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Transcript of Rich Mironov Presentation
Product Managers, Product
Owners, and Scalable Agile
Product Teams
AgileCamp Dallas
19 Oct 2015
Rich Mironov
1
Agenda
1. Product Managers ≠ Product Owners
2. Failure Modes
3. Small and Large
Organizational Maps
2
Organizational Context
• “Product manager” is a job title
• “Product owner” is an agile team role
• Overlapping, but very different scope and skills
• One-per-scrum-team poor fit for commercial software
• Work needs to get done, regardless of title
3
What Does a Product Manager Do?
For revenue software…
• Drives delivery and market
acceptance of whole
products
• Targets market segments,
not individual customers
4
What Does a Product Manager Do?
market information, priorities,
requirements, roadmaps, epics,
user stories, backlogs,
personas, MRDs…
product
bits
strategy, forecasts,
commitments, roadmaps,
competitive intelligence…
budgets, staff,
targets
field input,
market feedback
segmentation, messages,
benefits/features, pricing,
qualification, demos…
Markets &
CustomersDevelopment Marketing
& Sales
Executives
Product
Management
5
Product Management: Inherently
Political
• Logic and facts are not enough
• HIPPO
• Sales teams paid to
subvert corporate goals
• Responsibility without authority
• Keep the process moving
6
What Product Hiring Managers Want
Tech product manager job postings
• 76% want 3+ years product
management experience
• 93% want excellent verbal and
written communication skills
• 68% want CS/EE
• 32% want MBAs
• 88% want experience in their
segment
7
Agile / Scrum8
Product
Backlog Features &
User Stories
Release
Backlog Features &
User Stories
Sprint
Backlog User Stories
Potentially
releasable
software
Software
release
Accepted
story
(“DONE”)
ReviewDemo,
feedback
RetrospectiveProcess
improvement
1 day
Daily
Standup
Sprint: 1 to 3 weeks
No changes in duration or goal
Release
planning
Sprint
planning
Charter Release
RetrospectiveProcess
improvement
N sprints
Product Failures9
Product
Backlog Features &
User Stories
Release
Backlog Features &
User Stories
Sprint
Backlog User Stories
Potentially
releasable
software
Software
release
Accepted
story
(“DONE”)
ReviewDemo,
feedback
RetrospectiveProcess
improvement
1 day
Daily
Standup
Sprint: 1 to 3 weeks
No changes in duration or goal
Release
planning
Sprint
planning
Charter Release
RetrospectiveProcess
improvement
N sprints
Most product failures
happen here
What does a Product Owner Do?
• “…represents the customer’s interest in backlog prioritization and requirements questions... available to the team at any time.”
• Provides intense sprint-level focus: stories, backlog, prioritization, acceptance
• One product owner per team, not per product
• Wins development admiration and inclusion
• Feeds the hungry agile beast
10
Feeding the Agile Beast
Steam engine
“fireman” needs to
constantly shovel coal,
otherwise the train will
stop
11
‘small p’ Product Owner12
backlog, priorities,
epics, user stories,
personas, demo feedback
Markets &
CustomersDevelopment Marketing
& Sales
Executives
Product
Owner
showcase
customersproduct
bits
PO/PM Scope13
Product
Backlog Features &
User Stories
Release
Backlog Features &
User Stories
Sprint
Backlog User Stories
Potentially
releasable
software
Software
release
Accepted
story
(“DONE”)
ReviewDemo,
feedback
RetrospectiveProcess
improvement
1 day
Daily
Standup
Sprint: 1 to 3 weeks
No changes in duration or goal
Release
planning
Sprint
planning
Charter Release
RetrospectiveProcess
improvement
N sprints
product manager focus
product owner focus
Product Manager Has More Levers
• Engineering Output• Product features
• Order of delivery
• Product / Market / Business Model• Pricing
• Competitive positioning
• Partners and Channels
