EL-SIG: How Engineering Works with ProdMgmt
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Discussion of what product management does (in tech companies) and ways that Engineering/Dev leadership can help PM be more effective
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EL-SIG: How Engineering Works with ProdMgmt
- 1. How Engineering Can Work Better with Product Management Rich MironovApril 21, 2011
- 2. About Rich Mironov CEO of a stealth startup Veteran product manager/strategist/exec Business models, pricing, agile Organizing product organizations “What do customers want?” Author of “The Art of Product Management” and Product Bytes blog Founded Product Camp, chaired product stage at annual Agile conferences
- 3. Agenda 3 Sharing: your good and bad product management experiences What does a product manager do, anyway? Agile product managers, agile product owners 7 ways to help your product manager
- 4. Sharing Your Good And Bad Product Management Experiences
- 5. Agenda 5 Sharing: your good and bad product management experiences What does a product manager do, anyway? Agile product managers, agile product owners 7 ways to help your product manager
- 6. What Does a Product Manager Do? For commercial / revenue software… PM drives delivery and market acceptance of whole products PM targets market segments, not individual customers For strategic internal development… PM resolves competing priorities PM drives acceptance and adoption
- 7. Product Management Executives Development What Does a Product Manager 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. Product Mgmt Planning Horizons many years Exec Strategy years Portfolio many mons PM Product 2-9 mon Release Dev Team Sprint 2 wk Daily
- 9. 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
- 10. Nature of PM Role No natural sequence for PM Must work all aspects in parallel Entire planning onion Intensely interrupt-driven Bottoms-up shapes top-down, top-down shapes bottoms-up Product Management must provide strategy, judgment and integration as well as execution
- 11. Good product managers drive decisions despite uncertainty and contradictory goals
- 12. “How Hard Could It Be?” Imagine that I create a two-day seminar for “Senior Enterprise Software Architects” Anyone can enroll We talk about enterprise architecture All attendees get a “Senior Enterprise Software Architect” certificate Are they senior architects?
- 13. Agenda 13 Participants: good and bad product management experiences What does a product manager do, anyway? Agile product managers, product owners 7 ways to help your product manager
- 14. Disjoint Communities Product Managers Agile Community Nearly empty, very lonely
- 15. Discussions about Agile… Part philosophy and religion Part process, tools, techniques, methods Part organizational design
- 16. Why Not Waterfall? Requirements and estimates Design Coding and unit test System integration & QA Operation and maintenance Waterfall projects rarely deliver according to plan
- 17. Agile’s Inner Loop (Development) After: Mike Cohn
- 19. Customers
- 20. Biz Models
- 21. Strategy
- 22. Portfolios
- 23. Funding
- 24. Customers
- 25. Sales
- 26. Marketing
- 27. Support
- 28. Upgrades
- 30. product owner Executives Marketing/Sales Customers Development “small p” product owner priorities, requirements, personas, user stories… software
- 31. Product Manager Failure Modes Solo Product Manager fails the agile team if… Part-timer, not fully engaged in 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”
- 32. Product Owner Failure Modes Solo Product Owner fails the market if… Weak onreal-world value: pricing, packaging, upgrades, servicemodels,discounting, competitive dynamics Disconnected from cross-functional teams(Marketing, Sales, Support…) Belief in rational users and accurate ROI Trading off company-wide product strategy for product-level features Assuming that a few customers at showcase (demo) represent the market
- 33. Agenda 23 Participants: good and bad product management experiences What does a product manager do, anyway? Agile product managers, product owners 7 ways to help your product manager
- 34. 7 Good Ways to Help Your PM Ask about use cases and customer problems Don’t demand PMs as technical as you are Not every user story gets its own ROI Expect PMs to translate features into customer-relevant benefits Ask about forecasts, shipments and revenue QUIETLY sit in on some customer meetings Channel your inner Product Manager
- 35. Contact Information +1-650-315-7394 rich@mironov.com www.mironov.com/articles/ @RichMironov www.linkedin.com/in/richmironov
- 36. How Engineering Can Work Better with Product Management Rich MironovApril 21, 2011
Notes de l'éditeur
- Who has PMs? Who doesn’t?Where does PM report up through?What distinguishes good PMs from weak in your org?Categories: technical skills; org power; reporting path; customer knowledge; work products; who’s driving/deciding?; title confusion…
- No natural sequence for PMMust work all aspects in parallelPlanning onion as simultaneous equationBottoms-Up Shapes Top-DownCustomer visits inform market viewCompetitive price points drive business modelFeature complexity shapes release planTop-Down Shapes Bottoms-UpMarket segmentation determines customer selection and benefitsProduct strategy drives backlogProduct Management provides strategy, judgment and integration as well as executionOwning market success is an unbounded problem
- Dev consistently wants to promote good engineers into PM roles. Mostly they lack relevant field experience, organizational savvy, customer skills, ability to handle uncertainty. Ideally, new PMs should have a mentor to get through the first 6 months.
- Ask about use cases and customer problemsVs. wanting PMs to settle internal technical/architecture disputesDon’t demand PMs as technical as you areYou have architects and senior devs to be the most technicalNot every user story gets its own ROI Not every field, button, featurelet can be independently justified. Customer-relevant value may roll up dozens of small bits.Expect PMs to translate features into customer-relevant benefitsThey have to turn your how-it-works into a sales team’s why-you-careAsk about forecasts, shipments and revenueShows you care about the business as well as the tech, and you’ll learn somethingQUIETLY sit in on some customer meetingsIf you talk out of turn, you won’t get invited back.Channel your inner Product ManagerOnce in a while, pretend you’re the PM and consider how you’d think through whole product issues. WWPMD?