2017-04-13 agile product management - bandung

Agile Product Management

Scrum User Group - Bandung - 13th April 2017 @ Makers Institute

Michael OngProduct Team Coach @ The Collab Folks

ABOUT THIS TALK

Agile Product Management‣ Great products rarely happen by luck — they involve careful planning, consideration, and

management. In this talk, you'll learn how to put together a product or project roadmap that

inspires by studying and applying an objective and collaborative prioritization method that

balances both value and effort, helping stakeholders focus on what's important and come to

consensus.

‣ Takeaways

‣ Set product or project goals based on company strategic goals

‣ Learn the art of shuttle diplomacy as a way to get buy-in on your priorities

Ruth Ho Michael Ong

Focused on digital strategy, marketing, product development, and user experience.Previous projects include Luxury E-Commerce, Global Payments Tech, Telco, and B2B Mobile Applications.Passionate about customer-centric design/product development, marketing analytics, stakeholder management, and bridging the gap between business and IT.

Focused on product strategy and development, agile practices, and user experience.Previous projects include Mobile Payments, Logistics Tracking & Surveying, Cleaning Inspection, Merchant Monitoring, E-Commerce, and Real Estate Portals.Passionate about helping founders chart a path towards growth through startup mentoring and coaching.

Focused on user experience, field and user research, digital strategy and marketing.Previous projects include Online Publishing, E-Commerce, Customer Loyalty, Online Bookings, and Human Capital Management Software. Passionate about customer discovery, aligning business goals with user goals, and problem-solving via user-centric solutions.

Lena Quek

MICHAEL ONG | @michaelon9 | [email protected]

tech ~ agile ~ ux ~ product ~ team coach ‣ before 1999 : programming in 6

languages ‣ web design / development ‣ research & development ‣ network engineer ‣ full-stack development + sales ‣ programming in +15 languages ‣ business process consulting ‣ internet spaceships ‣ portal development

‣ UXSG.org , Agile Singapore, Product Groups

‣ scrum master ‣ mobile & ux lead ‣ product manager ‣ coo a.k.a even more work including

customer success, operations, logistics & finance

‣ more internet spaceships ‣ cycling + startup ‣ coach for agile, ux & product teams

MICHAEL ONG | @michaelon9 | [email protected]

i’ve worked with …

‣ Société Générale ‣ NEC Solutions ‣ K.C. Dat ‣ Nippon Express ‣ Air Asia ‣ Singapore Zoo ‣ Jurong Birdpark ‣ Changi Airport Group ‣ M1

‣ Referral Candy ‣ That Green Space ‣ Arcstone ‣ KMK Online ‣ Bukalapak ‣ Foolproof ‣ SPH ‣ Jurnal ‣ BTPN / Genius

‣ Mapletree ‣ VISA ‣ Robert BOSCH ‣ SPH, ST701 ‣ iProperty Group ‣ bellabox Australia &

Singapore ‣ Bicycl.asia

at The Collab Folks …

‣ Lippo Group ‣ EMC ‣ DBS ‣ AXA ‣ GroupM

The Collab Folks Approach

Product Management

Agile Practices

UserExperience Design

Marketing

Leadership Coaching

Product Team Coaching

Talent / Skills Identification

Connect external

Talent / Skills

EXPLORE

COLLAB

EVALUATE

the learningorganisation

Scrum User Group - Jakarta - 31st March 2017 @ BTPN / Jenius

Topics

1.Product Owner Skills & Tools

2.Effective ways to get customer feedback

3.Agile Contracts

4.How to implement Agile in Enterprise

5.Switching roles from Developer to Product Owner

6.Product Ownership from Scrum Perspective

7.The Importance of Agile Testing

1. Product Owner Skills & Tools

2. Effective ways to get customer feedback

3. Agile Contracts

4. How to implement Agile in Enterprise

5. Switching roles from Developer to Product Owner

6. Product Ownership from Scrum Perspective

7. The Importance of Agile Testing

Who’s here today?

Let’s Warm Up‣ Are you a ‣ Product Manager (3-5) ‣ Designer (1) ‣ User Researcher ?

‣ Developer / Engineer (10+) ‣ QA ? (4-5) ‣ Business Development ? (1) ‣ Marketing ? (1) ‣ Students (3-4) ‣ Others (20+, not sure?!)

‣ Which Industries do you work in ?

What Challenges / Questions are you thinking about ?

Let’s Define Today‣ List down 1 to 3 Learning Goals you Have

‣ What questions do you have?

