2017-04-13 Agile Product Management - Bandung
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Transcript of 2017-04-13 Agile Product Management - Bandung
Agile Product Management
Scrum User Group - Bandung - 13th April 2017 @ Makers Institute
Michael OngProduct Team Coach @ The Collab Folks
ABOUT THIS TALK
Agile Product Management‣ Great products rarely happen by luck — they involve careful planning, consideration, and
management. In this talk, you'll learn how to put together a product or project roadmap that
inspires by studying and applying an objective and collaborative prioritization method that
balances both value and effort, helping stakeholders focus on what's important and come to
consensus.
‣ Takeaways
‣ Set product or project goals based on company strategic goals
‣ Learn the art of shuttle diplomacy as a way to get buy-in on your priorities
Ruth Ho Michael Ong
Focused on digital strategy, marketing, product development, and user experience.Previous projects include Luxury E-Commerce, Global Payments Tech, Telco, and B2B Mobile Applications.Passionate about customer-centric design/product development, marketing analytics, stakeholder management, and bridging the gap between business and IT.
Focused on product strategy and development, agile practices, and user experience.Previous projects include Mobile Payments, Logistics Tracking & Surveying, Cleaning Inspection, Merchant Monitoring, E-Commerce, and Real Estate Portals.Passionate about helping founders chart a path towards growth through startup mentoring and coaching.
Focused on user experience, field and user research, digital strategy and marketing.Previous projects include Online Publishing, E-Commerce, Customer Loyalty, Online Bookings, and Human Capital Management Software. Passionate about customer discovery, aligning business goals with user goals, and problem-solving via user-centric solutions.
Lena Quek
MICHAEL ONG | @michaelon9 | [email protected]
tech ~ agile ~ ux ~ product ~ team coach ‣ 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 ‣ portal development
‣ UXSG.org , Agile Singapore, Product Groups
‣ scrum master ‣ mobile & ux lead ‣ product manager ‣ coo a.k.a even more work including
customer success, operations, logistics & finance
‣ more internet spaceships ‣ cycling + startup ‣ coach for agile, ux & product teams
MICHAEL ONG | @michaelon9 | [email protected]
i’ve worked with …
‣ 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 / Genius
‣ Mapletree ‣ VISA ‣ Robert BOSCH ‣ SPH, ST701 ‣ iProperty Group ‣ bellabox Australia &
Singapore ‣ Bicycl.asia
at The Collab Folks …
‣ Lippo Group ‣ EMC ‣ DBS ‣ AXA ‣ GroupM
The Collab Folks Approach
Product Management
Agile Practices
UserExperience Design
Marketing
Leadership Coaching
Product Team Coaching
Talent / Skills Identification
Connect external
Talent / Skills
EXPLORE
COLLAB
EVALUATE
the learningorganisation
Scrum User Group - Jakarta - 31st March 2017 @ BTPN / Jenius
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
Who’s here today?
Let’s Warm Up‣ Are you a ‣ Product Manager (3-5) ‣ Designer (1) ‣ User Researcher ?
‣ Developer / Engineer (10+) ‣ QA ? (4-5) ‣ Business Development ? (1) ‣ Marketing ? (1) ‣ Students (3-4) ‣ Others (20+, not sure?!)
‣ Which Industries do you work in ?
What Challenges / Questions are you thinking about ?
Let’s Define Today‣ List down 1 to 3 Learning Goals you Have
‣ What questions do you have?
‣ What challenges do you face ?
The Agile Product Development Process
Product Vision to Roadmap
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
Product Owner• Define the features of the product
• Decide on release date and content
• Be responsible for the profitability of the product (ROI)
• Prioritise features according to market value
• Adjust features and priority every iteration, as needed
• Accept or reject work results
Common Product Ownership Anti-patterns
• Lack of Empowerment—constantly needing to get permission or direction from someone else
• Overworked—unable to provide the level of focus needed
• Partial Product Ownership—lack of strategic and tactical direction in the product ownership team
• Lack of Colocation—every step in distance results in delays in misunderstandings
What it takes to be a great Product Leader
The 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/
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
Value Delivery
https://www.scrumalliance.org/community/articles/2016/april/what-is-required-for-business-value-(1)
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
Concepts to IterationsGreat! Now I have Personas sketched but it’s not validated!
