1. PMI CIC Seminar June 18, 2015 2. Agenda Introduction Defining Product Current Culture Delineated Roles Tools to Delineate Roles Agile Impacts Wrap-up and Q&A 3. Presentation Note For the purposes of this presentation, project manager will be abbreviated PM or PMO. The term Product Manager may be interchanged with Product Team The term Agile specifically refers to Scrum in these cases. (After all, its 66% of VersionOne Agile survey respondents) All images in this presentation are the property of their original owners and used here under Fair Use for educational purposes 4. Introduction About Jim: Project Management experience at DoD, TSYS Product experience at Herff Jones Current Director of Product at Cloud Notions Credentials Include: PMP, MBA, CSPO, CSM, PMC-III, et al HUGE fan of PMI Full Disclosure: also a big fan of Agile 5. Introduction About Cloud Notions: Builder of FlightPlan portfolio and project management (PPM) software within the Salesforce.com ecosystem Currently planning our pilot program For more info, talk to Jim afterward or visit CloudNotions.com 6. FlightPlan PPM Software 7. What is a Product? Who is a Product Manager? 8. Definition of Product Dictionary: An item that is created for sale My version: a regularly evolving item that customers would obtain, in lieu of competitor offerings, in order to solve a particular problem. Key points: Competition: Customer choice Exchange value: money, ad space, time Regularly Evolving: has a backlog, roadmap, lifecycle 9. Pop-Quiz: Is it a Product? Medical Surgery Company Time-logging Portal Bridge Construction Yahoo Email An iPhone A Free iPhone App Your Companys ERP Customizations 10. Pop-Quiz: Is it a Product? Medical Surgery - No Company Time-logging Portal - No Bridge Construction - No Yahoo Email - Yes An iPhone - Yes A Free iPhone App - Yes Your Companys ERP Customizations Maybe 11. Maybe?!?! Internal business tools could be managed as products, but only if: There is a backlog of feature enhancements. There is a roadmap with concrete goals in terms of feature launches and business impact. Capital investments must be won by demonstrating business value. Expanded user (customer) adoption must be earned. 12. A Refresher: Definition of Project PMI: a temporary endeavor undertaken to create a unique product, service or result. A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources. And a project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal. Key points: Temporary: not concerned with long-term roadmap Defined scope and resources 13. Definition of Product Management This is an emerging career field, so definitions vary This field is similar to Project Management in the mid-1990s, prior to PMI emerging The current thought leaders include SVPG and Pragmatic Marketing 14. Definition of Product Management Marty Cagan: person whose job is to discover a product that is valuable, usable and feasible Martin Ericksson: the intersection between business, technology and user experience Scrum: Responsible: the single wringable neck 15. Pragmatics Definition 16. My Definition of Product Management Feature Planning: Identify the MVP that meets the objectivesvaluable, usable and feasibleminimizing time to market and user complexity. Requirements Documentation: Definein detailthe product to be built, and validating that product with real customers and users. Leadership: Participate in the leadership of the project team, maintaining transparency in decision making, prioritization, and reasoning. 17. My Definition of Product Management Software Lifecycle Ownership: opportunity assessments, product discovery, competitive analysis, engineering validation, interaction design, training support, level two customer support and even retirement. User-Centric Design: Interact closely with customers and stakeholders to understand issues and requirements related to software applications. Stay aligned with the business leaders and "voice of the customer". Release Communications: Proactively notify customers of applicable software updates. Provide previews and training to stakeholders, level one support staff. 18. My Definition of Product Management Business Collaboration: Working with Sales, attend events and make field visits. Build positive relationships with the client community. Demonstrate firm understanding of their needs, requirements and expectations. Technology Consulting: Continual investment in knowledge of current information technologies, "seeding" the business with information about new tech capabilities and how they might be utilized. Product Planning: Create a product roadmap that includes the release schedule, as well as long-range project timelines. Maintain a backlog of all feature requests and work with the business team to adjust priorities. Keep backlog visible and well-maintained. Process Improvement: ensure that systems stay healthy, but also become more efficient and compliant over time. 19. Between Product Managers And Project Managers 20. Why the Fight? Similar-sounding names Different Mindsets Misunderstanding of the Product role Leadership Overlap 21. Different Mindsets Product Management is an art Project Management is a science 22. Role Misunderstanding Product Teams often think that the PMO is: the process police Has too many documents Concerned with executing the original orders, rather than delighting the customer In it for the short-term Cartoon by Glen Knight: 23. Role Misunderstanding PMO teams often think that the Product Manager is: Flighty: Always pivoting to the whims of customers, wants to discuss new capabilities, etc An Undefined Role: Isnt she in Marketing or a BA or something? 24. Leadership Overlap People in both roles tend to be goal-driven leaders with a strong desire to control the situation. Without pre-defined roles, teams can get stuck in the Storming phase 360hpl.com 25. Product Duties and Project Duties 26. Short Version: PMs If its in the PMBOK, the Project Manager should be doing it! The Product Manager does not relieve the Project Manager of the need to track scope, time, cost, or quality. Project Management is a science. Deviation from PMBOK best practices should be very deliberate. Above all: Resolve Impediments! 27. Short Version: Product Mgr If its on the Pragmatic Framework Chart, the Product Manager should be doing it! 28. Example Responsibilities Product Mgr Project Mgr Voice of Customer activities Design decisions Prioritization Backlog grooming Roadmap construction User adoption Schedule Construction Risk Assessment Issue Tracking Change Requests Budget Run Rate Vendor Management Status reporting Impediments 29. What if I can do both? Typically this can only be done on a small scale. Doubling up on roles will likely shortchange some aspects of each. For example, skipping a customer trip because a team impediment needs resolution. 30. to Delineate Roles (Well, one tool, really) 31. RACI Matrix 32. RACI Matrix It sounds elementary, but do NOT skip this step. Gain buy-in from all involved teams. Cross check with job descriptions / HR. 33. on delineating Product and Project roles 34. Agile Roles Scrum already has these roles delineated. Any trained team will have no problem delineating between Product duties and Project duties. Product Owner = Product Scrum Master = Project 35. and questions 36. Recap Product Management is an emerging career field. Understanding the role will help the entire team. You need both roles. Good product defines WHAT to execute, but a good PM defines HOW to execute. Use tools like RACI and Agile to cut through any role confusion. When in doubt: use open and honest communication to resolve the confusion 37. To Learn More Silicon Valley Product Group http://svpg.com/ Pragmatic Marketing http://pragmaticmarketing.com/ Braintrust Scrum Training http://braintrustgroup.com/scrum/ 38. Keep the conversation going Email: Jim (AT) CloudNotions.com Twitter @Cloud_Notions Web: CloudNotions.com