Scrum PO / PM, a full day workshop @Hyderabad

2. Organizer of the
Meetup Group
Agile Trainer
Agile Coach-
Enterprise
Transformation

3. *Disclaimer – All / maximum images are taken from google images search

6. Why you are in this Master
Class ?
q Share about yourself
q Your experience in
Agile and Scrum
q Are you a Product
Manager or Owner?
q If not PO, Share your role
15
mins

7. Design your Workshop
Guidelines
q Working Agreements
q Lunch
q Break time etc.
10
mins

8. Let’s Start with Exercise
Make Team
Why we need
PO
7 things you
want to
know & learn
10
mins

10. Agenda Flow
Speak

11. Invention
Innovation

12. Source: http://www.businessdictionary.com/definition/invention.html
Invention
- New Scientific or Technical Idea
- To be Patentable, an invention must be Novel, have
utility, and be non-obvious
- To be called an invention, an idea only needs to be
proven workable

13. Innovation
http://www.businessdictionary.com/definition/innovation.html
- The Process of translating an idea or invention into
a goods or services that creates value or
experience for which customer will pay
- To be called an innovation, an idea must be
replicable at economical cost (of the target
segment) and must satisfy a specific need.

14. Invention
=!
Innovation

15. Invention =! Innovation
Source: Pavan Soni

16. The Price of Missed innovation
Source: Pavan Soni

17. Source: Pavan Soni
Source: https://www.cbinsights.com/research/corporate-innovation-product-fails/

18. We all know Successful Product
Identify one Failure
Product (any
segment) and with
Why!!
07
mins

19. Source: Pavan Soni
Source: https://www.cbinsights.com/research/corporate-innovation-product-fails/
(2009) - This was a dedicated device that just
sent out and received tweets, but couldn’t
even do that properly, giving users only a 20-
character preview of their tweets. Users
passed on this gimmicky handheld.
(2013) - The Facebook Phone was surrounded by speculation from
the moment the first rumors of it surfaced, so almost any product
would have failed to live up to the hype. What the public got was the
HTC First, an Android-skinned device whose main feature was
being geared towards the Facebook Home application. The
phone’s exclusive carrier, AT&T, drastically slashed the price to 99
cents in a “temporary sale” that became permanent until the phone’s
death.

20. Source: Pavan Soni
Source: https://www.cbinsights.com/research/corporate-innovation-product-fails/
Pulled from shelves in 2007 for marketing itself as an
alternative to illegal street drugs, this over-the-top
energy drink has 2.5 times the caffeine of Red Bull.
Touch Pad, HP (2011) - Another tablet that just couldn’t compete
with the features of the iPad.

21. Samsung Note 7
(2016)
UMI CISCO (2010)
Google+ (2011)
This cartoony, supposedly-user-friendly interface was supposed to
help users navigate their computers, but demanded more
resources than the average computer at the time could handle.
BOB, Microsoft (1995):
Source: https://www.cbinsights.com/research/corporate-innovation-product-fails/

22. GOOGLE LIVELY, GOOGLE (2008)
This was a knockoff of Second Life, the 3D virtual world simulator where you can
create an avatar of almost any description and then proceed to do whatever you want.
Commentators blame Lively’s failure on its Windows-only format and lack of
marketing.
Source: https://www.cbinsights.com/research/corporate-innovation-product-fails/

23. Agility meaning – ability to move quickly and easily

24. Aren’t we :
Agility by Choice !

25. Eliminate waste
Early realization
Opportunity
identification
Better ROI
Lesser TCO Early start to work
for Value
Easier Changes
To know market
vision
Flexibility
Risk Elimination
07
mins

27. Until
1920s
Inventors and Geniuses
Developed Products, they
had product and vision
with TRIAL & ERROR
experiments
In this era, mainly
Innovations and product
development where by
#IC (individual
contributions) only
Most products were not
driven by consumer
needs
History and Evolution

28. Until
1920s
1930
P&G started focusing
on Product Market
issues and root
causes,
Implement awareness
to Root cause and
identify solutions
1931
“Brand Man” P&G Memo
History and Evolution

