Presented at Scrum User Group Bandung on 13th April 2017 https://www.meetup.com/Ekipa-Scrum-User-Group-Bandung/events/238693423/ http://agileindonesia.org/april-meetup-report-bandung-agile-product-management-open-space/ How to Set Product Priorities Presented by Michael Ong 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. 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 Open Space Topics - What is Agile ? (Isaac) - How to do Agile Contracts Work? (for service delivery companies) (Aulia) - Best practices to calculate business value of Products (Mulky) - How to create a good roadmap - Design sprints - How to have a good retrospective (Thofhan)

1. Agile
Product Management
Scrum User Group - Bandung - 13th April 2017 @ Makers Institute
Michael Ong
Product Team Coach @ The Collab Folks

2. ABOUT THIS TALK
Agile Product Management
‣ 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.
‣ 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

4. Ruth Ho Michael Ong
Focused on digital strategy,
marketing, product development, and
user experience.
Previous projects include Luxury
E-Commerce, Global Payments Tech,
Telco, and B2B Mobile Applications.
Passionate about customer-centric
design/product development,
marketing analytics, stakeholder
management, and bridging the gap
between business and IT.
Focused on product strategy and
development, agile practices, and user
experience.
Previous projects include Mobile
Payments, Logistics Tracking &
Surveying, Cleaning Inspection,
Merchant Monitoring, E-Commerce,
and Real Estate Portals.
Passionate about helping founders
chart a path towards growth through
startup mentoring and coaching.
Focused on user experience, field
and user research, digital strategy and
marketing.
Previous projects include Online
Publishing, E-Commerce, Customer
Loyalty, Online Bookings, and Human
Capital Management Software.
Passionate about customer
discovery, aligning business goals with
user goals, and problem-solving via
user-centric solutions.
Lena Quek

5. MICHAEL ONG | @michaelon9 | michael@thecollabfolks.com
tech ~ agile ~ ux ~ product ~ team coach
‣ 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
‣ portal development
‣ UXSG.org , Agile Singapore, Product Groups
‣ scrum master
‣ mobile & ux lead
‣ product manager
‣ coo a.k.a even more work including
customer success, operations,
logistics & finance
‣ more internet spaceships
‣ cycling + startup
‣ coach for agile, ux & product teams

6. MICHAEL ONG | @michaelon9 | michael@thecollabfolks.com
i’ve worked with …
‣ 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 / Genius
‣ Mapletree
‣ VISA
‣ Robert BOSCH
‣ SPH, ST701
‣ iProperty Group
‣ bellabox Australia &
Singapore
‣ Bicycl.asia
at The Collab Folks …
‣ Lippo Group
‣ EMC
‣ DBS
‣ AXA
‣ GroupM

7. The Collab Folks Approach
Product
Management
Agile Practices
User
Experience Design
Marketing
Leadership Coaching
Product Team Coaching
Talent / Skills Identification
Connect external
Talent / Skills
EXPLORE
COLLAB
EVALUATE
the learning
organisation

8. Scrum User Group - Jakarta - 31st March 2017 @ BTPN / Jenius

9. 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

10. 1. Product Owner Skills & Tools

11. 2. Effective ways to get customer feedback

12. 3. Agile Contracts

13. 4. How to implement Agile in Enterprise

14. 5. Switching roles from Developer to Product Owner

15. 6. Product Ownership from Scrum Perspective

16. 7. The Importance of Agile Testing

17. Who’s here today?
Let’s Warm Up
‣ Are you a
‣ Product Manager (3-5)
‣ Designer (1)
‣ User Researcher ?
‣ Developer / Engineer (10+)
‣ QA ? (4-5)
‣ Business Development ? (1)
‣ Marketing ? (1)
‣ Students (3-4)
‣ Others (20+, not sure?!)
‣ Which Industries do you work in ?

18. What Challenges / Questions are you thinking about ?
Let’s Define Today
‣ List down 1 to 3 Learning Goals you Have
‣ What questions do you have?
‣ What challenges do you face ?

