agile is killing the traditional product manager (productcamp boston 2015)

Copyright 2015 Proficientz, Inc. All rights reserved. @proficientz

Agile is Killing the “Traditional”

Product Manager!

Why This is a Great Thing

for B2B Software Companies!

John [email protected]

Copyright 2015 Proficientz, Inc. All rights reserved @proficientz www.proficientz.com

Product

Manager

Business

Analyst

Product

Development


Product

Manager

Product

Owner

Product

DevelopmentThis is Good?


Regardless of Methodology...

Market OwnerProduct

Owner

Product

Development


WHY?

Why do we need market owners?


Conventional WisdomProduct Focus!

“What shiny new things can we build

to grow the company and make more

money?”


Conventional Wisdom

IdeaProduct

Launch

Lifecycle

Management


Conventional Wisdom – The Result!

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

ManagementIdea

Product

Launch

Lifecycle

Management


Let’s Do Agile!

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

Management

Idea

Product

Launch

Lifecycle

ManagementIdea

Product

Launch

Lifecycle

Management


Through the Eyes of Our Target CustomersMarket Focus!

C-Level Executives

Goals & Strategic Initiatives

Department 4

Goals &

Initiatives

Department 5

Goals &

Initiatives

Department 3

Goals &

Initiatives

Department 2

Goals &

Initiatives

Department 1

Goals &

Initiatives

Activity

3

Activity

2Activity 1

Task 1

Task 2

Task 3

Task 4

Market Dynamics


Traditional “Product Management”

Activity

3

Activity

2Activity

1

Task 1

Task 2

Task 3

Task 4

Activity

3

Activity

2Activity

1

Task 1

Task 2

Task 3

Task 4

Activity

3

Activity

2Activity

1

Task 1

Task 2

Task 3

Task 4

Target Customer Organization


Department 4

Goals &

Initiatives

Department 5

Goals &

Initiatives

Department 3

Goals &

Initiatives

Department 2

Goals &

Initiatives

Department 1

Goals &

Initiatives

Who’s Minding the Goals & Challenges

of the Customer Organization?

Product Manager 1 Product Manager 2 Product Manager 3


The Great Momentum Killer!

My Organization's

Goals

Product 4

Direction

Product 5

Direction

Product 3

Direction

Product 2

Direction

Product 1

Direction

Compete for R&D, Marketing

& Sales Resources


Momentum Accelerator!

Target Customer Organization


Department 4

Goals &

Initiatives

Department 5

Goals &

Initiatives

Department 3

Goals &

Initiatives

Department 2

Goals &

Initiatives

Department 1

Goals &

Initiatives

Market Dynamics

Activity

3

Activity

2Activity

1

Task 1

Task 2

Task 3

Task 4

Activity

3

Activity

2Activity

1

Task 1

Task 2

Task 3

Task 4

Activity

3

Activity

2Activity

1

Task 1

Task 2

Task 3

Task 4

• What are customer organizations trying to accomplish?

• Why are those goals critical to their success?

• Biggest obstacles?

• Activities and workflows that have the biggest impact

on their goals?

Portfolio Strategy


Strategic Portfolio Roadmap

Market Segment Automatic Car

Washes

Geographies USA

Eliminate/reduce impact of weather

1. More consumers have real-time access to weather via smartphones

Target-Customer Operational Goal

1. Obstacle2. Obstacle3. Obstacle









Target-Customer Strategic Objectives

Addressed

1. Create more predictable revenue streams.

My Organization’sStrategic Objectives

Addressed

1. Grow average revenue per existing customer.

2. Steal market share from competition.

Year 1 Year 2


Product RoadmapsFeatures Are Optional!

User Stories Release Date

As a (tunnel manager) I want to (verify the customer's subscription)

so that I can (expedite the wash line) without (having to stop the

customer and ask for their information).

As a (bookkeeper) I want to (notify customers when their credit card

is about to expire) so that I can (collect subscription fees) without

(having to call the customer).

As a (customer) I want to (get the services I’ve subscribed to) so that I

can (get my car cleaned) without (having to stop and tell the greeter

who I am).