Great! I now have a Persona Sketch
Image Credit : https://www.smashingmagazine.com/2011/03/lean-ux-getting-out-of-the-deliverables-business/
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
Common Roadmap Mistakes• View it as a fixed plan or a commitment
• Too much focus on features
• Makes it hard to achieve agreement and the roadmap more volatile
• List largely unrelated features to please individuals or groups
• Create a roadmap when you cannot look beyond the next major release
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
Features vs Goals
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
Tips for Creating the GO Roadmap• Tell a convincing and realistic story.
• Create buy-in by involving key stakeholders.
• Prioritise date vs. goal.
• Have the courage to say no.
• Choose a realistic timeframe.
• Derive features from goals.
• Keep your roadmap simple and easy to understand.
• Determine the right innovation cadence.
• Use helpful metrics
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
The Roadmap Creation Workshop
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
The Roadmap and the Backlog
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
Roadmap Review & Update• Your roadmap is not a fixed plan; it will change.
• New ideas come up, progress is not as anticipated, the market and competitive landscape change.
• The changes may be small or big.
• Regularly review and update your roadmap
• The more change and uncertainty there is, the more frequently you should check your roadmap.
• Tip: Start with monthly reviews and adapt.
• Involve development team members and key stakeholders to leverage their knowledge and to create buy-in.
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
Incremental Changes
• Incremental changes help you implement your existing product strategy. This assumes your strategy is valid.
• Examples are revising a goal, changing a date or a feature, and adjusting the metrics.
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
Big Changes• Big changes are needed when the strategy that was used to create the roadmap
is no longer valid
• You want to address a new market segment or new needs, for instance, or you experienced a pivot.
• Your existing roadmap is no longer valid.
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
Roadmap Ownership
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
How should the Roadmap be Communicated ?
• At Start of project
• At Release reviews
• At Sprint reviews
• At End of Project
• Make it visible and easy to see by all project team members
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
Understanding Constraints
• It’s a good idea to add in Company specific events into the roadmap to have an idea if there will be impacts to the release plan
• This can be like Annual budgeting exercises, Resource availability, etc.
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/
Q&A
MICHAEL ONG | @michaelon9 | [email protected] questions? contact us via e-mail or setup a time to chat.
Scrum User Group - Bandung - 13th April @ Makers Institute
Get your Early Bird Tickets for Agile Indonesia Conference 2017!
http://2017.agileindonesia.org/
https://www.youtube.com/watch?v=M_jhcvCYBbg
What Challenges / Questions are you thinking about ?
‣ List down 1 to 3 Learning Goals for today
‣ What questions do you have?
‣ What challenges do you face ?
‣ What experience can you share ?
We’ll group into 4 spaces and discuss topics
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
3.How to have a good retrospective (Thofhar)
1.What is Agile ? (Isaac)
•How to do Agile Contracts Work? (for service delivery companies) (Aulia)
Agilitydefined
– Agilityistheabilitytobothcreateandrespondtochangeinordertoprofitinaturbulentbusinessenvironment.
– JimHighsmith
– Agilityistheabilityofanorganizationtoreactandadapttochangesinitsenvironmentfasterthantherateofthesechanges.
– PhilippeKruchten
EvolutionofAgile
XP
Scrum
ToyotaProductionSystem
AgileAsawayofthinking
&working
RUP
Lean/Kanban
AgileForsoftware
RAD
Waterfall
SixSigma
Anevolutioninthemakingoverthelast50
years
Prince2
ComplexityTheories
RadicalManagement
Management3.0
LearningOrganisations
CustomerDelight
Holacracy
BusinessAgility
EVO
Joyfulwork
DSDM
TheAgileManifesto
ManifestoforAgileSoftwareDevelopmentWeareuncoveringbetterwaysofdevelopingsoftwarebydoingitandhelpingothersdoit.Throughthisworkwehavecometovalue:
Individualsandinteractionsoverprocessesandtools,Workingsoftwareovercomprehensivedocumentation,
Customercollaborationovercontractnegotiation,Respondingtochangeoverfollowingaplan.
Thatis,whilewevaluetheitemsontheright,wevaluetheitemsontheleftmore.
PrinciplesbehindtheAgileManifesto(part1)
• Wefollowthefollowingprinciples:1. Ourhighestpriorityistosatisfythecustomerthroughearlyandcontinuous
deliveryofvaluablesoftware.2. Welcomechangingrequirements,evenlateindevelopment.Agileprocesses
harnesschangeforthecustomer'scompetitiveadvantage.3. Deliverworkingsoftwarefrequently,fromacoupleofweekstoacoupleof
months,withapreferencetotheshortertimescale.4. Businesspeopleanddevelopersworktogetherdailythroughouttheproject.
