Agile Product Management with Scrum

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Agile Product ManagementUsing SCRUM

Bimlesh GunduraoCEO Aguai Solutions

Critical 5 to Succeed

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A Business, Technology and Talent Development Consulting Company with focus on Healthcare , Retail & IT

Business

Technology

People

VisionTo become the most preferred business

partner to our customers through leadership in our actions, values and social

responsibility

MissionTo be a world class

organization in enabling clients to become Leaders

in their industry

Values LEAD by Example

Leadership, Empower, Agile, Decisive

www.aguaisolutions.com

http://www.aguaisolutions.com/

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Critical 5

1. Agile Product Management is different!

2. Product Owner vs Product Manager

3. Making this work in an Enterprise

4. Common Pitfalls

5. Critical Success Factors

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SCRUMTime box

InspectNo Changes

Adapt

Commit“Definition of Done”

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Goal of Product Management

To deliver measurable business results through

product solutions that meet both market needs and

company objectives

Don Vendetti – http://wp.me/pXBON-WE

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Thinkers

Product Managers as Thinkers to ADAPT to changing market needs and responding to

change faster than the competitor and sometimes than the market itself

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Adaptive Productizing

ProcessTM

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Best Practices Approach to productizing,

managing products and

services predictably

What does Product

Management do?

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How does it fit in?

Product Management

Executives

Budgets, staff, targets

Strategy, forecasts, commitments, roadmaps, competitive intelligence

Development

Market information, MRD, priorities, roadmaps, requirements, personas, user stories….

Mktg & Sales + Markets & Customers

Segmentation, messages, benefits/features, pricing, qualification, demos….

Field inputs, Market feedback

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The KEY Question

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Product Lifecycle OBJECTIVES

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What is Agile Development?

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Agile Product Management is Different!

Different in 5 ways

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1. Managing Roadmap

Act Small

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2. Collaboration

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3. Customer Feedback

Source – www.romanpichler.com

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4. Focus Business Value

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5. Making Progress Visible

http://www.sw-engineering-candies.com/

http://www.sw-engineering-candies.com/

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Agile Only for Websites! – Think Again

• Commercial software• In-house development• Contract development• Fixed-price projects• Financial applications• ISO 9001-certified

applications• Embedded systems• 24x7 systems with 99.999%

uptime requirements• Software as a Service

•Video game development

•FDA-approved, life-critical systems

•Satellite-control software

•Websites

•Handheld software

•Mobile phones

•Network switching applications

•CMMI Model applications

•Some of the largest applications in use

From: http://www.mountaingoatsoftware.com

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Companies adopting Agile

And many more

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Critical 5




4. Common Pitfalls


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Product Owner

Owner of project vision

Represents the

customer

picture by Official Star Wars Blog

http://www.flickr.com/photos/starwarsblog/793008715/

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Product Manager

Customer/ Market

ExternalInternal

Product Management Interlock

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Steering teamsExecutives

EngineeringMarketing

SalesArchitects

Project MgrSupport

SEsAnd more..

PartnersAnalysts

Thought leadersChannel Sales

AgenciesSuppliers

And more..

Finding compelling, competitive and profitable solutions to market problems

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Product owner

Agile teams

ExternalProduct Manager

Product Owner Interlock

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Steering teamsExecutives

EngineeringMarketing

Sales

Panel of Customers

& ProspectsPartners

Thought leaders

Translate identified market problems into actionable, acceptable solutions while owning the product

planning process

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Product Owner vs Product Manager

Executives

Development

Mktg & Sales + Markets & Customers

Product Management

Budgets, staff, targets

Strategy, forecasts, commitments, roadmaps, competitive intelligence

Market information, MRD, priorities, roadmaps, requirements, personas, user stories….

Segmentation, messages, benefits/features, pricing, qualification, demos….

Field inputs, Market feedback

Product

OwnerPr

oduc

t M

anag

er

Product Manager

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Scrum ROLES Summary

Activity Owner Responsibility

Manage the vision

Product Owner

Establish, nurture, and communicates the product vision. Achieve initial and on-going funding for the project through initial release plans and the initial Product Backlog.

