Rich Mironov Presentation
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Rich Mironov Presentation AgileCamp Dallas 2015
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Rich Mironov Presentation
- 1. Product Managers, Product Owners, and Scalable Agile Product Teams AgileCamp Dallas 19 Oct 2015 Rich Mironov 1
- 2. Agenda 1. Product Managers ≠ Product Owners 2. Failure Modes 3. Small and Large Organizational Maps 2
- 3. Organizational Context • “Product manager” is a job title • “Product owner” is an agile team role • Overlapping, but very different scope and skills • One-per-scrum-team poor fit for commercial software • Work needs to get done, regardless of title 3
- 4. What Does a Product Manager Do? For revenue software… • Drives delivery and market acceptance of whole products • Targets market segments, not individual customers 4
- 5. What Does a Product Manager Do? market information, priorities, requirements, roadmaps, epics, user stories, backlogs, personas, MRDs… product bits strategy, forecasts, commitments, roadmaps, competitive intelligence… budgets, staff, targets field input, market feedback segmentation, messages, benefits/features, pricing, qualification, demos… Markets & Customers Development Marketing & Sales Executives Product Management 5
- 6. Product Management: Inherently Political • Logic and facts are not enough • HIPPO • Sales teams paid to subvert corporate goals • Responsibility without authority • Keep the process moving 6
- 7. What Product Hiring Managers Want Tech product manager job postings • 76% want 3+ years product management experience • 93% want excellent verbal and written communication skills • 68% want CS/EE • 32% want MBAs • 88% want experience in their segment 7
- 8. Agile / Scrum 8 Product Backlog Features & User Stories Release Backlog Features & User Stories Sprint Backlog User Stories Potentially releasable software Software release Accepted story (“DONE”) Review Demo, feedback Retrospective Process improvement 1 day Daily Standup Sprint: 1 to 3 weeks No changes in duration or goal Release planning Sprint planning Charter Release Retrospective Process improvement N sprints
- 9. Product Failures 9 Product Backlog Features & User Stories Release Backlog Features & User Stories Sprint Backlog User Stories Potentially releasable software Software release Accepted story (“DONE”) Review Demo, feedback Retrospective Process improvement 1 day Daily Standup Sprint: 1 to 3 weeks No changes in duration or goal Release planning Sprint planning Charter Release Retrospective Process improvement N sprints Most product failures happen here
- 10. What does a Product Owner Do? • “…represents the customer’s interest in backlog prioritization and requirements questions... available to the team at any time.” • Provides intense sprint-level focus: stories, backlog, prioritization, acceptance • One product owner per team, not per product • Wins development admiration and inclusion • Feeds the hungry agile beast 10
- 11. Feeding the Agile Beast Steam engine “fireman” needs to constantly shovel coal, otherwise the train will stop 11
- 12. ‘small p’ Product Owner 12 backlog, priorities, epics, user stories, personas, demo feedback Markets & Customers Development Marketing & Sales Executives Product Owner showcase customers product bits
- 13. PO/PM Scope 13 Product Backlog Features & User Stories Release Backlog Features & User Stories Sprint Backlog User Stories Potentially releasable software Software release Accepted story (“DONE”) Review Demo, feedback Retrospective Process improvement 1 day Daily Standup Sprint: 1 to 3 weeks No changes in duration or goal Release planning Sprint planning Charter Release Retrospective Process improvement N sprints product manager focus product owner focus
- 14. Product Manager Has More Levers • Engineering Output • Product features • Order of delivery • Product / Market / Business Model • Pricing • Competitive positioning • Partners and Channels • Services and Support • Fit with corporate strategy • Product split, merge or EOL 14 Product manager After: Greg Cohen Product owner
- 15. Agenda 1. Product Managers ≠ Product Owners 2. Failure Modes 3. Small and Large Organizational Maps 15
- 16. Absenteeism • Teams with no formal product owner/manager • Short-term borrowing of untrained SMEs • One product-somebody per 3-10 teams 16
- 17. Product Management: Oversubscribed, Overcommitted, Burning Out • Most product management teams already understaffed • Product ownership adds 40-60% more critical work • One product manager can “do it all” for a single team • But typical Dev:PM ratio is 35:1, not 10:1 17
- 18. How Development Organizations Typically Pick Product Owners • Internal borrowing • SMEs with technical chops, story writing experience, “already know” the market • No organizational blocking or market-side skills • Belief in rational/unemotional/technical customers • Slant toward smartest users 18
- 19. Product Management Failure Mode Product Manager fails agile team when… • Part-timer, not engaged with team • Stale backlog, lack of story detail • Best of intentions, but pulled in too many directions • “Build what I meant” 19
- 20. Product Owner Failure Mode Product Owner fails markets when… • Weak on marketplace: pricing, packaging, selling, upgrades, competition, priorities • Disconnected from Marketing and Sales • Only meets showcase customers 20
- 21. Organizational Failure Mode 21 • Absent/understaffed product team • Lack of market direction • Technically complete products that don’t sell or projects that don’t matter
- 22. Agenda 1. Product Managers ≠ Product Owners 2. Failure Modes 3. Small and Large Organizational Maps 22
- 23. Minimal PO/PM “Organization” 23 VP or Founders Heroic Single Product Manager/Owner more technical more market-focused “management”
- 24. Dysfunctional PO/PM Organization 24 VP Eng Product Owners VP Marketing Product Managers more technical more market-focused “management”
- 25. PM/PO Product Peers 25 PM Director/ Product Strategist GM / VP Eng / VP Products / CPO more technical more market-focused “management”
- 26. PM/PO: Market Mentoring 26 GM / VP Eng / VP Products / CPO more technical more market-focused “management”
- 27. 90 Person Project (1 Product, 8 Teams)27 Product Manage r TEAM P O S M TEAM P O S MTEAM P O S M TEAM P O S M TEAM P O S M TEAM P O S M TEAM P O S M TEAM P O S M
- 28. What Does Each Team Do? 28 Product Manage r HEADLINE FEATURES PERFORMANCE RE-ARCH DRIVERS & CONNECTORS UX/UI TEAM P O S M TEAM P O S MTEAM P O S M TEAM P O S M TEAM P O S M TEAM P O S M TEAM P O S M TEAM P O S M
- 29. Right Product Owners? 29 Lead Prod Manager PERFORMANCE RE-ARCH DRIVERS & CONNECTORS UX/UI TEAM S M TEAM S MTEAM S M TEAM S M TEAM S M TEAM S M TEAM S M Produ ct Mgr? HEADLINE FEATURES TEAM S M UX Lead? TME? Two Performan ce Architects ?
