Geekcamp Indonesia 2017 : Agile Product Management

Agile Product Management
About This Talk (25 min)
Great products rarely happen by luck — they involve careful planning, consideration, and management. In this talk, you'll learn how to put together a product or project roadmap that inspires by studying and applying an objective and collaborative prioritization method that balances both value and effort, helping stakeholders focus on what's important and come to consensus.
Outline/structure for the Session
Product Ownership
Product Vision to Roadmap
Case study

Takeaways
Set product or project goals based on company strategic goals
Learn the art of shuttle diplomacy as a way to get buy-in on your priorities
Target Audience
Product Heads, Product Managers, Product Owners, Developers, Designers, Team Leads

About the Speaker

Michael ONG is Coach and Founder Mentor @ The Collab Folks, an Agile, Product Management & User Experience coaching company started in Singapore. A relatively young partnership with Ruth HO and Lena QUEK, it brings together Michael’s 16 years consulting in the tech space, delivering a spectrum of projects for Mobile Payments, Logistics Tracking & Surveying, Cleaning Inspection, Merchant Monitoring, Online E-Commerce and Real Estate Portals.

Michael has worked with startups to MNCs in Singapore, Malaysia, Hong Kong, Indonesia and Australia. He is passionate about helping founders chart a path towards growth and currently provides startup mentoring and team coaching in the topics of Agility, User Experience and Product Management.

Michael also speaks on the topic of Agility, User Experience and Product Management. He is involved with local community Agile Singapore and is also a co-organiser with UX Singapore and Product Works, the latter of which aims to bridge product teams in Asia.

http://thecollabfolks.com/partner-profiles/michael-ong/

Transcript

1. Agile
   Product Management
   Geekcamp Indonesia 2017
   Michael Ong

   Product Team Coach @ The Collab Folks
   

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3. 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
   

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4. ‣ 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 …
   

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5. 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
   

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6. View Slide

7. ZA
   NOTABLE COLLABORATIONS
   Partners
   

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8. The Agile Product
   Development Process
   Product
   Leader, Manager, Owner ???
   

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9. What it takes to be a great Product Leader
   The 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/
   

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10. 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
    

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11. 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/
    

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12. The Role of the Product Owner is challenging
    Credit : https://medium.com/@tyahma/how-to-hire-product-people-aab926e077c8
    

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13. https://s-media-cache-ak0.pinimg.com/originals/a0/e7/fb/a0e7fb7761822c7aad70a0239a0cc979.png
    

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14. Product Ownership 

    == Value Management
    

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15. 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
    

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16. Product ownership encompasses
    • Business Advocacy
    • Customer Advocacy
    • End User Advocacy
    • Subject Matter Expertise
    • Analysis
    • Design
    • Visionary
    • Communicator
    • Decision Maker
    

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17. One Delivery
    Team
    Affected Stakeholders IT
    Development Analysis Testing
    Domain Experts Governance
    Users /
    Customers
    Value
    Focused
    Delivery
    Focused
    Value Team Facilitator
    [Product Owner / Value Manager]
    Delivery Team Facilitator 

    [ScrumMaster / Iteration Manager]
    Key:
    

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18. 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”
    

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19. 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
    

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20. The Agile Product
    Development Process
    Product Vision to Roadmap
    

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21. How are you delivering products?
    

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22. Product Vision
    

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23. 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
    

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24. https://www.scrumalliance.org/community/articles/2015/april/experiments-with
    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
    

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25. 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
    

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26. View Slide

27. Product Roadmap
    

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28. 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
    

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29. Benefits of a Product Roadmap
    Continuity of
    Purpose
    Helps with
    portfolio
    management
    Umbrella for the
    product backlog
    Stakeholder
    alignment and
    collaboration
    Prioritisation
    Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
    

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30. 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
    

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31. A sample roadmap
    Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
    

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32. https://blog.versionone.com/failing-to-plan-is-planning-to-fail-succeed-with-agile-planning-framework-and-its-four-planning-levels/
    

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33. think about
    Direction = Vision + Strategy
    Direction = 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
    

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34. • Organisational health
    • Talent
    • Inventory
    • Feedback Loops
    • Processes
    • Procedures
    • Controls
    • Systems
    • Planning
    • Reporting
    • and Troubleshooting
    think about
    Direction = Vision + Strategy
    

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35. 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
    

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36. 2 workshops
    15 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
    

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37. 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?
    

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38. the process
    • design strategy
    • product requirements and
    analysis
    • product roadmap
    • information architecture
    • task flows
    • prototyping & testing
    • development
    • marketing launch & measuring
    

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39. design strategy
    

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40. 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
    

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41. 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 T
    P 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 RY
    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 

    RYA 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 RY
    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 RY
    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 WA 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
    

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42. user scenarios
    Scenario 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
    

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43. information architecture
    

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44. task flow analysis
    

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45. user interface flow
    

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46. test early & often
    

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47. prototyping
    for Mobile
    

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48. View Slide

49. beta launch -> Live
    

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50. 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
    

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51. 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
    

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52. measuring velocity
    

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53. measuring performance
    

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54. outcome : agility across teams
    Engineer
    CEO
    Finance
    Product
    Marketing
    Editorial
    Operations
    Customer
    Success
    

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55. Good Books to Read
    • Essential Reading for Clever Product People
    • https://www.goodreads.com/list/show/25052.Essential_Reading_for_Clever_Product_People
    

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56. Thank you
    MICHAEL ONG | @michaelon9 | hello@thecollabfolks.com
    More questions? contact us via e-mail or setup a time to chat.
    Geekcamp Indonesia 2017
    

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57. JOIN THE CONVERSATION
    UX

    SG/MY/ID/HK/PH
    Business Agility
    NY
    Agile
    SG/MY/ID
    #ProductBeer SG/MY/ID/PH/SF
    PM Huddle KL
    Product Tank SG
    Product Camp SG
    

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58. Scrum User Group - Jakarta - 31st March 2017 @ Jenius, Menara BTPN
    

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59. 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
    

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60. 1. Product Owner Skills & Tools
    

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61. 2. Effective ways to get customer feedback
    

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62. 3. Agile Contracts
    

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63. 4. How to implement Agile in Enterprise
    

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64. 5. Switching roles from Developer to Product Owner
    

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65. 6. Product Ownership from Scrum Perspective
    

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66. 7. The Importance of Agile Testing
    

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67. Scrum User Group - Bandung - 13th April 2017 @ Makers Institute
    

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68. 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)
    

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69. 1.What is Agile ? (Isaac)
    •How to do Agile Contracts
    Work? (for service delivery
    companies) (Aulia)
    

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70. 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)
    

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71. View Slide

72. 3.How to have a good retrospective (Thofhar)
    https://trello.com/b/40BwQg57/retrospective-
    techniques-for-coaches-scrum-masters-and-
    other-facilitators
    

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73. View Slide