3. *Disclaimer – All / maximum images are taken from google images search
4.
5.
6. Why you are in this Master
Class ?
q Share about yourself
q Your experience in
Agile and Scrum
q Are you a Product
Manager or Owner?
q If not PO, Share your role
15
mins
13. Innovation
http://www.businessdictionary.com/definition/innovation.html
- The Process of translating an idea or invention into
a goods or services that creates value or
experience for which customer will pay
- To be called an innovation, an idea must be
replicable at economical cost (of the target
segment) and must satisfy a specific need.
18. We all know Successful Product
Identify one Failure
Product (any
segment) and with
Why!!
07
mins
19. Source: Pavan Soni
Source: https://www.cbinsights.com/research/corporate-innovation-product-fails/
(2009) - This was a dedicated device that just
sent out and received tweets, but couldn’t
even do that properly, giving users only a 20-
character preview of their tweets. Users
passed on this gimmicky handheld.
(2013) - The Facebook Phone was surrounded by speculation from
the moment the first rumors of it surfaced, so almost any product
would have failed to live up to the hype. What the public got was the
HTC First, an Android-skinned device whose main feature was
being geared towards the Facebook Home application. The
phone’s exclusive carrier, AT&T, drastically slashed the price to 99
cents in a “temporary sale” that became permanent until the phone’s
death.
22. GOOGLE LIVELY, GOOGLE (2008)
This was a knockoff of Second Life, the 3D virtual world simulator where you can
create an avatar of almost any description and then proceed to do whatever you want.
Commentators blame Lively’s failure on its Windows-only format and lack of
marketing.
Source: https://www.cbinsights.com/research/corporate-innovation-product-fails/
27. Until
1920s
Inventors and Geniuses
Developed Products, they
had product and vision
with TRIAL & ERROR
experiments
In this era, mainly
Innovations and product
development where by
#IC (individual
contributions) only
Most products were not
driven by consumer
needs
History and Evolution
28. Until
1920s
1930
P&G started focusing
on Product Market
issues and root
causes,
Implement awareness
to Root cause and
identify solutions
1931
“Brand Man” P&G Memo
History and Evolution
32. 1980s
Intuit Started to
use Field
Studies
Intuit was one of the earliest company
to apply Brand Management in a
software hi-tech company
A financial software company founded
by Scott Cook, a former P&G
employee, whose prior work at Procter
& Gamble helped him realize that
persona computers would lend
themselves towards replacement of
paper-and-pencil based personal
accounting
33. 1990s
Regis Mckeena
The role of Product Manager emerged
to integrate Business, Customer and
Technical.
An article published by ‘Regis
Mckeena’, a consultant wrote an article
“Marketing is Everything” in the year
1991, stating that a Marketing Person
must be an integrator.
a technology and
marketing consultant
Business Customer
Technical
34. 1990s
First time PMF
got introduced
In 1991: concept evolved as Work with
Customer, New Product Development,
Production Team and Identify New
market Segment
Finding the ‘Product Market Fit’
was envisioned and identified by Regis
Mckeena
First time – Customer and Partners
concept was introduced to work for
Sales and Profits
36. Historically, Product Management were done
by Inventors and Geniuses
Later, due to Technology Complexities and
Competition, Product Development became
more focused and organized
Companies were forced to understand ‘what
a customer need is’
37. P&G was the 1st company to work with
problem, market need, perform RCA, to
improvise product and take corrective
actions
1980s – Intuit was the first financial tech
company to work with field studies
In 1990s, Product Marker Fit, Work with
customers and Partners come in frame
44. The Golden Circle
What
How
Why
Why = The Purpose
What is your cause?
What do you believe?
How = The Process
Specific actions taken to
realize why?
What = The Result
What do you do? The
result of why proof?
48. Skills of a Product Owner / Manager –
is it Technical ?
Do’s Don’t’s
07
mins
49. Skills of a Product Owner / Manager –
is it Technical ?
Do’s Don’t’s
Coordinates well and understand Tech
Team talks
Do not focus on Product Vision
Will be able to Understand technical
challenges
Off-track from business goals and
objectives
Can predict and assist technical
challenges and predictability
Off-track from aligning all stakeholders
on same page
Will be only involved in solution instead
of focusing on Value
More on Technical Identifications
02
mins
50. What is Empiricism and what is
required for Empirical Process?
Transparency Inspection AdaptationTrust and
Courage
05
mins
54. List responsibility of each role
Dev
- Optimizes value of product
- Manages Product Backlog
- Product Visionary
- Manages ROI and Value
- Manages itself
- Creates Increments and
Done increments
- Manage Process
- Impediment Identifier and
removes impediments
05
mins
57. A PO in Scrum
Envision Product Vision
Represent business to team
Manages Product Backlog
A story teller and writer
Express Features and Functionalities
A go to marketer and release planner
Chooses when n what to release
02
mins
58. Why does a PO need empowerment?
10
mins
-
- - - - -
59. Why does a PO need empowerment?
02
mins
A Decision Owner
Defines
Vision
Crafts a
Product
Strategy
Creates a
Business
Model
Optimized
Value (ROI)
Manages
budget
and
Outcome
60. Exercise
A Product Manager has a proven and awesome track record. Let’s assume
- Consider yourself as the same Product Manager of the XYZ company.