• Services and Support
• Fit with corporate strategy
• Product split, merge or EOL
14
Productmanager
After: Greg Cohen
Product owner
Agenda
1. Product Managers ≠ Product Owners
2. Failure Modes
3. Small and Large
Organizational Maps
15
Absenteeism
• Teams with no formal product
owner/manager
• Short-term borrowing of untrained SMEs
• One product-somebody
per 3-10 teams
16
Product Management: Oversubscribed,
Overcommitted, Burning Out
• Most product management
teams already understaffed
• Product ownership adds
40-60% more critical work
• One product manager can
“do it all” for a single team
• But typical Dev:PM ratio is 35:1, not 10:1
17
How Development Organizations
Typically Pick Product Owners
• Internal borrowing
• SMEs with technical chops, story writing experience, “already know” the market
• No organizational blocking or market-side skills
• Belief in rational/unemotional/technical customers
• Slant toward smartest users
18
Product Management Failure Mode
Product Manager fails agile team
when…
• Part-timer, not engaged with team
• Stale backlog, lack of story detail
• Best of intentions, but pulled in
too many directions
• “Build what I meant”
19
Product Owner Failure Mode
Product Owner fails markets
when…
• Weak on marketplace: pricing,
packaging, selling, upgrades,
competition, priorities
• Disconnected from Marketing
and Sales
• Only meets showcase
customers
20
Organizational Failure Mode21
• Absent/understaffed product team
• Lack of market direction
• Technically complete
products that don’t sell
or projects that don’t matter
Agenda
1. Product Managers ≠ Product Owners
2. Failure Modes
3. Small and Large
Organizational Maps
22
Minimal PO/PM “Organization”23
VP or Founders
Heroic Single
Product Manager/Owner
more technical more market-focused
“management”
Dysfunctional PO/PM Organization24
VP Eng
Product
Owners
VP Marketing
Product
Managers
more technical more market-focused
“management”
PM/PO Product Peers25
PM Director/
Product Strategist
GM / VP Eng / VP Products / CPO
more technical more market-focused
“management”
PM/PO: Market Mentoring26
GM / VP Eng / VP Products / CPO
more technical more market-focused
“management”
90 Person Project (1 Product, 8
Teams)27
Product
Manage
rTEAM
P
O
S
M
TEAM
P
O
S
MTEAM
P
O
S
M
TEAM
P
O
S
M
TEAM
P
O
S
M
TEAM
P
O
S
M
TEAMP
O
S
M
TEAM
P
O
S
M
What Does Each Team Do?28
Product
Manage
r
HEADLINE FEATURES PERFORMANCE
RE-ARCH
DRIVERS &
CONNECTORSUX/UI
TEAM
P
O
S
M
TEAM
P
O
S
MTEAM
P
O
S
M
TEAM
P
O
S
M
TEAM
P
O
S
M
TEAM
P
O
S
M
TEAMP
O
S
M
TEAM
P
O
S
M
Right Product Owners?29
Lead
Prod
Manager
PERFORMANCE
RE-ARCH
DRIVERS &
CONNECTORSUX/UI
TEAMS
M
TEAMS
MTEAM
S
M
TEAMS
M
TEAMS
M
TEAMS
M
TEAMS
M
Produ
ct
Mgr?
HEADLINE FEATURES
TEAMS
M
UX
Lead?TME?
Two
Performan
ce
Architects
?
Wrong Product Owners!30
PERFORMANCE
RE-ARCH
DRIVERS &
CONNECTORSUX/UI
TEAMS
M
TEAMS
MTEAM
S
M
TEAMS
M
TEAMS
M
TEAMS
M
TEAMS
M
UX
Lead
HEADLINE FEATURES
TEAMS
M
TMEPerf
Arch
Product
Mgr
Lead
Prod
Manager
Delegating to Product Owners
• No cookie-cutter solution, no magic formula
• Varies with scope, teams, technical depth, skills…
• What is this team working on? Who brings right talent mix?
• Full-time owners, not borrowed 10%
• Solid or strong dotted line to product management
• Vigorous daily discussion among product team
• Product management keeps whole-product
responsibility
31
Takeaways
1. Must fully staff product owner roles
• Not a sideline, not an add-on, not an afterthought
2. On large projects, product managers are not
default product owners for every team
3. Need to thoughtfully select/hire/train POs and
PMs
4. IMHO, cookie-cutter assignments endanger
outcomes
32
Rich Mironov
Mironov Consulting
233 Franklin Street, Suite
308
San Francisco, CA 94102
33
/in/RichMironov
@RichMironov
+1-650-315-7394