Geekcamp Indonesia 2017 : Agile Product Management
-
Upload
michael-ong -
Category
Presentations & Public Speaking
-
view
440 -
download
0
Transcript of Geekcamp Indonesia 2017 : Agile Product Management
Agile Product Management
Geekcamp Indonesia 2017
Michael OngProduct Team Coach @ The Collab Folks
MICHAEL ONG | @michaelon9 | [email protected]
tech ~ agile ~ ux ~ product ~ team coach ~ cyclist‣ started logo programming at 7
‣ started hacking dev kits at 11
‣ local spaceships (Wing Commander)
‣ micromouse at 17
‣ before 1999 : programming in 6 languages
‣ web design / development
‣ research & development
‣ network engineer
‣ full-stack development + sales
‣ programming in +15 languages
‣ business process consulting
‣ internet spaceships (EVE Online)
‣ portal development
‣ community builder : product, ux & agile in SG
‣ scrum master
‣ mobile & ux lead
‣ senior product manager
‣ coo a.k.a even more work including customer success, operations, logistics & finance
‣ more internet spaceships (Star Citizen)
‣ cycling + startup
‣ coach for agile, ux & product teams
‣ community builder : product, ux & agile in SG, MY, ID, PH
‣ Goal : TransAmerica Cycling 6000km+ in 2018
‣ Société Générale ‣ NEC Solutions ‣ K.C. Dat ‣ Nippon Express ‣ Air Asia ‣ Singapore Zoo ‣ Jurong Birdpark ‣ Changi Airport Group ‣ M1
‣ Referral Candy ‣ That Green Space ‣ Arcstone ‣ KMK Online ‣ Bukalapak ‣ Foolproof ‣ SPH ‣ Jurnal ‣ BTPN / Jenius
‣ Mapletree ‣ VISA ‣ Robert BOSCH ‣ SPH, ST701 ‣ iProperty Group ‣ bellabox Australia &
Singapore ‣ Bicycl.asia
… and at The Collab Folks …‣ Lippo Group ‣ EMC ‣ DBS ‣ AXA ‣ GroupM ‣ ASM ‣ Australia
Department of Human Services
‣ Eastspring
MICHAEL ONG | @michaelon9 | [email protected]
i’ve worked with companies like …
Learning Organisations
The Fifth Discipline : The Art and Practice of the learning Organisation
‣ Systems Thinking ‣ Personal Mastery ‣ Mental Models ‣ Building Shared Vision ‣ Team Learning
Supported by ‣ Open Space Technology
5 component technologies
ZA
NOTABLE COLLABORATIONSPartners
The Agile Product Development Process
Product Leader, Manager, Owner ???
What it takes to be a great Product LeaderThe Four Pillars‣ Soft Skills ‣ Communication ‣ Relationship Building ‣ Negotiation ‣ People Management
‣ Business Acumen ‣ Domain Knowledge
‣ Technical and UX Skills ‣ Technology ‣ User Experience (UX) ‣ Product Lifecycle (technical) ‣ Processes, Methodologies and
Frameworks
Source : What it takes to be a great Product Leader http://techproductmanagement.com/what-it-takes-to-be-a-great-product-leader-the-four-pillars/
Strategic Role of Product
Management
The four roles of a Product Manager
http://pragmaticmarketing.com/resources/the-strategic-role-of-product-management-when-development-goes-agile?p=0
Why Product Ownership ?1.Help your team
2.(and company)
3.ship
4.the right product
5.for your users
Credit : http://www.mindtheproduct.com/2011/10/what-exactly-is-a-product-manager/
The Role of the Product Owner is challenging
Credit : https://medium.com/@tyahma/how-to-hire-product-people-aab926e077c8
https://s-media-cache-ak0.pinimg.com/originals/a0/e7/fb/a0e7fb7761822c7aad70a0239a0cc979.png
Product Ownership == Value Management
Value management is a team sport• Delivery team and value
team
• Generalising specialists
• All the skill and knowledge needed to identify and deliver business value
Product ownership encompasses
• Business Advocacy
• Customer Advocacy
• End User Advocacy
• Subject Matter Expertise
• Analysis
• Design
• Visionary
• Communicator
• Decision Maker
One Delivery Team
Affected Stakeholders IT
Development Analysis TestingDomain Experts GovernanceUsers / Customers
Value Focused
Delivery Focused
Value Team Facilitator [Product Owner / Value Manager]
Delivery Team Facilitator [ScrumMaster / Iteration Manager]
Key:
Key aspects of product ownership
• Bridge—not ferry
• Facilitator of conversations
• Keeper of responsible decisions
• Keeper of the value context
• Being the value conscience for the team
• Hold the “big view” and the “now view”
What does product ownership mean?
