Steven Johnson steve@under10consulting.com Twitter @sjohnson717 +1-571-249-1717

Has Agile broken product management?

Based  on  “From  Fragile  to  Agile”  at    h4p://under10consul<ng.com/wri<ng/fragile/  

Copyright © 2014 Under 10 Consulting. Not for distribution.

be  clear  on  priori<es  

From Fragile to Agile

!  Four types of product management expertise

!  Working in agile teams !  Planning the business of

the product !  Analyzing for success

with business retrospectives

Learn  more  at  h4p://under10consul<ng.com/wri<ng/  

adapt  to  changing  requirements  

innova<on  begins  with  observa<on  

“this  side  up”  

h4p://www.flickr.com/photos/andyde/4762081047/  

“ ” “ ” Those who cannot remember the past are condemned to

repeat it.

George Santayana

Companies  can  be  agile  too!  

But  with  today’s  methods,  we  can  also  

build  the  wrong  product  faster  than  ever.  

Just enough process

Refine  Design  &  deliver  Define  

Product  

Promo<on  

Sales  

Opera<ons  

Business  

Market  

Business  

Market  

Before: focus on product

Refine  Design  &  deliver  Define  

Product  

Promo<on  

Sales  

Opera<ons  

Business  

Market  

Business  

Market  

Refine  Design  &  deliver  Define  

Now: extend your view

Product  

Promo<on  

Sales  

Opera<ons  

Business  

Market  

Business  

Market  

Refine  Design  &  deliver  Define  

Performance retrospective

Product  

Promo<on  

Sales  

Opera<ons  

Business  

Market  

Business  

Market  

“What would you say you do here?”

product    manager  

product    owner  

Technology expertise

Exper<se  

Products  

Dev  

PM  

Sales  

Technology expertise

Exper<se  

Products  

Dev  

Sales  

Tech  

Biz  

Mkt  

What is product management?

Opera<ons  

Market  Technology  

Business  

Domain  

Examples of expertise

BUSINESS   MARKET   DOMAIN   TECHNOLOGY  

Analysis   Brazil   Security   Usage  scenarios    

Research   India   Fraud   Key  capabili<es  

Pricing     Universi<es   Educa<on   Future  capabili<es  

Planning   Hospitals   Healthcare   Compe<<on    

Areas of expertise

Market  expert  

Technology  expert  

Business  expert  

Domain  expert  

Combining areas of expertise

Market  expert  

Business  expert  

Domain  expert  

Technology  expert  

Combining areas of expertise

Market  expert  

Business  expert  

Domain  expert  

Technology  expert  

Assessments

Market  

Tech   Domain  

Business  

External    Internal  

Professional growth

Market  

Tech   Domain  

Business  

External    Internal  

Create well-rounded staff by grooming them to the center

Working with other teams

Exec  

How  large  should  a  product  management  team  be?  

Sales  

Mktg  

Dev  

product  marke<ng  manager  

sales  engineer  business  analyst  

or  product  owner  

Who’s been hiding

their headcount in

your budget?

1.  Assign responsibilities

2.  Define your ideal planning process

3.  Meet your market with qualitative interviews

4.  Plan and execute a quantitative survey

5.  Refresh and prioritize your roadmap or backlog

6.  Create/revise your buyer and user personas

7.  Learn to write clear requirements

8.  Create/revise product positioning

9.  Reassess and identify areas for improvement

Before: focus on product

Refine  Design  &  deliver  Define  

Product  

Promo<on  

Sales  

Opera<ons  

Business  

Market  

Business  

Market  

Refine  Design  &  deliver  Define  

Now: extend your view

Product  

Promo<on  

Sales  

Opera<ons  

Business  

Market  

Business  

Market  

Under 10 Planning Canvas

Performance  retrospec7ve  

Product-­‐to-­‐market  process  

Idea-­‐to-­‐product  process  

Business    goals  

Business    results  

Product  

Promo<on  

Selling  

Support  &  opera<ons  

Corporate  goals  

Market    results  

Market    goals  

Copyright  ©  2013  Under10  Consul<ng,  LLC  

Product Scorecard

Product  

Promo<on  

Sales  

Opera<ons  

Business  results  (profit/loss)  

Market  results  (share)  

Business  goals  

 

Corporate  goals  

Market  goals  

 

Copyright  ©  2013  Under10  Consul<ng,  LLC  

Product Scorecard

Product  

Promo<on  

Sales  

Opera<ons  

Business  results  (profit/loss)  

Market  results  (share)  

13%

$42m

192 user stories delivered 17 sprints

Marketing plan: $4m 1284 leads delivered

53% of sales team trained; all of SEs

Capacity: 300 new sites

Business  goals  

Achieve $40M in revenues

 

Corporate  goals  

Launch new product line

Market  goals  

Improve share from 8% to 11%  

Copyright  ©  2013  Under10  Consul<ng,  LLC  

h4p://www.flickr.com/photos/thomashawk/2442371176/  

People  must    know  why  they’re  changing  1   People  must  have  

the  skills,  tools,  and  coaching  to  change  2   People  they  

respect  must  support  the  change  3  

…the  needs  of  the  many…  

design  ma4ers  

“It  was  never  just  about  thermostats.  At  its  core,  Nest  has  always  been  about  the  home.  We  reinvent  unloved  home  products  to  create  simple,  beau<ful,  thoughiul  things.”  

!  Most organizations need a small number of living documents—fewer than 10 ! Define a nimble

planning process ! Create a

product playbook

!  Create a world-class product organization ! Define effective

organizational structures

! Assign roles and responsibilities

! Audit process and artifacts

Contact

Steven Johnson steve@under10consulting.com Twitter @sjohnson717 +1-571-249-1717 Want a copy of this

presentation? Bring me

your business card.