PATTERNS FORAGILEPRODUCTMANAGEMENTMASTERYTriAgile 2018

April5,2018

MotivationandGoal

GOAL: Largeandsmallorganizationsseektocreatehighimpact,product-centricAgilepractitionersandleaders.

CHALLENGES: Organizationshavegroupswhopursuethisgoalfromdifferentperspectivesandexperiencescreatingconfusionandinefficient,potentiallyineffectiveresults.

STRATEGY: Tocreateaself-sustainingAgileorganizationwhiledeliveringcontinuousbusinessvalue,weproposeteachingpractitionersandleadersacuratedsetofAgileProductManagementframeworks.

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BusinessImpact

Organizationswhoadoptthisapproachwillimprovetheirabilitytodiscoverandbuildsoftware-poweredproductsandservicesthatdelightallstakeholders.

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Increase new product success

Increase organizational

efficiency through shared knowledge Increase agility

through Agile-centric

planningDeliver superior financial results by harnessing and channeling

Agility

Exercise:AgileProductManagementFactsandMyths

› Formpairsortrios

› Inthenext60secondswritedownasmanyfactsandmythsasyoucan

› WriteonefactormythperPost-It

› Questions?

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Scrum’sInnerLoop(Development)

Scrum’sStrategicOuterLoop(ProductManagement)

•Markets•Customers•Business

Models•Strategy•Portfolios•Funding

•Customers•Sales

•Marketing•Support•Services•Upgrades•EOL/EOS

WhatDoesaProductManagerDo?

› Forcommercial/revenuesoftware…• PMownsmarketacceptanceofwholeproducts• PMtargetssegmentsratherthanindividualcustomers

› Forstrategicinternaldevelopment…• PMresolvescompetingpriorities• PMdrivesacceptanceandadoption

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Development Mktg & Sales

Executives

ProductManagement

WhatDoesaProductManagerDo?

market information, priorities,requirements, roadmaps, MRDs,

personas, user stories…

software

strategy, forecasts, commitments, roadmaps,competitive intelligence

budgets, staff,targets

Field input,Market feedback

Segmentation, messages, benefits/features, pricing,

qualification, demos…

Markets & Customers

What’sInaName?

› Noconsistencyoftitlesortasksacrossorganizations

› Mayassignsomeproductworkto• Businessanalysts• Requirementsanalysts• Programmanagers

› Shouldfocusonactivitiesandresponsibilities,nottitles

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ProductOwner,ProductManager

› ManyAgilists thinkabout“productowners”• FormalroleofScrumteam•Needstobephysicallypresent•DrivinguserstoriesanddecisionswithinSprints• SprintReviewsareprimarymethodofcustomerinput

› MostproductmanagersarenotAgilists•Majorityofworktodeliverproducts(revenue)happensoutsideEngineering• Interactswithmarketsdirectly,notfilteredthroughSalesorMarketing• Servicingmultipleinboundandoutboundqueues

Development Marketing/SalesCustomers

Executives

productowner

“smallp”productowner

priorities, requirements,personas, user stories…

software

WhatDoesaProductOwnerDo?

› “TheProductOwnerisresponsibleformaximizingthevalueoftheproductresultingfromworkoftheDevelopmentTeam”

› TheProductOwneristhesolepersonresponsibleformanagingtheProductBacklog.ProductBacklogmanagementincludes:• ClearlyexpressingProductBacklogitems;• OrderingtheitemsintheProductBacklogtobestachievegoalsandmissions;• OptimizingthevalueoftheworktheDevelopmentTeamperforms;• EnsuringthattheProductBacklogisvisible,transparent,andcleartoall,andshowswhattheScrumTeamwillworkonnext;and,• EnsuringtheDevelopmentTeamunderstandsitemsintheProductBacklogtothelevelneeded.

MuchMoretoDo

› Agileadds40-60%more productmanagementwork

› MostProductOwnerspromotedfromtechnicalroleswithlittleornomarkettrainingorfieldexperience

› NewPOstypicallygreatatsprint-levelexecution,usuallyweakeratproduct/marketplanning

GoodProductOwnersMust…

› Betelepathic› Representtruemarketneeds withoutspendingalotoftime “inthefield”

› Managecomplexitiesofdetailed storiesaswellas complexmarkettradeoffs

› Verydifficulttodo withoutsomeproductmanagementexperience

WhatProductManagersdoinKanban?

