Agile Product Management

Geekcamp Indonesia 2017

Michael OngProduct Team Coach @ The Collab Folks

MICHAEL ONG | @michaelon9 | michael@thecollabfolks.com

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 | michael@thecollabfolks.com

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 | hello@thecollabfolks.comMore questions? contact us via e-mail or setup a time to chat.

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#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