mapping out agile product management -...

Mapping Out Agile Product Management

Expanding Agile beyond development, to maximize Agile within development

Mack Adams Calgary Agile Methods User Group

September 4, 2014

About

Mack Adams •  Agile Consultant &

Trainer •  Worked & lived in

Canada, US, UK, India & France

•  Focus on por=olio & product mgmt and organiza@onal design

Lithespeed LLC •  Consultancy based in

Washington, DC. •  Mission to transform

workplaces through Lean, Agile and Scrum approaches

•  Mix of trainers, coaches & consultants

2

Agenda •  Extending Agile adop@on into Product groups

•  Problem Statement •  Examples •  Outcomes

•  Techniques & Approaches •  Agile Adop*on Models for Scaling into Product

•  SAFe, LeSS, Pragma*c, Custom •  Agile Por;olio Management •  Agile Product Discovery •  User Story Mapping

•  Takeaways

3

Problem Statement

•  Organiza@on only par3ally benefit from adop@ng Agile when product management & product marke7ng func@ons are not @ghtly integrated

•  Both business and process improvements go unrealized: •  Time to Market remains long •  S@ll building incorrect or too many things •  Long feedback cycles •  Big releases

4

Examples of the ProdMgmt-‐Dev breakdowns

•  Belief that Agile is for Development, but Product Management doesn’t really need to change

•  “Sure, go ahead and do Agile, but let’s keep the scope, date and budget fixed” •  “Do what you want, but don’t touch my date…” •  “Do Agile, I hear it makes the developers faster…”

•  Product Manager operates in ‘tradi3onal’ model AND is the Product Owner: •  Can lose sight of the market opportunity leading to poor product design •  Or, doesn’t have 3me to engage with the team leading to poor collabora@on

•  Product Owners are picked from a range of candidate product roles, but lack the authority to decide anything meaningful

•  Limited support, educa@on and structural change to make transi@on real

Examples of the ProdMgmt-‐Dev breakdowns

•  Por=olio priori@za@on is weak or non-‐existent, so trade-‐offs are decided in Development

•  Lack of dependency management leads to integra@on bugs and delayed deliveries

•  Big releases, lead to big release management overhead, which only reinforce big releases

•  “One shot” to get “everything” in the next release •  Sales closes new deals based on certain features crea@ng further delays

•  Product Management “inventory” is a huge waste of effort •  Big batch documents that need to be “converted” into Agile consumable stories •  Dev teams sit idle wai@ng for everything to be “figured out” by product mgmt

Agile Product Management Focus

Item

Itera@on

Release

Vision

Por=olio

Business strategy

7

Outcomes

•  Focus on Agile Product Development •  Customer value over produc@vity metrics •  Scale-‐up Agile in complex systems •  Con3nuous Product Discovery •  Collabora@on and visualiza@on •  Transparency and regular releases to build trust •  Remove impediments at ALL levels

Improve products, people and profits

Agenda •  How to extend Agile adop@on into Product groups


•  Techniques & Approaches •  Agile Adop7on Models for Scaling into Product

•  SAFe, LeSS, Pragma7c, Custom •  Agile Por;olio Management •  Agile Product Discovery •  User Story Mapping

•  Takeaways

9

Adop3on Models

DISCOVER CHARTER PRODUCE IDEATE MARKET

Outcomes & Decisions

RACI

Artifacts

A x w a y P r o d u c t D e v e l o p m e n t P r o c e s s – v2.0– Sep 23 - © Axway 2013, All Rights Reserved

Create Product Backlog Build Software Discover Product Product

Group V2 Chartering V2

Go / No Go

Go / No Go

No Discovery Process

Product Group V2

Go / No Go

Go / No Go

•  Prioritize Business Cases •  Existing •  New

•  Ideation Topics from: •  Business Cases •  Product Strategy •  Customer Interviews •  M & A •  Technology

•  A5 Suite Requirements •  Major Enhancements •  Product Features

•  Clarify Axway & Customer Business Cases •  Define High Level Scope •  Estimate Preliminary Costs •  Select key User Personas •  Assess Business & Technical Risks •  Align with A5 Product Strategy •  Validate with Key Customers

•  Create Product Backlog •  Collaboratively Build Release Plan •  Select Architectural approach •  Define UX and Doc approaches •  Develop Production Plan & Budget •  Align with Product Portfolio •  Prepare Dev Teams & Operations

•  Complete functionality: •  Working software •  Supporting artifacts

•  Establish Velocity •  Quality Review & Benchmarking •  Updated Roadmap w/ Milestones •  NPI Activities prepared

