Upload
others
View
9
Download
0
Embed Size (px)
Citation preview
PATTERNS FORAGILEPRODUCTMANAGEMENTMASTERYTriAgile 2018
April5,2018
MotivationandGoal
GOAL: Largeandsmallorganizationsseektocreatehighimpact,product-centricAgilepractitionersandleaders.
CHALLENGES: Organizationshavegroupswhopursuethisgoalfromdifferentperspectivesandexperiencescreatingconfusionandinefficient,potentiallyineffectiveresults.
STRATEGY: Tocreateaself-sustainingAgileorganizationwhiledeliveringcontinuousbusinessvalue,weproposeteachingpractitionersandleadersacuratedsetofAgileProductManagementframeworks.
2
BusinessImpact
Organizationswhoadoptthisapproachwillimprovetheirabilitytodiscoverandbuildsoftware-poweredproductsandservicesthatdelightallstakeholders.
3
Increase new product success
Increase organizational
efficiency through shared knowledge Increase agility
through Agile-centric
planningDeliver superior financial results by harnessing and channeling
Agility
Exercise:AgileProductManagementFactsandMyths
› Formpairsortrios
› Inthenext60secondswritedownasmanyfactsandmythsasyoucan
› WriteonefactormythperPost-It
› Questions?
4
Scrum’sInnerLoop(Development)
Scrum’sStrategicOuterLoop(ProductManagement)
•Markets•Customers•Business
Models•Strategy•Portfolios•Funding
•Customers•Sales
•Marketing•Support•Services•Upgrades•EOL/EOS
WhatDoesaProductManagerDo?
› Forcommercial/revenuesoftware…• PMownsmarketacceptanceofwholeproducts• PMtargetssegmentsratherthanindividualcustomers
› Forstrategicinternaldevelopment…• PMresolvescompetingpriorities• PMdrivesacceptanceandadoption
7
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
What’sInaName?
› Noconsistencyoftitlesortasksacrossorganizations
› Mayassignsomeproductworkto• Businessanalysts• Requirementsanalysts• Programmanagers
› Shouldfocusonactivitiesandresponsibilities,nottitles
9
ProductOwner,ProductManager
› ManyAgilists thinkabout“productowners”• FormalroleofScrumteam•Needstobephysicallypresent•DrivinguserstoriesanddecisionswithinSprints• SprintReviewsareprimarymethodofcustomerinput
› MostproductmanagersarenotAgilists•Majorityofworktodeliverproducts(revenue)happensoutsideEngineering• Interactswithmarketsdirectly,notfilteredthroughSalesorMarketing• Servicingmultipleinboundandoutboundqueues
Development Marketing/SalesCustomers
Executives
productowner
“smallp”productowner
priorities, requirements,personas, user stories…
software
WhatDoesaProductOwnerDo?
› “TheProductOwnerisresponsibleformaximizingthevalueoftheproductresultingfromworkoftheDevelopmentTeam”
› TheProductOwneristhesolepersonresponsibleformanagingtheProductBacklog.ProductBacklogmanagementincludes:• ClearlyexpressingProductBacklogitems;• OrderingtheitemsintheProductBacklogtobestachievegoalsandmissions;• OptimizingthevalueoftheworktheDevelopmentTeamperforms;• EnsuringthattheProductBacklogisvisible,transparent,andcleartoall,andshowswhattheScrumTeamwillworkonnext;and,• EnsuringtheDevelopmentTeamunderstandsitemsintheProductBacklogtothelevelneeded.
MuchMoretoDo
› Agileadds40-60%more productmanagementwork
› MostProductOwnerspromotedfromtechnicalroleswithlittleornomarkettrainingorfieldexperience
› NewPOstypicallygreatatsprint-levelexecution,usuallyweakeratproduct/marketplanning
GoodProductOwnersMust…
› Betelepathic› Representtruemarketneeds withoutspendingalotoftime “inthefield”
› Managecomplexitiesofdetailed storiesaswellas complexmarkettradeoffs
› Verydifficulttodo withoutsomeproductmanagementexperience
WhatProductManagersdoinKanban?
› Talktocustomers› Replenishqueue› MonitorKPIs• Development?•Marketsuccess?
› Talktomarketing,salesandengineering› Mentorothers
15
Exercise:Whataboutyourorganization?
› Inpairsortrios,discussproductmanagementinyourorganization.› Somequestionstoconsider:-WhatistheProductManagementstructure?-Whatpercentageoftimedo“productleaders”spendwithcustomers?-Whodeterminespricing?-Whocollectscompetitiveintelligence?-Whoworkswithsalesandmarketingtolaunchnewreleases?
