Michael Bonamassa Presentation

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As a reminder, in partnership with PDRI we conducted an extensive job study for each of our three core Digital roles

Dallas Agile Camp - 2015Integrating Product Management with Product Ownership

#1Template version: 8/29/2012

Workshop ObjectivesAligning and Empowering Product ManagementWhy do we need the Product Manager / Product Owner roles?

How do you identify your customer and product?

Grooming a backlog (Prioritization and Socialization)

#In order to be successful teams mustHave a shared visionCreate an understandable mental model that realizes the visionBe able to learn as a teamTeams members must exhibit personal masteryEngage in Systems Thinking

-- 5 Characteristics of a Learning Organization [Senge 1990]Knowledge Work is not characterized by a strong physics modelSoftware is notoriously complex the end product is an abstraction. To deliver a functional system, every member of a software team must reference a shared mental model that every team member understands.

-- Dan Mezick The Culture Game

#Systems Thinking: A holistic approach to analysis that focuses on the way that a systems constituent parts interrelate and systems work over time and within the context of a larger system.

"Personal mastery is a discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively."[1]"Mental models are deeply ingrained assumptions, generalizations, or even pictures of images that influence how we understand the world and how we take action."[1]"Building shared vision - a practice of unearthing shared pictures of the future that foster genuine commitment and enrollment rather than compliance."[1]"Team learning starts with dialogue, the capacity of members of a team to suspend assumptions and enter into genuine thinking together."[1]"Systems thinking - The Fifth Discipline that integrates the other four."[1]


Without a strong physics model we are left with shared understandingAs a Commuter I need a car that flies so I can avoid the traffic on highways

Mental ModelsFiltersAssumptionsleadtothatdrive

#If it was only our Bias we Need to Overcome

Unconscious IncompetenceConscious IncompetenceConscious CompetenceUnconscious CompetenceSource: Wikipedia

#Great Product Managers are integrative thinkersThey integrate the Human, Business, and Technical dimensions to deliver breakthrough products that delight and improve the lives of our customers Human-Centered DesignBusiness Strategy & AnalysisTechnologyLead and frame product efforts in terms of key consumer insights and needsDefine and ship products that are strategically bold and important to our business(es)Be fluent in current/emerging technologies and understand implications on product and business strategy and execution

Business leaders should be developing table stakes knowledge in H & T dimensions to move from Point A BComplement yourself with team members who spike in H & T dimensionsA

HumanBusinessTechnicalGreat Product Managers operate here

Business leaders are typically hereB

#They apply different levels of involvement in defining and focusing on eachPMPOLevel of Involvement and FocusWHY WHAT HOWStrategy Execution

PMs need to be grounded in How as it informs progress on What

Both product managers and product owners must care about and account for the why / what / how butPOs need to be grounded in Why as it informs value behind WhatTogether the Why, What & How need to be balanced.


Shared disciplines that span from strategic to tacticalHumanBusinessTechnicalProduct OwnerProduct ManagerProvides thought leadership to reveal unmet needs and develop innovative solutions Designs for the entire customer journeyClearly understands customer needs through objective analysisUnderstands key business outcomes and how technology drives that valueCommunicates business outcomes in a way that enables manageable features and user storiesIncorporates customer insights into feature designActs as the voice of the team, empowered to make on the spot decisionsDefends the end to end customer experience

Ensures strategic alignment between business outcomes and technical capabilitiesDevelops core positioning and messaging for the productIs an expert on the competitionEffectively engages in technical decision makingConsiders key interdependencies across systemsUnderstands current and target architecturesEnsures delivery of necessary business outcomesPrioritizes and sequence the teams work to maximize valueWorks in a 1 to 1 ratio, leading a specific development teamsLooks outside the industry for innovation and capabilitiesAligns business and technology strategiesClearly understands customer needsCreates and directs highly performing work teamsUnderstands current and target architecturePossesses a working knowledge of systems

Product Management Family

#SkillsResponsibilitiesWork with executive leadership and enterprise architecture to align products with the portfolio visionDevelop and maintain a product strategy, vision and roadmap aligned with overall business strategyLead efforts with branding and marketing teams to derive the products key capabilities and benefitsWork closely with leadership to define architecture, expectations for user experience, and innovationsSpecify objectives for current and future productsLead multiple teams, ensuring alignment of iterative, incremental development across multiple work streams and functional areasEffectively collaborate to ensure prioritization of new features, maintenance and non-functional requirements, technical debt and architectural enhancementsDevelop and maintain executive reporting, removing impediments as necessaryProduct Manager Role - Skills and ResponsibilitiesAbility to shape and sequence new intent while keeping in mind the needs of the customerProven leadership within the business and market Deep, systemic knowledge of critical business interfacesInfluence executive leadership to garner support and funding for initiativesEnsure alignment of end customer needs and proposed solutionsAble to motivate and lead multiple teams and product owners through effective program managementAble to anticipate program risks and misalignmentsPossess an entrepreneurial, startup, or corporate innovation mindsetProven track record of thought leadership and practices, looking outside the business and industry for innovations and best practices


SkillsResponsibilitiesWork with product leadership and enterprise architecture to align product plans with the portfolio visionDevelop and maintain a product vision and roadmap aligned with business epicsWork to communicate the products key capabilities and benefits to enhance adoption of the productEffectively incorporate architecture, user experience, and innovative product capabilities into designSpecify requirements for current and future productsLead the product management team in the iterative, incremental developmentEffectively collaborate to manage the distribution of backlog items to development teamsBalance priorities between new features, maintenance requirements, non-functional requirements, reduction of technical debt and architectural enhancementsDevelop and maintain program measures, removing impediments as necessaryProduct Owner Role - Skills and ResponsibilitiesPossess a holistic understanding of the business and product marketInfluence stakeholders and product managers Understands end customer needs and perspectives and works to define solutions in the simplest possible wayUnderstanding and ability to speak to technology domainIntellectual curiosity and ability to work in fast-paced, complex and ambiguous environments Able to motivate and lead a team through energetic collaborationWell organized, able to multi-task, and able to prioritize Compelling and effective communication with team and stakeholdersExcellent negotiation and relationship building skillsExcellent judgment and decisivenessAble to anticipate risks, manage issues and clear obstacles


Workshop ObjectivesAligning and Empowering Product ManagementWhy do we need the Product Manager / Product Owner roles?

How do you identify your customer and product?

Grooming a backlog (Prioritization and Socialization)

#Agility Spans the Organization and Value Stream

Uncertainty increases


Value Stream MappingApply for LoanReview Loan ApplicationUnderwriteLoanApprove and Fund LoanServiceLoanSubmit Loan for ProcessingSend to UnderwritingSend for Final ApprovalWait forDisbursement

Do Something Valuable for CustomersGenerate Income from Customers

#Typical Value Stream Mapping ActivitiesDefine High-Level Process StepsUse Simple Use Case to Add Processing DetailsIdentify End ProductInclude Additional Complexity Identify Barriers, Issues and OpportunitiesAdd Environmental and Tool Details What flows from idea to production?What is the final product?Map out the steps necessary to move from idea to productionTake basic use case through the processAdd necessary details (e.g. cycle time, touch time, WIP, defects)Add server names, tools usedDocument timelines, how teams handle builds/testing/deploymentsWork though remaining use cases to uncover dependencies and external interfacesInclude exception handling and defect processInclude all the steps necessary to get ideas out the door Highlight opportunities, pain points and bottlenecks



TeamScaling LevelPortfolio From Needs to Value: Intent FlowEpicsFeatures / Sub- EpicsFeatures / Sub- EpicsFeatures / Sub- Epics