29. History and Evolution
Until
1920s
1930
1931
1943
Hewlett-Packard
Founded
1948-75
Toyota System
Production Developed
1990s
Scrum, XP and DSDM
Developed

30. History and Evolution
Until
1920s
1930
1931
1943
2001 – Agile Manifesto
Authored
1948-75
Lean Startup and Lean
Enterprise Developed
1990s
2001
2010
Mind the Product
Founded

31. 02
mins

32. 1980s
Intuit Started to
use Field
Studies
Intuit was one of the earliest company
to apply Brand Management in a
software hi-tech company
A financial software company founded
by Scott Cook, a former P&G
employee, whose prior work at Procter
& Gamble helped him realize that
persona computers would lend
themselves towards replacement of
paper-and-pencil based personal
accounting

33. 1990s
Regis Mckeena
The role of Product Manager emerged
to integrate Business, Customer and
Technical.
An article published by ‘Regis
Mckeena’, a consultant wrote an article
“Marketing is Everything” in the year
1991, stating that a Marketing Person
must be an integrator.
a technology and
marketing consultant
Business Customer
Technical

34. 1990s
First time PMF
got introduced
In 1991: concept evolved as Work with
Customer, New Product Development,
Production Team and Identify New
market Segment
Finding the ‘Product Market Fit’
was envisioned and identified by Regis
Mckeena
First time – Customer and Partners
concept was introduced to work for
Sales and Profits

35. 03
mins

36. Historically, Product Management were done
by Inventors and Geniuses
Later, due to Technology Complexities and
Competition, Product Development became
more focused and organized
Companies were forced to understand ‘what
a customer need is’

37. P&G was the 1st company to work with
problem, market need, perform RCA, to
improvise product and take corrective
actions
1980s – Intuit was the first financial tech
company to work with field studies
In 1990s, Product Marker Fit, Work with
customers and Partners come in frame

39. 02
mins

42. The Golden Circle
-
-
-

43. The Golden Circle
What
How
Why

44. The Golden Circle
What
How
Why
Why = The Purpose
What is your cause?
What do you believe?
How = The Process
Specific actions taken to
realize why?
What = The Result
What do you do? The
result of why proof?

45. Org
Vision
The Big Picture

46. 06
mins
The Big Picture

47. Daily Scrum
Sprint
Release
Strategy to Achieve
Product Vision
Strategic
Views
Org
Vision
The Big Picture

48. Skills of a Product Owner / Manager –
is it Technical ?
Do’s Don’t’s
07
mins

49. Skills of a Product Owner / Manager –
is it Technical ?
Do’s Don’t’s
Coordinates well and understand Tech
Team talks
Do not focus on Product Vision
Will be able to Understand technical
challenges
Off-track from business goals and
objectives
Can predict and assist technical
challenges and predictability
Off-track from aligning all stakeholders
on same page
Will be only involved in solution instead
of focusing on Value
More on Technical Identifications
02
mins

50. What is Empiricism and what is
required for Empirical Process?
Transparency Inspection AdaptationTrust and
Courage
05
mins

51. Scrum Values
03
mins

52. What makes a Dev Team?
Dev

53. What makes a Scrum Team?
Dev
SM
PO

54. List responsibility of each role
Dev
- Optimizes value of product
- Manages Product Backlog
- Product Visionary
- Manages ROI and Value
- Manages itself
- Creates Increments and
Done increments
- Manage Process
- Impediment Identifier and
removes impediments
05
mins

55. Let’s talk more about Purpose of a
Product Owner
05
mins

56. A PO in Scrum
-
-
-
-
-
-
-
10
mins

57. A PO in Scrum
Envision Product Vision
Represent business to team
Manages Product Backlog
A story teller and writer
Express Features and Functionalities
A go to marketer and release planner
Chooses when n what to release
02
mins

58. Why does a PO need empowerment?
10
mins
-
- - - - -

59. Why does a PO need empowerment?
02
mins
A Decision Owner
Defines
Vision
Crafts a
Product
Strategy
Creates a
Business
Model
Optimized
Value (ROI)
Manages
budget
and
Outcome

