General Atlantic Global Growth Investors

1. General AtlanticGlobal Growth Investors Technology & Innovation Summit Agile Product Management 27 Sep 2011, 2:45 – 4:45 Scott Sehlhorst

2. Scott Sehlhorst Agile since 2001 Started Tyner Blain in 2005 Helping Companies Build The Right Thing, Right Product Management & Strategy Consultant 8 Years Electromechanical Design Engineering 6 Years Software Dev, Requirements, & Consulting 7 Years Product Management & Consulting

3. Agenda • 30 - 45 Minutes • Product Management • Approaches & Artifacts • Tips & Techniques • 15 - 30 Minutes • Parking Lot • Closure on Topics • Takeaway • Things You Can Do Now • 30 Minutes • Agility • The Definition That Matters • Process Quick View • Waterfall & Agile • 30 Minutes • Agile Process – The Whole Team • How Are Your Teams Set Up?

4. This Business of Agility • Agile Software Development • is a group of software development methodologies based on iterative and incremental development. • Wikipedia • Business Agility the ability of a business to adapt rapidly and cost efficiently in response to changesin the business environment. Business agility can be maintained by maintaining and adapting goods and services to meet customer demands, adjusting to the changes in a business environment and taking advantage of human resources. Wikipedia

5. Business Agility • Yes, Agile Teams Develop Products Faster, But… • The Real Value Comes From • KnowingFaster • DecidingFaster • Developing the Right Product Faster • Enabling Your Business to Win

6. A Quick Look at Process Stage Gate (Best of Waterfall) – Cooper, 1985

7. Waterfall Takes a Long Time Typical Large Project

8. Waterfall Tends to Fail • 80% of Projects • Double the Cost • Take 50% Longer • Cancelled Outright • - Standish Group Typical Large Project

9. Waterfall Tends to Fail to Deliver

10. Waterfall Takes a Long Time …Yesterday’s Product Eventually, You Might Deliver

11. Why Does Waterfall Fail? • Failure Reasons • Lack of User Input • Incomplete Requirements • Changing Requirements • Lack of Exec Support • Tech. Incompetence • Success Factors • User Involvement • Exec Support • Clear Requirements • Proper Planning • Realistic Expectations

12. Where Does Agile Help? • Failure Reasons • Lack of User Input • Incomplete Requirements • Changing Requirements • Lack of Exec Support • Tech. Incompetence • Success Factors • User Involvement • Exec Support • Clear Requirements • Proper Planning • Realistic Expectations        

13. Why Agile Helps • Designed to Encourage Change • Course-Correction vs. Change Control • Ongoing Process Feedback • Designed to Inform Decisions • Recurring Customer Feedback • Designed to Maximize Value • Fixed Time & Resource vs. Fixed Scope • Release Early & Often

14. Agile Development is Not Enough Agile Development is Necessary… …but Not Sufficient Without Agile Product Management… …You’re Still Building Yesterday’s Product

15. What Can Be Known…

16. … Is A Moving Target

17. Products Can Change the Market

18. Competitive Advantage

19. How Are We Doing On Time? • 30 - 45 Minutes • Product Management • Approaches & Artifacts • Tips & Techniques • 15 - 30 Minutes • Parking Lot • Closure on Topics • Takeaway • Things You Can Do Now • 30 Minutes • Agility • The Definition That Matters • Process Quick View • Waterfall & Agile • 30 Minutes • Agile Process – The Whole Team • How Are Your Teams Set Up?

