SlideShare une entreprise Scribd logo
1  sur  26
The Agile Product Manager / Product Owner Dilemma Rich Mironov CMO, Enthiosysrmironov@enthiosys.com
An Unapologetic Product Guy Agile product management mentor/consultant CMO at Enthiosys Business models, pricing, customer needs Interim executive Repeat offender at software/SaaS start-ups Founded P-Camp Chaired Agile 2009 PM/PO track “The Art of Product Management”
Agenda Confusion around context, terminology Development POV or outbound organization? Portfolio strategy vs. product backlog “Business value” isn’t quarterly revenue goal Product managers and product owners What does a product manager do?   How does this map to product owners?  Recommendations
My Biases My focus is on commercial software Revenue-driven Market share matters Agile development as part of business agility Most product failures are market failures Strategy happens before development starts Good product managers have first-hand experience marketing/selling/supporting 100111011001    $$$
Disjoint Communities Product Managers Agile Community Nearly empty, very lonely
Product Owner? Product Manager? Most Agilists think narrowly about product owners Core member of agile team Physically present most of the time Driving user stories and sub-iteration decisions Showcase provides primary customer input Most product managers are not yet Agilists Majority of product work happens outside Engineering Markets and customers must be experienced directly Servicing multiple inbound and outbound queues
Product Management Executives Development What Does Product Management Do? strategy, forecasts, commitments, roadmaps,competitive intelligence budgets, staff, targets market information, priorities, requirements, roadmaps, MRDs, personas, user stories… Field input, Market feedback Mktg & Sales Markets & Customers software Segmentation, messages, benefits/features, pricing, qualification, demos…
many years Exec Strategy years Portfolio many mons PM Product 2-9 mon Release Dev Team Sprint 2 wk Daily Product Management Planning Horizons
Pragmatic Marketing® Framework Less Technical BusinessPlan MarketingPlan Positioning Pricing Market Problems Customer Acquisition BuyingProcess Market Definition Buy, Build or Partner Win/Loss Analysis Customer Retention Buyer Personas Distribution Strategy Product Profitability Distinctive Competence Program Effectiveness UserPersonas Product Portfolio Tactical Strategic Business Market Programs Planning Strategy Support Readiness Business Market Programs Planning Strategy Support Readiness Innovation Competitive Landscape LaunchPlan Require- ments Product Roadmap Presentations & Demos SalesProcess Technology Assessment Thought Leadership UseScenarios “Special”Calls Collateral Lead Generation Status Dashboard EventSupport SalesTools Referrals & References ChannelSupport Channel Training More Technical © 1993-2009 Pragmatic Marketing, Inc. All rights reserved
Pragmatic Marketing® Framework Dir, Prod Strategy Prod Mktg Mgr Tech Prod Mgr BusinessPlan MarketingPlan Positioning Pricing Market Problems Customer Acquisition BuyingProcess Market Definition Buy, Build or Partner Win/Loss Analysis Customer Retention Buyer Personas Distribution Strategy Product Profitability Distinctive Competence Program Effectiveness UserPersonas Product Portfolio Business Market Programs Planning Strategy Support Readiness Business Market Programs Planning Strategy Support Readiness Innovation Competitive Landscape LaunchPlan Require- ments Product Roadmap Presentations & Demos SalesProcess Technology Assessment Thought Leadership UseScenarios “Special”Calls Collateral Lead Generation Status Dashboard EventSupport SalesTools Referrals & References ChannelSupport Channel Training © 1993-2009 Pragmatic Marketing, Inc. All rights reserved
What Does a Product Owner Do? “In Scrum, a single person must have final authority representing the customer's interest in backlog prioritization and requirements questions.  This person must be available to the team at any time, especially during the sprint planning meeting and the sprint review meeting.” Responsible for Defining features Prioritizing features according to market value Deciding release dates and content Accepting or rejecting work results Profitability of the product (ROI?) How developers define product management
Ideal Product Owner Must Be… Omniscient, telepathic Represent true market needs without spending a lot of time “in the field” Manage complexities ofdetailed stories andmarketplace tradeoffs Very difficult to do “solo” IMHO nearly impossible without some product management experience
Product Owner’s Calendar Borrowed from Catherine Connor, Rally
Two Sizes of Product Owner “small p” product owner Focus on iterations (up through releases) User story elaboration, backlog management Available to dev team hour by hour  Customer showcase (rather than primary market research) Internal recruit, often limited product management experience “Big P” Product Owner, aka Chief Product Owner Strategic view of customers, profitability, markets Sets broad direction, owns resource allocation “Big P” Product Owners call themselves: VP/GM of Business Unit VP Product Management VP Engineering
PO/PM Organizational Map GM   -   VP PM   -   VP Eng/CTO Product Management Organization product owners more technical more market-focused
product owner Executives Marketing/Sales Customers customer information, priorities, requirements, roadmaps, personas, user stories… Development “small p” product owner software
BusinessPlan MarketingPlan Positioning Pricing Market Problems Customer Acquisition BuyingProcess Market Definition Buy, Build or Partner Win/Loss Analysis Customer Retention Buyer Personas Distribution Strategy Product Profitability Distinctive Competence Program Effectiveness UserPersonas Product Portfolio Business Market Programs Planning Strategy Support Readiness Business Market Programs Planning Strategy Support Readiness Innovation Competitive Landscape LaunchPlan Require ments Product Roadmap Presentations & Demos SalesProcess backlog, accept work Technology Assessment Thought Leadership UseScenarios “Special”Calls Collateral stories Lead Generation Status Dashboard EventSupport SalesTools burn down/up product owner Referrals & References ChannelSupport Channel Training Adapted Pragmatic Marketing® Framework © 1993-2009 Pragmatic Marketing, Inc. All rights reserved
Much More to Do IMO, Product Owner role adds 40-60% work for waterfall product managers PM likely to be already overcommitted Too many constituents, queues, roles PM capacity planning is hard Natural for PMs to ignorehow stretched they are Agile makes this worse
Product Manager Failure Modes Solo Product Manager fails the agile team if… Part-timer, not fully engaged with team Lack of detail on stories, acceptance tests Stale items in backlog Handwaving and bluster Best of intentions, but pulled in too many directions “Build what I meant”
Product Owner Failure Modes Solo Product Owner fails the market if… Weak on actual economic value: pricing, packaging, upgrade barriers,professional service models,discounting, competitive dynamics Disconnected from cross-functional teams that turn software into products (Marketing, Sales, Support…) Trading off company-wide product strategy in favor of product-level features Substituting showcases for broad market input
Scalable PM/PO Models Small product, co-located team Agile product manager is the product owner Complex product PM covers strategic/outbound, PO (TPM) for inbound Report up through same PM management chain Distributed teams One or more PMs at main Eng location Every remote team has a PO (or PM) Frequent, intense collaboration among all PMs/POs Pool of PM/PO talent with strategic leadership Larger departments, enough resources to allocate Pair up, mix and match, share, share, share
Context and Solo Models A seasoned Agile Product Manager can also be a Product Owner Cover both roles for one moderately complex product A seasoned Product Owner can not also be a Product Manager Outbound coordination and Sales/Marketing/Field role don’t fit into schedule Best: Single organization for both PMs and POs Best: Collocated PMs and POs/TPMs (40% / 60%) Tough: HQ PM, remote PO with each dev team
Take-Aways PM/PO: One of the reasons Agile delivers better software Agile makes Product Manager job harder Market demands and first-hand interactions don’t go away Without deep and complex market input, Product Owner can’t represent users/customers/markets Staffing and trainingissues Skills mix, geo-distribution
Plan to ask for (and then demand!) more PM/PO staff and team training
The Agile Product Manager / Product Owner Dilemma Rich Mironov CMO, Enthiosysrmironov@enthiosys.com