60. Exercise
A Product Manager has a proven and awesome track record. Let’s assume
- Consider yourself as the same Product Manager of the XYZ company.
Your management has asked you to take the ownership and lead in the
development of a new product. After some talks, analysis and previous
data, 4 teams are identified and all four teams new to scrum will build
this product. What you will focus for?
Select which suits good and answer with why ?
q There should be only one product owner
q There should be four PO’s and will be reporting to CPO
q Each team may have a separate product backlog for development
q There may be four PO’s separately for each scrum team
q The product will have one backlog
07
mins

61. PRODUCT
MANAGEMENT
FRAMEWORK

67. Choose
your
Product
Any Industry, any business
model as B2B, B2C or B2B2C
13
mins

68. Business Strategy
Mapping out a business model for your brand

69. Modelling Business Strategy
Business Model Canvas
Lean Canvas
Value Proposition Canvas
Strategy Canvas

70. Lean Canvas

71. Lean Canvas – Keylime Sample

72. Business Model Canvas

73. Business Model Canvas - Sample

74. Business Model Canvas

75. Business Model Canvas - JustDial

76. Business Model Canvas - JustDial

77. Value Proposition Canvas

78. Strategy Canvas

79. Make your
Canvas
15
mins

80. Game to understand
Scrum Ceremonies
Scrum
Clinics
20
mins

81. Exercise
A scrum team is working on a product for 12 sprints. A new PO comes,
understanding is accountable for Product Backlog. However, team found
that PO is unsure about the purpose of the product backlog. PO has read
that the product backlog should be a list of all features for the product
development.
PO goes to the scrum master asking where to put the other types of the
requirements that are going to be taken into account. Are all of the
illustrated types are acceptable as part of the product backlog?
1. Stability Requirement
2. Product Non-functional requirement
3. Product Functionality
4. Business Cases
5. Use Cases
6. Fixes
06
mins

83. How will you illustrate
“The
Complete
Product
Experience”

84. The
Complete
Product
Experience
“The
Complete
Product
Experience”
07
mins

85. The
Complete
Product
Experience
Marketing
Policies
Technology
Supporting
Systems
Support
3rd party
integrations
Sales
“The
Complete
Product
Experience”

86. Identify
and
define
PM
using
Iceberg
Theory

87. 07
mins

88. Inception
Problem Space vs. Solution
Space
Discovery and Ideation
Segmentation, Targeting and Positioning
Go2Market Strategy
Product Development

90. 05
mins

91. Let’s talk and come up
with list of all activities
that ‘may’ / ‘should’ /
‘must’ be part of the
Product Management

92. Product Management – Prune the Tree Concept
07
mins

93. Product Management – Prune the Tree Concept
Strategic
Planning
Product
Vision
Customer
Identification
Customer
Needs
Customer
Retention
Org
Branding
Product
Features
Product
Road Map
Product
Strategy
Business
Case
Product
Competition
Release
Planning
Release
execution and
implementation
Predictability
Forecasting
Metrics
Maximizing
BVR
Industry
Trends
ROI /
Revenues
Saturation
Product
Discovery

94. Role towards Product Owner
An EntrepreneurA SponsorOffshore BA /
Proxy
BA Product
Visionary
Business
Focused and
Representor
Without Agile or
Agility or Scrum
space
so, a Product Owner / Product
Manager role is as:

95. Choose
your
Product
Any Industry, any business
model as B2B, B2C or B2B2C
What is Product
Market Fit
05
mins

96. How
we see
Product
Market
Fit

97. Product
Market
Fit
“Product Market Fit means,
being in a good market
with a product that can
satisfy that market”.

98. How
does
Product
Market
Fit
structured

99. What is
Product
Marketing?

100. 4Cs & 4Ps of
Marketing

101. 7Ps and 7Cs of
Marketing Mix

102. 7Ps and 7Cs of
Marketing Mix

103. 7Ps and 7Cs of
Marketing Mix

104. 7Ps and 7Cs of
Marketing Mix
Customer
Need and
Wants
Cost Convenience
Competence
Coordination
Continuity
Communication
Comfort

