Mapping Out Agile Product Management - Agile Portugal 2011 - Mack Adams

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This document discusses how to maximize agile practices within product development by expanding agile beyond development teams. It recommends evolving the product management model to support agile development and vice versa. It also promotes a lightweight, collaborative and visual approach to chartering and using user story mapping to create an incremental and iterative product backlog. The presentation was given by Mack Adams, an agile coach and senior program manager at Axway.

Business Technologie

Mapping out agile product management Expanding agile beyonddevelopment to maximise agile withindevelopment Agile Portugal Porto – June 22, 2011 ADAMS, Mack Agile Coach & Senior Program Manager, AXWAY Email : madams@axway.com / mack@mackadams.org Twitter : @mackaraja LinkedIn : http://www.linkedin.com/in/mackcadams Blog : http://www.false-deadlines.com

Objectives Convinceyouthatinvesting in agile beyonddevelopmentwill maximise agile withindevelopment, and contribute to yoursuccesswith building and sellingyourproducts Major Themes: «Agile & Product Management» «Agile Chartering» «User Story Mapping»

B2B Integration, Managed File Transfer, etc.

Financial services, healthcare, supplychain, etc.

France (Paris / Annecy), United States (Redwood City / Phoenix), Germany, Romania, Bulgaria, India

650 people (1800 overall),[object Object]

Agile + Product Management Proto-typical ‘Agile’ project Product Owner = Product Manager Complex or distributed project Product Owner ≠ Product Manager Often, agile solutions come from development, even when they are addressing challenges with product management http://www.enthiosys.com/images/A09_ProdMgr_ProdOwner_Dilemma.pdf

Agile + Product Management…? Market, clients Dev teams

Role call Product Strategist Product Marketing Manager Product Manager Product Owner Technical Product Manager Requirements/Business Analyst Market, clients Dev teams

Scalability Product Manager Can support several Product Owners Strategic view of the product, market, clients profitability Product Owner (or Requirement Analyst) Local domain expert in the team and highly available Construction of User Stories and focused on the iteration «Just enough» documentation Documentation does not replace conversations

Adapted Pragmatic Marketing Framework http://www.enthiosys.com/images/A09_ProdMgr_ProdOwner_Dilemma.pdf

Another PM v PO Perspective From Dean Leffingwell: http://scalingsoftwareagility.wordpress.com/2008/01/14/responsibilities-of-agile-product-owner-vs-enterprise-product-manager/

Practices for Scaling Lean & Agile Development Larman / Vodde http://qconlondon.com/dl/qcon-london-2011/slides/CraigLarman_ScalingLeanAgileLargeMultisiteOrOffshoreDelivery.pdf

Agile Chartering Business strategy Portfolio Vision Release Iteration Item

Discover a product that is … …valuable, usable and feasible “It doesn’t matter how good your engineering team is if they are not given something worthwhile to build.”

Elements of Chartering Product Vision Business case analysis Scope & Objectives Minimum Marketable Features Minimum Viable Product User experience Architecture Organization & processes for the program/project Customize to your context http://www.pragprog.com/magazines/2010-10/way-of-the-agile-warrior

Lightweight, collaborative & visual Diverse stakeholders R&D, Product Management, Product Marketing, Distribution, Security, Key Clients, etc. Collaborative, transparent Clarifies expectations & assumptions Builds a state of confidence Shares difficult decisions Format Slides, to avoid building heavy documents Visual, and as simple as possible

N-Date N – 2 mths Iteration 0 Select MMFs Chartering Roadmap N – 1 wk N – 2 wk N – 3mths Dev Team KickOff Construct Backlog Start Chartering User Story Mapping Dev Team Kick-Off Iterative Cycle MMFs selected & prioritized Product Vision

User Story Mapping Created by Jeff Patton http://www.agileproductdesign.com http://www.cardmapping.com

User Story Mapping Business Strategy Portfolio Vision Release Iteration Item

Release planning & story splittingon the story map

Focus on incremental and iterativedevelopmentuser activity time task Sub-task or Task details © 2006-2008 Jeff Patton, All rights reserved, www.agileproductdesign.com

time necessity User Story Mapping ,[object Object]

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Mapping Out Agile Product Management - Agile Portugal 2011 - Mack Adams

1. Mapping out agile product management Expanding agile beyonddevelopment to maximise agile withindevelopment Agile Portugal Porto – June 22, 2011 ADAMS, Mack Agile Coach & Senior Program Manager, AXWAY Email : madams@axway.com / mack@mackadams.org Twitter : @mackaraja LinkedIn : http://www.linkedin.com/in/mackcadams Blog : http://www.false-deadlines.com