‣ What challenges do you face ?

The Agile Product Development Process

Product Vision to Roadmap

Why Product Ownership ?1.Help your team

2.(and company)

3.ship

4.the right product

5.for your users

Credit : http://www.mindtheproduct.com/2011/10/what-exactly-is-a-product-manager/

http://www.mindtheproduct.com/2011/10/what-exactly-is-a-product-manager/

The Role of the Product Owner is challenging

Credit : https://medium.com/@tyahma/how-to-hire-product-people-aab926e077c8

https://medium.com/@tyahma/how-to-hire-product-people-aab926e077c8

Product Owner• Define the features of the product

• Decide on release date and content

• Be responsible for the profitability of the product (ROI)

• Prioritise features according to market value

• Adjust features and priority every iteration, as needed

• Accept or reject work results

Common Product Ownership Anti-patterns

• Lack of Empowerment—constantly needing to get permission or direction from someone else

• Overworked—unable to provide the level of focus needed

• Partial Product Ownership—lack of strategic and tactical direction in the product ownership team

• Lack of Colocation—every step in distance results in delays in misunderstandings

What it takes to be a great Product Leader

The Four Pillars‣ Soft Skills‣ Communication‣ Relationship Building‣ Negotiation‣ People Management

‣ Business Acumen‣ Domain Knowledge

‣ Technical and UX Skills‣ Technology‣ User Experience (UX) ‣ Product Lifecycle (technical)‣ Processes, Methodologies and

Frameworks

Source : What it takes to be a great Product Leader http://techproductmanagement.com/what-it-takes-to-be-a-great-product-leader-the-four-pillars/

http://techproductmanagement.com/what-it-takes-to-be-a-great-product-leader-the-four-pillars/

Product Vision

https://www.scrumalliance.org/community/articles/2015/april/experiments-with-agile-planning-levels

Organisation-wide idea generation

Do the Right Work

Risk and value drive mechanism to select which ideas should be worked on

Multiple streams of work to deliver organisation benefits through a set of inter-related projects

Clearly stated goals and objectives for a single product that provides a focus for the team’s work

Innovations & Problems

Portfolio Planning

Program Management

Product Vision

https://www.scrumalliance.org/community/articles/2015/april/experiments-with-agile-planning-levels

Do the Work Right

Product Vision

Product Roadmap

Release Plan

Iteration Plan

Daily Commitment

Long-term guiding vision for the product.

Strategy, boundaries and goals

Product manager and organisation strategy

Rough timeline for high-level features

Product manager & product owner

Features to be delivered in current release

Done criteria for this release

Product Owner & team

Work plan to deliver the features for this iteration

Team

Daily work to deliver against the iteration plan

Individuals

Value Delivery

https://www.scrumalliance.org/community/articles/2016/april/what-is-required-for-business-value-(1)

https://blog.versionone.com/failing-to-plan-is-planning-to-fail-succeed-with-agile-planning-framework-and-its-four-planning-levels/

Product Manager and Organisation Strategy

Product Owner

Product Owner and Team

Team

Product Owner and Team

Concepts to IterationsGreat! Now I have Personas sketched but it’s not validated!

Great! I now have a Persona Sketch

Image Credit : https://www.smashingmagazine.com/2011/03/lean-ux-getting-out-of-the-deliverables-business/

https://www.smashingmagazine.com/2011/03/lean-ux-getting-out-of-the-deliverables-business/

Product Roadmap

What is a Product Roadmap?

• A product roadmap is a high-level plan that shows how a product is likely to evolve.

• It typically covers several major releases or product versions

http://www.slideshare.net/romanpichler/agile-product-roadmap-tutorial

http://www.slideshare.net/romanpichler/agile-product-roadmap-tutorial

Benefits of a Product Roadmap

Continuity of Purpose

Helps with portfolio

managementUmbrella for the product backlog

Stakeholder alignment and collaboration

Prioritisation

Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age

Common Roadmap Mistakes• View it as a fixed plan or a commitment

• Too much focus on features

• Makes it hard to achieve agreement and the roadmap more volatile

• List largely unrelated features to please individuals or groups

• Create a roadmap when you cannot look beyond the next major release


Features vs Goals


Product Strategy & Roadmap in Context

• The product strategy describes how the long-term goal is attained; it includes the product’s value proposition, market, key features, and business goals.

• The product roadmap shows how the product strategy is put into action by stating specific releases with dates, goals, and features.