•  Leads & Campaigns •  New Business Cases delivered •  Upsell / cross-sell

•  Messaging •  Proof points of Strategy •  Web, branding updates •  Events scheduled

R&D V2 Product

Group V2

RTM

•  Validated Business Cases[PG] •  High Level Scope document [PG]

•  Alignment w/ A5 Vision •  Proof of Concepts •  Technical Feasibility [RD]

•  Preliminary Cost projection[PG][RD] •  Risk assessment

•  Business[PG]& Technical[RD]

•  Product Backlog[PG]

•  Release Plan [RD] •  UX personas, Mock-ups & Design[PG] •  Architectural approach[RD] •  Testing Strategy & Plan[RD] •  Development Organization[RD] •  Budget & Investment plan[PG][RD] •  Updated Product Roadmap[PG] •  Comprehensive Risk Log[


•  Completed Functionality [RD] •  Demonstrable Milestones •  RTM and/or RTO deliverables

•  Supporting documentation[PG] [RD] •  Non-binaries

•  Updated Release Plan[RD] •  w/ established Velocity

•  Technical Risk assessment[RD] •  Budget & Investment Update[PG][RD]

•  Business Cases[PG] [MK] •  Prioritized w/ Marketing

•  Discovery Project Scoped[PG] •  Description & benefits

PRODUCT ROADMAP BUSINESS CASE TRACKER DISCOVERY DASHBOARD

PRODUCT & SOLUTION RELEASE CALENDAR

•  NPI Checklist complete [PG] •  Updated product strategy messaging[MK] •  Pre-Sales & PSO Training[MK] [PG]

•  Global events calendar [MK] •  Sales Training[MK]

Launch Product

Re-assess Velocity Chartering

Kick-Off

Proof%of%Concept%

Governance

RTO DevOps'Cloud'Svcs% Operate

CHARTERING DASHBOARD

R&D DASHBOARD

GA

PG''A/R$

MK%C$

R&D%I%

SSC%I$

GCS% PG''A/R$

MK%C$

R&D%C$

SSC%C$

GCS% PG''A$

MK%I$

R&D%R$

SSC%I$

GCS%I%

PG''C$

MK%I$

R&D%A$/$R$

SSC%$

GCS%C%

PG''C$

MK%A$/$R$

R&D%I$

SSC%C$

GCS%C$

MARKETING EVENTS CALENDAR

Sales%7%I$

Scaled Agile Framework (SAFe)

Adapted Pragma3c Framework

Large Scale Scrum (LeSS)

Custom Built

Large Scale Scrum

Adapted Pragma@c Marke@ng Framework

h\p://www.enthiosys.com/images/A09_ProdMgr_ProdOwner_Dilemma.pdf

Adop3on Models

DISCOVER CHARTER PRODUCE IDEATE MARKET

Outcomes & Decisions

RACI

Artifacts

A x w a y P r o d u c t D e v e l o p m e n t P r o c e s s – v2.0– Sep 23 - © Axway 2013, All Rights Reserved

Create Product Backlog Build Software Discover Product Product

Group V2 Chartering V2

Go / No Go

Go / No Go

No Discovery Process

Product Group V2

Go / No Go

Go / No Go

•  Prioritize Business Cases •  Existing •  New

•  Ideation Topics from: •  Business Cases •  Product Strategy •  Customer Interviews •  M & A •  Technology

•  A5 Suite Requirements •  Major Enhancements •  Product Features

•  Clarify Axway & Customer Business Cases •  Define High Level Scope •  Estimate Preliminary Costs •  Select key User Personas •  Assess Business & Technical Risks •  Align with A5 Product Strategy •  Validate with Key Customers

•  Create Product Backlog •  Collaboratively Build Release Plan •  Select Architectural approach •  Define UX and Doc approaches •  Develop Production Plan & Budget •  Align with Product Portfolio •  Prepare Dev Teams & Operations

•  Complete functionality: •  Working software •  Supporting artifacts

•  Establish Velocity •  Quality Review & Benchmarking •  Updated Roadmap w/ Milestones •  NPI Activities prepared

•  Leads & Campaigns •  New Business Cases delivered •  Upsell / cross-sell

•  Messaging •  Proof points of Strategy •  Web, branding updates •  Events scheduled

R&D V2 Product

Group V2

RTM

•  Validated Business Cases[PG] •  High Level Scope document [PG]

•  Alignment w/ A5 Vision •  Proof of Concepts •  Technical Feasibility [RD]

•  Preliminary Cost projection[PG][RD] •  Risk assessment


•  Product Backlog[PG]