2. Objectives Convinceyouthatinvesting in agile beyonddevelopmentwill maximise agile withindevelopment, and contribute to yoursuccesswith building and sellingyourproducts Major Themes: «Agile & Product Management» «Agile Chartering» «User Story Mapping»

4. Revenue of €208M en 2010

5. B2B Integration, Managed File Transfer, etc.

6. Financial services, healthcare, supplychain, etc.

7. 8 productdevelopment centres

8. France (Paris / Annecy), United States (Redwood City / Phoenix), Germany, Romania, Bulgaria, India

10. Agile + Product Management Proto-typical ‘Agile’ project Product Owner = Product Manager Complex or distributed project Product Owner ≠ Product Manager Often, agile solutions come from development, even when they are addressing challenges with product management http://www.enthiosys.com/images/A09_ProdMgr_ProdOwner_Dilemma.pdf

11. Agile + Product Management…? Market, clients Dev teams

12. Role call Product Strategist Product Marketing Manager Product Manager Product Owner Technical Product Manager Requirements/Business Analyst Market, clients Dev teams

13. Scalability Product Manager Can support several Product Owners Strategic view of the product, market, clients profitability Product Owner (or Requirement Analyst) Local domain expert in the team and highly available Construction of User Stories and focused on the iteration «Just enough» documentation Documentation does not replace conversations

14. Pragmatic Marketing Framework

15. Adapted Pragmatic Marketing Framework http://www.enthiosys.com/images/A09_ProdMgr_ProdOwner_Dilemma.pdf

16. Another PM v PO Perspective From Dean Leffingwell: http://scalingsoftwareagility.wordpress.com/2008/01/14/responsibilities-of-agile-product-owner-vs-enterprise-product-manager/

17. Practices for Scaling Lean & Agile Development Larman / Vodde http://qconlondon.com/dl/qcon-london-2011/slides/CraigLarman_ScalingLeanAgileLargeMultisiteOrOffshoreDelivery.pdf

18. Agile Chartering Business strategy Portfolio Vision Release Iteration Item

19. Discover a product that is … …valuable, usable and feasible “It doesn’t matter how good your engineering team is if they are not given something worthwhile to build.”

20. Elements of Chartering Product Vision Business case analysis Scope & Objectives Minimum Marketable Features Minimum Viable Product User experience Architecture Organization & processes for the program/project Customize to your context http://www.pragprog.com/magazines/2010-10/way-of-the-agile-warrior

21. Lightweight, collaborative & visual Diverse stakeholders R&D, Product Management, Product Marketing, Distribution, Security, Key Clients, etc. Collaborative, transparent Clarifies expectations & assumptions Builds a state of confidence Shares difficult decisions Format Slides, to avoid building heavy documents Visual, and as simple as possible

22. N-Date N – 2 mths Iteration 0 Select MMFs Chartering Roadmap N – 1 wk N – 2 wk N – 3mths Dev Team KickOff Construct Backlog Start Chartering User Story Mapping Dev Team Kick-Off Iterative Cycle MMFs selected & prioritized Product Vision

23. …Dilbert speaks the truth

24. User Story Mapping Created by Jeff Patton http://www.agileproductdesign.com http://www.cardmapping.com

25. User Story Mapping Business Strategy Portfolio Vision Release Iteration Item

26.

27. Release planning & story splittingon the story map

29.

30. The walking skeleton is the software we build that supports the least number of necessary tasks across the full span of functionalityBackbone Walking skeleton © 2006-2008 Jeff Patton, All rights reserved, www.agileproductdesign.com

32.

33. Coarse grained estimation, prioritization, team allocation on the map for Program planning

34.

35.

36. 1, 2, 3… Evolve the product management model to support agile development, and vice versa Approach to Chartering that is lightweight, collaborative and visual User Story Mapping to create and incremental and iterative backlog

37. Mapping out agile product management Expanding agile beyonddevelopment to maximise agile withindevelopment ADAMS, Mack Agile Coach & Senior Program Manager, AXWAY Email : madams@axway.com / mack@mackadams.org Twitter : @mackaraja LinkedIn : http://www.linkedin.com/in/mackcadams Blog : http://www.false-deadlines.com

Hinweis der Redaktion

“It doesn’t matter how good your engineering team is if they are not given something worthwhile to build.”

Mapping Out Agile Product Management - Agile Portugal 2011 - Mack Adams

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Hinweis der Redaktion