Manage the ROI

Product Owner

Monitor the project against its ROI goals and an investment vision. Update and prioritize the Product Backlog to ensure that the most valuable functionality is produced first and built upon.

Manage the Iteration

Team Collectively, select and develop the highest priority features on the Product Backlog during an iteration. Manage its own work and self-organize around how it desires to complete the iteration to meets its commitments.

Manage the process

Scrum Master

FacilitatorChampions the need of the team to the organization Prioritizes and removes obstaclesShields team from interference

Manage the release

Product Owner

Make decisions about when to create an official release to maximize the goals established for the project.

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Balancing Roadmap

• Building stuff in small compartments does not mean we release.

• They should be in “Potential Shippable” stage

• Customers might not be ready to consume so much new stuff so fast

Internal External

Strategic

Customer

Market

Usability

Technology

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Prioritization

Methods

1. Risk Based2. Kano Analysis3. MoSCow4. Effort Based5. ROI

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Scope & Sizing

Be deliberate about scope & keep it small

1. It’s easy to try to do too much

2. Strategy = deciding what you’re NOT doing

3. Break features down into smaller chunks

4. Smaller scope →faster iterations →better

Relative Sizing• T-Shirt sizes• Fibonacci series

Source: mountaingoat

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A Balanced Backlog

• IndependentI• NegotiableN• ValuableV• Estimate-ableE• Sized-appropriatelyS• TestableT

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The product owner plans the product in layers

© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com

Product or ProjectWhat business objectives will the product fulfill?

Product Charter

Elevator Pitch

ReleaseHow can we release value incrementally?

What subset of business objectives will each release achieve?

What user constituencies will the release serve?

What general capabilities (big stories) will the release offer?

Release plan

IterationWhat specifically will we build? (user stories)

How will this iteration move us toward release objectives?

Iteration Plan

Story (Backlog Item)What user or stakeholder need will the story serve?

How will it specifically look and behave?

How will I determine if it’s completed?

Story Details

Acceptance Tests

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The Planning Onion can grow to include product portfolios and business strategy


Product or ProjectWhat business objectives will the product fulfill?

Product Charter

Elevator Pitch

ReleaseHow can we release value incrementally?

What subset of business objectives will each release achieve?

What user constituencies will the release serve?

What general capabilities (big stories) will the release offer?

Release plan

IterationWhat specifically will we build? (user stories)

How will this iteration move us toward release objectives?

Iteration Plan

Story (Backlog Item)What user or stakeholder need will the story serve?

How will it specifically look and behave?

How will I determine if it’s completed?

Story Details

Acceptance Tests

Product or Project

Release

Iteration

Story

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Product or Project

Release

Iteration

Story

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Product or Project

Release

Iteration

Story

Product Portfolio

Business Strategy


Daily by teammember

Bi-weekly by team

Quarterly by PO and Team

Bi Yearly by PO

Yearly by PO

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Critical 5




4. Common Pitfalls


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Scaling Product Management

• Product Management Organization

GM – VP PM – VP Engg/CTO

Product Management Organization

Product Owners

More market-focused More technical

39Source: good agile

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Critical 5




4. Common Pitfalls


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Common Pitfalls – PO + Agile Team

5 pitfalls

1. Part time, not fully engaged with the team

2. Lack of detail on stories, acceptance tests

3. Stale items in backlog4. Unable to get the best of the team5. Multiple Backlogs maintained

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Critical 5




4. Common Pitfalls


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Critical 51. Listen and Listen

Well2. Ruthless Prioritization

(Consistency is key)3. Summarize and

share customer interactions (incl ROI and Rev.)

4. Measure your progress make it VISIBLE!

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5. MANAGE YOUR TIME!

"You must have long term goals to keep you from being frustrated by short term failures." -- Charles C. Noble

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Q &A

Agile Product Management with Scrum

Education

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