Vision Product Strategy

Product Roadmap

Product Backlog


A sample roadmap


Tips for Creating the GO Roadmap• Tell a convincing and realistic story.

• Create buy-in by involving key stakeholders.

• Prioritise date vs. goal.

• Have the courage to say no.

• Choose a realistic timeframe.

• Derive features from goals.

• Keep your roadmap simple and easy to understand.

• Determine the right innovation cadence.

• Use helpful metrics


The Roadmap Creation Workshop


The Roadmap and the Backlog


Roadmap Review & Update• Your roadmap is not a fixed plan; it will change.

• New ideas come up, progress is not as anticipated, the market and competitive landscape change.

• The changes may be small or big.

• Regularly review and update your roadmap

• The more change and uncertainty there is, the more frequently you should check your roadmap.

• Tip: Start with monthly reviews and adapt.

• Involve development team members and key stakeholders to leverage their knowledge and to create buy-in.


Incremental Changes

• Incremental changes help you implement your existing product strategy. This assumes your strategy is valid.

• Examples are revising a goal, changing a date or a feature, and adjusting the metrics.


Big Changes• Big changes are needed when the strategy that was used to create the roadmap

is no longer valid

• You want to address a new market segment or new needs, for instance, or you experienced a pivot.

• Your existing roadmap is no longer valid.


Roadmap Ownership


How should the Roadmap be Communicated ?

• At Start of project

• At Release reviews

• At Sprint reviews

• At End of Project

• Make it visible and easy to see by all project team members


Understanding Constraints

• It’s a good idea to add in Company specific events into the roadmap to have an idea if there will be impacts to the release plan

• This can be like Annual budgeting exercises, Resource availability, etc.


https://blog.versionone.com/failing-to-plan-is-planning-to-fail-succeed-with-agile-planning-framework-and-its-four-planning-levels/

Q&A

MICHAEL ONG | @michaelon9 | [email protected] questions? contact us via e-mail or setup a time to chat.

Scrum User Group - Bandung - 13th April @ Makers Institute

mailto:[email protected]

Get your Early Bird Tickets for Agile Indonesia Conference 2017!

http://2017.agileindonesia.org/

https://www.youtube.com/watch?v=M_jhcvCYBbg

https://www.youtube.com/watch?v=M_jhcvCYBbg

What Challenges / Questions are you thinking about ?

‣ List down 1 to 3 Learning Goals for today

‣ What questions do you have?

‣ What challenges do you face ?

‣ What experience can you share ?

We’ll group into 4 spaces and discuss topics

Topics

1.What is Agile ? (Isaac)

• How to do Agile Contracts Work? (for service delivery companies) (Aulia)

2.Best practices to calculate business value of Products (Mulky)

•How to create a good roadmap

3.How to have a good retrospective (Thofhar)

1.What is Agile ? (Isaac)

•How to do Agile Contracts Work? (for service delivery companies) (Aulia)

Agilitydefined

– Agilityistheabilitytobothcreateandrespondtochangeinordertoprofitinaturbulentbusinessenvironment.

– JimHighsmith

– Agilityistheabilityofanorganizationtoreactandadapttochangesinitsenvironmentfasterthantherateofthesechanges.

– PhilippeKruchten

EvolutionofAgile

XP

Scrum

ToyotaProductionSystem

AgileAsawayofthinking

&working

RUP

Lean/Kanban

AgileForsoftware

RAD

Waterfall

SixSigma

Anevolutioninthemakingoverthelast50

years

Prince2

ComplexityTheories

RadicalManagement

Management3.0

LearningOrganisations

CustomerDelight

Holacracy

BusinessAgility

EVO

Joyfulwork

DSDM

TheAgileManifesto

ManifestoforAgileSoftwareDevelopmentWeareuncoveringbetterwaysofdevelopingsoftwarebydoingitandhelpingothersdoit.Throughthisworkwehavecometovalue:

Individualsandinteractionsoverprocessesandtools,Workingsoftwareovercomprehensivedocumentation,

Customercollaborationovercontractnegotiation,Respondingtochangeoverfollowingaplan.

Thatis,whilewevaluetheitemsontheright,wevaluetheitemsontheleftmore.

