critical 5 to succeed as agile product manager using scrum
Post on 24-Apr-2015
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Agile Product Management
Using SCRUM
Bimlesh Gundurao
CEO Aguai Solutions
Critical 5 to Succeed
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A Business, Technology and Talent Development Consulting Company with focus on
Healthcare , Retail & IT
Business
Technology
People
Vision
To become the most preferred business
partner to our customers through leadership in our actions, values and social
responsibility
Mission
To be a world class organization in enabling
clients to become Leaders in their industry
Values
LEAD by Example
Leadership, Empower, Agile, Decisive
www.aguaisolutions.com
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Critical 5
1. Agile Product Management is different!
2. Product Owner vs Product Manager
3. Making this work in an Enterprise
4. Common Pitfalls
5. Critical Success Factors
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Sprint 1-4 Weeks
Potentially Shippable Product
Increment
Product Owner Review
No Changes in Duration or Goal
Retrospective
Team
Daily Scrum
Meeting and
Artifacts Update
Input from End-Users,
Customers, Team and
Other Stakeholders
Product Backlog
Sprint Backlog
Product
Backlog
Refinement
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2
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Sprint Planning Meeting
Team Selects How Much To Commit To Do By Sprint’s End
ScrumMaster
SCRUM
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Goal of Product Management
To deliver measurable business results through
product solutions that meet both market needs and
company objectives
Don Vendetti – http://wp.me/pXBON-WE
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Thinkers
Product Managers as Thinkers to ADAPT to changing market needs and responding to
change faster than the competitor and sometimes than the market itself
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Adaptive
Productizing
ProcessTM
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Best Practices Approach to productizing,
managing products and
services predictably
What does Product
Management do?
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How does it fit in?
Product Management
Executives
Budgets, staff, targets
Strategy, forecasts, commitments, roadmaps, competitive intelligence
Development
Market information, MRD, priorities, roadmaps, requirements, personas, user stories….
Mktg & Sales + Markets & Customers
Segmentation, messages, benefits/features, pricing, qualification, demos….
Field inputs, Market feedback
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The KEY Question
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Product Lifecycle OBJECTIVES
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What is Agile Development?
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Agile Product Management is Different!
Different in 5 ways
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1. Managing Roadmap
Act Small
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2. Collaboration
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3. Customer Feedback
Source – www.romanpichler.com
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4. Focus Business Value
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5. Making Progress Visible
http://www.sw-engineering-candies.com/
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Agile Only for Websites! – Think Again
• Commercial software
• In-house development
• Contract development
• Fixed-price projects
• Financial applications
• ISO 9001-certified applications
• Embedded systems
• 24x7 systems with 99.999% uptime requirements
• Software as a Service
• Video game development
• FDA-approved, life-critical systems
• Satellite-control software
• Websites
• Handheld software
• Mobile phones
• Network switching applications
• CMMI Model applications
• Some of the largest applications in use
From: http://www.mountaingoatsoftware.com
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Companies adopting Agile
And many more
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Critical 5
1. Agile Product Management is different!
2. Product Owner vs Product Manager
3. Making this work in an Enterprise
4. Common Pitfalls
5. Critical Success Factors
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Product Owner
Owner of project
vision
Represents the customer
picture by Official Star Wars Blog
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Product Manager
Customer/ Market
External Internal
Product Management Interlock
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Steering teams Executives
Engineering Marketing
Sales Architects
Project Mgr Support
SEs And more..
Partners Analysts
Thought leaders Channel Sales
Agencies Suppliers
And more..
Finding compelling, competitive and profitable solutions to market problems
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Product owner
Agile teams
External Product
Manager
Product Owner Interlock
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Steering teams Executives
Engineering Marketing
Sales
Panel of Customers
& Prospects Partners
Thought leaders
Translate identified market problems into actionable, acceptable solutions while owning the product
planning process
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Product Owner vs Product Manager
Executives
Development
Mktg & Sales + Markets & Customers
Product Management
Budgets, staff, targets
Strategy, forecasts, commitments, roadmaps, competitive intelligence
Market information, MRD, priorities, roadmaps, requirements, personas, user stories….
Segmentation, messages, benefits/features, pricing, qualification, demos….
Field inputs, Market feedback
Product Manager
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Scrum ROLES Summary
Activity Owner Responsibility
Manage the vision
Product Owner
Establish, nurture, and communicates the product vision. Achieve initial and on-going funding for the project through initial release plans and the initial Product Backlog.
