Is Agile getting in your way, got you confused? Requirements vs. User Stories, Product Managers vs. Product Owners, MRDs vs Backlogs, Epics, Goals, Themes, all a mystery to you? How does Product Management's role change and how do we continue to be the "President of the product" as development moves to Agile or Scrum? Why are Product Managers so confused?

1. Keeping Your Product Management Sanity
When Moving to Agile
Is Agile getting in your way, got you confused? Requirements vs. User Stories,
Product Managers vs. Product Owners, MRDs vs Backlogs, Epics, Goals, Themes,
all a mystery to you? How does Product Management's role change and how do
we continue to be the "President of the product" as development moves to
Agile or Scrum? Why are Product Managers so confused?
November 2012 - BCTIA - Product Management Group
Derek Pettingale – Product Marketing Manager, Schneider Electric Solar Business
Elizabeth Yeung - Product Manager, ACL Services Ltd.

2. The goal of the Product Management Group is to promote and enhance the
profession of Product Management in BC’s technology industry. The BCTIA
with Members of the Product Management Group work collaboratively to:
 Promote Product Management as a recognized discipline
 Encourage the sharing of best practices in a non-competitive environment
 Provide networking and peer building opportunities for product managers
Product Management Group events are open to product managers, product
marketing managers or those responsible for product management in their
organization. Attendees must work for a BCTIA member company in any
technology sector, whose core business is the development and/or distribution
of technology-based products or services.

3. Next Event
Implementing and Leading Customer Advisory
Boards to Drive Business Growth
Business is personal. If a small group of clients generate significant amount of your
revenue, engaging key and strategic clients is critical. Sometimes referred to as
Customer Councils, Customer Advisory Boards (CAB) provide an avenue to build
deeper relationships with influential customer executives who have a vested interest
in your growth and success. It’s an opportunity for market research, strategy
validation, product direction, innovation, customer loyalty, sales, and market
intelligence.
Wednesday, December 12th at 5:00pm to 7:00pm, BCTIA Board Room
Elizabeth Yeung - Product Manager, ACL Services Ltd.
Derek Pettingale – Product Marketing Manager, Schneider Electric Solar Business

4. ProductCamp Vancouver is a free collaborative, user-organized full day
conference focused on Product Management.
Participants actively present their knowledge and share their professional
experience in an open and collaborative context with other Product
Marketing professionals.
http://www.productcampvancouver.org
Saturday, February 2, 2013 - 8:00am to 5:00pm, SFU Beedie Graduate Center Downtown
Elizabeth Yeung - Product Manager, ACL Services Ltd.
Derek Pettingale – Product Marketing Manager, Schneider Electric Solar Business

5. John Milburn, Instructor
Pragmatic Marketing
Throughout his 20+ year career, he has managed or delivered more than
40 hardware and software products and has implemented the Pragmatic
Marketing Framework at many companies. His perspective and
experiences from companies such as Lane 15 Software, Dell, IBM, Texas
Instruments, Exxon, and Vtel bring real world experience to his teaching.
John served on the planning team for the first Austin ProductCamp and
now helps groups create and run their own ProductCamp
November 2012 - BCTIA - Product Management Group
Derek Pettingale – Product Marketing Manager, Schneider Electric Solar Business
Elizabeth Yeung - Product Manager, ACL Services Ltd.

6. ProductCamp
2012
Keeping your Product Management
Sanity when moving to Agile
John Milburn jmilburn@pragmaticmarketing.com
www.productcamptoronto.wordpress.com

7. Business Marketing
Positioning
Plan Plan
Market
Market Market Buying Customer
Pricing
Problems
Problems Definition Process Acquisition
Win/Loss Distribution Buy, Build Buyer Customer
Analysis Strategy or Partner Personas Retention
Distinctive Product Product User Program
Competence Portfolio Profitability Personas Effectiveness
Strategic
Tactical
Tactical
Market Strategy Business Planning Programs Readiness Support
Competitive Product Launch Sales Presentations
Innovation Requirements
Landscape Roadmap Plan Process & Demos
Technology Use Thought “Special”
Collateral
Assessment Scenarios Leadership Calls
Status Lead Sales Event
Dashboard Generation Tools Support
Referrals & Channel Channel
References Training Support
Pragmatic Marketing Framework™
7

