For Prof. Kumar Sarangee's MBA class at Santa Clara/Leavey. Basics of tech product management: role, pricing, roadmapping, and "how it is in the real world." Energetic class participation
1. Tech Product Management Essentials: Roles, Pricing & RoadmapsRich Mironovrich@mironov.com12 Oct 2010 for Prof. Sarangee, Marketing 572
2. An Unapologetic Product Guy Currently CEO of stealth start-up Agile product management consultant Interim executive Business models, pricing, whole products Repeat offender at product mgmt/marketing Tandem, Sybase, four software startups “The Art of Product Management” Chaired Agile ‘09/’10 PM/PO tracks Founded ProductCamp
3. Agenda What does a product manager do? Basics of pricing software Roadmapping: process vs. artifact Take-Aways
4. Product Management Executives Development What Does Product Management Do? strategy, forecasts, commitments, roadmaps,competitive intelligence budgets, staff, targets market information, priorities, requirements, roadmaps, MRDs, personas, user stories… Field input, Market feedback Mktg & Sales Markets & Customers software Segmentation, messages, benefits/features, pricing, qualification, demos…
5. Product Mgmt Planning Horizons many years Exec Strategy years Portfolio many mons PM Product 2-9 mon Release Dev Team Sprint 2 wk Daily
8. Nature of PM Role No natural sequence for PM Must work all aspects in parallel Planning onion as simultaneous equation Bottoms-up shapes top-down Top-down shapes bottoms-up Product Management provides strategy, judgment and integration as well as execution Owning market success is an unbounded problem
12. Start with Customer View Customers buy most products to make money or save money How do they describe value? Quantify it for them They won’t spend time to fully analyze your product Assume you can capture a fraction of value B2B: often 5% to 15% Consumers often driven by fashion, not analytics
13. Hard Cost Savings Example “By using our tech support knowledge automator, you can reduce your support time per call by 30%.”
14. Pricing Your Start-Up Why will customers buy? Tell a story in customer’s own language What’s the natural unit of exchange? How do they derive value? What does the competition do? Can you split off a profitable segment? How much of customer value can you capture? Test, trial-close, get your hands dirty
15. Software Value Exchange Models Time-based access (e.g. unlimited/month) Transaction (stock trade) Metered (seats, CPUs, named users) Hardware (appliances, dongles) Service (virus updates, support) Percentage of incremental revenue/savings Data-driven insights Charity…? From Luke Hohmann’s “Beyond Software Architecture”
21. Workshop Exercise: Teleportation Founders: Stanford physicists with local VC Software plus expensive custom hardware Some arbitrary product limitations such as… Inanimate objects only (no people) Under 40 pounds, under 18” diam 2000 mile limit, arrival +/- 3 inches Non-military, non-government Result: every group jumps to price, skips use case (value)
22. How Will People Cheat? If I want to rip you off, how could I do it? Licensed software… Per-seat SaaS… Hardware token… Licensing versus enforcement Who are the cheaters? How much are we willing to spend? Diminishing returns Easier to exploit complex pricing models
23. Agenda What does a product manager do? Basics of pricing software Roadmapping: process vs. artifact Take-Aways
25. Benefits of a Solid Roadmap Identify/clarify tactical and strategic intent Internally Becomes a filter for prioritization Ensures “ship is headed in the right direction” Avoids the “last/loudest” priority problem Externally Near-term commitments and long term view for customers Binds best customers to your company
26. Roadmaps are Scary Articulate when things should arrive Describes what you are not going to build Forces open discussion among functions Makes you commit to an uncertain future Dirty secret: most companies do not have a workable roadmap process They jump from vision/portfolio to release
27. Typical Roadmap Failures No visible logic Created unilaterally Lack of buy-in Poor technical and market inputs Static No plan for internal or external sharing
28. Successful Roadmap Creation… Active participation of key constituents Engineering (architects), perhaps Marketing, next-level product strategists or Support Extended in-person meetings Time to research issues Reviews every 1-2 quarters Clear (written) distribution plan Easy to say, hard to do
29. Build Strategically, Iteratively Time Horizon -- Quarters work well… Small Office Market Map Biometric Id Managed Service Feature/Benefit Map What technology should we use? Linux Tarchitecture Roadmap Market Events / Rhythms The Real Schedule
30. Key Questions Who are my desirable markets/market segments? What do they care about? When / how often should I serve them? What technologies can I leverage? How must my current product change? What are the external factors that I must address to deal with these issues? What external events drive my timing?
32. Agenda What does a product manager do? Basics of pricing software Roadmapping: process vs. artifact Take-Aways
33. Take-Aways Tech product management is critically important but loosely defined Pricing is strategic, creative and behavior-focused Roadmapping is a process, not just a deliverable Someone must be responsible every day for long-term thinking
No natural sequence for PMMust work all aspects in parallelPlanning onion as simultaneous equationBottoms-Up Shapes Top-DownCustomer visits inform market viewCompetitive price points drive business modelFeature complexity shapes release planTop-Down Shapes Bottoms-UpMarket segmentation determines customer selection and benefitsProduct strategy drives backlogProduct Management provides strategy, judgment and integration as well as executionOwning market success is an unbounded problem
Be honest and humble. Most startups breathe their own smoke.