Manage the ROI
Product Owner
Monitor the project against its ROI goals and an investment vision. Update and prioritize the Product Backlog to ensure that the most valuable functionality is produced first and built upon.
Manage the Iteration
Team Collectively, select and develop the highest priority features on the Product Backlog during an iteration. Manage its own work and self-organize around how it desires to complete the iteration to meets its commitments.
Manage the process
Scrum Master
Facilitator Champions the need of the team to the organization Prioritizes and removes obstacles Shields team from interference
Manage the release
Product Owner
Make decisions about when to create an official release to maximize the goals established for the project.
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Balancing Roadmap
• Building stuff in small compartments does not mean we release.
• They should be in “Potential Shippable” stage
• Customers might not be ready to consume so much new stuff so fast
Internal External
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Prioritization
Methods
1. Risk Based
2. Kano Analysis
3. MoSCow
4. Effort Based
5. ROI
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Scope & Sizing
Be deliberate about scope & keep it small
1. It’s easy to try to do too much
2. Strategy = deciding what you’re NOT doing
3. Break features down into smaller chunks
4. Smaller scope →faster iterations →better
Relative Sizing • T-Shirt sizes • Fibonacci series
Source: mountaingoat
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A Balanced Backlog
• Independent I
• Negotiable N
• Valuable V
• Estimate-able E
• Sized-appropriately S
• Testable T
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The product owner plans the product in
layers
© 2006-2007 Jeff Patton, All rights reserved,
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The product owner plans the product in
layers
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com
Product
or Project
What business objectives
will the product fulfill?
Product Charter
Elevator Pitch
Release
How can we release
value incrementally?
What subset of business
objectives will each
release achieve?
What user constituencies
will the release serve?
What general capabilities
(big stories) will the
release offer?
Release plan
Iteration
What specifically will we
build? (user stories)
How will this iteration
move us toward release
objectives?
Iteration Plan
Story (Backlog Item)
What user or stakeholder need will
the story serve?
How will it specifically look and
behave?
How will I determine if it’s
completed?
Story Details
Acceptance Tests
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The Planning Onion can grow to include
product portfolios and business strategy
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com
Product
or Project
What business objectives
will the product fulfill?
Product Charter
Elevator Pitch
Release
How can we release
value incrementally?
What subset of business
objectives will each
release achieve?
What user constituencies
will the release serve?
What general capabilities
(big stories) will the
release offer?
Release plan
Iteration
What specifically will we
build? (user stories)
How will this iteration
move us toward release
objectives?
Iteration Plan
Story (Backlog Item)
What user or stakeholder need will
the story serve?
How will it specifically look and
behave?
How will I determine if it’s
completed?
Story Details
Acceptance Tests
Product or Project
Release
Iteration
Story
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The Planning Onion can grow to include
product portfolios and business strategy
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com
Product or Project
Release
Iteration
Story
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The Planning Onion can grow to include
product portfolios and business strategy
Product or Project
Release
Iteration
Story
Product Portfolio
Business Strategy
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com
Daily by team member
Bi-weekly by team
Quarterly by PO and Team
Bi Yearly by PO
Yearly by PO
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Critical 5
1. Agile Product Management is different!
2. Product Owner vs Product Manager
3. Making this work in an Enterprise
4. Common Pitfalls
5. Critical Success Factors
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Scaling Product Management
• Product Management Organization
GM – VP PM – VP Engg/CTO
Product Management Organization
Product Owners
More market-focused More technical
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Source: good agile
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Source: good agile
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Source: good agile
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Source: good agile
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Source: good agile
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Critical 5
1. Agile Product Management is different!
2. Product Owner vs Product Manager
3. Making this work in an Enterprise
4. Common Pitfalls
5. Critical Success Factors
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Common Pitfalls – PO + Agile Team
5 pitfalls
1. Part time, not fully engaged with the team
2. Lack of detail on stories, acceptance tests
3. Stale items in backlog
4. Unable to get the best of the team
5. Multiple Backlogs maintained
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Critical 5
1. Agile Product Management is different!
2. Product Owner vs Product Manager
3. Making this work in an Enterprise
4. Common Pitfalls
5. Critical Success Factors
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Critical 5 1. Listen and Listen Well
2. Ruthless Prioritization
(Consistency is key)
3. Summarize and share
customer interactions
(incl ROI and Rev.)
4. Measure your progress
make it VISIBLE!
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5. MANAGE YOUR TIME!
"You must have long term goals to keep you from being frustrated by short term failures ".
-- Charles C. Noble
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Q &A
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bimlesh@aguaisolutions.com
Follow me on Twitter @bimleshgundurao
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