productcamp toronto 2012 legacy of blame

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Because of past failures or mistakes, we have developed dysfunctional behaviors that impact teaming – e.g. development won’t be innovative because they were blamed for a product not meeting its delivery date; Product Management was blamed because a product didn’t meet the quality goals, so they start becoming QA; Revenue goals aren’t met and PM’s are blamed – PM’s go on the road to sell. John Milburn (Pragmatic Marketing) shares a few representative examples of a problem that he calls “The Legacy of Blame”, how to be aware of them, and some coping techniques to deal with it.

TRANSCRIPT

JULY 28TH

ProductCamp2012

JULY 28TED ROGERS SCHOOL OF MANAGEMENT ,

RYERSON UN IVERS I TY

www.productcamptoronto.wordpress.com

2

John Milburn jmilburn@pragmaticmarketing.com

1001

Slide 2

BGN2 2010 copyright; lawyer noticeBarbara Nelson, 2/11/2010

Where did it all Begin?

•Development…

•Underestimated Sizing

•Slipped Scope

•Missed their Dates

And they Reacted

•It’s 3x what we really believe

•I’ll only commit to a subset X•I’ll only commit to a subset

•Quarter, Half, Year, Decade

X

But it’s gotten better !

•Sizing

•T-Shirt, Relative Size, Planning Poker, Velocity

•Scope

•Burn-down/up, Scrums, Communication

•Time

•Iterations

Where does Product Mgt get Blamed?

•Revenue

•Quality

•Usability•Usability

•Innovation / Competitiveness

•Poor Prioritization

•Cost, Scope, Time….

And we Reacted…

•We “Sell it ourself”

•We Run/write tests, QA, Beta

•We design the UI•We design the UI

•We become the Designer

•We “MSU”

•We Project Manage……

But, what about ….?

Pricing

Buy, Build

or Partner

Business

Plan

Product

Profitability

Win/Loss

Analysis

Distinctive

Competence

Market

Problems

Marketing

Plan

Customer

Acquisition

Customer

Retention

Program

Effectiveness

Buying

Process

Buyer

Personas

User

Personas

Positioning

Product

Portfolio

Market

Definition

Distribution

Strategy

Str

ate

gic Ta

ctical

Str

ate

gic Ta

ctical

InnovationCompetitive

Landscape

Technology

Assessment

Lead

Generation

Thought

Leadership

Referrals &

References

Launch

Plan

Use

Scenarios

Requirements

Status

Dashboard

Product

Roadmap

Presentations

& Demos

Event

Support

“Special”

Calls

Channel

Support

Channel

Training

Sales

Process

Collateral

Sales

Tools

BusinessMarket ProgramsPlanningStrategy SupportReadiness

Str

ate

gic Ta

ctical

BusinessMarket ProgramsPlanningStrategy SupportReadiness

Str

ate

gic Ta

ctical

Why?

How ?

•Where we came from

•How we are paid

•Who we work for

•Recognize the Problem

•CommunicateHow ?

What ? •Teaming

•Partnership

•Delegating

•Knowing and doing your job!

•Communicate

•Accountability

•Get out of the office

•Action Plans

Credit to Simon Sinek – Start with Why

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