Contenu connexe

Tendances

Product Management Roles - Briefly Explained
Product Management Roles - Briefly ExplainedProduct Management Roles - Briefly Explained
Product Management Roles - Briefly ExplainedBrainmates Pty Limited
 
Product Management 101: #1 How To Create Products Customer Love.
Product Management 101: #1 How To Create Products Customer Love.Product Management 101: #1 How To Create Products Customer Love.
Product Management 101: #1 How To Create Products Customer Love.Jean-Yves SIMON
 
Product Management 101: Techniques for Success
Product Management 101:  Techniques for SuccessProduct Management 101:  Techniques for Success
Product Management 101: Techniques for SuccessMatterport
 
MIT Class on Product Management 10-22-2013
MIT Class on Product Management 10-22-2013MIT Class on Product Management 10-22-2013
MIT Class on Product Management 10-22-2013Jeffrey Bussgang
 
Intro to Product Management - Launch48 Pre-Accelerator Week
Intro to Product Management - Launch48 Pre-Accelerator WeekIntro to Product Management - Launch48 Pre-Accelerator Week
Intro to Product Management - Launch48 Pre-Accelerator WeekJanna Bastow
 
What is Product Management ?
What is Product Management ?What is Product Management ?
What is Product Management ?Charles Loumeau
 
Product Owner vs Product Manager
Product Owner vs Product ManagerProduct Owner vs Product Manager
Product Owner vs Product ManagerAgileSparks
 
Product Discovery At Google
Product Discovery At GoogleProduct Discovery At Google
Product Discovery At GoogleJohn Gibbon
 
Lean product management
Lean product managementLean product management
Lean product managementJon Harmer
 
Product management foundations
Product management foundationsProduct management foundations
Product management foundationsPooja T R
 
Prioritization Method for Every Case by fmr Atlassian Principal PM
Prioritization Method for Every Case by fmr Atlassian Principal PMPrioritization Method for Every Case by fmr Atlassian Principal PM
Prioritization Method for Every Case by fmr Atlassian Principal PMProduct School
 
Product Manager 101: What Does A Product Manager Actually Do?
Product Manager 101: What Does A Product Manager Actually Do?Product Manager 101: What Does A Product Manager Actually Do?
Product Manager 101: What Does A Product Manager Actually Do?Chris Cummings
 
Essentials of Product Management
Essentials of Product ManagementEssentials of Product Management
Essentials of Product ManagementJanna Bastow
 
Creating Agile Product Roadmaps Everyone Understands
Creating Agile Product Roadmaps Everyone UnderstandsCreating Agile Product Roadmaps Everyone Understands
Creating Agile Product Roadmaps Everyone Understandsuxpin
 
The experience is the product (for Mind The Product 2016)
The experience is the product (for Mind The Product 2016)The experience is the product (for Mind The Product 2016)
The experience is the product (for Mind The Product 2016)Peter Merholz
 
Agile Product Roadmaps
Agile Product RoadmapsAgile Product Roadmaps
Agile Product RoadmapsRoman Pichler
 

Tendances (20)

Product Management Roles - Briefly Explained
Product Management Roles - Briefly ExplainedProduct Management Roles - Briefly Explained
Product Management Roles - Briefly Explained
 
Product Management 101: #1 How To Create Products Customer Love.
Product Management 101: #1 How To Create Products Customer Love.Product Management 101: #1 How To Create Products Customer Love.
Product Management 101: #1 How To Create Products Customer Love.
 
Product Management 101: Techniques for Success
Product Management 101:  Techniques for SuccessProduct Management 101:  Techniques for Success
Product Management 101: Techniques for Success
 
MIT Class on Product Management 10-22-2013
MIT Class on Product Management 10-22-2013MIT Class on Product Management 10-22-2013
MIT Class on Product Management 10-22-2013
 
Intro to Product Management - Launch48 Pre-Accelerator Week
Intro to Product Management - Launch48 Pre-Accelerator WeekIntro to Product Management - Launch48 Pre-Accelerator Week
Intro to Product Management - Launch48 Pre-Accelerator Week
 
What is Product Management ?
What is Product Management ?What is Product Management ?
What is Product Management ?
 
Product Owner vs Product Manager
Product Owner vs Product ManagerProduct Owner vs Product Manager
Product Owner vs Product Manager
 
Product Discovery At Google
Product Discovery At GoogleProduct Discovery At Google
Product Discovery At Google
 
Lean product management
Lean product managementLean product management
Lean product management
 
Product Roadmap
Product RoadmapProduct Roadmap
Product Roadmap
 
Product management foundations
Product management foundationsProduct management foundations
Product management foundations
 
WTF is a Product Roadmap?
WTF is a Product Roadmap?WTF is a Product Roadmap?
WTF is a Product Roadmap?
 
