Анна Мамаєва - "think like a product manager" kharkiv pmday 2017

Think like a PROduct manager

Anna Mamaeva2017

Let’s get acquainted

Senior Project Manager8+ years in IT (Project/Product Management)

• Mobile applications (iOS, Android)• Web-solutions development and management (Java, .Net)• Product developing and Marketing• Cross-functional team leadership• SAFe Agile certified (2016)

Product management in two hours

What’s going on?

• Customer does not know what he wants.• Customer wants a lot, but has no money.• Customer wants to “do the job by

himself”.• Customer does not have the vision for

the product.• You want to grow an account.• You want to understand customer`s

business goals.• You need a tool to communicate with

customer.

How it usually works

Roman Pavlyuk ©

Who’s the Product Manager?

Product manager profile

Product Management – help me know which problems are mostimportant to a particular user

The product manager is often considered the CEO of the product and is responsible for the strategy, roadmap, and feature definition for that product or product line. The position may also include marketing, forecasting, and profit and loss (P&L) responsibilities.

Solution-based approach

Roman Pavlyuk ©

Ted Levitt’s Total Product Concept

An augmented product is one that has exceeded customer expectations

The potential product is the “everything” the product could possibly be.

@sehlhort ©

Ted Levitt’s Total Product Concept

A generic product is equivalent in theeyes of customers to competitiveproducts. There is no difference thatmatters to the customer. It is acommodity.

The expected product is a generic product plus all of a customer’s “good enough” expectations.

@sehlhort ©

Ted Levitt’s Total Product Concept

Not being talked about (at all) Being talked about (in a good way

@sehlhort ©

Ted Levitt’s Total Product Concept

@sehlhort ©

Basic problems

If your product does not(sufficiently) solve table stakesproblems, your product will notbe considered as a possiblesolution.

You won’t get the opportunity tocompete.

Task:

1. Form groups of 4-5 people 2. 5 minutes: On sticky notes, think of every

service your product might provide for you as a consumer or a small business.

3. Create a Levitt board on easel or wall

Harvey ball charts

Competitive matrix

How to make a difference?

Task:

1. Form groups of 4-5 people 2. 5 minutes: Select 10 items from previous

workshop – no more than 3 can be table stakes; 3. Number them 1-10 first, then assign importance

H/M/L (all table stakes must be High) – and put into order

4. Score from 1-5 one or two competitor banks at the same items

5. one person assigns costs to the items [costs = 12,26,8,19,41,14,17,28,35,50] in any arbitrary order ( 1-10, 10-1, odds-then-evens, etc. ) this person is now the shopkeeper

6. Group decides collectively how to spend $100.

Impact Mapping is a strategic planning technique that helps organizations manage flexible roadmaps for iterative delivery, by clearly communicating assumptions, helping align activities with overall business objectives

Deriving scope from goals

DETERMINE MEASUREMENTS

• What to measure? (Scale)• How to measure it? (Source of

data)• Minimal value • Financial constrains, investment

cost • Desired Value

Why? Pick a problem to solve

• Why are we launching the product?

• Why we should change how things are now?

• Numbers matter

Who? Your actors

• Define actors – people who are interested, or may impact the goal

• Who will help?• Who may interfere?

<someone> can help us achieve our goal by <doing something differently>. Make the <someone> specific. Can someone stop your team you even start?

How? The impact

• specify how each person’s behavior should change

• how he (actor) can help achieve the goal

• how he can be an obstruct

You may not choose to work with all the actors you identify or get them to do all of the impacts, but the map helps you see all the alternative paths

What should we do?

• Work with features here, define deliverables

• Do not forget about organizational activities

• Let them be high level

Task:

Create a short impact map, working with previous exercise features

Weighted Shortest Job First

Weighted Shortest Job First is a scheduling algorithm (or if you prefer, prioritization method) that maximizes the amount of whatever it is you choose to “weight” by in a given time period through a constrained resource.

the weighting of each job (using Cost of Delay) the duration of each job Cost of Delay is calculated by assessing the

impact of not having something when you need it

What is WSJF?

SAFe® and WSJB

Define the WSJF for the features in a list given

Business Model Canvas

PRODUCT MARKET

Have a question? Write to anna.mamaeva@gmail.com