productcamp toronto 2012 legacy of blame
DESCRIPTION
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
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