19. The Agile Product
Development Process
Product Vision to Roadmap

20. 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/

21. The Role of the Product Owner is challenging
Credit : https://medium.com/@tyahma/how-to-hire-product-people-aab926e077c8

22. Product Owner
• Define the features of the product
• Decide on release date and content
• Be responsible for the profitability of the product (ROI)
• Prioritise features according to market value
• Adjust features and priority every iteration, as needed
• Accept or reject work results

23. Common Product Ownership Anti-patterns
• Lack of Empowerment—constantly needing to get permission or
direction from someone else
• Overworked—unable to provide the level of focus needed
• Partial Product Ownership—lack of strategic and tactical direction in
the product ownership team
• Lack of Colocation—every step in distance results in delays in
misunderstandings

24. 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/

25. Product Vision

26. 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

27. https://www.scrumalliance.org/community/articles/2015/april/experiments-with
Do the Work Right
ProductVision
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

28. Value Delivery
https://www.scrumalliance.org/community/articles/2016/april/what-is-required-for-business-value-(1)

29. https://blog.versionone.com/failing-to-plan-is-planning-to-fail-succeed-with-agile-planning-framework
Product Manager and
Organisation Strategy
Product Owner
Product Owner
and Team
Team
Product Owner
and Team

30. Concepts to Iterations
Great! Now I have Personas sketched but it’s not validated!
Great! I now have a Persona Sketch
Image Credit : https://www.smashingmagazine.com/2011/03/lean-ux-getting-out-of-the-deliverables-business/

32. Product Roadmap

33. 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

34. 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

35. Common Roadmap Mistakes
• View it as a fixed plan or a commitment
• Too much focus on features
• Makes it hard to achieve agreement and the roadmap more
volatile
• List largely unrelated features to please individuals or groups
• Create a roadmap when you cannot look beyond the next major
release
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age

36. Features vs Goals
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age

37. 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

38. A sample roadmap
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age

39. Tips for Creating the GO Roadmap
• Tell a convincing and realistic story.
• Create buy-in by involving key stakeholders.
• Prioritise date vs. goal.
• Have the courage to say no.
• Choose a realistic timeframe.
• Derive features from goals.
• Keep your roadmap simple and easy to understand.
• Determine the right innovation cadence.
• Use helpful metrics
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age

40. The Roadmap Creation Workshop
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age

41. The Roadmap and the Backlog
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age

42. Roadmap Review & Update
• Your roadmap is not a fixed plan; it will change.
• New ideas come up, progress is not as anticipated, the market and competitive landscape
change.
• The changes may be small or big.
• Regularly review and update your roadmap
• The more change and uncertainty there is, the more frequently you should check your
roadmap.
• Tip: Start with monthly reviews and adapt.
• Involve development team members and key stakeholders to leverage their knowledge and
to create buy-in.
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age

43. Incremental Changes
• Incremental changes help you implement your existing product
strategy. This assumes your strategy is valid.
• Examples are revising a goal, changing a date or a feature, and
adjusting the metrics.
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age

44. Big Changes
• Big changes are needed when the strategy that was used to create the roadmap
is no longer valid
• You want to address a new market segment or new needs, for instance, or you
experienced a pivot.
• Your existing roadmap is no longer valid.
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age

45. Roadmap Ownership
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age

46. How should the Roadmap be Communicated ?
• At Start of project
• At Release reviews
• At Sprint reviews
• At End of Project
• Make it visible and easy to see by all project team members
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age

47. Understanding Constraints
• It’s a good idea to add in Company specific events into the roadmap
to have an idea if there will be impacts to the release plan
• This can be like Annual budgeting exercises, Resource
availability, etc.
Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age

48. https://blog.versionone.com/failing-to-plan-is-planning-to-fail-succeed-with-agile-planning-framework-and-its-four-planning-levels/

49. Q&A
MICHAEL ONG | @michaelon9 | hello@thecollabfolks.com
More questions? contact us via e-mail or setup a time to chat.
Scrum User Group - Bandung - 13th April @ Makers Institute

50. Get your Early Bird Tickets for Agile
Indonesia Conference 2017!
http://2017.agileindonesia.org/

51. https://www.youtube.com/watch?v=M_jhcvCYBbg

52. What Challenges / Questions are you thinking about ?
‣ List down 1 to 3 Learning Goals for today
‣ What questions do you have?
‣ What challenges do you face ?
‣ What experience can you share ?
We’ll group into 4 spaces and discuss topics

53. 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
3.How to have a good retrospective (Thofhar)

54. 1.What is Agile ? (Isaac)
•How to do Agile Contracts
Work? (for service delivery
companies) (Aulia)

