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Mapping Out Agile Product Management
Expanding Agile beyond development, to maximize Agile within development
Mack Adams Calgary Agile Methods User Group
September 4, 2014
About
Mack Adams • Agile Consultant &
Trainer • Worked & lived in
Canada, US, UK, India & France
• Focus on por=olio & product mgmt and organiza@onal design
Lithespeed LLC • Consultancy based in
Washington, DC. • Mission to transform
workplaces through Lean, Agile and Scrum approaches
• Mix of trainers, coaches & consultants
2
Agenda • Extending Agile adop@on into Product groups
• Problem Statement • Examples • Outcomes
• Techniques & Approaches • Agile Adop*on Models for Scaling into Product
• SAFe, LeSS, Pragma*c, Custom • Agile Por;olio Management • Agile Product Discovery • User Story Mapping
• Takeaways
3
Problem Statement
• Organiza@on only par3ally benefit from adop@ng Agile when product management & product marke7ng func@ons are not @ghtly integrated
• Both business and process improvements go unrealized: • Time to Market remains long • S@ll building incorrect or too many things • Long feedback cycles • Big releases
4
Examples of the ProdMgmt-‐Dev breakdowns
• Belief that Agile is for Development, but Product Management doesn’t really need to change
• “Sure, go ahead and do Agile, but let’s keep the scope, date and budget fixed” • “Do what you want, but don’t touch my date…” • “Do Agile, I hear it makes the developers faster…”
• Product Manager operates in ‘tradi3onal’ model AND is the Product Owner: • Can lose sight of the market opportunity leading to poor product design • Or, doesn’t have 3me to engage with the team leading to poor collabora@on
• Product Owners are picked from a range of candidate product roles, but lack the authority to decide anything meaningful
• Limited support, educa@on and structural change to make transi@on real
Examples of the ProdMgmt-‐Dev breakdowns
• Por=olio priori@za@on is weak or non-‐existent, so trade-‐offs are decided in Development
• Lack of dependency management leads to integra@on bugs and delayed deliveries
• Big releases, lead to big release management overhead, which only reinforce big releases
• “One shot” to get “everything” in the next release • Sales closes new deals based on certain features crea@ng further delays
• Product Management “inventory” is a huge waste of effort • Big batch documents that need to be “converted” into Agile consumable stories • Dev teams sit idle wai@ng for everything to be “figured out” by product mgmt
Agile Product Management Focus
Item
Itera@on
Release
Vision
Por=olio
Business strategy
7
Outcomes
• Focus on Agile Product Development • Customer value over produc@vity metrics • Scale-‐up Agile in complex systems • Con3nuous Product Discovery • Collabora@on and visualiza@on • Transparency and regular releases to build trust • Remove impediments at ALL levels
Improve products, people and profits
Agenda • How to extend Agile adop@on into Product groups
• Problem Statement • Examples • Outcomes
• Techniques & Approaches • Agile Adop7on Models for Scaling into Product
• SAFe, LeSS, Pragma7c, Custom • Agile Por;olio Management • Agile Product Discovery • User Story Mapping
• Takeaways
9
Adop3on Models
DISCOVER CHARTER PRODUCE IDEATE MARKET
Outcomes & Decisions
RACI
Artifacts
A x w a y P r o d u c t D e v e l o p m e n t P r o c e s s – v2.0– Sep 23 - © Axway 2013, All Rights Reserved
Create Product Backlog Build Software Discover Product Product
Group V2 Chartering V2
Go / No Go
Go / No Go
No Discovery Process
Product Group V2
Go / No Go
Go / No Go
• Prioritize Business Cases • Existing • New
• Ideation Topics from: • Business Cases • Product Strategy • Customer Interviews • M & A • Technology
• A5 Suite Requirements • Major Enhancements • Product Features
• Clarify Axway & Customer Business Cases • Define High Level Scope • Estimate Preliminary Costs • Select key User Personas • Assess Business & Technical Risks • Align with A5 Product Strategy • Validate with Key Customers
• Create Product Backlog • Collaboratively Build Release Plan • Select Architectural approach • Define UX and Doc approaches • Develop Production Plan & Budget • Align with Product Portfolio • Prepare Dev Teams & Operations