Prioritization Method for Every Case by fmr Atlassian Principal PM
Prioritization Method for Every Case by fmr Atlassian Principal PMPrioritization Method for Every Case by fmr Atlassian Principal PM
Prioritization Method for Every Case by fmr Atlassian Principal PM
 
Product roadmap strategy
Product roadmap strategyProduct roadmap strategy
Product roadmap strategy
 
Product Manager 101: What Does A Product Manager Actually Do?
Product Manager 101: What Does A Product Manager Actually Do?Product Manager 101: What Does A Product Manager Actually Do?
Product Manager 101: What Does A Product Manager Actually Do?
 
Essentials of Product Management
Essentials of Product ManagementEssentials of Product Management
Essentials of Product Management
 
Creating Agile Product Roadmaps Everyone Understands
Creating Agile Product Roadmaps Everyone UnderstandsCreating Agile Product Roadmaps Everyone Understands
Creating Agile Product Roadmaps Everyone Understands
 
The experience is the product (for Mind The Product 2016)
The experience is the product (for Mind The Product 2016)The experience is the product (for Mind The Product 2016)
The experience is the product (for Mind The Product 2016)
 
What Is Product Management?
What Is Product Management?What Is Product Management?
What Is Product Management?
 
Agile Product Roadmaps
Agile Product RoadmapsAgile Product Roadmaps
Agile Product Roadmaps
 

En vedette

Finding Product Market Fit
Finding Product Market FitFinding Product Market Fit
Finding Product Market FitScott Bales
 
Nathalie Nahai - Naughty or nice? The psychology behind successful products
Nathalie Nahai  - Naughty or nice? The psychology behind successful productsNathalie Nahai  - Naughty or nice? The psychology behind successful products
Nathalie Nahai - Naughty or nice? The psychology behind successful productsNathalie Nahai
 
Agile205: Intro to Agile Product Management
Agile205: Intro to Agile Product ManagementAgile205: Intro to Agile Product Management
Agile205: Intro to Agile Product ManagementRich Mironov
 
10 Tips on how to be an Awesome Product Manager
10 Tips on how to be an Awesome Product Manager10 Tips on how to be an Awesome Product Manager
10 Tips on how to be an Awesome Product ManagerBrainmates Pty Limited
 
Product management organization structure patterns v1.02
Product management organization structure patterns v1.02Product management organization structure patterns v1.02
Product management organization structure patterns v1.02Johan Oskarsson
 
What is Product Management?
What is Product Management?What is Product Management?
What is Product Management?Sachin Rekhi
 
How to Use Your Product Roadmap as a Communication Tool
How to Use Your Product Roadmap as a Communication ToolHow to Use Your Product Roadmap as a Communication Tool
How to Use Your Product Roadmap as a Communication ToolJanna Bastow
 
The Double Diamond Model of Product Definition and Execution
The Double Diamond Model of Product Definition and ExecutionThe Double Diamond Model of Product Definition and Execution
The Double Diamond Model of Product Definition and ExecutionPeter Merholz
 
New is Easy but Right is Hard: Hacking Product Management
New is Easy but Right is Hard: Hacking Product ManagementNew is Easy but Right is Hard: Hacking Product Management
New is Easy but Right is Hard: Hacking Product ManagementBernard Leong
 
User Experience and Product Management: Two Peas in the Same Pod?
User Experience and Product Management: Two Peas in the Same Pod?User Experience and Product Management: Two Peas in the Same Pod?
User Experience and Product Management: Two Peas in the Same Pod?Jeff Lash
 
Lean Product Management for Enterprises: The Art of Known Unknowns
Lean Product Management for Enterprises: The Art of Known Unknowns Lean Product Management for Enterprises: The Art of Known Unknowns
Lean Product Management for Enterprises: The Art of Known Unknowns Thoughtworks
 
What is good product management
What is good product managementWhat is good product management
What is good product managementGiff Constable
 
Product Strategy
Product StrategyProduct Strategy
Product StrategyMatt Hunter
 
Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...
Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...
Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...Dan Olsen
 
Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...
Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...
Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...Rishi Dean
 
A Playbook for Achieving Product-Market Fit by Dan Olsen at Lean Startup Conf...
A Playbook for Achieving Product-Market Fit by Dan Olsen at Lean Startup Conf...A Playbook for Achieving Product-Market Fit by Dan Olsen at Lean Startup Conf...
A Playbook for Achieving Product-Market Fit by Dan Olsen at Lean Startup Conf...Dan Olsen
 
Lean Product Management - ACE 2015
Lean Product Management - ACE 2015Lean Product Management - ACE 2015
Lean Product Management - ACE 2015Melissa Perri
 
The Product Management X-Factor: How to be a Rock Star Product Manager
The Product Management X-Factor: How to be a Rock Star Product ManagerThe Product Management X-Factor: How to be a Rock Star Product Manager
The Product Management X-Factor: How to be a Rock Star Product ManagerPaul Young
 

En vedette (18)

Finding Product Market Fit
Finding Product Market FitFinding Product Market Fit
Finding Product Market Fit
 
Nathalie Nahai - Naughty or nice? The psychology behind successful products
Nathalie Nahai  - Naughty or nice? The psychology behind successful productsNathalie Nahai  - Naughty or nice? The psychology behind successful products
Nathalie Nahai - Naughty or nice? The psychology behind successful products
 
Agile205: Intro to Agile Product Management
Agile205: Intro to Agile Product ManagementAgile205: Intro to Agile Product Management
Agile205: Intro to Agile Product Management
 
10 Tips on how to be an Awesome Product Manager
10 Tips on how to be an Awesome Product Manager10 Tips on how to be an Awesome Product Manager
10 Tips on how to be an Awesome Product Manager
 
Product management organization structure patterns v1.02
Product management organization structure patterns v1.02Product management organization structure patterns v1.02
Product management organization structure patterns v1.02
 
What is Product Management?
What is Product Management?What is Product Management?
What is Product Management?
 
How to Use Your Product Roadmap as a Communication Tool
How to Use Your Product Roadmap as a Communication ToolHow to Use Your Product Roadmap as a Communication Tool
How to Use Your Product Roadmap as a Communication Tool
 
The Double Diamond Model of Product Definition and Execution
The Double Diamond Model of Product Definition and ExecutionThe Double Diamond Model of Product Definition and Execution
The Double Diamond Model of Product Definition and Execution
 
New is Easy but Right is Hard: Hacking Product Management
New is Easy but Right is Hard: Hacking Product ManagementNew is Easy but Right is Hard: Hacking Product Management
New is Easy but Right is Hard: Hacking Product Management
 
User Experience and Product Management: Two Peas in the Same Pod?
User Experience and Product Management: Two Peas in the Same Pod?User Experience and Product Management: Two Peas in the Same Pod?
User Experience and Product Management: Two Peas in the Same Pod?
 