PrinciplesbehindtheAgileManifesto(part2)
5. Buildprojectsaroundmotivatedindividuals.Givethemtheenvironmentandsupporttheyneed,andtrustthemtogetthejobdone.
6. Themostefficientandeffectivemethodofconveyinginformationtoandwithinadevelopmentteamisface-to-faceconversation.
7. Workingsoftwareistheprimarymeasureofprogress.
8. Agileprocessespromotesustainabledevelopment.Thesponsors,developersandusersshouldbeabletomaintainaconstantpaceindefinitely.
PrinciplesbehindtheAgileManifesto(part3)
9. Continuousattentiontotechnicalexcellenceandgooddesignenhancesagility.
10. Simplicity—theartofmaximizingtheamountofworknotdone—isessential.
11. Thebestarchitectures,requirementsanddesignsemergefromself-organizingteams.
12. Atregularintervals,theteamreflectsonhowtobecomemoreeffective,thentunesandadjustsitsbehaviouraccordingly.
• KentBeck,MikeBeedle,ArievanBennekum,AlistairCockburn,WardCunningham,MartinFowler,JamesGrenning,JimHighsmith,AndrewHunt,RonJeffries,JonKern,BrianMarick,RobertC.Martin,SteveMellor,KenSchwaber,JeffSutherland,DaveThomas
• www.agilealliance.org/www.agilemanifesto.org• ©2001,theaboveauthorsthisdeclarationmaybefreelycopiedinanyform,butonlyinitsentiretythroughthisnotice.
MethodologiesorTools
Lean
• Eliminatewaste• Amplifylearning• Decideaslateaspossible• Deliverasfastaspossible• Empowertheteam• Buildintegrityin• Seethewhole
https://www.infoq.com/news/2016/03/contracting-agile-behaviour
Kearns: The most important difference is that with waterfall projects variance is attempted to be removed in the supported documentation and a lot of expense and focus lies in the subsequent variations (i.e. Scope Creep) which are inevitable no matter how much planning is done up front. This naturally creates an adverse relationship with two parties trying to focus on their own best interests.
Agile contracts begin with a construct that allows projects to fail as the contract structure must allow for both parties to leave a contract constructed on a poor business idea for example. Too often projects have continued due to self interests of one party. There is also a need to have continuous exit clauses, as once the value delivered is less that the cost of an iteration there is no reason to continue. On the other side of the fence (the supplier) if the clients behaviour and mindset are not supportive of an agile approach the ability to exit without incurring loss is essential. Collective responsibility to an agile contract is a necessity, and cannot be demeaned to a single transaction.
Agile Contracts
Also check out http://www.agilecontracts.org/
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)
Value Delivery
https://www.scrumalliance.org/community/articles/2016/april/what-is-required-for-business-value-(1)
Explaining Value
Which has more value ? •in a desert ? •at a campfire ? •in a workshop ?
Rememberthecostofvalue
67
Valueasperceivedbythe
customer=
Feature Value Experience(i.e.Sales)(orbenefit)+ &ServiceQualityCostto CostofDeliverValue DoingBusiness
PerceivedValue
PerceivedCost
68
Alignonanenterprisevaluemodel
• StrategicObjective
• i.e.Profitability
• BizCapabilityi.e.Growth
• ValueComponentweightingfactor1
• NewMarkets
• ValueComponentweightingfactor2
• MarketShare
• BizCapabilityi.e.NewProduct
• ValueComponentweightingfactor6
• IncreaseRevenue
Biz Capabilityi.e. Talent
Development
• Value weighting factor 4 Increase
Capability & Capacity
ValueScore,ValueIndex,Time,Cost,RiskandValueTests(BenefitsRealisationPlan)
1+6+4
70
Design Sprint
https://jthoyer.wordpress.com/2015/09/30/google-io-2014-the-design-sprint-from-google-ventures-to-google/
3.How to have a good retrospective (Thofhar)
https://trello.com/b/40BwQg57/retrospective-techniques-for-coaches-scrum-masters-and-other-facilitators
Thank You
Enjoy the weekend!
Scrum User Group - Bandung