• Complete functionality: • Working software • Supporting artifacts
• Establish Velocity • Quality Review & Benchmarking • Updated Roadmap w/ Milestones • NPI Activities prepared
• Leads & Campaigns • New Business Cases delivered • Upsell / cross-sell
• Messaging • Proof points of Strategy • Web, branding updates • Events scheduled
R&D V2 Product
Group V2
RTM
• Validated Business Cases[PG] • High Level Scope document [PG]
• Alignment w/ A5 Vision • Proof of Concepts • Technical Feasibility [RD]
• Preliminary Cost projection[PG][RD] • Risk assessment
• Business[PG]& Technical[RD]
• Product Backlog[PG]
• Release Plan [RD] • UX personas, Mock-ups & Design[PG] • Architectural approach[RD] • Testing Strategy & Plan[RD] • Development Organization[RD] • Budget & Investment plan[PG][RD] • Updated Product Roadmap[PG] • Comprehensive Risk Log[
• Business[PG]& Technical[RD]
• Completed Functionality [RD] • Demonstrable Milestones • RTM and/or RTO deliverables
• Supporting documentation[PG] [RD] • Non-binaries
• Updated Release Plan[RD] • w/ established Velocity
• Technical Risk assessment[RD] • Budget & Investment Update[PG][RD]
• Business Cases[PG] [MK] • Prioritized w/ Marketing
• Discovery Project Scoped[PG] • Description & benefits
PRODUCT ROADMAP BUSINESS CASE TRACKER DISCOVERY DASHBOARD
PRODUCT & SOLUTION RELEASE CALENDAR
• NPI Checklist complete [PG] • Updated product strategy messaging[MK] • Pre-Sales & PSO Training[MK] [PG]
• Global events calendar [MK] • Sales Training[MK]
Launch Product
Re-assess Velocity Chartering
Kick-Off
Proof%of%Concept%
Governance
RTO DevOps'Cloud'Svcs% Operate
CHARTERING DASHBOARD
R&D DASHBOARD
GA
PG''A/R$
MK%C$
R&D%I%
SSC%I$
GCS% PG''A/R$
MK%C$
R&D%C$
SSC%C$
GCS% PG''A$
MK%I$
R&D%R$
SSC%I$
GCS%I%
PG''C$
MK%I$
R&D%A$/$R$
SSC%$
GCS%C%
PG''C$
MK%A$/$R$
R&D%I$
SSC%C$
GCS%C$
MARKETING EVENTS CALENDAR
Sales%7%I$
Scaled Agile Framework (SAFe)
Adapted Pragma3c Framework
Large Scale Scrum (LeSS)
Custom Built
Large Scale Scrum
Adapted Pragma@c Marke@ng Framework
h\p://www.enthiosys.com/images/A09_ProdMgr_ProdOwner_Dilemma.pdf
Adop3on Models
DISCOVER CHARTER PRODUCE IDEATE MARKET
Outcomes & Decisions
RACI
Artifacts
A x w a y P r o d u c t D e v e l o p m e n t P r o c e s s – v2.0– Sep 23 - © Axway 2013, All Rights Reserved
Create Product Backlog Build Software Discover Product Product
Group V2 Chartering V2
Go / No Go
Go / No Go
No Discovery Process
Product Group V2
Go / No Go
Go / No Go
• Prioritize Business Cases • Existing • New
• Ideation Topics from: • Business Cases • Product Strategy • Customer Interviews • M & A • Technology
• A5 Suite Requirements • Major Enhancements • Product Features
• Clarify Axway & Customer Business Cases • Define High Level Scope • Estimate Preliminary Costs • Select key User Personas • Assess Business & Technical Risks • Align with A5 Product Strategy • Validate with Key Customers
• Create Product Backlog • Collaboratively Build Release Plan • Select Architectural approach • Define UX and Doc approaches • Develop Production Plan & Budget • Align with Product Portfolio • Prepare Dev Teams & Operations
• Complete functionality: • Working software • Supporting artifacts
• Establish Velocity • Quality Review & Benchmarking • Updated Roadmap w/ Milestones • NPI Activities prepared
• Leads & Campaigns • New Business Cases delivered • Upsell / cross-sell
• Messaging • Proof points of Strategy • Web, branding updates • Events scheduled
R&D V2 Product
Group V2
RTM
• Validated Business Cases[PG] • High Level Scope document [PG]
• Alignment w/ A5 Vision • Proof of Concepts • Technical Feasibility [RD]
• Preliminary Cost projection[PG][RD] • Risk assessment
• Business[PG]& Technical[RD]
• Product Backlog[PG]
• Release Plan [RD] • UX personas, Mock-ups & Design[PG] • Architectural approach[RD] • Testing Strategy & Plan[RD] • Development Organization[RD] • Budget & Investment plan[PG][RD] • Updated Product Roadmap[PG] • Comprehensive Risk Log[
• Business[PG]& Technical[RD]
• Completed Functionality [RD] • Demonstrable Milestones • RTM and/or RTO deliverables
• Supporting documentation[PG] [RD] • Non-binaries
• Updated Release Plan[RD] • w/ established Velocity