Lean Product Management for Enterprises: The Art of Known Unknowns
Lean Product Management for Enterprises: The Art of Known Unknowns Lean Product Management for Enterprises: The Art of Known Unknowns
Lean Product Management for Enterprises: The Art of Known Unknowns
 
What is good product management
What is good product managementWhat is good product management
What is good product management
 
Product Strategy
Product StrategyProduct Strategy
Product Strategy
 
Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...
Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...
Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...
 
Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...
Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...
Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...
 
A Playbook for Achieving Product-Market Fit by Dan Olsen at Lean Startup Conf...
A Playbook for Achieving Product-Market Fit by Dan Olsen at Lean Startup Conf...A Playbook for Achieving Product-Market Fit by Dan Olsen at Lean Startup Conf...
A Playbook for Achieving Product-Market Fit by Dan Olsen at Lean Startup Conf...
 
Lean Product Management - ACE 2015
Lean Product Management - ACE 2015Lean Product Management - ACE 2015
Lean Product Management - ACE 2015
 
The Product Management X-Factor: How to be a Rock Star Product Manager
The Product Management X-Factor: How to be a Rock Star Product ManagerThe Product Management X-Factor: How to be a Rock Star Product Manager
The Product Management X-Factor: How to be a Rock Star Product Manager
 

Similaire à Agile Product Manager/Product Owner Dilemma (PMEC)

The Agile Product Manager/Owner Dilemma (ProdCampNYC)
The Agile Product Manager/Owner Dilemma (ProdCampNYC)The Agile Product Manager/Owner Dilemma (ProdCampNYC)
The Agile Product Manager/Owner Dilemma (ProdCampNYC)Rich Mironov
 
Agile2009 Product Manager - Product Owner Dilemma
Agile2009 Product Manager - Product Owner DilemmaAgile2009 Product Manager - Product Owner Dilemma
Agile2009 Product Manager - Product Owner DilemmaEnthiosys Inc
 
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt Rich Mironov
 
Agile Product Management Basics
Agile Product Management BasicsAgile Product Management Basics
Agile Product Management BasicsRich Mironov
 
Product vs Program/Project Management
Product vs Program/Project ManagementProduct vs Program/Project Management
Product vs Program/Project ManagementRich Mironov
 
Product Management Career Path in India - MBA Certifications what helps?
Product Management Career Path in India - MBA Certifications what helps?Product Management Career Path in India - MBA Certifications what helps?
Product Management Career Path in India - MBA Certifications what helps?Pinkesh Shah
 
How Agile Changes (and Doesn't) Product Management
How Agile Changes (and Doesn't) Product ManagementHow Agile Changes (and Doesn't) Product Management
How Agile Changes (and Doesn't) Product ManagementRich Mironov
 
The Chameleon Product Management Model
The Chameleon Product Management Model The Chameleon Product Management Model
The Chameleon Product Management Model Pat Scherer
 
How to reach the next level in B2B sales growth by transitioning from product...
How to reach the next level in B2B sales growth by transitioning from product...How to reach the next level in B2B sales growth by transitioning from product...
How to reach the next level in B2B sales growth by transitioning from product...The Naro Group
 
P-Camp Agile Product Mgmt Thinking
P-Camp Agile Product Mgmt ThinkingP-Camp Agile Product Mgmt Thinking
P-Camp Agile Product Mgmt ThinkingRich Mironov
 
Growth Strategies Across the Product Lifecycle
Growth Strategies Across the Product LifecycleGrowth Strategies Across the Product Lifecycle
Growth Strategies Across the Product LifecyclePaul Morgan
 
Where Should Strategy Live? (SDForum)
Where Should Strategy Live? (SDForum)Where Should Strategy Live? (SDForum)
Where Should Strategy Live? (SDForum)Rich Mironov
 
Getting Promoted and Understanding The Next Job Up
Getting Promoted and Understanding The Next Job UpGetting Promoted and Understanding The Next Job Up
Getting Promoted and Understanding The Next Job UpSilicon Valley ProductCamp
 
SVProdCamp - P Roles & Getting Promoted
SVProdCamp - P Roles & Getting PromotedSVProdCamp - P Roles & Getting Promoted
SVProdCamp - P Roles & Getting PromotedRich Mironov
 
Shawn Loudenback Overview Sales Strategic Development.1
Shawn Loudenback Overview Sales Strategic Development.1Shawn Loudenback Overview Sales Strategic Development.1
Shawn Loudenback Overview Sales Strategic Development.1sloudenback
 
Sales & Marketing Development Plan - a template for the CRO
Sales & Marketing Development Plan - a template for the CROSales & Marketing Development Plan - a template for the CRO
Sales & Marketing Development Plan - a template for the CROFan Foundry
 
Product Ownership @ RD Summit 2015
Product Ownership @ RD Summit 2015Product Ownership @ RD Summit 2015
Product Ownership @ RD Summit 2015Manoel Lemos
 
Product Marketing in Global SaaS
Product Marketing in Global SaaSProduct Marketing in Global SaaS
Product Marketing in Global SaaSAndrew Malcolm
 
managing product support
managing product supportmanaging product support
managing product supportparimaltank
 
Director of Product Management job in London
Director of Product Management job in LondonDirector of Product Management job in London
Director of Product Management job in LondonMark Long
 

Similaire à Agile Product Manager/Product Owner Dilemma (PMEC) (20)

The Agile Product Manager/Owner Dilemma (ProdCampNYC)
The Agile Product Manager/Owner Dilemma (ProdCampNYC)The Agile Product Manager/Owner Dilemma (ProdCampNYC)
The Agile Product Manager/Owner Dilemma (ProdCampNYC)
 
Agile2009 Product Manager - Product Owner Dilemma
Agile2009 Product Manager - Product Owner DilemmaAgile2009 Product Manager - Product Owner Dilemma
Agile2009 Product Manager - Product Owner Dilemma
 
EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt EL-SIG: How Engineering Works with ProdMgmt
EL-SIG: How Engineering Works with ProdMgmt
 
Agile Product Management Basics
Agile Product Management BasicsAgile Product Management Basics
Agile Product Management Basics
 
Product vs Program/Project Management
Product vs Program/Project ManagementProduct vs Program/Project Management
Product vs Program/Project Management
 
Product Management Career Path in India - MBA Certifications what helps?
Product Management Career Path in India - MBA Certifications what helps?Product Management Career Path in India - MBA Certifications what helps?
Product Management Career Path in India - MBA Certifications what helps?
 