8. Business Marketing
Positioning
Plan Plan
Market Market Buying Customer
Pricing
Problems Definition Process Acquisition
Win/Loss Distribution Buy, Build Buyer Customer
Analysis Strategy or Partner Personas Retention
Distinctive Product Product User Program
Competence Portfolio Profitability Personas Effectiveness
Strategic
Tactical
Tactical
Market Strategy Business Planning Programs Readiness Support
Competitive Product Launch Sales Presentations
Innovation Requirements
Landscape Roadmap Plan Process & Demos
Technology UI Design? User Stories? Use Thought “Special”
Collateral
Assessment Scenarios Leadership Calls
User Status Lead Sales Event
Use Cases?
Acceptance? Dashboard Generation Tools Support
Functional Always Iteration Referrals & Channel Channel
Design? Available? Planning References Training Support
Pragmatic Marketing Framework™
8

9. Working software is the measure of the team’s
progress
 It doesn’t mean “no documentation”
“Design” may be expressed with prototypes
 It doesn’t mean “no design”
Testing and quality are the responsibility of the
team
 It doesn’t mean “no QA”
9

10. Requirements –> User Stories
MRD / MRT / PRD –> Backlog(s)
Hours/Days/Weeks –> Velocity
Status Meetings –> Standups / Scrums
Project Plans –> Burnups, Burndowns
PM / Designer –> PM / PO / Designer
Release Milestones –> Sprints / Iterations
10

11. Greater flexibility to deal with change
We know earlier when we are in trouble
We have a greater sense of accomplishment
Greater Product Management –Development TRUST
11

12. Product Mgt is Accountable for Market Requirements
 Writing
 Grouping
 Prioritizing
It is impossible to prioritize 100’s of requirements
Prioritization is based on VALUE to the Market
PM owns the WHAT, Dev owns the HOW
12

13. Market Problems define the product
We still must balance Scope vs. Time vs. Money
We need to release something
We need to make money
People are involved
13

14. Waterfall Planning 14
Marketing Launch
Plan Plan
Design
Spec
Product Business
Roadmap Plan Requirements LAUNCH
Project System
Build / Test Test
Plan
Business Start Release
Gate Gate Gate
Master Requirements List
Goals / Themes
Market Requirements Document
Market Requirements Table

15. Waterfall Planning - Accountability 15
-- Product Manager
-- Development
-- Product Marketing Manager Marketing Launch
Plan Plan
Design
Spec
Product Business
Roadmap Plan Requirements LAUNCH
Project System
Build / Test Test
Plan
Business Start Release
Gate Gate Gate
Master Requirements List
Goals / Themes
Market Requirements Document
Market Requirements Table

16. Agile Planning 16
Marketing Launch
Plan Plan
Arch /Design
User Stories
Burnups /
Product Business Burndwns
Roadmap Plan
LAUNCH
Overall Project
Sprint Sprint System
Plan Build(s)
Plan(s) Test(s) Test
Business Start Release
Gate Gate(s) Demo(s) Gate
Product Backlog
Release Backlog
Sprint Backlogs

17. Agile Planning - Accountability 17
-- Product Manager
-- Product Owner
-- Development
-- Product Marketing Manager
Marketing Launch
Plan Plan
Arch /Design
User Stories
Burnups /
Burndwns
Product Business
Roadmap Plan
LAUNCH
Overall Project
Sprint Sprint System
Plan Build(s)
Plan(s) Test(s) Test
Business Start Release
Gate Gate(s) Demo(s) Gate
Product Backlog
Release Backlog
Sprint Backlogs

18. Understaffing
Waterfall management with Agile development
Still must build trust
Distributed teams make it harder
We must make time to communicate
18

19. Thanks !
jmilburn@pragmaticmarketing.com