product mgmt 2.0
DESCRIPTION
This presentation was held at Ericsson PM&T conference May 2012 Linköping. It is about scaling agile and lean system development.TRANSCRIPT
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Know IT Technology Management
Product Management 2.0 – A Process of Learning
Pär Hammarström Senior Mgmt Consultant
Know IT Technology Management
072 202 62 77
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• Strategy and Funding
• Requirements Mgmt
Technology Management
Lean Product Mgmt
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Technology Management
Product Development is Learning
Real World
Information Decision
Decision making rules
Mental Model
Feedback
Reflection
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Technology Management
Observable data
I make Assumptions based on the
meanings I added
I draw Conclusions
I adopt Beliefs about the world
I take Actions based on my beliefs
The Reflexive Loop
(our beliefs affect what
data we select next time)
Ladder of Inference
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Technology Management
The Nature of Innovation
Creative Destruction In capitalist reality as distinguished from its
textbook picture, it is not [price] competition
which counts but the competition from the new
commodity, the new technology, the new
source of supply, the new type of
organization…– competition which commands
a decisive cost or quality advantage and which
strikes not at the margins of the profits and the
outputs of the existing firms but at their
foundations and their very lives
Joseph Schumpeter
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Technology Management
Agility?
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Technology Management
Product Manager
Regulations
Customers
Innovation
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Technology Management
The Product Management Dilemma
Product Managers are assumed to be
omniscient and telepathic
Always present for the team Always out in the field
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Technology Management
Reality: Strategy by Laundry Lists
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Technology Management
Innovation
Reality: Wishful Thinking
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Technology Management
Product Mgmt 2.0
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Technology Management
Support
Interest to Technical Debt
Innovation
Waste Eats Value
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Technology Management
The Biggest Waste– Unused Features
64% of features are typically never used Standish Group CHAOS report 2006
You have 64% of
your development
capacity available to
understand what
you really should
do!
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Most Requirements are just Design done by Amateurs
“The worst scenario I can imagine is when we allow real
customers, users, and our own salespeople to dictate ‘functions
and features’ to the developers, carefully disguised as ‘customer
requirements’. Maybe conveyed by our product owners. If you
go slightly below the surface of these false ‘requirements’
(‘means’, not ‘ends’), you will immediately find that they are not
really requirements. They are really bad amateur design for the
‘real’ requirements….” - Tom Gilb
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Technology Management
Support
Interest to Technical Debt
Regulations/Standards
Promises to Customers
Innovation
Waste Eats Value
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Customer Insight Driven – Not Customer Driven F
igu
re o
ut
the
sto
ry
Tell a
new
sto
ry
Concretete
Abstract
Analysis Synthesis
Context Artifacts
Observe how a job is done Prototype and evolve a minimum
desirable, viable and feasible product
Insight
Ask why 5 times
Ideas
Describe the benefits
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Technology Management
Entrepreneurial Product Leader
Behind every brilliant
product is a leader with:
- Great empathy for the
customer
- Insight into what is
technically possible
- The ability to see what
is essential and what is
incidential
“Innovation is saying ‘no’ to 1,000
things.”
- Steve Jobs
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Technology Management
Think Products, Not Projects
Projects have an end – successfull software does not
- Up-front funding
- Scope fixed
- Success = cost, schedule, scope
Successfull Products don’t end – Team stays with the Product
- Incremental funding
- Scope evolves
- Success = profit/marketshare
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• Continuous Innovation
• Customer Value
• Design Thinking
• Product Leaders
• Whole Team
Technology Management
Summary – Product Mgmt 2.0
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