› Talktocustomers› Replenishqueue› MonitorKPIs• Development?•Marketsuccess?

› Talktomarketing,salesandengineering› Mentorothers

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Exercise:Whataboutyourorganization?

› Inpairsortrios,discussproductmanagementinyourorganization.› Somequestionstoconsider:-WhatistheProductManagementstructure?-Whatpercentageoftimedo“productleaders”spendwithcustomers?-Whodeterminespricing?-Whocollectscompetitiveintelligence?-Whoworkswithsalesandmarketingtolaunchnewreleases?

› Timebox:3minutes

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© 1993-2018 Scrum Inc.

› Sets Priorities for Multiple Teams

› Mirrors Refinement and Planning

› Single Backlog Pulled by Team POs

- Epics

- Features

› Cross-Team Backlog Coordination & Alignment

CPO MetaScrum PerspectiveAligns, Refines, Plans

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CPOMetaScrum

PO

PO

PO

POPO

What about scale?

© 1993-2018 Scrum Inc.

› Sets Priorities for Multiple Team Groups

› Mirrors Refinement and Planning

› Single Backlog Pulled by CPOs

- Features

- Value Streams

› Cross-Team Coordination & Alignment

CCPO MetaScrum PerspectiveAligns, Decomposes, Refines

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CCPOMeta

Scrum

CPOMS

CPOMS

CPOMS

CPOMS

CPOMS

Bigger?

© 1993-2018 Scrum Inc.

Executive MetaScrum PerspectiveAligns and Sets Strategic Priorities for the Organization

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• Owns Organizational Vision• Lead by a terminal CPO

o CEO or SVP

o Needs CFO or Finance Exec

• Single Backlog Pulled by CCPOs

o Initiatives o Value Streams

• Sets Organizational Priorities

• Mirrors Refinement & Planning CCPOMS

CCPOMS

CCPOMS

CCPOMS

CCPOMS

Executive MetaScrum

Biggest?

FRAMEWORKS:TOOLSFORAGILEPRODUCTLEADERS

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WhatisaFramework?› Aframework isatoolthatenablesknowledgeworkerstoperformtheirjobs.› Frameworksareusedforaclearpurpose:theysolveaproblem.Theycomewithrecommendedprocessmodelsandexpectationsofhowtheresults oftheframeworkdrivethebusiness.

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Value Proposition

CanvasDevelop a compelling Value

Proposition

Prune the Product Tree

Develop a product roadmap.

FrameworkTimeHorizons&Frequency

Weuseframeworksatdifferent“levels”ofabstractionanddifferenttimehorizons.

Daily

Sprint

Strategy

Portfolio

Product

Release

Execs

PM

DevTeam

Years

Quarters to Months

Weeks

Episodic

Continuous

Glue

Tactics

Strategy

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FrameworksIntegrateOrganizationLevels

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Prune the Product TreePrune the

Product TreePrune the Product TreePrune the

Product TreePrune the Product TreePrune the

Product Tree

Innovation Ambition

Manage the Innovation Portfolio

Astrategicframeworkdesignedtomanageaportfolioofproducts…

…guidestheroadmapsofeachproduct.Product

performanceandopportunityinturnfeedstheinnovation

portfolio.One Product Tree for each product…

FrameworksareComposable Tools

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DesignThinkingisoneofseveralframeworksthat

productteamsusetocreateaproduct.

