1. Product Marketing for an Agile WorldPeter Hanschke Ateala Management Inc.Presented at OCRI Zone5ive MeetingNovember 12, 2009

2. OverviewThis presentation is about change how to embrace it andhow to leverage it effectively Ateala Management Inc. 2009. All rights reserved. 3. Product Marketing Job titles can be confusing Typically the product marketing role in a companydeals with the 4 Ps What markets are being targeted What product (s) will be offered Who will be the target customer How will the products reach those customers At what price will it be offered How will customers be introduced to the products Ateala Management Inc. 2009. All rights reserved. 4. Releasing High-Tech Products Getting products / new releases to market is awell-choreographed sequence of activities Determine Decide ALL Build ALL Features LaunchObjectives Features Marketing is responsible for pushing the result tothe market The Launch Plan Variations depend on product and target markets Ateala Management Inc. 2009. All rights reserved. 5. History of Change Then Change during build was minimal; easy to cope with Betas were primary avenue for receiving change Customers could wait a year or more for product updates; competitive forces were not that great Now Change requests happen at least weekly Market needs, competitive forces, customer requests,technology Change impacts the plan most always negatively Biggest difference increase in rate of change Ateala Management Inc. 2009. All rights reserved. 6. How Companies cope with Change We are going Agile! And btw, training is next week. That is, the development team is going Agile So now what? Im in marketing - does this affect me and my tasks? It sure does you now live in an Agile World and you need to figure how to work in this world Ateala Management Inc. 2009. All rights reserved. 7. Agile A Developer Perspective Answer: we are adopting the SCRUM methodologyand according to the Agile Manifesto we will havedaily stand-up meetings to discuss what wevedone, what we plan on doing and whats blockingus. We will also institute pair programming so thatwe can ensure that we are developing our taskscorrectly guaranteeing better product quality.Our sprints are going be 3 weeks long and theProduct Owner will look after the product backlogto make sure that we are building the rightitems. After every 3 weeks we will have releasablesoftware. Ateala Management Inc. 2009. All rights reserved. 8. Agile Peters Perspective Agile changes the cadence / rhythm Deciding what features to build is reviewed morefrequently Typically every 2 6 weeks Working software is the measurement of progress Software is reviewed at the end of every cycle Marketing now has a more frequent say Ateala Management Inc. 2009. All rights reserved. 9. New Cadence Decisions about what to build next occur at thestart of every cycle Cycles continue until objectives are met LaunchDetermineDecideBuild LaunchObjectives Feature (s) Feature (s) Cycles are typically 2 6 weeks Ateala Management Inc. 2009. All rights reserved. 10. Product Marketing for an Agile World Prime opportunity to leverage this new cadence toincrease the chances of a successful launch Early customer engagement Releases with real value and relevancy Embrace change easily Begin buzz creation early Release based on value to the customer Become more engaged with the rest of the team Help with decision making throughout the project Provide input earlier in the process Ateala Management Inc. 2009. All rights reserved. 11. Customer References Press and Industry Analysts want references Need customers with product / feature / capabilityexperience Engage customers early Release planning decide which customers are ideal Once a feature is complete, show the customer / getthem to use it Repeat throughout the project at every cycle Once project is complete, customers will be ready Ateala Management Inc. 2009. All rights reserved. 12. Releases with Real Value Customers look for value in every release Whats in it for them? Why should they care? Subscription or Maintenance / Support paymentmodels are they getting value? Engage customers early and often throughout theproject Review UI mockups with them Show progress through demos Give them trial access to the release Releases will delight your customers Ateala Management Inc. 2009. All rights reserved. 13. Embracing New Needs The project feature list is no longer cast in stone Re-assessment occurs throughout the project at thebeginning of each cycle As new needs arrive, they are assessed against thecurrent list Development therefore is always working on whatsimportant As change happens Assess the change and decide the best course ofaction with little impact on the overall project Ateala Management Inc. 2009. All rights reserved. 14. Message Creation Create messaging and collateral as the featurescomplete Leverage customer engagement to create new orupdate existing collateral Difference is that you can take the time and dowhats required instead of cutting corners Ateala Management Inc. 2009. All rights reserved. 15. Are we done yet? Cycles must eventually come to an end you haveto launch at some point Typically date driven with the usual discussions aboutdate and content This needs to be value driven Throughout the project assess the value Value determined by Meeting release goals Focusing on quality, not quantity Delighting customers Ateala Management Inc. 2009. All rights reserved. 16. Summary Change will continue to happen Rate of change will continue to increase Marketing has an opportunity to be a strongparticipant / decision maker Engage customers early and often Decide which changes to embrace and which to ignorebased on priorities; with little impact on the project Product launches are decided based on accumulatedvalue not dates Ateala Management Inc. 2009. All rights reserved. 17. Thank-you! For more Information Peter Hanschke Ateala Management Inc. peter@ateala.com @phanschke www.ateala.com 613.797.8579 Ateala Management Inc. 2009. All rights reserved.