• Technical Risk assessment[RD] • Budget & Investment Update[PG][RD]
• Business Cases[PG] [MK] • Prioritized w/ Marketing
• Discovery Project Scoped[PG] • Description & benefits
PRODUCT ROADMAP BUSINESS CASE TRACKER DISCOVERY DASHBOARD
PRODUCT & SOLUTION RELEASE CALENDAR
• NPI Checklist complete [PG] • Updated product strategy messaging[MK] • Pre-Sales & PSO Training[MK] [PG]
• Global events calendar [MK] • Sales Training[MK]
Launch Product
Re-assess Velocity Chartering
Kick-Off
Proof%of%Concept%
Governance
RTO DevOps'Cloud'Svcs% Operate
CHARTERING DASHBOARD
R&D DASHBOARD
GA
PG''A/R$
MK%C$
R&D%I%
SSC%I$
GCS% PG''A/R$
MK%C$
R&D%C$
SSC%C$
GCS% PG''A$
MK%I$
R&D%R$
SSC%I$
GCS%I%
PG''C$
MK%I$
R&D%A$/$R$
SSC%$
GCS%C%
PG''C$
MK%A$/$R$
R&D%I$
SSC%C$
GCS%C$
MARKETING EVENTS CALENDAR
Sales%7%I$
Scaled Agile Framework (SAFe)
Adapted Pragma3c Framework
Large Scale Scrum (LeSS)
Custom Built
Agenda • How to extend Agile adop@on into Product groups
• Problem Statement • Examples • Outcomes
• Techniques & Approaches • Agile Adop*on Models for Scaling into Product
• SAFe, LeSS, Pragma*c, Custom • Agile Por@olio Management • Agile Product Discovery • User Story Mapping
• Takeaways
15
Agile PorOolio Management
Item
Itera@on
Release
Vision
Por=olio
Business strategy
16
Agile PorOolio Management
Step 1 – Do it. Step 2 – Visualize it..
17
18
Program Alignment Wall
Agile Product Discovery
Item
Itera@on
Release
Vision
Por=olio
Business strategy
19
Discover a product that is … …valuable, usable and feasible
“It doesn’t ma\er how good your engineering team is if they are not given something worthwhile to build.”
20
Agile Product Discovery
§ Works in tandem with Delivery § Called “Dual Track”
§ Done on a con3nuous basis § Aiming for Just-‐In-‐Time Elabora*on and Flow
§ Whole Team Involvement § Product / Marke@ng § User experience § Development / Architecture / QA
21
STREAM OF VALIDATED FEATURES
DISCOVERY DELIVERY
Dual-‐Track Lean + Agile Processes
Product Discovery Toolkit
Research & Interviews User Personas Canvases Prototyping Collabora@ve Chartering User Story Mapping … and many more…
23
Agenda • How to extend Agile adop@on into Product groups
• Problem Statement • Examples • Outcomes
• Techniques & Approaches • Agile Adop*on Models for Scaling into Product
• SAFe, LeSS, Pragma*c, Custom • Agile Por;olio Management • Agile Product Discovery • User Story Mapping
• Takeaways
24
User Story Mapping
Item
Itera@on
Release
Vision
Por=olio
Business Strategy
25
Created by Jeff PaXon hXp://www.comakewith.us
User Story Mapping
User Story Mapping
Sub-task or
Task details
task
activity
• Two dimensional backlog that visualizes story structure • Release planning & story splitting on the story map • Focus on incremental and iterative development
user
time
27 © 2014 Jeff Pa\on, All rights reserved, www.agileproductdesign.com
User Story Mapping – Release Planning
@me
op@o
nality
necessary
less optlonal
more op@onal
first release
second release
third release
© 2014 Jeff Pa\on, All rights reserved, www.agileproductdesign.com 28
| © 2010 Axway | All rights reserved. 31
• Map mul3ple product backlogs • Assess Architectural & Marke3ng themes simultaneously
Product PorOolio Planning
Agenda • How to extend Agile adop@on into Product groups
• Problem Statement • Examples • Outcomes
• Techniques & Approaches • Agile Adop*on Models for Scaling into Product
• SAFe, LeSS, Pragma*c, Custom • Agile Por;olio Management • Agile Product Discovery • User Story Mapping
• Takeaways
32
Takeaways
1. When Product organiza@ons are fully integrated, step-‐change in organiza@onal outcomes possible
2. Develop an inclusive scaling model to create flow system w/ Product groups
3. Experiment thoughOully, improve con3nuously
33
Reading List
Inspired – Marty Cagan User Story Mapping – Jeff PaJon Agile Solware Requirements – Dean Leffingwell Scaling Solware Agility – Dean Leffingwell Prac@ces for Scaling Lean & Agile Development – Craig Larman Scaling Lean & Agile Development – Craig Larman Managing Agile Projects – Sanjiv Augus*ne The Principles of Product Development Flow – Don Reinertsen
34
Mapping Out Agile Product Management
Expanding Agile beyond development, to maximize Agile within development
Mack Adams Calgary Agile Methods User Group
September 4, 2014
