patternsfor agile product management...
TRANSCRIPT
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PATTERNS FORAGILEPRODUCTMANAGEMENTMASTERYTriAgile 2018
April5,2018
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MotivationandGoal
GOAL: Largeandsmallorganizationsseektocreatehighimpact,product-centricAgilepractitionersandleaders.
CHALLENGES: Organizationshavegroupswhopursuethisgoalfromdifferentperspectivesandexperiencescreatingconfusionandinefficient,potentiallyineffectiveresults.
STRATEGY: Tocreateaself-sustainingAgileorganizationwhiledeliveringcontinuousbusinessvalue,weproposeteachingpractitionersandleadersacuratedsetofAgileProductManagementframeworks.
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BusinessImpact
Organizationswhoadoptthisapproachwillimprovetheirabilitytodiscoverandbuildsoftware-poweredproductsandservicesthatdelightallstakeholders.
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Increase new product success
Increase organizational
efficiency through shared knowledge Increase agility
through Agile-centric
planningDeliver superior financial results by harnessing and channeling
Agility
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Exercise:AgileProductManagementFactsandMyths
› Formpairsortrios
› Inthenext60secondswritedownasmanyfactsandmythsasyoucan
› WriteonefactormythperPost-It
› Questions?
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Scrum’sInnerLoop(Development)
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Scrum’sStrategicOuterLoop(ProductManagement)
•Markets•Customers•Business
Models•Strategy•Portfolios•Funding
•Customers•Sales
•Marketing•Support•Services•Upgrades•EOL/EOS
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WhatDoesaProductManagerDo?
› Forcommercial/revenuesoftware…• PMownsmarketacceptanceofwholeproducts• PMtargetssegmentsratherthanindividualcustomers
› Forstrategicinternaldevelopment…• PMresolvescompetingpriorities• PMdrivesacceptanceandadoption
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Development Mktg & Sales
Executives
ProductManagement
WhatDoesaProductManagerDo?
market information, priorities,requirements, roadmaps, MRDs,
personas, user stories…
software
strategy, forecasts, commitments, roadmaps,competitive intelligence
budgets, staff,targets
Field input,Market feedback
Segmentation, messages, benefits/features, pricing,
qualification, demos…
Markets & Customers
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What’sInaName?
› Noconsistencyoftitlesortasksacrossorganizations
› Mayassignsomeproductworkto• Businessanalysts• Requirementsanalysts• Programmanagers
› Shouldfocusonactivitiesandresponsibilities,nottitles
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ProductOwner,ProductManager
› ManyAgilists thinkabout“productowners”• FormalroleofScrumteam•Needstobephysicallypresent•DrivinguserstoriesanddecisionswithinSprints• SprintReviewsareprimarymethodofcustomerinput
› MostproductmanagersarenotAgilists•Majorityofworktodeliverproducts(revenue)happensoutsideEngineering• Interactswithmarketsdirectly,notfilteredthroughSalesorMarketing• Servicingmultipleinboundandoutboundqueues
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Development Marketing/SalesCustomers
Executives
productowner
“smallp”productowner
priorities, requirements,personas, user stories…
software
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WhatDoesaProductOwnerDo?
› “TheProductOwnerisresponsibleformaximizingthevalueoftheproductresultingfromworkoftheDevelopmentTeam”
› TheProductOwneristhesolepersonresponsibleformanagingtheProductBacklog.ProductBacklogmanagementincludes:• ClearlyexpressingProductBacklogitems;• OrderingtheitemsintheProductBacklogtobestachievegoalsandmissions;• OptimizingthevalueoftheworktheDevelopmentTeamperforms;• EnsuringthattheProductBacklogisvisible,transparent,andcleartoall,andshowswhattheScrumTeamwillworkonnext;and,• EnsuringtheDevelopmentTeamunderstandsitemsintheProductBacklogtothelevelneeded.
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MuchMoretoDo
› Agileadds40-60%more productmanagementwork
› MostProductOwnerspromotedfromtechnicalroleswithlittleornomarkettrainingorfieldexperience
› NewPOstypicallygreatatsprint-levelexecution,usuallyweakeratproduct/marketplanning
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GoodProductOwnersMust…
› Betelepathic› Representtruemarketneeds withoutspendingalotoftime “inthefield”
› Managecomplexitiesofdetailed storiesaswellas complexmarkettradeoffs
› Verydifficulttodo withoutsomeproductmanagementexperience
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WhatProductManagersdoinKanban?
