Agile Product Management with Scrum
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Transcript of Agile Product Management with Scrum
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Agile Product ManagementUsing SCRUM
Bimlesh GunduraoCEO Aguai Solutions
Critical 5 to Succeed
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A Business, Technology and Talent Development Consulting Company with focus on Healthcare , Retail & IT
Business
Technology
People
VisionTo become the most preferred business
partner to our customers through leadership in our actions, values and social
responsibility
MissionTo be a world class
organization in enabling clients to become Leaders
in their industry
Values LEAD by Example
Leadership, Empower, Agile, Decisive
www.aguaisolutions.com
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Critical 5
1. Agile Product Management is different!
2. Product Owner vs Product Manager
3. Making this work in an Enterprise
4. Common Pitfalls
5. Critical Success Factors
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SCRUMTime box
InspectNo Changes
Adapt
Commit“Definition of Done”
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Goal of Product Management
To deliver measurable business results through
product solutions that meet both market needs and
company objectives
Don Vendetti – http://wp.me/pXBON-WE
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Thinkers
Product Managers as Thinkers to ADAPT to changing market needs and responding to
change faster than the competitor and sometimes than the market itself
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Adaptive Productizing
ProcessTM
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Best Practices Approach to productizing,
managing products and
services predictably
What does Product
Management do?
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How does it fit in?
Product Management
Executives
Budgets, staff, targets
Strategy, forecasts, commitments, roadmaps, competitive intelligence
Development
Market information, MRD, priorities, roadmaps, requirements, personas, user stories….
Mktg & Sales + Markets & Customers
Segmentation, messages, benefits/features, pricing, qualification, demos….
Field inputs, Market feedback
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The KEY Question
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Product Lifecycle OBJECTIVES
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What is Agile Development?
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Agile Product Management is Different!
Different in 5 ways
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1. Managing Roadmap
Act Small
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2. Collaboration
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3. Customer Feedback
Source – www.romanpichler.com
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4. Focus Business Value
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5. Making Progress Visible
http://www.sw-engineering-candies.com/
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Agile Only for Websites! – Think Again
• Commercial software• In-house development• Contract development• Fixed-price projects• Financial applications• ISO 9001-certified
applications• Embedded systems• 24x7 systems with 99.999%
uptime requirements• Software as a Service
•Video game development
•FDA-approved, life-critical systems
•Satellite-control software
•Websites
•Handheld software
•Mobile phones
•Network switching applications
•CMMI Model applications
•Some of the largest applications in use
From: http://www.mountaingoatsoftware.com
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Companies adopting Agile
And many more
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Critical 5
1. Agile Product Management is different!
2. Product Owner vs Product Manager
3. Making this work in an Enterprise
4. Common Pitfalls
5. Critical Success Factors
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Product Owner
Owner of project vision
Represents the
customer
picture by Official Star Wars Blog
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Product Manager
Customer/ Market
ExternalInternal
Product Management Interlock
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Steering teamsExecutives
EngineeringMarketing
SalesArchitects
Project MgrSupport
SEsAnd more..
PartnersAnalysts
Thought leadersChannel Sales
AgenciesSuppliers
And more..
Finding compelling, competitive and profitable solutions to market problems
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Product owner
Agile teams
ExternalProduct Manager
Product Owner Interlock
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Steering teamsExecutives
EngineeringMarketing
Sales
Panel of Customers
& ProspectsPartners
Thought leaders
Translate identified market problems into actionable, acceptable solutions while owning the product
planning process
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Product Owner vs Product Manager
Executives
Development
Mktg & Sales + Markets & Customers
Product Management
Budgets, staff, targets
Strategy, forecasts, commitments, roadmaps, competitive intelligence
Market information, MRD, priorities, roadmaps, requirements, personas, user stories….
Segmentation, messages, benefits/features, pricing, qualification, demos….
Field inputs, Market feedback
Product
OwnerPr
oduc
t M
anag
er
Product Manager
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Scrum ROLES Summary
Activity Owner Responsibility
Manage the vision
Product Owner
Establish, nurture, and communicates the product vision. Achieve initial and on-going funding for the project through initial release plans and the initial Product Backlog.
Manage the ROI
Product Owner
Monitor the project against its ROI goals and an investment vision. Update and prioritize the Product Backlog to ensure that the most valuable functionality is produced first and built upon.