105. Let’s talk
What a
MRD
includes!
07
mins

106. Let’s talk
Product
Discovery
05
mins

107. What we do in Product
Discovery ?

108. What we do in Product
Discovery ?
02
mins

109. What we do in Product
Discovery ?
What (refer to
the golden
circle)
Pitch to get Why
(refer to the
golden circle)

110. 07
mins

111. Product
High Level Features
Engagement
Needs
Users
Problems

112. Identify Target Segment

113. How we do Discovery !
02
mins

114. How we do Discovery !
Empathy Mapping
Pain-Gain Analysis
Appreciative Inquiry
Day in Life Scenario
Buyer Personas
10
mins

115. Empathy Mapping
How Might We !

116. Appreciative Inquiry

117. 10
mins

118. Product
Vision
03
mins

119. 8 Tips for creating a Product Vision
q Describe the Motivation Behind the
Product
q Look Beyond the Product
q Distinguish between Vision and Product
Strategy
q Employ a shared Vision
q Choose an Inspiring Vision
q Think Big
q Keep your Vision Short and sweet
q Use the Vision to guide your Decision

120. Tools/Techniques for creating Product
Vision
Elevator Pitch Template
Product/Vision Box
The Product Vision Board
Product Vision Canvas

121. The Elevator Pitch

122. Product / Vision Box

123. The Product Vision Board

124. Product Vision Canvas
Product Idea and
Business Goal
Product
Name
Type of
Product
End Users Problem
that
product
will solve
Plan to
solve the
problem
Competit
ors
How does
solution
differ

125. Work for a Product Vision
q Choose a vision approach technique
q Collaborate to create product vision
q Share among different teams
15
mins

126. MVP, MVE,
MLP

127. MVP
Wikipedia says
“In product development, the Minimum Viable Product
(MVP) is a product with just enough features to
satisfy early customers and to receive feedback
about the product and its continued development.”

128. MVP
Wikipedia says
“In product development, the Minimum Viable Product (MVP) is a product with just enough features to satisfy
early customers and to receive feedback about the product and its continued development.”

129. MVP
Wikipedia says
“In product development, the Minimum Viable Product (MVP) is a product with just enough features to satisfy
early customers and to receive feedback about the product and its continued development.”

130. What is MVE ?

131. What is MVE ?
The minimum viable experience (MVE) is a
product which has
complete customer
journeys.It is task orientated and
enables customers to start and
complete a full process.

132. What is MVE ?
05
mins

133. What is MVE ?
A problem has been identified
and a basic way is done to
solve current problem with
early entry, learning and
validation
MVP is already present, but we
need a complete
customer journey, as to-n-fro
along with more needs

134. 03
mins

135. Persona Creation
Paper conceptualization
Low fidelity Prototype
High Fidelity prototype
Mock-up
Wireframes

136. Envision your Persona

137. What does Persona Include

139. Who is the Buyer of the
Children Book

140. How we Build Persona

141. How we Build Persona

142. How we Build Persona

143. How we Build Persona

144. How we Build Persona

145. Day in a Life Scenario
Source: https://www.iprogrammer.com/how-a-mobile-wallet-can-be-used-a-full-day-example/

146. Create Persona’s
of your Product 10
mins

147. What and
How we
will
define
Value ?
05
mins

148. Prioritization
Techniques

149. Prioritization Techniques

150. Prioritization Techniques
Source: https://foldingburritos.com/product-prioritization-techniques/

151. Quality Function Deployment

152. Quality Function Deployment

153. MoSCoW Prioritization

154. MoSCoW Prioritization

155. Kano Model
Must Be
Performance
Attractive/Delighters
Indifferent
examples - Confluence survey, Jira Survey, LinkedIn
Survey, OLA survey, OLA survey at trip end etc.