› Timebox:3minutes
16
© 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
17
CPOMetaScrum
PO
PO
PO
POPO
What about scale?
© 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
18
CCPOMeta
Scrum
CPOMS
CPOMS
CPOMS
CPOMS
CPOMS
Bigger?
© 1993-2018 Scrum Inc.
Executive MetaScrum PerspectiveAligns and Sets Strategic Priorities for the Organization
19
• 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?
FRAMEWORKS:TOOLSFORAGILEPRODUCTLEADERS
20
WhatisaFramework?› Aframework isatoolthatenablesknowledgeworkerstoperformtheirjobs.› Frameworksareusedforaclearpurpose:theysolveaproblem.Theycomewithrecommendedprocessmodelsandexpectationsofhowtheresults oftheframeworkdrivethebusiness.
21
Value Proposition
CanvasDevelop a compelling Value
Proposition
Prune the Product Tree
Develop a product roadmap.
FrameworkTimeHorizons&Frequency
Weuseframeworksatdifferent“levels”ofabstractionanddifferenttimehorizons.
Daily
Sprint
Strategy
Portfolio
Product
Release
Execs
PM
DevTeam
Years
Quarters to Months
Weeks
Episodic
Continuous
Glue
Tactics
Strategy
22
FrameworksIntegrateOrganizationLevels
23
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…
FrameworksareComposable Tools
24
DesignThinkingisoneofseveralframeworksthat
productteamsusetocreateaproduct.
Design Thinking
DesignThinkingprocessesoftenleverageotherframeworks,suchasEmpathyMapand
CustomerJourneyMappingCustomer Journey
Map
EmpathyMap
TheBenefitsofFrameworks
› ProductManagersarenotborn.Wemoldthemthroughexperience.› Frameworksimprovedecision-making
› Frameworksalloworganizationstoengagecustomers,stakeholders,othersinaconsistentfashionrepeatedly
› Nooneframeworkcanmeetallneeds– forexample,Scrumdoesn’tdefine howtobuildabacklog
25
Frameworks Drive High
Performance
You’reAlreadyUsingFrameworks
Chancesaregoodthatyou’realreadyusinganumberofframeworkstoimproveperformanceandcreateaproduct-centricculture.Someexamples:
27
Prune the Product
Tree
Value Proposition
Canvas
Inconsistentornon-existentuseoftheseframeworks:• Createsfrictionamongteams• Inhibitsthedevelopmentofexpertise• Causes“reinventionofthewheel”• Producessub-optimaldecision-making
Design Thinking
FrameworksforPrioritizingaBacklog
Herearefouroptionsforprioritizingabacklog1. Loudestvoice/RandomGuess2. ProductManageras“expert”prioritizesthebacklog
ass/hedeemsappropriate.3. ProductManagerengagesasmallteamtoidentify
theirpriorities4. ProductManagerengagesmanypeopletoidentify
theirpriorities»Individually– asasurvey»Collaboratively– asacollectionofteams
28
Fram
ewor
k-D
riven
ATAXONOMYOFFRAMEWORKSHUMAN– BUSINESS– TECHNOLOGY
29
ThreeCoreAreasOrganizeFrameworks
30
Human
Technology Business
Business & Financial Model,
Strategy
Customers, Employees,
Partners
Mobile, Web, Infrastructure
ScrumasaSampleFramework
31
Human
Technology Business
ScrumisanAgileprocessframeworkmanycompaniesusetoiterativelydeliver
productsthatmeethumandesires…
…butScrumisincompleteandmustbesupplementedwithadditionalframeworkstogeneratesustainablyprofitableofferings.
SomeFrameworksThatMakeScrumBetter
32
Human
Technology Business
EmpathyMap
Customer Journey
Map Prune the Product Tree
Value Proposition
Canvas
FrameworksontheHuman/Business
spectrumareleveragedtocontinuouslydevelopandgroomproduct
backlogs.
ProductManagerFrameworksRole-BasedFrameworks
HereareexamplesofsomecoreframeworksforAgileProductManagement
33
PM/PODeliverables
34
Strategy
Tactics
Glue
Longer termHolistic
Shorter TermFocused
ProductVision
Product Purpose
Why
RoadmapUser Story map
Backlog
Release PlanSprint
LeanCanvas
Business Model Canvas
Business Drivers
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
35
Frameworks
36
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
7ProductStrategyFrameworks
37
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
Weighted Shortest Job First
6AgilePlanningFrameworks
38
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
WhatisanAgileTeam?
39
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!
WrapUp
40
› Howmanymythsdidwebust?
› Whatcouldyoudototomorrowtoadvanceproductmanagementinyourorganization?