› Talktocustomers› Replenishqueue› MonitorKPIs• Development?•Marketsuccess?
› Talktomarketing,salesandengineering› Mentorothers
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Exercise:Whataboutyourorganization?
› Inpairsortrios,discussproductmanagementinyourorganization.› Somequestionstoconsider:-WhatistheProductManagementstructure?-Whatpercentageoftimedo“productleaders”spendwithcustomers?-Whodeterminespricing?-Whocollectscompetitiveintelligence?-Whoworkswithsalesandmarketingtolaunchnewreleases?
› Timebox:3minutes
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© 1993-2018 Scrum Inc.
› Sets Priorities for Multiple Teams
› Mirrors Refinement and Planning
› Single Backlog Pulled by Team POs
- Epics
- Features
› Cross-Team Backlog Coordination & Alignment
CPO MetaScrum PerspectiveAligns, Refines, Plans
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CPOMetaScrum
PO
PO
PO
POPO
What about scale?
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© 1993-2018 Scrum Inc.
› Sets Priorities for Multiple Team Groups
› Mirrors Refinement and Planning
› Single Backlog Pulled by CPOs
- Features
- Value Streams
› Cross-Team Coordination & Alignment
CCPO MetaScrum PerspectiveAligns, Decomposes, Refines
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CCPOMeta
Scrum
CPOMS
CPOMS
CPOMS
CPOMS
CPOMS
Bigger?
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© 1993-2018 Scrum Inc.
Executive MetaScrum PerspectiveAligns and Sets Strategic Priorities for the Organization
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• Owns Organizational Vision• Lead by a terminal CPO
o CEO or SVP
o Needs CFO or Finance Exec
• Single Backlog Pulled by CCPOs
o Initiatives o Value Streams
• Sets Organizational Priorities
• Mirrors Refinement & Planning CCPOMS
CCPOMS
CCPOMS
CCPOMS
CCPOMS
Executive MetaScrum
Biggest?
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FRAMEWORKS:TOOLSFORAGILEPRODUCTLEADERS
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WhatisaFramework?› Aframework isatoolthatenablesknowledgeworkerstoperformtheirjobs.› Frameworksareusedforaclearpurpose:theysolveaproblem.Theycomewithrecommendedprocessmodelsandexpectationsofhowtheresults oftheframeworkdrivethebusiness.
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Value Proposition
CanvasDevelop a compelling Value
Proposition
Prune the Product Tree
Develop a product roadmap.
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FrameworkTimeHorizons&Frequency
Weuseframeworksatdifferent“levels”ofabstractionanddifferenttimehorizons.
Daily
Sprint
Strategy
Portfolio
Product
Release
Execs
PM
DevTeam
Years
Quarters to Months
Weeks
Episodic
Continuous
Glue
Tactics
Strategy
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FrameworksIntegrateOrganizationLevels
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Prune the Product TreePrune the
Product TreePrune the Product TreePrune the
Product TreePrune the Product TreePrune the
Product Tree
Innovation Ambition
Manage the Innovation Portfolio
Astrategicframeworkdesignedtomanageaportfolioofproducts…
…guidestheroadmapsofeachproduct.Product
performanceandopportunityinturnfeedstheinnovation
portfolio.One Product Tree for each product…
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FrameworksareComposable Tools
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DesignThinkingisoneofseveralframeworksthat
productteamsusetocreateaproduct.