156. Prune the Tree

157. Scorecard

158. Scorecard
Goal is to prioritize feature over a set of criteria that have been
negotiated with stakeholders and keep evolving.
Start with a clear strategy that has been validated by user
Select the features that are most relevant and related to overall
vision-strategy
Define a criteria and weights for scoring (keep evolving)
Meet with stakeholders and fine tune criteria and weights

159. Classification Ranking
Feature Category Rank Total
The process is simple: each feature is classified into some
category, and then a ranking is produced. Categories must be
sortable in some way, e.g. 1-2-3-4-5, High-Medium-Low.

160. User Story Mapping

161. Feature Bucket

162. Feature Bucket
Metric
movers
Customer
Requests
Delights
Strategic
Metric
Lover

163. Buy a Feature

164. Remember the Future

165. Characteristics of a great PO
07
mins

166. Characteristics of a great PO
02
mins
Knows
business
model
Understand
Domain
Embrace Vision
Share
Experienc
es
Exceeds
customer
expectation
Own
Story
Mapping
Is Empowered
Is
available
Is able to
Say NO
Uses
Backlog
Prioritization
Take PBL
Refinement
seriously

168. Source: https://www.google.co.in/search?biw=1324&bih=759&tbm=isch&sa=1&ei=D6jyWcmUIcjVvASrh6RA&q=iterative+and+incremental+gunther&oq=iterative+and+incremental+gunther&gs_l=psy-
ab.3...2860.4374.0.4762.8.8.0.0.0.0.132.640.7j1.8.0....0...1.1.64.psy-ab..0.1.131...0j0i30k1j0i5i30k1j0i24k1.0.FK3wSxo582w#imgrc=GWaylChq6RZrjM:

169. Agile Value Proposition

170. Agile Value Proposition

171. 03
mins

172. Metrics for Value

173. Metrics

174. Value Metrics

175. Agile Value Proposition
Usability Testing
User Interviews
A/B Testing
Analytics
Surveys
TypeofInformation
Approach
Qualitative (direct) Quantitative (Indirect)
AttitudinalBehavioral

181. Release Value Box
What would
be part of
Release Value
Box ?

182. Release Value Box
Value
Box
10
mins

183. Let’s talk on MLP

184. What more can be measured

185. What more can be measured

186. Share an
Example
for
A/B
Testing

187. A/B Testing

188. What more can be measured

189. 10
mins

190. Scrum Anti Patterns

191. Scrum Anti Patterns
Product Backlog and Refinement

192. q 100% in advance or PBL should be
defined for 9-12 months
q Oversized items which takes 2-4
sprints
q Outdates items/issues in PBL
q Everything is estimated
q Missing DOD and Acceptance criterion
q No update more than one title
q Issues to details, missing 3Cs concept
q No Research
q No Road Map or Road Map is secret
q Part time PO
q Dominating PO
q No time for Refinement
q Too many refinement sessions
q Product Vision not shared/clear

193. Scrum Anti Patterns
Product Owner

194. q Interference with team on daily work
q PO uses estimates to set deadline for
demos
q PO has too many teams and so busy
q Ready to sacrifice Quality of Product
q Ready to move with conditional approval
q PO does not know Prioritization Techniques
q Does not include as part of Scrum Team
q Becomes Technical Architect
q Do not believe to contribute his/her role for
Backlog and stories, pass to SM/Dev team
q Expects a Stretched Commitment
q Thinks SM role is just as Project Manager
q No single PO for one team
q PO is underpowered
q PO is too busy spending time in meetings
and/or clients
q Try to work as a Product Owner

195. Product
Discovery
Anti-patterns

196. qWe know what to build
qNo shared Understanding
qPersona Driven Self Fulfilling
prophecy
qAnnual Roadmaps
qThe Increment Trap

197. A PO must know and do

198. Various Instances of an
Effective PO
Various Instances of an Effective PO
10
mins

199. Various Instances of an
Effective PO
Various Instances of an Effective PO
Chief Inspirational Officer
Chief Strategic Enabler
Chief Dot Connector
Chief Portfolio Collaborator
Chief Scoreboard Designer
Chief Experiment Sequencer
Chief Clarifying Officer
Chief Learning Owner
Chief Value Optimizer

200. Before we Close
List down Skills and Characteristics needed for
a PO to be as Effective-Efficient and Influencer
Skills Characteristics
10
mins