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Building Faster Horses
Taking over an existing software product
About Me
Technical Product Manager for Prime Occupational Medicine 10 years in software development and design
Six of those years in software development consulting Certifications:
Professional Scrum Master (PSM-I) Distinguished Toastmaster (DTM) Numerous Microsoft certifications in .NET development and ALM
Volunteer for SCORE and SQL Saturday Baton Rouge
About SCORE and SCORE BR
Nation’s largest network of free expert business mentors Free mentoring sessions with SCORE volunteer mentors Free and paid seminars and workshops
Simple Steps to Starting Your Business Held monthly and free to attend
Simple Steps for Growing Your Business Currently being held at the Central Library every other Wednesday
http://scorebr.org
About SQL Saturday Baton Rouge
August 6th, 2016 at the LSU Business Education Complex Annual free to attend all day technology conference, lunch provided Includes tracks on IT Management and Career Growth
This year trying to form a Project Management track! If you have a topic to present, please submit it by the end of the month! If you don’t, make one up! If you still don’t, register to attend and see you there!
http://www.sqlsaturday.com/515
Agenda
What is Product Management? A Case Study: EME
The Backstory The Approach Lessons Learned Planning for the Future
Resources and References
“If I had asked people what they wanted, they would have said faster horses.”Henry Ford (supposedly.)https://hbr.org/2011/08/henry-ford-never-said-the-fast
What is Product Management?
What is Product Management?
Product management is an organizational lifecycle function within a company dealing with the planning, forecasting, and production, or marketing of a product or products at all stages of the product lifecycle. (“Product Management”, 2016, para. 1)
The product manager is often called the product "CEO." The product manager investigates, selects, and drives the development of products for an organization, performing the activities of product management. (“Product Manager”, 2016, para. 1)
The Product “CEO”
Product Manage
r
Project Management
Requirements Gathering
Backlog Management
Marketing Assistance
Sales Assistance
User Experience
Quality Assurance
Application Support
Financial Reporting
Product Strategy
The Technical Product “CEO”
Technical Product Manager
Project Management
Requirements Gathering
Backlog Management
Marketing Assistance
Sales Assistance
User Experience
Quality Assurance
Application Support
Financial Reporting
Product Strategy
Business Intelligence
Software Development
A Case Study: EME
The Backstory: The Product
EME is a web-based software product developed for Prime Occupational Medicine
The EME product facilitates the lifecycle and document management for occupational medicine encounters
Pre-Placement Screenings Fit for Work Evaluations Employee Injury or Illness Random Drug Screens Etc.
Has been in production for over a year 10,000+ authorizations
Designed to be employer centric
The Backstory: The Team EvolutionPGS Owners Software Consultants
Domain Knowledge Product Vision Product Strategy
Requirements Gathering Lifecycle Management Implementation Support
The Backstory: The Team Evolution
Domain Knowledge Product Vision Product Strategy
Requirements Gathering Lifecycle Management Implementation Support
PGS Owners Software ConsultantsMe
Going Into Day One
The Opportunities Can trust the design and
implementation Have a network of folks who
have worked with the product and people
The product is in active use by clients!
The Obstacles Will take time to transition
ownership due to active development
No personal experience with the product
No real knowledge of what’s already in place and what isn’t At the Product level At the Product Strategy level
The Approach
The Approach: 30 – 60 – 90 Day Plan
30: Learn
• Learn the Business
• Learn the Product
60: Evaluate
• Determine KPIs
• Determine Opportunities
• Establish Processes
90: Execute
• Create Roadmap
• Migrate Control
• Deliver!
The First 30 Days: Learn
Learn the business and how it operates Services Locations Org Chart
Learn the product Key stakeholders and users What does it do? What doesn’t it do?
The Second 30 Days: Evaluate
Usability Testing
A/B Testing
& Analytics
User Interviews Surveys
Behavioral
Attitudinal
Direct(Qualitative)
Indirect(Quantitative)
Research Methods Framework from Dan Olsen (2015)
The Second 30 Days: Evaluate
Usability Testing
A/B Testing
& Analytics
User Interviews Surveys
Behavioral
Attitudinal
Direct(Qualitative)
Indirect(Quantitative)
Watch the users
Talk to users
Establish KPIs
NPS, etc.
Research Methods Framework from Dan Olsen (2015)
The Second 30 Days: Establishing KPIsAARRR Metrics Framework from Dan Olsen (2015)
The Second 30 Days: Establishing KPIsAARRR Metrics Framework from Dan Olsen (2015)
Optimization starts here!
The Second 30 Days: Activation KPIs
Number of Authorizations Total Monthly
Number of Patients Total Monthly
Number of Employers Total Monthly
The Second 30 Days: Retention KPIs
System Performance Optimization (Request Duration * Frequency) Feature Usage
Are our clients actually using X? Are some clients using X more than others?
Operational Efficiency (Avg. Duration of Key Metrics) Cradle to Grave Time to Grab Time to Review
Retention – How is our product-market fit?
The Second 30 Days: Revenue KPIs
Cost Per Unit (Infrastructure costs + Labor costs) / # of Authorizations Invoiced
Labor costs relate back to operational efficiency measures
The Third 30 Days: Backlog Prioritization Prioritization formula is similar to Return On Investment (ROI) The return can be tangible and intangible
Retention, Revenue, Referral Investment is fairly tangible
Estimated Effort
The Third 30 Days: Backlog Prioritization
(User Value + Financial Value + Technical Value)Estimated Effort
Value: 1 to 10Effort: 1 to 4
(6 + 2 + 10)2
= 9
Also… the first internal push to production!No pressure…
Some Lessons Learned
Don’t Make Faster Horses When a Car Will Do.Look for the goal beyond the request.
Translators shouldn’t need translators.Foster an environment open to communicating the fact that we aren’t actually communicating.
Trade Sandbags for Idols.Work is “instead of” not “in addition to”. Do the 20% that yields 80%.
Planning for the Future
Let’s play a game…
Speed ABC’s
Timed 20 seconds Write upper case block letters
No cursive! Write the alphabet starting at A and ending at Z
If you reach the end, start over and keep going!
Speed abc’s
Timed 20 seconds Write lower case block letters
No cursive! Write the alphabet starting at A and ending at Z
If you reach the end, start over and keep going!
Speed AbC’s
Timed 20 seconds Alternate upper and lower case block letters
Start with upper case No cursive!
Write the alphabet starting at A and ending at Z If you reach the end, start over and keep going!
Planning for the Future: Scaling
Technical Product Manager
Project Manage
ment Requirements
Gathering
Backlog Manage
ment
Marketing
Assistance
Sales Assistan
ce
User Experien
ceQuality Assuran
ce
Application
Support
Financial Reportin
g
Product Strategy
Business Intellige
nce
Software Develop
ment
Ab1@Cd2#Ef3$Gh4%... ABCDEFGHIJKLMNOP…abcdefghijklmnop…123456789012345…
@#$%^&*()!@#$%^&…
Planning for the Future: Scaling
Build a Future Org Chart Fill in the areas with your name for now Actively build job descriptions from your responsibilities Prioritize the growth based on biggest impact
References
References Olsen, D. (2015) The Lean Product Playbook. Hoboken, New Jersey: John
Wiley & Sons, Inc. Product Management. (n.d.). In Wikipedia. Retrieved May 16, 2016, from
https://en.wikipedia.org/wiki/Product_management Product Manager. (n.d.). In Wikipedia. Retrieved May 16, 2016, from
https://en.wikipedia.org/wiki/Product_manager
Additional Resources https://www.score.org/resources/simple-steps-workbooks http://www.slideshare.net/dan_o
