Critical 5 to succeed as agile product manager using scrum

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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

http://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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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




4. Common Pitfalls


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Product Owner

Owner of project

vision

Represents the customer

picture by Official Star Wars Blog

http://www.flickr.com/photos/starwarsblog/793008715/

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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


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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Product or Project

Release

Iteration

Story

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Product or Project

Release

Iteration

Story

Product Portfolio

Business Strategy


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




4. Common Pitfalls


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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




4. Common Pitfalls


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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




4. Common Pitfalls


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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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[email protected]

Follow me on Twitter @bimleshgundurao

mailto:[email protected]