How Agile Changes (and Doesn't) Product Management
How Agile Changes (and Doesn't) Product ManagementHow Agile Changes (and Doesn't) Product Management
How Agile Changes (and Doesn't) Product Management
 
The Chameleon Product Management Model
The Chameleon Product Management Model The Chameleon Product Management Model
The Chameleon Product Management Model
 
How to reach the next level in B2B sales growth by transitioning from product...
How to reach the next level in B2B sales growth by transitioning from product...How to reach the next level in B2B sales growth by transitioning from product...
How to reach the next level in B2B sales growth by transitioning from product...
 
P-Camp Agile Product Mgmt Thinking
P-Camp Agile Product Mgmt ThinkingP-Camp Agile Product Mgmt Thinking
P-Camp Agile Product Mgmt Thinking
 
Growth Strategies Across the Product Lifecycle
Growth Strategies Across the Product LifecycleGrowth Strategies Across the Product Lifecycle
Growth Strategies Across the Product Lifecycle
 
Where Should Strategy Live? (SDForum)
Where Should Strategy Live? (SDForum)Where Should Strategy Live? (SDForum)
Where Should Strategy Live? (SDForum)
 
Getting Promoted and Understanding The Next Job Up
Getting Promoted and Understanding The Next Job UpGetting Promoted and Understanding The Next Job Up
Getting Promoted and Understanding The Next Job Up
 
SVProdCamp - P Roles & Getting Promoted
SVProdCamp - P Roles & Getting PromotedSVProdCamp - P Roles & Getting Promoted
SVProdCamp - P Roles & Getting Promoted
 
Shawn Loudenback Overview Sales Strategic Development.1
Shawn Loudenback Overview Sales Strategic Development.1Shawn Loudenback Overview Sales Strategic Development.1
Shawn Loudenback Overview Sales Strategic Development.1
 
Sales & Marketing Development Plan - a template for the CRO
Sales & Marketing Development Plan - a template for the CROSales & Marketing Development Plan - a template for the CRO
Sales & Marketing Development Plan - a template for the CRO
 
Product Ownership @ RD Summit 2015
Product Ownership @ RD Summit 2015Product Ownership @ RD Summit 2015
Product Ownership @ RD Summit 2015
 
Product Marketing in Global SaaS
Product Marketing in Global SaaSProduct Marketing in Global SaaS
Product Marketing in Global SaaS
 
managing product support
managing product supportmanaging product support
managing product support
 
Director of Product Management job in London
Director of Product Management job in LondonDirector of Product Management job in London
Director of Product Management job in London
 

Plus de Enthiosys Inc

Using Innovation Games To Prioritize Technical Debt Pub
Using Innovation Games To Prioritize Technical Debt PubUsing Innovation Games To Prioritize Technical Debt Pub
Using Innovation Games To Prioritize Technical Debt PubEnthiosys Inc
 
Using Innovation Games To Prioritize Technical Debt Pub
Using Innovation Games To Prioritize Technical Debt PubUsing Innovation Games To Prioritize Technical Debt Pub
Using Innovation Games To Prioritize Technical Debt PubEnthiosys Inc
 
Luke Hohmann's Software Guru 2009 Keynote: Innovation In Software
Luke Hohmann's Software Guru 2009 Keynote: Innovation In SoftwareLuke Hohmann's Software Guru 2009 Keynote: Innovation In Software
Luke Hohmann's Software Guru 2009 Keynote: Innovation In SoftwareEnthiosys Inc
 
Agile Comes to You (Mironov, Bellevue)
Agile Comes to You (Mironov, Bellevue)Agile Comes to You (Mironov, Bellevue)
Agile Comes to You (Mironov, Bellevue)Enthiosys Inc
 
Aligning Business Models And Technology Architectures Ore Dev Conferenc...
Aligning  Business  Models And  Technology  Architectures  Ore Dev  Conferenc...Aligning  Business  Models And  Technology  Architectures  Ore Dev  Conferenc...
Aligning Business Models And Technology Architectures Ore Dev Conferenc...Enthiosys Inc
 
Better Software Keynote The Complete Developer 07
Better Software Keynote  The Complete Developer 07Better Software Keynote  The Complete Developer 07
Better Software Keynote The Complete Developer 07Enthiosys Inc
 
Better Software Keynote The Complete Developer 07
Better Software Keynote  The Complete Developer 07Better Software Keynote  The Complete Developer 07
Better Software Keynote The Complete Developer 07Enthiosys Inc
 
Collaborative Roadmapping
Collaborative Roadmapping Collaborative Roadmapping
Collaborative Roadmapping Enthiosys Inc
 
Prioritizing for Profit from AgilePalooza
Prioritizing for Profit from AgilePaloozaPrioritizing for Profit from AgilePalooza
Prioritizing for Profit from AgilePaloozaEnthiosys Inc
 
WellsFargo Collaborative Roadmapping Presentation
WellsFargo Collaborative Roadmapping PresentationWellsFargo Collaborative Roadmapping Presentation
WellsFargo Collaborative Roadmapping PresentationEnthiosys Inc
 
Coding Values, Coding Cultures
Coding Values, Coding CulturesCoding Values, Coding Cultures
Coding Values, Coding CulturesEnthiosys Inc
 
Agile Architectures, Agile Cultures
Agile Architectures, Agile CulturesAgile Architectures, Agile Cultures
Agile Architectures, Agile CulturesEnthiosys Inc
 
Collaboration Tools to Create Better Products
Collaboration Tools to Create Better ProductsCollaboration Tools to Create Better Products
Collaboration Tools to Create Better ProductsEnthiosys Inc
 
Translating In-Person Experiences to Online Tools
Translating In-Person Experiences to Online ToolsTranslating In-Person Experiences to Online Tools
Translating In-Person Experiences to Online ToolsEnthiosys Inc
 
Fast, Easy, Low-Cost Innovation for Portfolio Prioritization
Fast, Easy, Low-Cost Innovation for Portfolio PrioritizationFast, Easy, Low-Cost Innovation for Portfolio Prioritization
Fast, Easy, Low-Cost Innovation for Portfolio PrioritizationEnthiosys Inc
 
