Main takeaways: - What is Agile and what are the important roles in achieving Agility in an organization? (Project Manager (Scrum Master), Product Manager / Product Owner, Technical Leader) - What are the Product Management roles and responsibilities and its effect on teams, Product groups, and the company - Common Pitfalls and oversights by Product Development groups

1. www.productschool.com
What is the Role of PM in Agile XFORM by Agile
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4. Corporate
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5. Mohsen Ghazizadeh
T O N I G H T ’ S S P E A K E R

6. Product Management
role in an
Agile environment
By
Mohsen Ghazizadeh
Agile Realized

7. Who am I?
• Mohsen Ghazizadeh
Founder and Enterprise Agile Coach @ Agile Realized
• m@agilerealized.com
• Skype mohsen.g - Twitter @mohsen_g
• I believe in Agile and what can be achieved by its principles
in an organization

8. Why Agile?
• We are currently at the fourth industrial revolution in modern times
• Increasing number of sectors are approaching a tipping point at which companies must become agile to compete
and survive
• Technology, publishing, media have pioneered this movement
• Retail and banking are following
• Pharmaceuticals, energy, automotive are starting now
• Only 4 percent of some 2500 companies surveyed had reached enterprise agility
• More and more companies are being overwhelmed with the increasing need to enhance customer-centricity,
speed, growth, efficiency and employee engagement — All in parallel

9. Traditional Organizations
• Assumes that the world is predictable
• It is based on the idea that an organization is a machine
• Favors a static, siloed, structural hierarchy that operates through linear planning and control to execute one or a very few
business models
• People in these organizations generally feel they are drowning in complexity
• Nokia, Eastern Kodak and Motorola
• Once had icons of management and innovation
• Lost their way, not because they weren’t smart
• Because their organizations were designed for a world that was rapidly disappearing
• Didn’t see the change and trends happening

10. Agile Organizations
Agile Organizations are viewed as living systems
They have evolved to thrive in an unpredictable rapidly changing environment
They are stable and Dynamic
They focus on customer (Market). Customers are embedded in all they do
They can adapt and adjust to market changes, innovative technology, customer
feedback and government regulations
They are open, inclusive, and non hierarchical. They evolve continually without the
frequent disruptive restructuring required in more traditional organizations
They embrace uncertainty and ambiguity with greater confidence
They Are
better
equipped
for the
future

11. Definition of Agile
• Quickness, Lightness, Ease of Movement
• Agility is defined as "the ability of a [system] to rapidly
respond to change by adapting its initial stable configuration”
• What is a System?
• A [system] is a set of interacting or interdependent component
parts forming a complex or intricate whole

12. Individuals and Interactions over Process and Tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value
the items on the left more
Agile Manifesto

13. What Is A Team?
What Is A Team Tripod?
In an Agile environment, a healthy team needs to have the following three
roles present:
A group of people with a full set of complementary skills required to
complete a task, job, or project
• Scrum Master
• Product Owner
• Technical Lead

15. Product Owner vs.
Product Manager
Product Owner
• Solution, technology, and team-
facing
• Contributes to the vision and
program backlog
• Owns the team’s backlog and
implementation
• Defines iterations and stories
• Accepts iteration increments
• Derives iteration goals and
iteration content via prioritized
stories
Product Manager
• Market/Customer facing
• Identifies market needs
• Works with marketing and
business development teams
• Owns vision and roadmaps,
program backlog, pricing,
licensing, and ROI
• Drives release objectives and
release content via prioritized
features and enablers
• Establishes feature acceptance
criteria

16. Product Owner
(The What)
• Product Owner (PO) is the member of the Agile team. They are
responsible for defining stories, (demos, and deliverables) and
prioritizing the team’s backlog
• PO serves as the customer proxy to the Agile team and owns product vision
• PO writes the Epics and User Stories in accordance to the program objective
• Guides the team with information
• Owns prioritized backlog(s)
• Makes Tradeoff decision
• Ideally, the PO is embedded with the team

18. Value
•Product Ensures that Value is realized
• Value is planned in conference rooms (PO)
• Value is developed and built on workstations factory floors
(PO)
• Value is only realized and manifested once someone
pays for it (PM) (PO)

19. Business
Product
Owner
Technology/
Engineering
Production
Product
Features
(What)
Product
Requirements
(What)
How
When
Risks
How
When
RisksGrowth, Revenue,
Footprint
Defects
Enhancements

20. Agile Manifesto
Individuals and Interactions over Process and Tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items
on the left more
Story Boards
MVP
Planning & Sprint
demo
Iterative Development

21. How to execute as a
Product Manager / Product Owner
• Define roles and responsibilities
• Know your Product
• Know your system
• Know your prioritization criteria
• Have a prioritized Backlog (And groom it often)
• Remember that you are the “What” and ”Why” role
• Provide focus
• Be present with your team
• Demo as Frequent as possible
• Celebrate your success

22. How Do We Execute? As an Agile Team
Celebrate your success
Ask for help when you feel you need it “Email m@agilerealized.com”
Be transparent
Measure yourselves
Do not compromise your retrospectives
Take the time to plan and Estimate as a team
Decide what is right for you? (Cadence System, Kanban System)
Know your customers
Define roles and responsibilities
Understand your team’s system view

24. www.productschool.com
Part-time Product Management Training Courses
and
Corporate Training