Geekcamp Indonesia 2017 : Agile Product Management

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/

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Michael Ong

July 15, 2017
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Transcript

  1. Agile Product Management Geekcamp Indonesia 2017 Michael Ong
 Product Team

    Coach @ The Collab Folks
  2. None
  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
  6. None
  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
  26. None
  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 
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 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 
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 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

  48. None
  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)
  71. None
  72. 3.How to have a good retrospective (Thofhar) https://trello.com/b/40BwQg57/retrospective- techniques-for-coaches-scrum-masters-and- other-facilitators

  73. None