•  Release Plan [RD] •  UX personas, Mock-ups & Design[PG] •  Architectural approach[RD] •  Testing Strategy & Plan[RD] •  Development Organization[RD] •  Budget & Investment plan[PG][RD] •  Updated Product Roadmap[PG] •  Comprehensive Risk Log[


•  Completed Functionality [RD] •  Demonstrable Milestones •  RTM and/or RTO deliverables

•  Supporting documentation[PG] [RD] •  Non-binaries

•  Updated Release Plan[RD] •  w/ established Velocity

•  Technical Risk assessment[RD] •  Budget & Investment Update[PG][RD]

•  Business Cases[PG] [MK] •  Prioritized w/ Marketing

•  Discovery Project Scoped[PG] •  Description & benefits

PRODUCT ROADMAP BUSINESS CASE TRACKER DISCOVERY DASHBOARD

PRODUCT & SOLUTION RELEASE CALENDAR

•  NPI Checklist complete [PG] •  Updated product strategy messaging[MK] •  Pre-Sales & PSO Training[MK] [PG]

•  Global events calendar [MK] •  Sales Training[MK]

Launch Product

Re-assess Velocity Chartering

Kick-Off

Proof%of%Concept%

Governance

RTO DevOps'Cloud'Svcs% Operate

CHARTERING DASHBOARD

R&D DASHBOARD

GA

PG''A/R$

MK%C$

R&D%I%

SSC%I$

GCS% PG''A/R$

MK%C$

R&D%C$

SSC%C$

GCS% PG''A$

MK%I$

R&D%R$

SSC%I$

GCS%I%

PG''C$

MK%I$

R&D%A$/$R$

SSC%$

GCS%C%

PG''C$

MK%A$/$R$

R&D%I$

SSC%C$

GCS%C$

MARKETING EVENTS CALENDAR

Sales%7%I$

Scaled Agile Framework (SAFe)

Adapted Pragma3c Framework

Large Scale Scrum (LeSS)

Custom Built




•  SAFe, LeSS, Pragma*c, Custom •  Agile Por@olio Management •  Agile Product Discovery •  User Story Mapping

•  Takeaways

15

Agile PorOolio Management

Item

Itera@on

Release

Vision

Por=olio

Business strategy

16

Agile PorOolio Management

Step 1 – Do it. Step 2 – Visualize it..

17

18

Program Alignment Wall

Agile Product Discovery

Item

Itera@on

Release

Vision

Por=olio

Business strategy

19

Discover a product that is … …valuable, usable and feasible

“It doesn’t ma\er how good your engineering team is if they are not given something worthwhile to build.”

20

Agile Product Discovery

§  Works in tandem with Delivery §  Called “Dual Track”

§  Done on a con3nuous basis §  Aiming for Just-‐In-‐Time Elabora*on and Flow

§  Whole Team Involvement §  Product / Marke@ng §  User experience §  Development / Architecture / QA

21

STREAM OF VALIDATED FEATURES

DISCOVERY DELIVERY

Dual-‐Track Lean + Agile Processes

Product Discovery Toolkit

Research & Interviews User Personas Canvases Prototyping Collabora@ve Chartering User Story Mapping … and many more…

23





•  Takeaways

24

User Story Mapping

Item

Itera@on

Release

Vision

Por=olio

Business Strategy

25

Created by Jeff PaXon hXp://www.comakewith.us

User Story Mapping

User Story Mapping

Sub-task or

Task details

task

activity

•  Two dimensional backlog that visualizes story structure •  Release planning & story splitting on the story map •  Focus on incremental and iterative development

user

time

27 © 2014 Jeff Pa\on, All rights reserved, www.agileproductdesign.com

User Story Mapping – Release Planning

@me

op@o

nality

necessary

less optlonal

more op@onal

first release

second release

third release

© 2014 Jeff Pa\on, All rights reserved, www.agileproductdesign.com 28





•  Takeaways

32

Takeaways

1.  When Product organiza@ons are fully integrated, step-‐change in organiza@onal outcomes possible

2.  Develop an inclusive scaling model to create flow system w/ Product groups

3.  Experiment thoughOully, improve con3nuously

33

Reading List

Inspired – Marty Cagan User Story Mapping – Jeff PaJon Agile Solware Requirements – Dean Leffingwell Scaling Solware Agility – Dean Leffingwell Prac@ces for Scaling Lean & Agile Development – Craig Larman Scaling Lean & Agile Development – Craig Larman Managing Agile Projects – Sanjiv Augus*ne The Principles of Product Development Flow – Don Reinertsen

34

Mapping Out Agile Product Management

Expanding Agile beyond development, to maximize Agile within development

Mack Adams Calgary Agile Methods User Group

September 4, 2014

mapping out agile product management -...

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