Bridging the Gap Between Business and Development (OOP'07 Keynote)
Bridging the Gap Between Business and Development (OOP'07 Keynote)Bridging the Gap Between Business and Development (OOP'07 Keynote)
Bridging the Gap Between Business and Development (OOP'07 Keynote)Enthiosys Inc
 
Aladdin at Enthiosys Customer Appreciation Day '08
Aladdin at Enthiosys Customer Appreciation Day '08Aladdin at Enthiosys Customer Appreciation Day '08
Aladdin at Enthiosys Customer Appreciation Day '08Enthiosys Inc
 
Prioritizing For Profit at Agile 08
Prioritizing For Profit at Agile 08Prioritizing For Profit at Agile 08
Prioritizing For Profit at Agile 08Enthiosys Inc
 
Prioritizing For Profit
Prioritizing For ProfitPrioritizing For Profit
Prioritizing For ProfitEnthiosys Inc
 
Luke Hohmann on "How Innovation Happens"
Luke Hohmann on "How Innovation Happens"Luke Hohmann on "How Innovation Happens"
Luke Hohmann on "How Innovation Happens"Enthiosys Inc
 

Plus de Enthiosys Inc (20)

Using Innovation Games To Prioritize Technical Debt Pub
Using Innovation Games To Prioritize Technical Debt PubUsing Innovation Games To Prioritize Technical Debt Pub
Using Innovation Games To Prioritize Technical Debt Pub
 
Using Innovation Games To Prioritize Technical Debt Pub
Using Innovation Games To Prioritize Technical Debt PubUsing Innovation Games To Prioritize Technical Debt Pub
Using Innovation Games To Prioritize Technical Debt Pub
 
Luke Hohmann's Software Guru 2009 Keynote: Innovation In Software
Luke Hohmann's Software Guru 2009 Keynote: Innovation In SoftwareLuke Hohmann's Software Guru 2009 Keynote: Innovation In Software
Luke Hohmann's Software Guru 2009 Keynote: Innovation In Software
 
Agile Comes to You (Mironov, Bellevue)
Agile Comes to You (Mironov, Bellevue)Agile Comes to You (Mironov, Bellevue)
Agile Comes to You (Mironov, Bellevue)
 
Aligning Business Models And Technology Architectures Ore Dev Conferenc...
Aligning  Business  Models And  Technology  Architectures  Ore Dev  Conferenc...Aligning  Business  Models And  Technology  Architectures  Ore Dev  Conferenc...
Aligning Business Models And Technology Architectures Ore Dev Conferenc...
 
Better Software Keynote The Complete Developer 07
Better Software Keynote  The Complete Developer 07Better Software Keynote  The Complete Developer 07
Better Software Keynote The Complete Developer 07
 
Better Software Keynote The Complete Developer 07
Better Software Keynote  The Complete Developer 07Better Software Keynote  The Complete Developer 07
Better Software Keynote The Complete Developer 07
 
Collaborative Roadmapping
Collaborative Roadmapping Collaborative Roadmapping
Collaborative Roadmapping
 
Prioritizing for Profit from AgilePalooza
Prioritizing for Profit from AgilePaloozaPrioritizing for Profit from AgilePalooza
Prioritizing for Profit from AgilePalooza
 
WellsFargo Collaborative Roadmapping Presentation
WellsFargo Collaborative Roadmapping PresentationWellsFargo Collaborative Roadmapping Presentation
WellsFargo Collaborative Roadmapping Presentation
 
Coding Values, Coding Cultures
Coding Values, Coding CulturesCoding Values, Coding Cultures
Coding Values, Coding Cultures
 
Agile Architectures, Agile Cultures
Agile Architectures, Agile CulturesAgile Architectures, Agile Cultures
Agile Architectures, Agile Cultures
 
Collaboration Tools to Create Better Products
Collaboration Tools to Create Better ProductsCollaboration Tools to Create Better Products
Collaboration Tools to Create Better Products
 
Translating In-Person Experiences to Online Tools
Translating In-Person Experiences to Online ToolsTranslating In-Person Experiences to Online Tools
Translating In-Person Experiences to Online Tools
 
Fast, Easy, Low-Cost Innovation for Portfolio Prioritization
Fast, Easy, Low-Cost Innovation for Portfolio PrioritizationFast, Easy, Low-Cost Innovation for Portfolio Prioritization
Fast, Easy, Low-Cost Innovation for Portfolio Prioritization
 
Bridging the Gap Between Business and Development (OOP'07 Keynote)
Bridging the Gap Between Business and Development (OOP'07 Keynote)Bridging the Gap Between Business and Development (OOP'07 Keynote)
Bridging the Gap Between Business and Development (OOP'07 Keynote)
 
Aladdin at Enthiosys Customer Appreciation Day '08
Aladdin at Enthiosys Customer Appreciation Day '08Aladdin at Enthiosys Customer Appreciation Day '08
Aladdin at Enthiosys Customer Appreciation Day '08
 
Prioritizing For Profit at Agile 08
Prioritizing For Profit at Agile 08Prioritizing For Profit at Agile 08
Prioritizing For Profit at Agile 08
 
Prioritizing For Profit
Prioritizing For ProfitPrioritizing For Profit
Prioritizing For Profit
 
Luke Hohmann on "How Innovation Happens"
Luke Hohmann on "How Innovation Happens"Luke Hohmann on "How Innovation Happens"
Luke Hohmann on "How Innovation Happens"
 

Dernier

20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdfChris Skinner
 
Call Us 📲8800102216📞 Call Girls In DLF City Gurgaon
Call Us 📲8800102216📞 Call Girls In DLF City GurgaonCall Us 📲8800102216📞 Call Girls In DLF City Gurgaon
Call Us 📲8800102216📞 Call Girls In DLF City Gurgaoncallgirls2057
 
Organizational Structure Running A Successful Business
Organizational Structure Running A Successful BusinessOrganizational Structure Running A Successful Business
Organizational Structure Running A Successful BusinessSeta Wicaksana
 
WSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdfWSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdfJamesConcepcion7
 
Technical Leaders - Working with the Management Team
Technical Leaders - Working with the Management TeamTechnical Leaders - Working with the Management Team
Technical Leaders - Working with the Management TeamArik Fletcher
 
Appkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptxAppkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptxappkodes
 
8447779800, Low rate Call girls in Shivaji Enclave Delhi NCR
8447779800, Low rate Call girls in Shivaji Enclave Delhi NCR8447779800, Low rate Call girls in Shivaji Enclave Delhi NCR
8447779800, Low rate Call girls in Shivaji Enclave Delhi NCRashishs7044
 
