View
2
Download
0
Category
Preview:
Citation preview
Product Managers, Product Owners and Scalable Models for Agile Product Teams
Rich Mironov
Zurich, 17 Sept 2014
1 w w w . M I R O N O V . c o m © 2014. This presentation and all derivative works copyright Rich Mironov
• Veteran product manager/exec/strategist • Organizing product organizations
• Tandem, Sybase, 5 B2B startups as “product guy” or CEO
• The Art of Product Management • Founded Product Camp
ABOUT RICH MIRONOV
2 w w w . M I R O N O V . c o m
1. Product Managers ≠ Product Owners 2. Failure Modes 3. Small and Larger
Organizational Maps
AGENDA
3 w w w . M I R O N O V . c o m
• “Product manager” is a job title • “Product owner” is an agile team role • Overlapping, but very different scope and skills • “One-per-scrum-team” does not match large-scale
commercial software • Work has to get done, regardless of title
ORGANIZATIONAL CONTEXT
4 w w w . M I R O N O V . c o m
• Drive* whole product strategy and market thinking • Make* hard trade-offs among complex choices • Communicate and align around (current) plan
* Get the smartest people and ideas into the room * We collaborate but it’s not a democracy
HOW PRODUCT MANAGERS ADD VALUE
5 w w w . M I R O N O V . c o m
CLICK TO EDIT MASTER TITLE STYLE
market information, priorities, requirements, roadmaps, epics,
user stories, backlogs, personas, MRDs…
product bits
strategy, forecasts, commitments, roadmaps, competitive intelligence
budgets, staff, targets
Field input, Market feedback
Segmentation, messages, benefits/features, pricing,
qualification, demos…
Markets & Customers Development
Marketing& Sales
Executives
Product Management
WHAT DOES A PRODUCT MANAGER DO?
w w w . M I R O N O V . c o m 6
• Logic and facts are not sufficient • R&D demand >> supply • Sales teams paid to
close individual deals • HIPPO
• Responsibility without authority
• Where strategy meets implementation
PRODUCT MANAGEMENT: INHERENTLY POLITICAL
7 w w w . M I R O N O V . c o m
CLICK TO EDIT MASTER TITLE STYLE
Product Backlog Epics & User Stories
Release Backlog Epics & User Stories
Sprint Backlog User Stories
Poten5ally releasable so8ware
So8ware release
Accepted story (“DONE”)
Review Demo, feedback
Retrospec-ve Process improvement
1 day
Daily Standup
Sprint: 1 to 3 weeks No changes in dura5on or goal
Release planning
Sprint planning
Charter Release Retrospec-ve Process improvement
N sprints
AGILE METHODOLOGY WITH SCRUM
w w w . M I R O N O V . c o m 8
• “…represents the customer’s interest in backlog prioritization and requirements questions... available to the team at any time.”
• Provides intense sprint-level focus: stories, backlog, prioritization, acceptance
• Wins development team’s appreciation and inclusion • One PO per team, not per product • Feeds the hungry agile beast
WHAT DOES A PRODUCT OWNER DO?
9 w w w . M I R O N O V . c o m
Steam engine “firemen” need to shovel coal constantly, otherwise the train will stop
FEEDING THE AGILE BEAST
10 w w w . M I R O N O V . c o m
CLICK TO EDIT MASTER TITLE STYLE
backlog, priorities, epics, user stories,
personas, demo feedback
product bits
Markets & Customers Development
Marketing& Sales
Executives
Product Owner
‘small p’ PRODUCT OWNER
w w w . M I R O N O V . c o m 11
showcase customers
CLICK TO EDIT MASTER TITLE STYLE
PO/PM SCOPE
Product Backlog Epics & User Stories
Release Backlog Epics & User Stories
Sprint Backlog User Stories
Poten5ally releasable so8ware
So8ware release
Accepted story (“DONE”)
Review Demo, feedback
Retrospec-ve Process improvement
1 day
Daily Standup
Sprint: 1 to 4 weeks No changes in dura5on or goal
Release planning
Sprint planning
Charter Release Retrospec-ve Process improvement
N sprints
product manager focus
product owner focus
w w w . M I R O N O V . c o m 12
• Engineering output • Product features • Order of delivery
• Product/market/business model • Pricing • Competitive positioning • Partners and Channels • Services and Support • Fit with corporate strategy • Product split, merge or EOL
PRODUCT MANAGER HAS MORE LEVERS
13
Product manager
Product owner
A6er: Greg Cohen
w w w . M I R O N O V . c o m
• Most product management teams are already understaffed
• Product ownership adds 40-60% more critical work • Urgency of stories, backlog grooming,
sprint planning, standups, acceptance
• One Product Manager could “do it all” for one team • But typical Dev:PM ratio is 25:1, not 10:1
PRODUCT MANAGERS: OVERSUBSCRIBED, OVERCOMMITTED, BURNING OUT
14 w w w . M I R O N O V . c o m
• Look first for SMEs • Huge premium on technical chops, story writing • Rarely consider market-side experience
• Believe in rational/unemotional/technical customers
• Undervalue organizational “blocking” skills
• Can be disastrous for revenue products
HOW DEVELOPMENT MANAGERS TYPICALLY PICK PRODUCT OWNERS
15 w w w . M I R O N O V . c o m
CLICK TO EDIT MASTER TITLE STYLE
MINIMAL PM/PO “ORGANIZATION”
VP or Founders
more technical more market-focused
Heroic Single Product Manager/Owner
“management”
w w w . M I R O N O V . c o m 16
CLICK TO EDIT MASTER TITLE STYLE
DYSFUNCTIONAL PO/PM ORGANIZATION
VP Eng
Product Owners
more technical more market-focused
VP Marketing “management”
Product Managers
w w w . M I R O N O V . c o m 17
CLICK TO EDIT MASTER TITLE STYLE
PM/PO ORGANIZATIONAL MAP: PRODUCT PEERS
PM Director/ Product Strategist
GM / VP Eng / VP Products / CPO
more technical more market-focused
“management”
w w w . M I R O N O V . c o m 18
CLICK TO EDIT MASTER TITLE STYLE
PM/PO ORGANIZATIONAL MAP: MARKET MENTORING
GM / VP Eng / VP Products / CPO
more technical more market-focused
Product Owner
Senior Product
Manager
“management”
w w w . M I R O N O V . c o m 19
1. Must fully staff product manager/owner teams • Not just assign developers as product owners
2. On large projects, product managers are not default product owners for every team
3. Skills, experience and mentoring matter
4. No cookie-cutter solution
TAKEAWAYS
20 w w w . M I R O N O V . c o m
CONTACT Rich Mironov, CEO Mironov Consulting 233 Franklin St, Suite #308 San Francisco, CA 94102
RichMironov
@RichMironov
Rich@Mironov.com
21 w w w . M I R O N O V . c o m
Recommended