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CONFESSIONS OF A PRODUCT MANAGER
FAILING IS EASY, MOVING ON IS HARD
QUESTION TIME
INSPIRATION FOR PRODUCT XCASE STUDY 1:
INSPIRATION FOR PRODUCT X
KAIZEN
INSPIRATION FOR PRODUCT X
TEAM DYNAMICS
INSPIRATION FOR PRODUCT X
MY SCRUM ROLES
2008 - 20112011 - 2012
2012 - 2015
GETTING LOST IN THE SOLUTION
CONFESSION 1
GETTING LOST IN THE SOLUTION
FRICTION
GETTING LOST IN THE SOLUTION
START WITH WHAT
GETTING LOST IN THE SOLUTION
START WITH WHY
START WITH WHAT
VISION STATEMENT
▸ Product X is an integration platform, bringing information from different systems.
START WITH WHY
VISION STATEMENT
▸ I believe in delivering great messages to my audience in their language.
▸ You can achieve this by increasing the quality of your content, keeping to your company style guides and branding, increase reuse and bringing information to your authors.
▸ Product X is a tool for your authors that connects your language tools, content repositories and terminology systems together to increase the quality of your content.
START WITH WHAT
USER STORY
▸ As an editor, I want to create profiles for quality rules, so that I can group my rules.
START WITH WHY
USER STORY
▸ As an editor, in order to adapt to different requirements of my teams, I want each team to have their own set of quality rules.
START WITH WHAT
TECHNICAL TASK
▸ Abstract the data layer for other data sources.
START WITH WHY
TECHNICAL TASK
▸ Why? We cannot force customers to switch databases. Migration of data is expensive and time consuming.
▸ How? Abstract the data layer making it easier to support new database providers.
▸ What? Support SQL Server and MySQL.
FOCUS ON THE PROBLEMLESSON LEARNT 1
FOCUS ON BUILDING THE RIGHT THING
CONFESSION 2
Build it fast
Build the right thing
Build the thing right
Sweet Spot
Build it fast (SM)
Build the right thing (PO)
Build the thing right (Team)
Sweet Spot
Build it fast (SM)
Build the right thing (PO)
Build the thing right (Team)
Conflict
Build it fast
Build the right thing
Build the thing right
Everyone’s Responsibility
STRIVE FOR QUALITYLESSON LEARNT 2
TROUBLE AT PRODUCT YCASE STUDY 2:
MY FATHER’S LESSON
PAIN IS A SIGN OF LIFE
Luis Muñoz - Being Luis
MY FATHER’S LESSON
A PRODUCT IS ABOUT FEATURES, FEATURES AND FEATURES
CONFESSION 3
PRODUCT Y
SCRUM… BUT…
▸ PO is a messenger
▸ No feedback from team
▸ No technical debt payback
PRODUCT Y
ROADMAP
Q1 Q2 Q3
FEATURE 1 FEATURE 2 FEATURE 3 FEATURE 4
FEATURE 5 FEATURE 6 FEATURE 7 FEATURE 8
FEATURE 9 FEATURE 10 FEATURE 11 FEATURE 12
PRODUCT Y
ROADMAP IN Q2
Q1 Q2 Q3
FEATURE 1
FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5
FEATURE 6 FEATURE 7 FEATURE 8 FEATURE 9
COMMUNICATE, COMMUNICATE, COMMUNICATE
PRODUCT Y
NEW ROADMAP
Committed Projected Envisioned
CUSTOMER PROBLEM AND SOLUTION
CUSTOMER PROBLEM AND SOLUTION 2
CUSTOMER PROBLEM 3 CUSTOMER PROBLEM 4 CUSTOMER PROBLEM 5
LISTEN TO YOUR USERS, CUSTOMERS AND YOUR TEAM
LESSON LEARNT 3
GETTING LOST IN THE SOLUTION… AGAIN
CONFESSION 4
PRODUCT Y
WHEN DO WE DECIDE WHAT TO BUILD?
PRODUCT Y
WHEN DO WE DECIDE WHAT TO BUILD?
Too Late
PRODUCT Y
WHEN DO WE DECIDE WHAT TO BUILD?
Refinement
THREE AMIGOS
Refinement
THREE AMIGOS
BENEFITS
▸ Single language
▸ Majority of team involved
▸ More effective stories
PRODUCT Y
WHEN DO WE DECIDE WHAT TO BUILD?