Design Thinking
DesignThinkingprocessesoftenleverageotherframeworks,suchasEmpathyMapand
CustomerJourneyMappingCustomer Journey
Map
EmpathyMap
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TheBenefitsofFrameworks
› ProductManagersarenotborn.Wemoldthemthroughexperience.› Frameworksimprovedecision-making
› Frameworksalloworganizationstoengagecustomers,stakeholders,othersinaconsistentfashionrepeatedly
› Nooneframeworkcanmeetallneeds– forexample,Scrumdoesn’tdefine howtobuildabacklog
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Frameworks Drive High
Performance
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You’reAlreadyUsingFrameworks
Chancesaregoodthatyou’realreadyusinganumberofframeworkstoimproveperformanceandcreateaproduct-centricculture.Someexamples:
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Prune the Product
Tree
Value Proposition
Canvas
Inconsistentornon-existentuseoftheseframeworks:• Createsfrictionamongteams• Inhibitsthedevelopmentofexpertise• Causes“reinventionofthewheel”• Producessub-optimaldecision-making
Design Thinking
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FrameworksforPrioritizingaBacklog
Herearefouroptionsforprioritizingabacklog1. Loudestvoice/RandomGuess2. ProductManageras“expert”prioritizesthebacklog
ass/hedeemsappropriate.3. ProductManagerengagesasmallteamtoidentify
theirpriorities4. ProductManagerengagesmanypeopletoidentify
theirpriorities»Individually– asasurvey»Collaboratively– asacollectionofteams
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Fram
ewor
k-D
riven
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ATAXONOMYOFFRAMEWORKSHUMAN– BUSINESS– TECHNOLOGY
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ThreeCoreAreasOrganizeFrameworks
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Human
Technology Business
Business & Financial Model,
Strategy
Customers, Employees,
Partners
Mobile, Web, Infrastructure
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ScrumasaSampleFramework
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Human
Technology Business
ScrumisanAgileprocessframeworkmanycompaniesusetoiterativelydeliver
productsthatmeethumandesires…
…butScrumisincompleteandmustbesupplementedwithadditionalframeworkstogeneratesustainablyprofitableofferings.
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SomeFrameworksThatMakeScrumBetter
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Human
Technology Business
EmpathyMap
Customer Journey
Map Prune the Product Tree
Value Proposition
Canvas
FrameworksontheHuman/Business
spectrumareleveragedtocontinuouslydevelopandgroomproduct
backlogs.
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ProductManagerFrameworksRole-BasedFrameworks
HereareexamplesofsomecoreframeworksforAgileProductManagement
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PM/PODeliverables
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Strategy
Tactics
Glue
Longer termHolistic
Shorter TermFocused
ProductVision
Product Purpose
Why
RoadmapUser Story map
Backlog
Release PlanSprint
LeanCanvas
Business Model Canvas
Business Drivers
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Flows
Strategy
Tactics
Glue
Longer termHolistic
Shorter TermFocused
ProductVision
Product Purpose
Why
RoadmapUser Story map
Backlog
Release Plan
Business Drivers
LeanCanvas
Sprint
Business Model Canvas
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Frameworks
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Strategy
Tactics
Glue
Longer termHolistic
Shorter TermFocused
ProductVision
Product Purpose
Why
RoadmapUser Story map
Backlog
Release Plan
Lean Canvas
Business Drivers
Sprint
Prune the Product Tree
Buy a Feature
Speed Boat
Start Your Day
Me andMy Shadow
Whole Product
VisionBox
Research
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7ProductStrategyFrameworks
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Sweet Spot of Strategy
Journey Map
Whole Product
Spider WebProduct Box
Value Proposition Canvas
Business Model Canvas
Business Model
Vision / Competitive Differentiation / Market Opportunity
Customer Experience
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Weighted Shortest Job First
6AgilePlanningFrameworks
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User Story Map
Buy a Feature
Market-Driven Roadmap
LongerShorter Planning Time Horizon
Prune the Product Tree
Use
Inte
rnal
lyU
se In
tern
ally
or
with
Cus
tom
ers
Planning Wall
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WhatisanAgileTeam?
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Product ManagerRepresents business goals,
focused on value.Prioritizes.
Agile Coach (Scrum Master)Focused on product planning, sprint boundaries, milestones
Pull vs. Push model to create and consume backlog
of coaching events.
Coaches drive teams to increase performance the
OODA loop.
Dev TeamBecause the team is capable of building and releasing code into
production they are usually cross-functional and interdisciplinary.
Can put code into production!
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WrapUp
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› Howmanymythsdidwebust?
› Whatcouldyoudototomorrowtoadvanceproductmanagementinyourorganization?