PrinciplesbehindtheAgileManifesto(part1)

• Wefollowthefollowingprinciples:1. Ourhighestpriorityistosatisfythecustomerthroughearlyandcontinuous

deliveryofvaluablesoftware.2. Welcomechangingrequirements,evenlateindevelopment.Agileprocesses

harnesschangeforthecustomer'scompetitiveadvantage.3. Deliverworkingsoftwarefrequently,fromacoupleofweekstoacoupleof

months,withapreferencetotheshortertimescale.4. Businesspeopleanddevelopersworktogetherdailythroughouttheproject.


5. Buildprojectsaroundmotivatedindividuals.Givethemtheenvironmentandsupporttheyneed,andtrustthemtogetthejobdone.

6. Themostefficientandeffectivemethodofconveyinginformationtoandwithinadevelopmentteamisface-to-faceconversation.

7. Workingsoftwareistheprimarymeasureofprogress.

8. Agileprocessespromotesustainabledevelopment.Thesponsors,developersandusersshouldbeabletomaintainaconstantpaceindefinitely.


9. Continuousattentiontotechnicalexcellenceandgooddesignenhancesagility.

10. Simplicity—theartofmaximizingtheamountofworknotdone—isessential.

11. Thebestarchitectures,requirementsanddesignsemergefromself-organizingteams.

12. Atregularintervals,theteamreflectsonhowtobecomemoreeffective,thentunesandadjustsitsbehaviouraccordingly.

• KentBeck,MikeBeedle,ArievanBennekum,AlistairCockburn,WardCunningham,MartinFowler,JamesGrenning,JimHighsmith,AndrewHunt,RonJeffries,JonKern,BrianMarick,RobertC.Martin,SteveMellor,KenSchwaber,JeffSutherland,DaveThomas

• www.agilealliance.org/www.agilemanifesto.org• ©2001,theaboveauthorsthisdeclarationmaybefreelycopiedinanyform,butonlyinitsentiretythroughthisnotice.

http://www.agilealliance.org/

http://www.agilemanifesto.org/

MethodologiesorTools

Lean

• Eliminatewaste• Amplifylearning• Decideaslateaspossible• Deliverasfastaspossible• Empowertheteam• Buildintegrityin• Seethewhole

https://www.infoq.com/news/2016/03/contracting-agile-behaviour

Kearns: The most important difference is that with waterfall projects variance is attempted to be removed in the supported documentation and a lot of expense and focus lies in the subsequent variations (i.e. Scope Creep) which are inevitable no matter how much planning is done up front. This naturally creates an adverse relationship with two parties trying to focus on their own best interests.

Agile contracts begin with a construct that allows projects to fail as the contract structure must allow for both parties to leave a contract constructed on a poor business idea for example. Too often projects have continued due to self interests of one party. There is also a need to have continuous exit clauses, as once the value delivered is less that the cost of an iteration there is no reason to continue. On the other side of the fence (the supplier) if the clients behaviour and mindset are not supportive of an agile approach the ability to exit without incurring loss is essential. Collective responsibility to an agile contract is a necessity, and cannot be demeaned to a single transaction.

Agile Contracts

Also check out http://www.agilecontracts.org/



•How to create a good roadmap (skipped)

•Design sprints (Bil)

Value Delivery

https://www.scrumalliance.org/community/articles/2016/april/what-is-required-for-business-value-(1)

Explaining Value

Which has more value ? •in a desert ? •at a campfire ? •in a workshop ?

Rememberthecostofvalue

67

Valueasperceivedbythe

customer=

Feature Value Experience(i.e.Sales)(orbenefit)+ &ServiceQualityCostto CostofDeliverValue DoingBusiness

PerceivedValue

PerceivedCost

68

Alignonanenterprisevaluemodel

• StrategicObjective

• i.e.Profitability

• BizCapabilityi.e.Growth

• ValueComponentweightingfactor1

• NewMarkets


• MarketShare

• BizCapabilityi.e.NewProduct


• IncreaseRevenue

Biz Capabilityi.e. Talent

Development

• Value weighting factor 4 Increase

Capability & Capacity

ValueScore,ValueIndex,Time,Cost,RiskandValueTests(BenefitsRealisationPlan)

1+6+4

Design Sprint

https://jthoyer.wordpress.com/2015/09/30/google-io-2014-the-design-sprint-from-google-ventures-to-google/

3.How to have a good retrospective (Thofhar)

https://trello.com/b/40BwQg57/retrospective-techniques-for-coaches-scrum-masters-and-other-facilitators




Thank You

Enjoy the weekend!

Scrum User Group - Bandung

2017-04-13 agile product management - bandung

Presentations & Public Speaking