not part of a Solution Train, System Architects also perform many of the activities of Solution Architects. Leffingwell, D. (2020). Essential scaled agile framework (SAFe) 5.0. Boulder, CO: Scaled Agile, Inc.
- 23. SAFe Product Manager Product Manager is responsible for defining and supporting the building of desirable, feasible, viable, and sustainable products that meet customer needs over the product- market lifecycle. • They collaborate with a wide range of people to identify customer needs, understand the Solution Context, and develop the Program Vision, Roadmap, and Features. • Then, they support the ARTs in delivering value through the Program Kanban (program- and solution-kanbans) and Continuous Delivery Pipeline (continuous-delivery-pipeline). Leffingwell, D. (2020). Essential scaled agile framework (SAFe) 5.0. Boulder, CO: Scaled Agile, Inc.
- 24. SAFe Product Manager (Cont’d) The primary responsibilities of Product Managers fall into four main areas: • Meet business goals – Products and solutions must meet the economic business goals established by the portfolio • Get it built – Product Managers collaborate with Agile Release Trains (ARTs) and Solution Trains to build the required functionality • Get it off the shelf – Internally. Collaborate with IT to ensure solutions are deployed to internal customers and users – Externally. Collaborate with larger set of business stakeholders to deliver products to market • Leverage support – Product Managers ensure their offerings are supported and enhanced to create a continuous flow of value Leffingwell, D. (2020). Essential scaled agile framework (SAFe) 5.0. Boulder, CO: Scaled Agile, Inc.
- 25. Product Mgt. Artifact—Persona Canvas Leffingwell, D. (2020). Essential scaled agile framework (SAFe) 5.0. Boulder, CO: Scaled Agile, Inc.
- 26. Product Mgt. Artifact—Empathy Map Canvas Leffingwell, D. (2020). Essential scaled agile framework (SAFe) 5.0. Boulder, CO: Scaled Agile, Inc.
- 27. Product Mgt. Artifact—Product Vision Canvas Leffingwell, D. (2020). Essential scaled agile framework (SAFe) 5.0. Boulder, CO: Scaled Agile, Inc.
- 28. Product Mgt. Artifact—Value Proposition Canvas Leffingwell, D. (2020). Essential scaled agile framework (SAFe) 5.0. Boulder, CO: Scaled Agile, Inc.
- 29. Product Mgt. Artifact—Lean Canvas Leffingwell, D. (2020). Essential scaled agile framework (SAFe) 5.0. Boulder, CO: Scaled Agile, Inc.
- 30. Product Mgt. Artifact—Customer Journey Canvas Leffingwell, D. (2020). Essential scaled agile framework (SAFe) 5.0. Boulder, CO: Scaled Agile, Inc.
- 31. Product Mgt. Artifact—Product Roadmap Canvas Leffingwell, D. (2020). Essential scaled agile framework (SAFe) 5.0. Boulder, CO: Scaled Agile, Inc.
- 32. Product Mgt. Artifact—User Story Map Canvas Leffingwell, D. (2020). Essential scaled agile framework (SAFe) 5.0. Boulder, CO: Scaled Agile, Inc.
- 33. Exercise #2—Complete Value Proposition Canvas? 33 • Product 1. • Product 2. • Product 3. • Gain creator 1. • Gain creator 2. • Gain creator 3. • Pain reliever 1. • Pain reliever 2. • Pain reliever 3. • Gain 1. • Gain 2. • Gain 3. • Pain 1. • Pain 2. • Pain 3. • Job 1. • Job 2. • Job 3. Leffingwell, D. (2020). Essential scaled agile framework (SAFe) 5.0. Boulder, CO: Scaled Agile, Inc.
- 34. Further Product Management Resources Schrage, M. (2014). The innovator's hypothesis: How cheap experiments are worth more than good ideas. Boston, MA: MIT Press. Knapp, J. (2016). Sprint: Solve big problems and test new ideas in just five days. New York, NY: Simon & Schuster. Szabo, P. W. (2017). User experience mapping: Enhance UX with user story map, journey map, and diagrams. Birmingham, UK: Packt Publishing. Ries, E. (2017). The startup way: How modern companies use entrepreneurial management to transform culture and drive long-term growth. New York, NY: Crown. Thomke, S. H. (2020). Experimentation works: The surprising power of business experiments. Boston, MA: Harvard Business Review Press.
- 35. Dave’s Professional Capabilities Software Quality Mgt. Technical Project Mgt. Software Development Methods Leadership & Org. Change Cost Estimates & Scheduling Acquisition & Contracting Portfolio & Program Mgt. Strategy & Roadmapping Lean, Kanban, & Six Sigma Modeling & Simulations Big Data, Cloud, NoSQL Workflow Automation Metrics, Models, & SPC BPR, IDEF0, & DoDAF DoD 5000, TRA, & SRA PSP, TSP, & Code Reviews CMMI & ISO 9001 Innovation Management Statistics, CFA, EFA, & SEM Evolutionary Design Systems Engineering Valuation — Cost-Benefit Analysis, B/CR, ROI, NPV, BEP, Real Options, etc. Lean-Agile — Scrum, SAFe, Continuous Integration & Delivery, DevOpsSec, etc. STRENGTHS – Lean & Agile Thinking • 360 Leadership Assessments • Executive & Agile Coaching • Enterprise Business Agility • Agile Acquisition Contracts • Scaled Agile Framework (SAFe) • DevOps + Security (DevOpsSec) • Cloud Computing/Amazon Web Svcs. • Portfolio, Program, & Project Mgt. • 5x5x5 Innovation & Marketing Sprints • Strategic Planning & Technology Roadmaps • Program Increment & Big Room Planning • Emergent & Evolutionary Microservices • Exploratory MVP, MVA, & MMF Experiments • Lean Startup Product-Focused Value Streams • Performance Metrics, Measures & Dashboards ● Data mining. Metrics, benchmarks, & performance. ● Simplification. Refactoring, refinement, & streamlining. ● Assessments. Audits, reviews, appraisals, & risk analysis. ● Coaching. Diagnosing, debugging, & restarting stalled projects. ● Business cases. Cost, benefit, & return-on-investment (ROI) analysis. ● Communications. Executive summaries, white papers, & lightning talks. ● Strategy & tactics. Program, project, task, & activity scoping, charters, & plans. PMP, CSEP, EBAS, BAF, FCP, FCT, ACP, CSM, DEVOPS, AWS & SAFE 38+ YEARS IN IT INDUSTRY 35