PSCC - Capability Statement Presentation
PSCC - Capability Statement PresentationPSCC - Capability Statement Presentation
PSCC - Capability Statement PresentationAnamaria Contreras
 
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...ssuserf63bd7
 
Chapter 9 PPT 4th edition.pdf internal audit
Chapter 9 PPT 4th edition.pdf internal auditChapter 9 PPT 4th edition.pdf internal audit
Chapter 9 PPT 4th edition.pdf internal auditNhtLNguyn9
 
Darshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfDarshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfShashank Mehta
 
Healthcare Feb. & Mar. Healthcare Newsletter
Healthcare Feb. & Mar. Healthcare NewsletterHealthcare Feb. & Mar. Healthcare Newsletter
Healthcare Feb. & Mar. Healthcare NewsletterJamesConcepcion7
 
Onemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring CapabilitiesOnemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring CapabilitiesOne Monitar
 
Church Building Grants To Assist With New Construction, Additions, And Restor...
Church Building Grants To Assist With New Construction, Additions, And Restor...Church Building Grants To Assist With New Construction, Additions, And Restor...
Church Building Grants To Assist With New Construction, Additions, And Restor...Americas Got Grants
 
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdftrending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdfMintel Group
 
NAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors DataNAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors DataExhibitors Data
 
Send Files | Sendbig.comSend Files | Sendbig.com
Send Files | Sendbig.comSend Files | Sendbig.comSend Files | Sendbig.comSend Files | Sendbig.com
Send Files | Sendbig.comSend Files | Sendbig.comSendBig4
 
Entrepreneurship lessons in Philippines
Entrepreneurship lessons in  PhilippinesEntrepreneurship lessons in  Philippines
Entrepreneurship lessons in PhilippinesDavidSamuel525586
 
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCRashishs7044
 
APRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdfAPRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdfRbc Rbcua
 

Dernier (20)

20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
 
Call Us 📲8800102216📞 Call Girls In DLF City Gurgaon
Call Us 📲8800102216📞 Call Girls In DLF City GurgaonCall Us 📲8800102216📞 Call Girls In DLF City Gurgaon
Call Us 📲8800102216📞 Call Girls In DLF City Gurgaon
 
Organizational Structure Running A Successful Business
Organizational Structure Running A Successful BusinessOrganizational Structure Running A Successful Business
Organizational Structure Running A Successful Business
 
WSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdfWSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdf
 
Technical Leaders - Working with the Management Team
Technical Leaders - Working with the Management TeamTechnical Leaders - Working with the Management Team
Technical Leaders - Working with the Management Team
 
Appkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptxAppkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptx
 
8447779800, Low rate Call girls in Shivaji Enclave Delhi NCR
8447779800, Low rate Call girls in Shivaji Enclave Delhi NCR8447779800, Low rate Call girls in Shivaji Enclave Delhi NCR
8447779800, Low rate Call girls in Shivaji Enclave Delhi NCR
 
PSCC - Capability Statement Presentation
PSCC - Capability Statement PresentationPSCC - Capability Statement Presentation
PSCC - Capability Statement Presentation
 
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
 
Chapter 9 PPT 4th edition.pdf internal audit
Chapter 9 PPT 4th edition.pdf internal auditChapter 9 PPT 4th edition.pdf internal audit
Chapter 9 PPT 4th edition.pdf internal audit
 
Darshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfDarshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdf
 
Healthcare Feb. & Mar. Healthcare Newsletter
Healthcare Feb. & Mar. Healthcare NewsletterHealthcare Feb. & Mar. Healthcare Newsletter
Healthcare Feb. & Mar. Healthcare Newsletter
 
Onemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring CapabilitiesOnemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
 
Church Building Grants To Assist With New Construction, Additions, And Restor...
Church Building Grants To Assist With New Construction, Additions, And Restor...Church Building Grants To Assist With New Construction, Additions, And Restor...
Church Building Grants To Assist With New Construction, Additions, And Restor...
 
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdftrending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
 
NAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors DataNAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors Data
 
Send Files | Sendbig.comSend Files | Sendbig.com
Send Files | Sendbig.comSend Files | Sendbig.comSend Files | Sendbig.comSend Files | Sendbig.com
Send Files | Sendbig.comSend Files | Sendbig.com
 
Entrepreneurship lessons in Philippines
Entrepreneurship lessons in  PhilippinesEntrepreneurship lessons in  Philippines
Entrepreneurship lessons in Philippines
 
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR
 
APRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdfAPRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdf
 

Agile Product Manager/Product Owner Dilemma (PMEC)

