Product Management is Not Enough for ScaleUp CPOs - Introducing Responsive PPM
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This document discusses how portfolio management is needed beyond traditional product management as companies scale up. It begins by explaining when portfolio management becomes essential, such as when there are multiple teams, dependencies between initiatives, or competing goals. It then covers how to bring portfolio management to empowered product teams through defining goals, aligning initiatives, and implementing responsive re-allocation of resources. The document concludes by discussing replacing roadmaps with a responsive portfolio that focuses on driving business outcomes through defining goals, planning for dependencies, and using allocation and responsive re-allocation to prioritize initiatives.
Product Management is Not Enough for ScaleUp CPOs - Introducing Responsive PPM
- 1. 1 Product Management Is Not Enough For ScaleUp CPOs BECKY FLINT, CEO, DRAGONBOAT RACHEL WESTON ROWELL, SVP, PRODUCT & TECH COE, INSIGHT PARTNERS
- 2. Empower Outcome-driven Product Becky Flint Founder & CEO Scaled product teams & built product portfolio management for
- 3. Empower Outcome-driven Product Agenda Part 1 - When to Scale from Product Management to Portfolio Management Part 2 - How to Bring Portfolio Management to Empowered Teams Part 3 - Replace Your Roadmap with a Responsive Portfolio
- 4. Empower Outcome-driven Product When to Scale from Product Management To Portfolio Management #1
- 5. Empower Outcome-driven Product We are stalled by too many dependencies and too many competing initiatives. Prioritization alone is not enough. We need to design and rollout portfolio management. Hmm… Is PayPal a product or a portfolio (of many products)? VP, Tech & Biz Ops
- 6. Empower Outcome-driven Product A Brief History & Types Of Portfolios (Separable) Product Portfolio Install VPN Set up Okta Provision Zoom access (Separable) Project Portfolio “One Product” Portfolio Checking Savings Credit Card Lending Investing
- 7. Empower Outcome-driven Product An Intertwined “One Product” Portfolio Consumer Merchant Payment Risk
- 8. Empower Outcome-driven Product Some examples of “One Product” Portfolio Spotify Instagram Google Search
- 9. Empower Outcome-driven Product (RE/DEFINE): PORTFOLIO MANAGEMENT is about how to evaluate and allocate on various investment options based on desired outcomes
- 11. Empower Outcome-driven Product When does portfolio management become essential? Multiple teams Dependencies Competing goals Product/ use case expansion
- 12. Empower Outcome-driven Product When - Competing / Conflicting Goals Reduce cost Prevent fraud Frictionless buying Increase payment volume Consumer Merchant Payment Risk
- 14. Empower Outcome-driven Product DEFINITION: RESPONSIVE PORTFOLIO MANAGEMENT Outcome focused teams apply responsive PPM - adjusting desired outcomes periodically based on the state of market and business.
- 15. Empower Outcome-driven Product Reduce allocation to healthy goal Reallocate to under performing goals Responsive Re/allocation
- 16. Product Management vs Portfolio Management Product goals Portfolio goals Cross team collaboration Outcome roadmaps, replacing Feature Factory Customer inspired product management Top down alignment, bottoms up innovation and cross team visibility Multi-team, multi-quarter initiatives Single team iterations Full stack teams Product Roadmaps Customer Feedback management “Portfolio” rollup dashboard
- 17. Empower Outcome-driven Product How to Bring Portfolio Management to Empowered Product Teams 2
- 18. 18 Money Transfer The world’s payment infrastructure in one API 2019 2021
- 19. 19 Bring Responsive Portfolio Management to Empowered Teams Start with a Change agent Reimagine your problem and product space Agile rollout Responsive Portfolio Practice Implement a Responsive PPM tool the right tool to facilitate the changes to the right practice 1 3 2
- 20. 20 The “Rock, Pebble, Sand” Product Management Prioritizing Product Feedback bugs Enhancement V2, V3 Big features (mobile app) Product roadmap
- 21. 21 Product Leaders - Define “Jars” and their sizes Jars represent portfolio dimensions, e.g. goals Size represent target resource allocation Each Jar has its own prioritization criteria Change Jars and sizes as business and market evolves The “Rock, Pebble, Sand & Jars” Product Portfolio Management Use Allocation + Prioritization for Portfolio Decisions
- 22. 22 Define Goals and Target Allocation
- 23. 23 Align Initiatives with Portfolio Goals before Action Plan
- 24. 24 Rollout: From Feature based to Outcome based Planning Define the right “Jars” Shared Goals
- 25. Empower Outcome-driven Product Reduce allocation to healthy goal Reallocate to under performing goals Rollout: “Quarterly” Responsive Re/allocation
- 26. Empower Outcome-driven Product ● Full stack team structure ● User journey team structure ● Domain team structure No matter how you structure your scaling team, 90% of product teams face dependencies Rollout: From Individual Teams to Collaborative Teams to tackle multi team multi quarter initiatives
- 27. Empower Outcome-driven Product Effective Dependency Management Directly Correlates to Better Business Outcomes & More Cohesive User Experiences
- 28. Empower Outcome-driven Product Rollout: Forecast Resourcing Needs to Scale by Data Prioritize teams to staff or skills to hire based on business needs
- 29. The Right Portfolio workflow: Left to Right Product Management workflow The top and bottom portfolio alignment, allocation and visibility Collaboration across teams and functions Integrated, automated, data informed Adopt The Right Tool To Facilitate The Best Practice
- 30. 30 Bring Portfolio Management to Empowered Teams Adopt The Right Tool To Facilitate Agile Roll Out Of The Portfolio Practice A Change Agent: Re/Imagine The Portfolio
- 31. Empower Outcome-driven Product Replace Your Roadmap With A Responsive Portfolio To Drive Outcomes 3
- 32. 32 1 2 3 Define & get buy-in on product goals/ OKRs Negotiate and plan amongst dependencies Not feature factory, outcome-driven portfolio From Product Leader to Business Leader
- 33. 33 #1 Define and get buy-in on Product Goals / OKRs Converting business goals to product goals relies on aligning product and portfolio strategy The process is traditionally called “Strategic planning” Lack of higher level product objectives across teams results in incrementalism and silo ● Only focus on one area (shiny objects) ● Move on too quickly ● No allocation ● Break big goals to smaller ones before handover to teams Don'ts ● Account for both new and existing market ● Plan for v2, v3 based on initial test ● Set allocation ● Share goals across teams Dos
- 34. 34 Business Goal - Grow Revenue by 60% YoY Near term + long term goals Core market New market 40% 30% 20% 10%
- 35. 35 #2 Negotiate and Plan Dependencies - Allocation + prioritization - Visualize and plan dependencies - Feature sequence - Product Experience sequence - Resource reliance (shared) - Smart tracking and alert - Not micromanaging but can still spot risks early to prevent disasters
- 36. Empower Outcome-driven Product Effective Dependency Management Directly Correlates to Better Business Outcomes & More Cohesive User Experiences
- 37. Empower Outcome-driven Product ● Groomed product backlog ● Full stack teams ● Feedback-driven roadmapping #3 Feature Roadmaps ⇒ Outcome Driven Product ● Align, allocate, prioritize ● Shared goals, effective dependency management ● Responsive re/allocation
- 38. Empower Outcome-driven Product Reduce allocation to healthy goal Reallocate to under performing goals Allocation and Responsive Re/allocation