The Result of Killing the Traditional PM!

Dedicated market owners (problem finders) – 10-20% of headcount

Dedicated process/product owners (problem solvers) – 80-90% of headcount

Working together to deliver solutions with more value than any single product


Divide & Conquer

Surrogate Industry Analyst

Industry Trends & Initiatives

Market Segmentation & Sizing

Portfolio S.W.O.T. Analysis

Competitive Assessment

Customer Insights

Top Opportunities by Segment

Segment Positioning

Surrogate Dept. Head

Business Practice Trends

Operational Goals & Initiatives

Business Solution Definition

Business Requirements

Portfolio Roadmap

Solution Positioning

Sales Enablement

Market Owner Process Owner

Surrogate User

Product Roadmaps/Backlogs

Releases/Sprints

Customer Workflows

User Story Definition

User Story Acceptance Testing

Product Positioning

Product Readiness


Other Influencing Factors?

Product Management Farm System

Product Marketing Gap


Climate Change in Product Management

% of Technical People

In Product Management Roles


Climate Change in Product Marketing

B2B Software Companies

With Formalized Product Marketing


Everything is Easier!

C-Level Executives


Department 4

Goals &

Initiatives

Department 5

Goals &

Initiatives

Department 3

Goals &

Initiatives

Department 2

Goals &

Initiatives

Department 1

Goals &

Initiatives

Activity

3

Activity

2Activity 1

Task 1

Task 2

Task 3

Task 4

Market Dynamics

Sr. Executives

Sr. Managers

Managers & Staff

Uncovering

Needs

1. What are you trying

to accomplish?

1. Why?

2. Obstacles?


Everything is More Difficult!

My Organization's

Goals

Product 4

Direction

Product 5

Direction

Product 3

Direction

Product 2

Direction

Product 1

Direction

Compete for R&D, Marketing

& Sales Resources


Deliver, Measure & Refine

Deliver solutions.

Measure results.

Refine processes.

Target Markets

What markets segments are most

conducive to my organization meeting

its short and long term goals?

Why?

Segment Target Markets

Analyze Portfolio S.W.O.T.

Assess Competition

Map Core Competencies to

Target Markets

Target Customer Goals

What are the goals of

organizations in my target

markets and the biggest

obstacles they face?

Why?

Research Markets & Interview

Target Customers

Determine Influential Market

Dynamics, Target Customer Goals

& Strategic Initiatives

Determine Impact to Operational

Business Functions, Activities,

Processes & Workflows

Identify Key Obstacles & Define

Business Requirements

Our Relevance

What are the biggest

obstacles my organization is

most capable of removing?

Why will we succeed?

Identify High-Impact Operational

Scenarios

Evaluate Ideas for New

Solutions (NPD)

Evaluate Enhancements to Existing

Products/Services (PLM)

Quantify Top Market Opportunities

Market & Sell Business Solutions

Create Marketing Materials

Deliver Sales Enablement

Tools & Programs

Execute Brand Awareness &

Demand Generation Programs

Create Product Roadmaps

Create Product Plans or Backlogs

Design, Validate, Build & Test

Verify Market Readiness

Deliver New Capabilities

Prioritize Product Development

Prioritize Investments in Existing

Products/Services (PLM)

Prioritize Investments in New

Products/Services (NPD)

Determine Products/Services

to Retire

Create Market Positioning

Prioritize Market Awareness &

Demand Generation Initiatives

Our Portfolio Strategy

Align product, marketing

and sales initiatives to our

organization’s goals and

target-customer goals.

Who are our

target

customers?

Manage Products to Deliver High-Value Business Solutions!Build/buy

partner for

solutions we

need.

What are

they trying to

accomplish?

Why?

Obstacles?

Highest

value for

target

customers?

Highest

value for us?

Market & sell

solutions we

have.

Execute

product,

marketing

and sales

enablement

initiatives.


How to Manage Products

to Deliver Solutions

• Atlanta June 3-4

• Boston June 17-18

• Orange County, CA July 7-8

agile is killing the traditional product manager (productcamp boston 2015)

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goals initiativesdepartment

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