has agile broken product management?
DESCRIPTION
The success of agile development methods has had a detrimental effect on product management. The role used to be clear but what is today’s profile for product management success? Agile methods are great but the intense focus on product development has ignored the business and marketing roles of product management. Product management activities extend beyond development to shepherding the product through the entire process from idea to creation to delivery to customers.TRANSCRIPT
Steven Johnson [email protected] Twitter @sjohnson717 +1-571-249-1717
Has Agile broken product management?
Based on “From Fragile to Agile” at h4p://under10consul<ng.com/wri<ng/fragile/
Copyright © 2014 Under 10 Consulting. Not for distribution.
be clear on priori<es
From Fragile to Agile
! Four types of product management expertise
! Working in agile teams ! Planning the business of
the product ! Analyzing for success
with business retrospectives
Learn more at h4p://under10consul<ng.com/wri<ng/
adapt to changing requirements
innova<on begins with observa<on
“this side up”
h4p://www.flickr.com/photos/andyde/4762081047/
“ ” “ ” Those who cannot remember the past are condemned to
repeat it.
George Santayana
Companies can be agile too!
But with today’s methods, we can also
build the wrong product faster than ever.
Just enough process
Refine Design & deliver Define
Product
Promo<on
Sales
Opera<ons
Business
Market
Business
Market
Before: focus on product
Refine Design & deliver Define
Product
Promo<on
Sales
Opera<ons
Business
Market
Business
Market
Refine Design & deliver Define
Now: extend your view
Product
Promo<on
Sales
Opera<ons
Business
Market
Business
Market
Refine Design & deliver Define
Performance retrospective
Product
Promo<on
Sales
Opera<ons
Business
Market
Business
Market
“What would you say you do here?”
product manager
product owner
Technology expertise
Exper<se
Products
Dev
PM
Sales
Technology expertise
Exper<se
Products
Dev
Sales
Tech
Biz
Mkt
What is product management?
Opera<ons
Market Technology
Business
Domain
Examples of expertise
BUSINESS MARKET DOMAIN TECHNOLOGY
Analysis Brazil Security Usage scenarios
Research India Fraud Key capabili<es
Pricing Universi<es Educa<on Future capabili<es
Planning Hospitals Healthcare Compe<<on
Areas of expertise
Market expert
Technology expert
Business expert
Domain expert
Combining areas of expertise
Market expert
Business expert
Domain expert
Technology expert
Combining areas of expertise
Market expert
Business expert
Domain expert
Technology expert
Assessments
Market
Tech Domain
Business
External Internal
Professional growth
Market
Tech Domain
Business
External Internal
Create well-rounded staff by grooming them to the center
Working with other teams
Exec
How large should a product management team be?
Sales
Mktg
Dev
product marke<ng manager
sales engineer business analyst
or product owner
Who’s been hiding
their headcount in
your budget?
1. Assign responsibilities
2. Define your ideal planning process
3. Meet your market with qualitative interviews
4. Plan and execute a quantitative survey
5. Refresh and prioritize your roadmap or backlog
6. Create/revise your buyer and user personas
7. Learn to write clear requirements
8. Create/revise product positioning
9. Reassess and identify areas for improvement
Before: focus on product
Refine Design & deliver Define
Product
Promo<on
Sales
Opera<ons
Business
Market
Business
Market
Refine Design & deliver Define
Now: extend your view
Product
Promo<on
Sales
Opera<ons
Business
Market
Business
Market
Under 10 Planning Canvas
Performance retrospec7ve
Product-‐to-‐market process
Idea-‐to-‐product process
Business goals
Business results
Product
Promo<on
Selling
Support & opera<ons
Corporate goals
Market results
Market goals
Copyright © 2013 Under10 Consul<ng, LLC
Product Scorecard
Product
Promo<on
Sales
Opera<ons
Business results (profit/loss)
Market results (share)
Business goals
Corporate goals
Market goals
Copyright © 2013 Under10 Consul<ng, LLC
Product Scorecard
Product
Promo<on
Sales
Opera<ons
Business results (profit/loss)
Market results (share)
13%
$42m
192 user stories delivered 17 sprints
Marketing plan: $4m 1284 leads delivered
53% of sales team trained; all of SEs
Capacity: 300 new sites
Business goals
Achieve $40M in revenues
Corporate goals
Launch new product line
Market goals
Improve share from 8% to 11%
Copyright © 2013 Under10 Consul<ng, LLC
h4p://www.flickr.com/photos/thomashawk/2442371176/
People must know why they’re changing 1 People must have
the skills, tools, and coaching to change 2 People they
respect must support the change 3
…the needs of the many…
design ma4ers
“It was never just about thermostats. At its core, Nest has always been about the home. We reinvent unloved home products to create simple, beau<ful, thoughiul things.”
! Most organizations need a small number of living documents—fewer than 10 ! Define a nimble
planning process ! Create a
product playbook
! Create a world-class product organization ! Define effective
organizational structures
! Assign roles and responsibilities
! Audit process and artifacts
Contact
Steven Johnson [email protected] Twitter @sjohnson717 +1-571-249-1717 Want a copy of this
presentation? Bring me
your business card.