- 30. Wrong Product Owners! 30 PERFORMANCE RE-ARCH DRIVERS & CONNECTORS UX/UI TEAM S M TEAM S MTEAM S M TEAM S M TEAM S M TEAM S M TEAM S M UX Lead HEADLINE FEATURES TEAM S M TME Perf Arch Product Mgr Lead Prod Manager
- 31. Delegating to Product Owners • No cookie-cutter solution, no magic formula • Varies with scope, teams, technical depth, skills… • What is this team working on? Who brings right talent mix? • Full-time owners, not borrowed 10% • Solid or strong dotted line to product management • Vigorous daily discussion among product team • Product management keeps whole-product responsibility 31
- 32. Takeaways 1. Must fully staff product owner roles • Not a sideline, not an add-on, not an afterthought 2. On large projects, product managers are not default product owners for every team 3. Need to thoughtfully select/hire/train POs and PMs 4. IMHO, cookie-cutter assignments endanger outcomes 32
- 33. Rich Mironov Mironov Consulting 233 Franklin Street, Suite 308 San Francisco, CA 94102 33 /in/RichMironov @RichMironov Rich@Mironov.com +1-650-315-7394
Hinweis der Redaktion
- © 2015. This presentation and all derivative works copyright Rich Mironov | mironov.com
- HIPPO: highest paid person’s opinion Engineering-driven, purely logical decision-making isn’t enough. Different goals, different opinions, timelines (current quarter), asking for more investigation as a way to veto proposals…
- It’s not that a product owner is unable to do this much longer list of things. It’s that we don’t choose, train, mentor, measure or reward them for the broader set of things. And we keep them very busy with the short list. That’s one of the reasons why agile delivers more/better – because they can finally get enough product ownership to build more of the right things.
- “Our engineering lead writes the stories”
- Huge positive Dev feedback 8.1 release: how many PMs are there on this effort? “User First” is pulling PMs in another direction: more emphasis on customer needs, rather than detailed tech specs ENG product managers have $150M to $300M each in product sales. There’s no way they can ignore Cisco sales, marketing and administrative demands. And a ton of customers they are each big enough to deserve special treatment I’ve successfully handled all of product management and all of product ownership for one dev team of 11, at a great Bay Area startup. But that was with less corporate overhead, and a lot of experience.
- Field sales engineers may be good candidates, but they already have more-than-full-time jobs closing business.
- Pulled into exec briefing center, out on sales calls, into planning/management sessions Q for devs: how many of expect your PM to reliably be in 80% of your standups?
- PM = proDUCT Manager, PO = proDUCT Owner Degenerative case: one person has to do it all. Suck it up.
- How many POs does this imply for a division with 2500 engineers, likely 250 scrum teams? Unworkable: lack of overall product coordination, typical for many PO slots to be unfilled Scrum of scrums is primarily to address TECHNICAL issues, TECHNICAL dependencies, TECHNICAL architecture. Not impact on customers and markets of many subtle choices made daily.
- Unworkable: lack of overall product coordination, typical for many PO slots to be unfilled Scrum of scrums is primarily to address TECHNCIAL issues, TECHNICAL dependencies, TECHNICAL architecture. Not impact on customers and markets of many subtle choices made daily.
- Holding back on determining if one PO can cover two teams. Still shows that we need a PM/PO team of around 6 to handle a project with 8 teams.
- Negotiate explicit working agreements If we have 2500 engineers in the division, that implies ~ 250 scrum teams, ~200 full-time PM+PO. Staying out of the politics of budgets and open reqs (who finds the heads), but someone may be 50 headcount short. This entire go-agile (dEV Escape Velocity) effort is at risk if we ignore this problem