• Critical Thinking • Systems Thinking • Be Comfortable with Ambiguity • Flexibility of Thinking
• Ask the Tough Questions • Show, Don’t Tell • Collaboration & Cooperation • Flexibility in Communication • Influence, not Power • Give the Bad News Early and
Often • Standing up for the Value
Thinking Skills Behaviours
The Agile Product Development Process
Product Vision to Roadmap
How are you delivering products?
Product Vision
https://www.scrumalliance.org/community/articles/2015/april/experiments-with-agile-planning-levels
Organisation-wide idea generation
Do the Right Work
Risk and value drive mechanism to select which ideas should be worked on
Multiple streams of work to deliver organisation benefits through a set of inter-related projects
Clearly stated goals and objectives for a single product that provides a focus for the team’s work
Innovations & Problems
Portfolio Planning
Program Management
Product Vision
https://www.scrumalliance.org/community/articles/2015/april/experiments-with-agile-planning-levels
Do the Work Right
Product Vision
Product Roadmap
Release Plan
Iteration Plan
Daily Commitment
Long-term guiding vision for the product.
Strategy, boundaries and goals
Product manager and organisation strategy
Rough timeline for high-level features
Product manager & product owner
Features to be delivered in current release
Done criteria for this release
Product Owner & team
Work plan to deliver the features for this iteration
Team
Daily work to deliver against the iteration plan
Individuals
https://blog.versionone.com/failing-to-plan-is-planning-to-fail-succeed-with-agile-planning-framework-and-its-four-planning-levels/
Product Manager and Organisation Strategy
Product Owner
Product Owner and Team
Team
Product Owner and Team
Product Roadmap
What is a Product Roadmap?
• A product roadmap is a high-level plan that shows how a product is likely to evolve.
• It typically covers several major releases or product versions
http://www.slideshare.net/romanpichler/agile-product-roadmap-tutorial
Benefits of a Product Roadmap
Continuity of Purpose
Helps with portfolio
managementUmbrella for the product backlog
Stakeholder alignment and collaboration
Prioritisation
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
Product Strategy & Roadmap in Context
• The product strategy describes how the long-term goal is attained; it includes the product’s value proposition, market, key features, and business goals.
• The product roadmap shows how the product strategy is put into action by stating specific releases with dates, goals, and features.
Vision Product Strategy
Product Roadmap
Product Backlog
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
A sample roadmap
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
https://blog.versionone.com/failing-to-plan-is-planning-to-fail-succeed-with-agile-planning-framework-and-its-four-planning-levels/
think about Direction = Vision + StrategyDirection = Vision + Strategy
And for the company to be successful it needs to be capable to pursue that direction.Success = Direction x Capability Capability has two main drivers...Capability = Competence x Capacity
Competence is how good we are at doing something and it's driven by 4 main factors;
Competence = Communication x Skills x Experience x Information
Capacity however is how fast we are at doing it and it's driven by how many resources we have (money, people, assets) and how productive or efficient we are with those resources.
Capacity = Resources x Efficiency
credit : http://dcnorris.blogspot.co.uk/2013/02/algebra-what-is-role-af-coo.html
• Organisational health
• Talent
• Inventory
• Feedback Loops
• Processes
• Procedures
• Controls
• Systems
• Planning
• Reporting
• and Troubleshooting
think about Direction = Vision + Strategy
CASE STUDY - bellabox
‣ bellabox (Beauty Discovery Service)
‣ >3 years old (there for 2)
‣ 20 to 40 staff (i was guy #2 hired)
‣ 2 countries
‣ connects 700+ brands
‣ to a 100k+ audience
‣ 45k paying customers
‣ 2014: Bellabox sold to Fairfax (Allure Media) for $6 million
2 workshops15 days
2 countries 20+ team members
focused on “user experience” as a topic
to identify where,how and who we would start with
hybrid approach with design, development
PO co-located at their office 80-90% of time
Case Study Re-design of 2 year old business processes and
architecture as we grew from 8k+ to 45k customers
our question : how do we support even more customers
and be lean?
