The Agile Product Manager/Owner Dilemma (ProdCampNYC)
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As product managers grapple with Agile and scrum's product owner, how do we define roles, decide waht needs to be done, think broadly about go-to-market instead of narrowly about software creation, and map out a job that mortals could succeeed at? (This was presented at Product Camp NYC in July '09.)
![Dilemma: Agile Product Managers and Product Owners Product Camp NYC Rich Mironov, CMO, Enthiosys [email_address]](https://image.slidesharecdn.com/pmprodownerdilemmapcampnyc-091005150721-phpapp01/85/The-Agile-Product-Manager-Owner-Dilemma-ProdCampNYC-1-320.jpg)
![An Unapologetic Product Guy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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The Agile Product Manager/Owner Dilemma (ProdCampNYC)
- 1. Dilemma: Agile Product Managers and Product Owners Product Camp NYC Rich Mironov, CMO, Enthiosys [email_address]
- 4. Disjoint Communities Product Managers Agile Community Nearly empty, very lonely
- 6. Where Does Product Management Fit? Mktg & Sales 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 Development Executives Product Management
- 7. Product Management Planning Horizons Daily Sprint Strategy Portfolio Product Release Exec PM Dev Team 2 wk 2-9 mon many mons years many years
- 8. Pragmatic Marketing Âź Framework Strategic Tactical Less Technical More Technical © 1993-2009 Pragmatic Marketing, Inc. All rights reserved Pricing Buy, Build or Partner Operational Metrics Business Case Sales Process Product Portfolio Market Requirements Market Sizing Marketing Plan Product Roadmap Customer Acquisition Market Research Market Problems Distinctive Competence Product Performance Customer Retention Positioning Launch Plan Thought Leaders Use Scenarios Innovation Success Stories Presentations & Demos Win/Loss Analysis Competitive Write-Up Event Support Channel Training Collateral & Sales Tools White Papers User Personas â Specialâ Calls Release Milestones Answer Desk Technology Assessment Competitive Analysis Lead Generation Buyer Personas Market Analysis Product Strategy Program Strategy Product Planning Quantitative Analysis Channel Support Sales Readiness
- 9. Pragmatic Marketing Âź Framework © 1993-2009 Pragmatic Marketing, Inc. All rights reserved Pricing Buy, Build or Partner Operational Metrics Business Case Sales Process Product Portfolio Market Requirements Market Sizing Marketing Plan Product Roadmap Customer Acquisition Market Research Market Problems Distinctive Competence Product Performance Customer Retention Positioning Launch Plan Thought Leaders Use Scenarios Innovation Success Stories Presentations & Demos Win/Loss Analysis Competitive Write-Up Event Support Channel Training Collateral & Sales Tools White Papers User Personas â Specialâ Calls Release Milestones Answer Desk Technology Assessment Competitive Analysis Lead Generation Buyer Personas Market Analysis Product Strategy Program Strategy Product Planning Quantitative Analysis Channel Support Sales Readiness Dir, Prod Strategy Tech Prod Mgr Prod Mktg Mgr
- 10. Â
- 13. Product Ownerâs Calendar Borrowed from Catherine Connor, Rally
- 16. PO/PM Organizational Map GM - VP PM - VP Eng/CTO product owners Product Management Organization more technical more market-focused
- 17. â small pâ product owner Development customer information, priorities, requirements, roadmaps, personas, user stories⊠software Marketing/Sales Customers Executives product owner
- 18. â small pâ product owner product owner Pricing Buy, Build or Partner Operational Metrics Business Case Sales Process Product Portfolio Market Requirements Market Sizing Marketing Plan Product Roadmap Customer Acquisition Market Research Market Problems Distinctive Competence Product Performance Customer Retention Positioning Launch Plan Thought Leaders Use Scenarios Innovation Success Stories Presentations & Demos Win/Loss Analysis Competitive Write-Up Event Support Channel Training Collateral & Sales Tools White Papers User Personas â Specialâ Calls Release Milestones Answer Desk Technology Assessment Competitive Analysis Lead Generation Buyer Personas Market Analysis Product Strategy Program Strategy Product Planning Quantitative Analysis Channel Support Sales Readiness
Hinweis der Redaktion
- Page Contents © Enthiosys, 2009.
- Specifically talking about software, but in the broader context. We see all kinds of companies shipping products/services for revenue that include software, bundle software, depend on SaaS, etc. Letâs assume for now that almost all products are software, depend on software, or build in software.
- So place to start is the basics of what a product manager does, then compare it to a product owner. Weâre about two years behind. Dev doesnât understand PM, and went ahead without us. In some ways, takes us back 25 years to the evolution of software product management
- Emphasize three audiences, three languages, three challenges. Rest of talk is broken up into three sections, one each for customers, executives and development.
- Pragmatic has done a great job of identifying what needs to happen. If you expect to make money on a product or service, these must get done by someone. Lots of ways to carve this if resources allow more than one person, after we acknowledge the necessity. (if this is new to you, lots of material on the prag site.)
- For instance, âtriadâ configuration often recommended by Steve Johnson. Note that entire grid is covered. Or split left (PM) and right (PMM).
- We know that we have impossible jobs.
- See http://www.scrumalliance.org/articles/39-glossary-of-scrum-terms#1122 From CSM class materials. See http://www.controlchaos.com/certification/cspo.php CSPO: certified scrum product owner. 1-2 days classes, e.g. from Mike Cohn
- www.enthiosys.com What does a typical 2-week iteration look like? âą A living backlog of prioritized work to be done âą A brief planning session in which the backlog items for the sprint will be defined: Team commits to work to be completed, identify tasks (and hours associated), collectively commits to getting it done during course of iteration âą A brief daily meeting or scrum , at which progress is explained, upcoming work is described and impediments are raised: âą 1.What have you done since the last scrum meeting? 2.What has impeded your work? 3.What do you plan on doing between now and the next scrum meeting? Review with Product Owner to review and accept/reject work Insert example of agenda . . . Insert example of retrospectives Iterations should not be longer than 4 weeks . . . .
- Often PO is program manager, requirements analyst, user representative, business analysts⊠recruited into position without training or any PM experience Certainly, there are executives who would agree that they act as big product owners â but when you check their business cards you see titles like âSenior Product Managerâ and âVP Product Managementâ and âCOO, Network Security Products.â They donât self-identify as product owners.
- Makes sense in an IT context, where customers are local and well-understood and not conflicted over priorities/requirements. How would a product owner train up to do more than this? Through existing vehicles named/targeted for product management. E.g. Pragmatic, Berkeleyâs Haas programsâŠ
- See http://www.scrumalliance.org/articles/39-glossary-of-scrum-terms#1122 From CSM class materials. See http://www.controlchaos.com/certification/cspo.php CSPO: certified scrum product owner. 1-2 days classes, e.g. from Mike Cohn