20. Agile Development Flow A Very Brief Look at the Agile Development Process

21. Agile Development Assumption • Iteration is Good For Getting Feedback • How Do You Like This Design? This Implementation? • The Process Assures You Build it Right • It AssumesYou Are Building • The Right Product

22. Building the RightProduct An Agile Dev Team Keeps Improving the Product An Agile Product Manager Keeps Improving the Backlog

23. Waterfall vs. Agile Product Mgr • Waterfall Product Mgr • Creates Roadmap / MRD • Creates PRD • Throws it Over the Wall • Rest of Team • Reveres the Artifacts • Does What The Docs Say • Hard To “Get Smarter” • Agile Product Mgr • Documents Insights • Creates Roadmap • Creates Backlog • Rest of Team • Assumes it Will Change • Does “What’s Next” • Expects to “Get Smarter”

24. Product Manager’s Process

25. Product Manager’s Agile Process A Continuous Process

26. How Are We Doing On Time? • 30 - 45 Minutes • Product Management • Approaches & Artifacts • Tips & Techniques • 15 - 30 Minutes • Parking Lot • Closure on Topics • Takeaway • Things You Can Do Now • 30 Minutes • Agility • The Definition That Matters • Process Quick View • Waterfall & Agile • 30 Minutes • Agile Process – The Whole Team • How Are Your Teams Set Up?

27. Product Manager’s Agile Process A Continuous Process

28. Product Manager’s View

29. Product Owner’s View

30. Agile Process

31. How Are Your Teams Set Up?

32. Roles & Responsibilities • Product Manager: Define The Right Product? • UX: Define “Right” for Each Persona • Product Owner: What’s Practical Right Now • Implementation Team: • UX: Define the Right UI Design for Users? • Dev: Define the Right Code Design for the Product? • Dev + QA: Build it Right • Scrum Master: Eliminate Barriers to the Team

33. Team Setup • Define the Right Product • Product Manager • UX (Part Time) • Build the Product Right • Product Owner • UX (Part Time) • Development • QA • Scrum Master / Agile PM

34. Product Management • Agile vs. Waterfall • Still Does the Same Work • Delivers the Items Differently • The Main Changes Are In • Cadence – Iteration & Interaction • Perspective – Incremental Investments

35. Defining the Right Product • Inputs: • Market Research -> Market Data • (Big Picture) Analysis -> Insights • Synthesis -> Product Roadmap • (Small Picture) Analysis -> Product Backlog • Outputs: • Documented Market Understanding • Product Roadmap • Product Backlog

36. Market Research. Market Model

37. Customer Model Different People Care About Different Things. Differently

38. Different People Care Differently

39. Kano Analysis Must Be Indifference More is Better Delighters

40. Put the Data In Perspective Some Stakeholders are More Important Than Others

41. Product Roadmap • External • Customers, Sales, Partners, (Competitors) • Internal • Communication Outside the Team • Setting Context & Direction for the Team • In Practice • Might Need Two Versions of the Roadmap

42. Roadmaps Are High Level • Organize and Prioritize at a Strategic Level • For Which Customers • are We Solving What Problem, • in What Timeframe?

43. Connecting Strategy With Action The Key is to Provide Context Ex: Several Ways to Increase Website Revenue

44. Keep Drilling Down Until Clear You Quickly Find a Framework for Action

45. Map Goals To Deliverable Value Specific User Goals Mapped to Corporate Goals

46. User Goals as Requirements • User Stories: • As a [persona], I need to [do something], [with some frequency], so that I [achieve a goal] • Storyboards Make It • Real For Developers • (and Testers)

47. Product Management (In Summary) • Everything in Context of Strategy • Understand your Users (Personas) • Requirements in terms of User Goals • Relative Importance of Groups of Users • Understand how User Goals Group and Align • With Corporate Goals • With Roadmap (Thematic Timing of Value)

48. How Are We Doing On Time? • 30 - 45 Minutes • Product Management • Approaches & Artifacts • Tips & Techniques • 15 - 30 Minutes • Parking Lot • Closure on Topics • Takeaway • Things You Can Do Now • 30 Minutes • Agility • The Definition That Matters • Process Quick View • Waterfall & Agile • 30 Minutes • Agile Process – The Whole Team • How Are Your Teams Set Up?

49. Parking Lot Revisiting Topics & Tangents

50. Takeaways • Approaching How You Define Products • Strategy Drives Product Roadmap Objectives • Product Roadmap -> Problem Roadmap • Build What, for Whom, When? • Requirements are in Context of Roadmap Items • Outside-In. Requirements in terms of User Goals • Requirements Artifacts are Evergreen • They Enable The Teams to Build the Right Product