Your management has asked you to take the ownership and lead in the
development of a new product. After some talks, analysis and previous
data, 4 teams are identified and all four teams new to scrum will build
this product. What you will focus for?
Select which suits good and answer with why ?
q There should be only one product owner
q There should be four PO’s and will be reporting to CPO
q Each team may have a separate product backlog for development
q There may be four PO’s separately for each scrum team
q The product will have one backlog
07
mins
81. Exercise
A scrum team is working on a product for 12 sprints. A new PO comes,
understanding is accountable for Product Backlog. However, team found
that PO is unsure about the purpose of the product backlog. PO has read
that the product backlog should be a list of all features for the product
development.
PO goes to the scrum master asking where to put the other types of the
requirements that are going to be taken into account. Are all of the
illustrated types are acceptable as part of the product backlog?
1. Stability Requirement
2. Product Non-functional requirement
3. Product Functionality
4. Business Cases
5. Use Cases
6. Fixes
06
mins
82.
83. How will you illustrate
“The
Complete
Product
Experience”
119. 8 Tips for creating a Product Vision
q Describe the Motivation Behind the
Product
q Look Beyond the Product
q Distinguish between Vision and Product
Strategy
q Employ a shared Vision
q Choose an Inspiring Vision
q Think Big
q Keep your Vision Short and sweet
q Use the Vision to guide your Decision
120. Tools/Techniques for creating Product
Vision
Elevator Pitch Template
Product/Vision Box
The Product Vision Board
Product Vision Canvas
124. Product Vision Canvas
Product Idea and
Business Goal
Product
Name
Type of
Product
End Users Problem
that
product
will solve
Plan to
solve the
problem
Competit
ors
How does
solution
differ
125. Work for a Product Vision
q Choose a vision approach technique
q Collaborate to create product vision
q Share among different teams
15
mins
127. MVP
Wikipedia says
“In product development, the Minimum Viable Product
(MVP) is a product with just enough features to
satisfy early customers and to receive feedback
about the product and its continued development.”
128. MVP
Wikipedia says
“In product development, the Minimum Viable Product (MVP) is a product with just enough features to satisfy
early customers and to receive feedback about the product and its continued development.”
129. MVP
Wikipedia says
“In product development, the Minimum Viable Product (MVP) is a product with just enough features to satisfy
early customers and to receive feedback about the product and its continued development.”
131. What is MVE ?
The minimum viable experience (MVE) is a
product which has
complete customer
journeys.It is task orientated and
enables customers to start and
complete a full process.
133. What is MVE ?
A problem has been identified
and a basic way is done to
solve current problem with
early entry, learning and
validation
MVP is already present, but we
need a complete
customer journey, as to-n-fro
along with more needs
158. Scorecard
Goal is to prioritize feature over a set of criteria that have been
negotiated with stakeholders and keep evolving.
Start with a clear strategy that has been validated by user
Select the features that are most relevant and related to overall
vision-strategy
Define a criteria and weights for scoring (keep evolving)
Meet with stakeholders and fine tune criteria and weights
159. Classification Ranking
Feature Category Rank Total
The process is simple: each feature is classified into some
category, and then a ranking is produced. Categories must be
sortable in some way, e.g. 1-2-3-4-5, High-Medium-Low.
166. Characteristics of a great PO
02
mins
Knows
business
model
Understand
Domain
Embrace Vision
Share
Experienc
es
Exceeds
customer
expectation
Own
Story
Mapping
Is Empowered
Is
available
Is able to
Say NO
Uses
Backlog
Prioritization
Take PBL
Refinement
seriously
192. q 100% in advance or PBL should be
defined for 9-12 months
q Oversized items which takes 2-4
sprints
q Outdates items/issues in PBL
q Everything is estimated
q Missing DOD and Acceptance criterion
q No update more than one title
q Issues to details, missing 3Cs concept
q No Research
q No Road Map or Road Map is secret
q Part time PO
q Dominating PO
q No time for Refinement
q Too many refinement sessions
q Product Vision not shared/clear
194. q Interference with team on daily work
q PO uses estimates to set deadline for
demos
q PO has too many teams and so busy
q Ready to sacrifice Quality of Product
q Ready to move with conditional approval
q PO does not know Prioritization Techniques
q Does not include as part of Scrum Team
q Becomes Technical Architect
q Do not believe to contribute his/her role for
Backlog and stories, pass to SM/Dev team
q Expects a Stretched Commitment
q Thinks SM role is just as Project Manager
q No single PO for one team
q PO is underpowered
q PO is too busy spending time in meetings
and/or clients
q Try to work as a Product Owner
198. Various Instances of an
Effective PO
Various Instances of an Effective PO
10
mins
199. Various Instances of an
Effective PO
Various Instances of an Effective PO
Chief Inspirational Officer
Chief Strategic Enabler
Chief Dot Connector
Chief Portfolio Collaborator
Chief Scoreboard Designer
Chief Experiment Sequencer
Chief Clarifying Officer
Chief Learning Owner
Chief Value Optimizer
200. Before we Close
List down Skills and Characteristics needed for
a PO to be as Effective-Efficient and Influencer
Skills Characteristics
10
mins