55. Agility defined
– Agility is the ability to both create and respond to change in order to
profit in a turbulent business environment.
– Jim Highsmith
– Agility is the ability of an organization to react and adapt to changes in
its environment faster than the rate of these changes.
– Philippe Kruchten

56. Evolution of Agile
XP
Scrum
Toyota
Production
System
Agile
As a way of thinking
& working
RUP
Lean/
Kanban
Agile
For software
RAD
Waterfall
Six
Sigma
An evolution in the
making over the last 50
years
Prince 2
Complexity
Theories
Radical
Management
Management
3.0
Learning
Organisations
Customer
Delight
Holacracy
Business
Agility
EVO
Joyful
work
DSDM

57. The Agile Manifesto
Manifesto for Agile Software Development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools,
Working software over comprehensive documentation,
Customer collaboration over contract negotiation,
Responding to change over following a plan.
That is, while we value the items on the right, we value the items on the left more.

58. Principles behind the Agile Manifesto (part 1)
• We follow the following principles:
1. Our highest priority is to satisfy the customer through early and continuous
delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes
harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of
months, with a preference to the shorter timescale.
4. Business people and developers work together daily throughout the project.

59. Principles behind the Agile Manifesto (part 2)
5. Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers and
users should be able to maintain a constant pace indefinitely.

60. Principles behind the Agile Manifesto (part 3)
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity—the art of maximizing the amount of work not done—is essential.
11. The best architectures, requirements and designs emerge from self-organizing
teams.
12. At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behaviour accordingly.
• Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron
Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas
• www.agilealliance.org / www.agilemanifesto.org
• © 2001, the above authors this declaration may be freely copied in any form, but only in its entirety through this notice.

61. Methodologies or Tools

62. Lean
• Eliminate waste
• Amplify learning
• Decide as late as possible
• Deliver as fast as possible
• Empower the team
• Build integrity in
• See the whole

63. https://www.infoq.com/news/2016/03/contracting-agile-behaviour
Kearns:The most important difference is that with waterfall projects variance is attempted to be
removed in the supported documentation and a lot of expense and focus lies in the subsequent
variations (i.e. Scope Creep) which are inevitable no matter how much planning is done up front.
This naturally creates an adverse relationship with two parties trying to focus on their own best
interests.
Agile contracts begin with a construct that allows projects to fail as the contract structure must
allow for both parties to leave a contract constructed on a poor business idea for example.Too
often projects have continued due to self interests of one party.There is also a need to have
continuous exit clauses, as once the value delivered is less that the cost of an iteration there is no
reason to continue. On the other side of the fence (the supplier) if the clients behaviour and
mindset are not supportive of an agile approach the ability to exit without incurring loss is
essential. Collective responsibility to an agile contract is a necessity, and cannot be demeaned to a
single transaction.
Agile Contracts
Also check out http://www.agilecontracts.org/

64. 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)

65. Value Delivery
https://www.scrumalliance.org/community/articles/2016/april/what-is-required-for-business-value-(1)

66. Explaining Value
Which has more value ?
•in a desert ?
•at a campfire ?
•in a workshop ?

67. Remember the cost of value
67
Value as
perceived
by the
customer
=
Feature Value Experience (i.e. Sales)
(or benefit) + & Service Quality
Cost to Cost of
Deliver Value Doing Business
Perceived
Value
Perceived
Cost

68. 68
Align on an enterprise value model
• Strategic
Objective
• i.e.
Profitability
• Biz Capability
i.e. Growth
• Value
Component
weighting
factor 1
• New Markets
• Value
Component
weighting
factor 2
• Market
Share
• Biz Capability
i.e. New
Product
• Value
Component
weighting
factor 6
• Increase
Revenue
Biz Capability
i.e. Talent
Development
• Value
weighting
factor 4
Increase
Capability &
Capacity
Value Score, Value Index, Time,
Cost, Risk and Value Tests (Benefits Realisation Plan)
1+6+4

70. 70

71. Design Sprint
https://jthoyer.wordpress.com/2015/09/30/google-io-2014-the-design-sprint-from-google-ventures-to-google/

73. 3.How to have a good retrospective (Thofhar)
https://trello.com/b/40BwQg57/retrospective-
techniques-for-coaches-scrum-masters-and-
other-facilitators

77. Thank You
Enjoy the weekend!
Scrum User Group - Bandung