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
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
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 …
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
7. ZA NOTABLE COLLABORATIONS Partners
8. The Agile Product Development Process Product Leader, Manager, Owner ???
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/
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
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/
12. The Role of the Product Owner is challenging Credit : https://medium.com/@tyahma/how-to-hire-product-people-aab926e077c8
13. https://s-media-cache-ak0.pinimg.com/originals/a0/e7/fb/a0e7fb7761822c7aad70a0239a0cc979.png
14. Product Ownership 
 == Value Management
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
16. Product ownership encompasses • Business Advocacy • Customer Advocacy • End User Advocacy • Subject Matter Expertise • Analysis • Design • Visionary • Communicator • Decision Maker
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:
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”
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
20. The Agile Product Development Process Product Vision to Roadmap
21. How are you delivering products?
22. Product Vision
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
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
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
27. Product Roadmap
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
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
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
31. A sample roadmap Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
32. https://blog.versionone.com/failing-to-plan-is-planning-to-fail-succeed-with-agile-planning-framework-and-its-four-planning-levels/
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
34. • Organisational health • Talent • Inventory • Feedback Loops • Processes • Procedures • Controls • Systems • Planning • Reporting • and Troubleshooting think about Direction = Vision + Strategy
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
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
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?
38. the process • design strategy • product requirements and analysis • product roadmap • information architecture • task flows • prototyping & testing • development • marketing launch & measuring
39. design strategy
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
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
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
43. information architecture
44. task flow analysis
45. user interface flow
46. test early & often
47. prototyping for Mobile
49. beta launch -> Live
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
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
52. measuring velocity
53. measuring performance
54. outcome : agility across teams Engineer CEO Finance Product Marketing Editorial Operations Customer Success
55. Good Books to Read • Essential Reading for Clever Product People • https://www.goodreads.com/list/show/25052.Essential_Reading_for_Clever_Product_People
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
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
58. Scrum User Group - Jakarta - 31st March 2017 @ Jenius, Menara BTPN
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
60. 1. Product Owner Skills & Tools
61. 2. Effective ways to get customer feedback
62. 3. Agile Contracts
63. 4. How to implement Agile in Enterprise
64. 5. Switching roles from Developer to Product Owner
65. 6. Product Ownership from Scrum Perspective
66. 7. The Importance of Agile Testing
67. Scrum User Group - Bandung - 13th April 2017 @ Makers Institute
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)
69. 1.What is Agile ? (Isaac) •How to do Agile Contracts Work? (for service delivery companies) (Aulia)
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)
72. 3.How to have a good retrospective (Thofhar) https://trello.com/b/40BwQg57/retrospective- techniques-for-coaches-scrum-masters-and- other-facilitators