Design Thinking

DesignThinkingprocessesoftenleverageotherframeworks,suchasEmpathyMapand

CustomerJourneyMappingCustomer Journey

Map

EmpathyMap

TheBenefitsofFrameworks

› ProductManagersarenotborn.Wemoldthemthroughexperience.› Frameworksimprovedecision-making

› Frameworksalloworganizationstoengagecustomers,stakeholders,othersinaconsistentfashionrepeatedly

› Nooneframeworkcanmeetallneeds– forexample,Scrumdoesn’tdefine howtobuildabacklog

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Frameworks Drive High

Performance

You’reAlreadyUsingFrameworks

Chancesaregoodthatyou’realreadyusinganumberofframeworkstoimproveperformanceandcreateaproduct-centricculture.Someexamples:

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Prune the Product

Tree

Value Proposition

Canvas

Inconsistentornon-existentuseoftheseframeworks:• Createsfrictionamongteams• Inhibitsthedevelopmentofexpertise• Causes“reinventionofthewheel”• Producessub-optimaldecision-making

Design Thinking

FrameworksforPrioritizingaBacklog

Herearefouroptionsforprioritizingabacklog1. Loudestvoice/RandomGuess2. ProductManageras“expert”prioritizesthebacklog

ass/hedeemsappropriate.3. ProductManagerengagesasmallteamtoidentify

theirpriorities4. ProductManagerengagesmanypeopletoidentify

theirpriorities»Individually– asasurvey»Collaboratively– asacollectionofteams

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Fram

ewor

k-D

riven

ATAXONOMYOFFRAMEWORKSHUMAN– BUSINESS– TECHNOLOGY

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ThreeCoreAreasOrganizeFrameworks

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Human

Technology Business

Business & Financial Model,

Strategy

Customers, Employees,

Partners

Mobile, Web, Infrastructure

ScrumasaSampleFramework

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Human

Technology Business

ScrumisanAgileprocessframeworkmanycompaniesusetoiterativelydeliver

productsthatmeethumandesires…

…butScrumisincompleteandmustbesupplementedwithadditionalframeworkstogeneratesustainablyprofitableofferings.

SomeFrameworksThatMakeScrumBetter

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Human

Technology Business

EmpathyMap

Customer Journey

Map Prune the Product Tree

Value Proposition

Canvas

FrameworksontheHuman/Business

spectrumareleveragedtocontinuouslydevelopandgroomproduct

backlogs.

ProductManagerFrameworksRole-BasedFrameworks

HereareexamplesofsomecoreframeworksforAgileProductManagement

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PM/PODeliverables

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Strategy

Tactics

Glue

Longer termHolistic

Shorter TermFocused

ProductVision

Product Purpose

Why

RoadmapUser Story map

Backlog

Release PlanSprint

LeanCanvas

Business Model Canvas

Business Drivers

Flows

Strategy

Tactics

Glue

Longer termHolistic

Shorter TermFocused

ProductVision

Product Purpose

Why

RoadmapUser Story map

Backlog

Release Plan

Business Drivers

LeanCanvas

Sprint

Business Model Canvas

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Frameworks

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Strategy

Tactics

Glue

Longer termHolistic

Shorter TermFocused

ProductVision

Product Purpose

Why

RoadmapUser Story map

Backlog

Release Plan

Lean Canvas

Business Drivers

Sprint

Prune the Product Tree

Buy a Feature

Speed Boat

Start Your Day

Me andMy Shadow

Whole Product

VisionBox

Research

7ProductStrategyFrameworks

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Sweet Spot of Strategy

Journey Map

Whole Product

Spider WebProduct Box

Value Proposition Canvas

Business Model Canvas

Business Model

Vision / Competitive Differentiation / Market Opportunity

Customer Experience

Weighted Shortest Job First

6AgilePlanningFrameworks

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User Story Map

Buy a Feature

Market-Driven Roadmap

LongerShorter Planning Time Horizon

Prune the Product Tree

Use

Inte

rnal

lyU

se In

tern

ally

or

with

Cus

tom

ers

Planning Wall

WhatisanAgileTeam?

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Product ManagerRepresents business goals,

focused on value.Prioritizes.

Agile Coach (Scrum Master)Focused on product planning, sprint boundaries, milestones

Pull vs. Push model to create and consume backlog

of coaching events.

Coaches drive teams to increase performance the

OODA loop.

Dev TeamBecause the team is capable of building and releasing code into

production they are usually cross-functional and interdisciplinary.

Can put code into production!

WrapUp

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› Howmanymythsdidwebust?

› Whatcouldyoudototomorrowtoadvanceproductmanagementinyourorganization?

Questions?

Thankyou!

jtanner@appliedframeworks.com

919-740-9678

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