  • 1. The Agile Product Manager / Product Owner Dilemma Rich Mironov CMO, Enthiosysrmironov@enthiosys.com
  • 2. An Unapologetic Product Guy Agile product management mentor/consultant CMO at Enthiosys Business models, pricing, customer needs Interim executive Repeat offender at software/SaaS start-ups Founded P-Camp Chaired Agile 2009 PM/PO track “The Art of Product Management”
  • 3. Agenda Confusion around context, terminology Development POV or outbound organization? Portfolio strategy vs. product backlog “Business value” isn’t quarterly revenue goal Product managers and product owners What does a product manager do? How does this map to product owners? Recommendations
  • 4. My Biases My focus is on commercial software Revenue-driven Market share matters Agile development as part of business agility Most product failures are market failures Strategy happens before development starts Good product managers have first-hand experience marketing/selling/supporting 100111011001  $$$
  • 5. Disjoint Communities Product Managers Agile Community Nearly empty, very lonely
  • 6. Product Owner? Product Manager? Most Agilists think narrowly about product owners Core member of agile team Physically present most of the time Driving user stories and sub-iteration decisions Showcase provides primary customer input Most product managers are not yet Agilists Majority of product work happens outside Engineering Markets and customers must be experienced directly Servicing multiple inbound and outbound queues
  • 7. Product Management Executives Development What Does Product Management Do? strategy, forecasts, commitments, roadmaps,competitive intelligence budgets, staff, targets market information, priorities, requirements, roadmaps, MRDs, personas, user stories… Field input, Market feedback Mktg & Sales Markets & Customers software Segmentation, messages, benefits/features, pricing, qualification, demos…
  • 8. many years Exec Strategy years Portfolio many mons PM Product 2-9 mon Release Dev Team Sprint 2 wk Daily Product Management Planning Horizons
  • 9. Pragmatic Marketing® Framework Less Technical BusinessPlan MarketingPlan Positioning Pricing Market Problems Customer Acquisition BuyingProcess Market Definition Buy, Build or Partner Win/Loss Analysis Customer Retention Buyer Personas Distribution Strategy Product Profitability Distinctive Competence Program Effectiveness UserPersonas Product Portfolio Tactical Strategic Business Market Programs Planning Strategy Support Readiness Business Market Programs Planning Strategy Support Readiness Innovation Competitive Landscape LaunchPlan Require- ments Product Roadmap Presentations & Demos SalesProcess Technology Assessment Thought Leadership UseScenarios “Special”Calls Collateral Lead Generation Status Dashboard EventSupport SalesTools Referrals & References ChannelSupport Channel Training More Technical © 1993-2009 Pragmatic Marketing, Inc. All rights reserved
  • 10. Pragmatic Marketing® Framework Dir, Prod Strategy Prod Mktg Mgr Tech Prod Mgr BusinessPlan MarketingPlan Positioning Pricing Market Problems Customer Acquisition BuyingProcess Market Definition Buy, Build or Partner Win/Loss Analysis Customer Retention Buyer Personas Distribution Strategy Product Profitability Distinctive Competence Program Effectiveness UserPersonas Product Portfolio Business Market Programs Planning Strategy Support Readiness Business Market Programs Planning Strategy Support Readiness Innovation Competitive Landscape LaunchPlan Require- ments Product Roadmap Presentations & Demos SalesProcess Technology Assessment Thought Leadership UseScenarios “Special”Calls Collateral Lead Generation Status Dashboard EventSupport SalesTools Referrals & References ChannelSupport Channel Training © 1993-2009 Pragmatic Marketing, Inc. All rights reserved
  • 11.
  • 12. What Does a Product Owner Do? “In Scrum, a single person must have final authority representing the customer's interest in backlog prioritization and requirements questions. This person must be available to the team at any time, especially during the sprint planning meeting and the sprint review meeting.” Responsible for Defining features Prioritizing features according to market value Deciding release dates and content Accepting or rejecting work results Profitability of the product (ROI?) How developers define product management
  • 13. Ideal Product Owner Must Be… Omniscient, telepathic Represent true market needs without spending a lot of time “in the field” Manage complexities ofdetailed stories andmarketplace tradeoffs Very difficult to do “solo” IMHO nearly impossible without some product management experience
  • 14. Product Owner’s Calendar Borrowed from Catherine Connor, Rally
  • 15. Two Sizes of Product Owner “small p” product owner Focus on iterations (up through releases) User story elaboration, backlog management Available to dev team hour by hour Customer showcase (rather than primary market research) Internal recruit, often limited product management experience “Big P” Product Owner, aka Chief Product Owner Strategic view of customers, profitability, markets Sets broad direction, owns resource allocation “Big P” Product Owners call themselves: VP/GM of Business Unit VP Product Management VP Engineering
  • 16. PO/PM Organizational Map GM - VP PM - VP Eng/CTO Product Management Organization product owners more technical more market-focused
  • 17. product owner Executives Marketing/Sales Customers customer information, priorities, requirements, roadmaps, personas, user stories… Development “small p” product owner software
  • 18. BusinessPlan MarketingPlan Positioning Pricing Market Problems Customer Acquisition BuyingProcess Market Definition Buy, Build or Partner Win/Loss Analysis Customer Retention Buyer Personas Distribution Strategy Product Profitability Distinctive Competence Program Effectiveness UserPersonas Product Portfolio Business Market Programs Planning Strategy Support Readiness Business Market Programs Planning Strategy Support Readiness Innovation Competitive Landscape LaunchPlan Require ments Product Roadmap Presentations & Demos SalesProcess backlog, accept work Technology Assessment Thought Leadership UseScenarios “Special”Calls Collateral stories Lead Generation Status Dashboard EventSupport SalesTools burn down/up product owner Referrals & References ChannelSupport Channel Training Adapted Pragmatic Marketing® Framework © 1993-2009 Pragmatic Marketing, Inc. All rights reserved
  • 19. Much More to Do IMO, Product Owner role adds 40-60% work for waterfall product managers PM likely to be already overcommitted Too many constituents, queues, roles PM capacity planning is hard Natural for PMs to ignorehow stretched they are Agile makes this worse
  • 20. Product Manager Failure Modes Solo Product Manager fails the agile team if… Part-timer, not fully engaged with team Lack of detail on stories, acceptance tests Stale items in backlog Handwaving and bluster Best of intentions, but pulled in too many directions “Build what I meant”
  • 21. Product Owner Failure Modes Solo Product Owner fails the market if… Weak on actual economic value: pricing, packaging, upgrade barriers,professional service models,discounting, competitive dynamics Disconnected from cross-functional teams that turn software into products (Marketing, Sales, Support…) Trading off company-wide product strategy in favor of product-level features Substituting showcases for broad market input
  • 22. Scalable PM/PO Models Small product, co-located team Agile product manager is the product owner Complex product PM covers strategic/outbound, PO (TPM) for inbound Report up through same PM management chain Distributed teams One or more PMs at main Eng location Every remote team has a PO (or PM) Frequent, intense collaboration among all PMs/POs Pool of PM/PO talent with strategic leadership Larger departments, enough resources to allocate Pair up, mix and match, share, share, share
  • 23. Context and Solo Models A seasoned Agile Product Manager can also be a Product Owner Cover both roles for one moderately complex product A seasoned Product Owner can not also be a Product Manager Outbound coordination and Sales/Marketing/Field role don’t fit into schedule Best: Single organization for both PMs and POs Best: Collocated PMs and POs/TPMs (40% / 60%) Tough: HQ PM, remote PO with each dev team
  • 24. Take-Aways PM/PO: One of the reasons Agile delivers better software Agile makes Product Manager job harder Market demands and first-hand interactions don’t go away Without deep and complex market input, Product Owner can’t represent users/customers/markets Staffing and trainingissues Skills mix, geo-distribution
  • 25. Plan to ask for (and then demand!) more PM/PO staff and team training
  • 26. The Agile Product Manager / Product Owner Dilemma Rich Mironov CMO, Enthiosysrmironov@enthiosys.com

Notes de l'éditeur

  1. Most product failures are market failures, not development failuresProduct line strategies should be built before dev teams are formedGood product managers have first-hand experience marketing/selling/supporting