the process• design strategy
• product requirements and analysis
• product roadmap
• information architecture
• task flows
• prototyping & testing
• development
• marketing launch & measuring
design strategy
product requirements & analysis• Product Design
• Epic Planning and Prioritisation
• Understanding user research done by bellabox team
• Competitor Analysis (Functional and Visual)
• Discuss Brand Strategy
• Technical
• Initial System Analysis on v1
• Migration Planning (Data and Settings)
• Setup Test Environments for Drupal
• Operations
• Prototype new box allocation and payment check flow for AU Women
setting up the roadmap & focus on delivery
S P R I N T ( 2 W E E K S ) 1
1 1 T H N O V 2 0 1 3
2 2 5 T H N O V
2 0 1 3
3 9 T H D E C 2 0 1 3
4 2 3 R D D E C
2 0 1 3
X M A S / N E W Y E A R
5 6 T H J A N 2 0 1 4
6 2 0 T H J A N 2 0 1 4
D R A F T
7 3 R D F E B 2 0 1 4
D R A F T
8 1 7 T H F E B 2 0 1 4
D R A F T
9 3 R D M A R 2 0 1 4
B E TA O P T I N
D R A F T
1 0 1 7 T H M A R
2 0 1 4
D R A F T
1 1 3 1 S T M A R
2 0 1 4
D R A F TP R O D U C T
D E S I G N M I K E , C H A R M A I N E ,
S H E L D O N Z AV I E R
M I C H A E L
R E S E A R C H A N A LY S I S E P I C P L A N N I N G
R E S E A R C H A N A LY S I S S T O R Y P R I O R I T I S AT I O N
I N F O R M AT I O N A R C H I T E C T U R E TA S K F L O W S
TA S K F L O W S
P R O T O T Y P E S
TA S K F L O W S W I R E F R A M E S V I S U A L D E S I G N
W I R E F R A M E S V I S U A L D E S I G N
W I R E F R A M E S V I S U A L D E S I G N
F R O N T- E N D
W I R E F R A M E S V I S U A L D E S I G N F R O N T- E N D
T E S T I N G F R O N T- E N D Q A
V 2 . 1 D E S I G N V 2 . 1 D E S I G N
T E C H
A LV I N , A L E X R YA N , A L I F
M I C H A E L
I N I T I A L S Y S T E M A N A LY S I S
A R C H I T E C T U R E
M I G R AT I O N PAY M E N T 1 . 5 O R D E R 1 . 5
M I G R AT I O N PAY M E N T 1 . 5 O R D E R 1 . 5
M I G R AT I O N PAY M E N T 1 . 5 O R D E R 1 . 5 F E E D B A C K 1 . 5
M O B I L E M A I L S 1 . 5
M I G R AT I O N P L A N N I N G I N V E N T O R Y S U B S C R I P T I O N S T O R E
B R A N D M A N A G E M E N T O R D E R S A L L O C AT I O N M U LT I - C O U N T R Y
PAY M E N T 2 . 0 M I G R AT I O N
S H I P P I N G P R O F I L E S P R O M O T I O N S
F E E D B A C K 2 . 0 C S 2 . 0 A R T I C L E S R E W A R D S
N O T I F I C AT I O N S A N A LY S I S R E P O R T I N G T E S T I N G , I T E R AT I N G
T E S T I N G , I T E R AT I N G PA R C E L T R A C K I N G D A S H B O A R D S
T E S T I N G , I T E R AT I N G
O P E R AT I O N S
E M I LY, S A R A H , J A S M I N E , AT I Q A H ,
K AY L A
A L E X A N D R E , M A R I O N , E M I LY V.
A L E X , M I C H A E L
A L L O C AT I O N 1 . 5 A U S T R A L I A W O M E N PAY M E N T 1 . 5 A U S T R A L I A W O M E N
A L L O C AT I O N 1 . 5 A U S T R A L I A W O M E N PAY M E N T 1 . 5 A U S T R A L I A W O M E N
A L L O C AT I O N 1 . 5 A U S T R A L I A W O M E N PAY M E N T 1 . 5 A U S T R A L I A W O M E N
PAY M E N T 1 . 5 A U S T R A L I A W O M E N F E E D B A C K 1 . 5 D E C B O X S I N G A P O R E
A L L O C AT I O N 1 . 5 A U S T R A L I A W O M E N PAY M E N T 1 . 5 A U S T R A L I A W O M E N C U S T O M E R S E R V I C E 1 . 5 - I N T E R C O M . I O S I N G A P O R E
A L L O C AT I O N 1 . 5 A U S T R A L I A W O M E N PAY M E N T 1 . 5 A U S T R A L I A W O M E N F E E D B A C K 1 . 5 J A N B O X S I N G A P O R E A U S T R A L I A
A N A LY T I C S 1 . 5
A L L O C AT I O N 1 . 5 A U S T R A L I A W O M E N
PAY M E N T 1 . 5 A U S T R A L I A W O M E N
A N A LY T I C S 1 . 5
A L L O C AT I O N 1 . 5 A U S T R A L I A W O M E N
PAY M E N T 1 . 5 A U S T R A L I A W O M E N F E E D B A C K 1 . 5 F E B B O X S I N G A P O R E A U S T R A L I A
C U S T O M E R S E R V I C E 2 . 0 I N T E R C O M . I O A U S T R A L I A
A N A LY T I C S 1 . 5
A L L O C AT I O N 2 . 0 A U S T R A L I A W O M E N PAY M E N T 2 . 0 A U S T R A L I A S I N G A P O R E A L L
A N A LY T I C S 2 . 0