Manage the Iteration
Team Collectively, select and develop the highest priority features on the Product Backlog during an iteration. Manage its own work and self-organize around how it desires to complete the iteration to meets its commitments.
Manage the process
Scrum Master
FacilitatorChampions the need of the team to the organization Prioritizes and removes obstaclesShields team from interference
Manage the release
Product Owner
Make decisions about when to create an official release to maximize the goals established for the project.
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Balancing Roadmap
• Building stuff in small compartments does not mean we release.
• They should be in “Potential Shippable” stage
• Customers might not be ready to consume so much new stuff so fast
Internal External
Strategic
Customer
Market
Usability
Technology
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Prioritization
Methods
1. Risk Based2. Kano Analysis3. MoSCow4. Effort Based5. ROI
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Scope & Sizing
Be deliberate about scope & keep it small
1. It’s easy to try to do too much
2. Strategy = deciding what you’re NOT doing
3. Break features down into smaller chunks
4. Smaller scope →faster iterations →better
Relative Sizing• T-Shirt sizes• Fibonacci series
Source: mountaingoat
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A Balanced Backlog
• IndependentI• NegotiableN• ValuableV• Estimate-ableE• Sized-appropriatelyS• TestableT
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The product owner plans the product in layers
© 2006-2007 Jeff Patton, All rights reserved,
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The product owner plans the product in layers
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com
Product or ProjectWhat business objectives will the product fulfill?
Product Charter
Elevator Pitch
ReleaseHow can we release value incrementally?
What subset of business objectives will each release achieve?
What user constituencies will the release serve?
What general capabilities (big stories) will the release offer?
Release plan
IterationWhat specifically will we build? (user stories)
How will this iteration move us toward release objectives?
Iteration Plan
Story (Backlog Item)What user or stakeholder need will the story serve?
How will it specifically look and behave?
How will I determine if it’s completed?
Story Details
Acceptance Tests
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The Planning Onion can grow to include product portfolios and business strategy
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com
Product or ProjectWhat business objectives will the product fulfill?
Product Charter
Elevator Pitch
ReleaseHow can we release value incrementally?
What subset of business objectives will each release achieve?
What user constituencies will the release serve?
What general capabilities (big stories) will the release offer?
Release plan
IterationWhat specifically will we build? (user stories)
How will this iteration move us toward release objectives?
Iteration Plan
Story (Backlog Item)What user or stakeholder need will the story serve?
How will it specifically look and behave?
How will I determine if it’s completed?
Story Details
Acceptance Tests
Product or Project
Release
Iteration
Story
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The Planning Onion can grow to include product portfolios and business strategy
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com
Product or Project
Release
Iteration
Story
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The Planning Onion can grow to include product portfolios and business strategy
Product or Project
Release
Iteration
Story
Product Portfolio
Business Strategy
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com
Daily by teammember
Bi-weekly by team
Quarterly by PO and Team
Bi Yearly by PO
Yearly by PO
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Critical 5
1. Agile Product Management is different!
2. Product Owner vs Product Manager
3. Making this work in an Enterprise
4. Common Pitfalls
5. Critical Success Factors
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Scaling Product Management
• Product Management Organization
GM – VP PM – VP Engg/CTO
Product Management Organization
Product Owners
More market-focused More technical
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39Source: good agile
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40Source: good agile
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41Source: good agile
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42Source: good agile
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43Source: good agile
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Critical 5
1. Agile Product Management is different!
2. Product Owner vs Product Manager
3. Making this work in an Enterprise
4. Common Pitfalls
5. Critical Success Factors
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Common Pitfalls – PO + Agile Team
5 pitfalls
1. Part time, not fully engaged with the team
2. Lack of detail on stories, acceptance tests
3. Stale items in backlog4. Unable to get the best of the team5. Multiple Backlogs maintained
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Critical 5
1. Agile Product Management is different!
2. Product Owner vs Product Manager
3. Making this work in an Enterprise
4. Common Pitfalls
5. Critical Success Factors
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Critical 51. Listen and Listen
Well2. Ruthless Prioritization
(Consistency is key)3. Summarize and
share customer interactions (incl ROI and Rev.)
4. Measure your progress make it VISIBLE!
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5. MANAGE YOUR TIME!
"You must have long term goals to keep you from being frustrated by short term failures." -- Charles C. Noble
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Q &A
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