Too Late Refinement
DEATHLY HALLOWS
DISCOVER WHAT TO BUILD
Discovery Refinement
Requests Ideas/Solutions
PRODUCT OWNER
BENEFITS OF DISCOVERY
▸ Driven by problems
▸ Saying “No”
▸ PO has control
DEATHLY HALLOWS
BENEFITS OF DISCOVERY
▸ Joint effort to create solution that is:
▸ Valuable
▸ Usable
▸ Feasible
▸ Just in time ideation
▸ Saying “No”
SOLUTIONS ARE THE RESPONSIBILITY OF THE TEAM
LESSON LEARNT 4
VISION AND STRATEGY OF PRODUCT Y
CASE STUDY 3:
DAYS OLDNO FEAR
ONE MONTHNO FEAR
THREE MONTHSNO FEAR
SIX MONTHSNO FEAR
SEVEN MONTHSNO FEAR
EIGHT MONTHSNO FEAR
NINE MONTHSNO FEAR
TEN MONTHSNO FEAR
ELEVEN MONTHSNO FEAR
SIXTEEN MONTHSNO FEAR
MANAGING A PRODUCT WITHOUT A STRATEGY
CONFESSION 5
NO STRATEGY
PRIORITIES CHANGED VERY OFTEN
NO STRATEGY
INCOMPLETE FEATURES
“PRIORITISING A FEATURE WITHOUT A STRATEGY IS LIKE PLANNING A JOURNEY WITHOUT A DESTINATION”
MIND THE PRODUCT BLOG
NO STRATEGY
“DELIVER SEAMLESS EXPERIENCES ACROSS ALL TOUCH POINTS”
Gino Toro
SINGLE VISION
SINGLE VISION
DELIVER SEAMLESS MEDIA EXPERIENCES ACROSS ALL TOUCH POINTS
▸ Who are we selling to?
▸ What do they need?
▸ What can the product offer them?
▸ What value will they have?
STRATEGY
SWOT ANALYSIS
▸ Strengths
▸ Weaknesses
▸ Opportunities
▸ Threats
STRATEGY
5 BASIC QUESTIONS
▸ Where are we now?
▸ Where do we want to be?
▸ What is stopping us getting there?
▸ What can help us get there?
▸ How can we change?
STRATEGY VS TACTICS
Vision
Strategy
Goals
Roadmap/Releases
Objectives/Themes
Epics/Stories/Tasks
STRATIGIC
TACTICS
THINK STRATEGICALLYLESSON LEARNT
GETTING LOST IN THE SOLUTION… MISERABLY
CONFESSION 6
CONTINUOUS DELIVERY
TOO MANY REQUESTS TOO LITTLE TIME
Discovery Refinement
Requests Ideas/Solutions
CONTINUOUS DELIVERY
THEME BASED IMPACT MAPPING
Discovery Refinement
Requests Ideas/SolutionsTHEME 1
THEME 2
THEME 3
Consolidate
IMPACT MAPPING
WHY?
IMPACT MAPPING
MAKE AN IMPACT
IMPACT MAPPING
WHY?
SAVE TIME IN SEARCHING FOR CONTENT
IMPACT MAPPING
METRICS?
TIME TO SEARCH
FAILED SEARCHES
SAVE TIME IN SEARCHING FOR CONTENT
IMPACT MAPPING
WHO?
CONTENT EDITOR
PROGRAM MANAGER
SAVE TIME IN SEARCHING FOR CONTENT
IMPACT MAPPING
HOW?
CONTENT EDITOR
PROGRAM MANAGER
FILTERS ADVANCED SEARCH
SMALL REPOSITORIES
IMPACT MAPPING
WHAT?
EDITOR MANAGER
FILTERS
SEARCH
SMALL REPOSITORIES
FACETED FILTERS
ASSIGNED TO ME
PERSONAL SPACE
TEAM SPACE
IMPACT MAPPING
WHEN?
EDITOR MANAGERFILTERS SEARCH
FACETED FILTERS
TO ME
Q1 2016
THERE IS ALWAYS A LESSON TO BE LEARNT
LESSON LEARNT 6
THE PRODUCT MANAGERLESSON LEARNT
“SUCCESS IS NOT FINAL, FAILURE IS NOT FATAL; IT IS THE COURAGE TO CONTINUE THAT COUNTS.”
Sir Winston Churchill
THE PRODUCT MANAGER
Technology (DevOps)
Business (Sales, Customers)
Users (Users, Support, Design)
Product Management
PRODUCT AMBASSADOR
UNDERSTAND THE BUSINESS!
EMBRACE THE TECHNOLOGY!
LISTEN TO THE PEOPLE!
THANK YOU!THE END