A L L O C AT I O N 2 . 0 A U S T R A L I A W O M E N PAY M E N T 2 . 0 A U S T R A L I A S I N G A P O R E A L L F E E D B A C K 2 . 0 M A R B O X S I N G A P O R E A U S T R A L I A
A N A LY T I C S 2 . 0
A L L O C AT I O N 2 . 0 A U S T R A L I A W O M E N PAY M E N T 2 . 0 A U S T R A L I A S I N G A P O R E A L L
A N A LY T I C S 2 . 0
M A R K E T I N G
E M I LY, S A R A H , S T E P H A N I E ,
B I Y I N G , L A U R E N , B E C K S
A L B E R T
G O T O M A R K E T P L A N N I N G M I G R AT E A C Q U I S I T I O N T R A C K I N G - G O O G L E TA G M A N A G E R
M I G R AT E A C Q U I S I T I O N T R A C K I N G - G O O G L E TA G M A N A G E R
A L P H A S I T E S N E A K P E A K
B E TA O P T I N - V O L U N T E E R - I N V I T E S
L I V E I N V I T E S
user scenariosScenario 1 (Example)
Description in the form of a job story from the perspective of the user: When you ___, you want to ___, so you can ___.
When you have a Bellabox subscription, you want to check your dashboard, so you can keep up with the status of your boxes, pending orders, and anything that needs my attention.
User Tasks
These are the tasks you want the user to be able to complete.
• Check the status of your next box
• Check the status of your pending orders
information architecture
task flow analysis
user interface flow
test early & often
prototyping for Mobile
beta launch -> Live
key learnings• Business as usual while over-hauling a business is
incredibly tough work
• We have had key project team members leave due to the hectic nature of running a business and creating a new platform
• Maintain focus on customer needs
• Don’t be distracted by growth. You are at critical juncture where lack of focus can delay project plans significantly
key learnings• Hybrid model kinda works
• Lean In-house dev team
• Combined with Heavy out-sourced Design & Dev team
• Looking back, we would move towards in-house sooner rather than later after majority of work is completed BUT hiring is tough (for everyone)
• Learn from Enterprise
• Be great at documentation, process design
• Identify bottlenecks early and work on removing obstacles
measuring velocity
measuring performance
outcome : agility across teams
EngineerCEO
Finance
Product
Marketing
Editorial
Operations
Customer Success
Good Books to Read
• Essential Reading for Clever Product People
• https://www.goodreads.com/list/show/25052.Essential_Reading_for_Clever_Product_People
Thank you
MICHAEL ONG | @michaelon9 | [email protected] questions? contact us via e-mail or setup a time to chat.
Geekcamp Indonesia 2017
JOIN THE CONVERSATION
UX SG/MY/ID/HK/PH
Business AgilityNY
AgileSG/MY/ID
#ProductBeer SG/MY/ID/PH/SFPM Huddle KL
Product Tank SGProduct Camp SG
Scrum User Group - Jakarta - 31st March 2017 @ Jenius, Menara BTPN
Topics
1.Product Owner Skills & Tools
2.Effective ways to get customer feedback
3.Agile Contracts
4.How to implement Agile in Enterprise
5.Switching roles from Developer to Product Owner
6.Product Ownership from Scrum Perspective
7.The Importance of Agile Testing
1. Product Owner Skills & Tools
2. Effective ways to get customer feedback
3. Agile Contracts
4. How to implement Agile in Enterprise
5. Switching roles from Developer to Product Owner
6. Product Ownership from Scrum Perspective
7. The Importance of Agile Testing
Scrum User Group - Bandung - 13th April 2017 @ Makers Institute
Topics
1.What is Agile ? (Isaac)
• How to do Agile Contracts Work? (for service delivery companies) (Aulia)
2.Best practices to calculate business value of Products (Mulky)
•How to create a good roadmap
•Design sprints
3.How to have a good retrospective (Thofhar)
1.What is Agile ? (Isaac)
•How to do Agile Contracts Work? (for service delivery companies) (Aulia)
2.Best practices to calculate business value of Products (Mulky)
1.Best practices to calculate business value of Products (Mulky)
•How to create a good roadmap (skipped)
•Design sprints (Bil)
3.How to have a good retrospective (Thofhar)
https://trello.com/b/40BwQg57/retrospective-techniques-for-coaches-scrum-masters-and-other-facilitators