Agile for Product Management


Units: 6

Description: Product Managers of software product-centric companies serve their customers with great purpose. While they hold profit and loss accountability to drive line of business performance, they are more successful when they: • Have clarity on who their stakeholders are, and set goals in service to their needs • Connect people with a vision, and clear measures of product and business success • Find the right mix of markets and innovations under investment budget constraints • Deliver the best value (now) amidst stiff competition and inherent complexity of getting to market • Prove resilient to absorb sudden change in direction, technology and other complex market conditions • Balance R&D and need for lowering operating costs at the expense of sales growth • Create sticky relationships as they involve real users and customers in product development to find what is most useful Company executives have been challenging their business and technology organizations, and lines of business to create greater "agility" in product delivery. We will learn what is unique about Agile Product Management and why these jobs are in such high demand. While the history and reasons for this push for Agile Methods are many (many of which we explore as the foundation of our course) this executive push for continuous improvement in product delivery presents great opportunity for Agile Product Managers to leverage important new strategies, and to truly partner in collaboration with technology teams in ways that create new, high-performance centers in the organization optimized for value creation and resiliency - such vitality under traditional "Waterfall" and "Iterative" organizations was not possible. We will deeply explore: • History of Agile Software Product Development we see in industry • Understanding how large Product organizations leverage Scrum, and why it's most common • Translating Vision into Value using feature mapping and decomposition techniques • Strategies for exploring feature ideas, technology innovation, finding what's possible • Exploring go-to-market strategies that fit your situation: Minimal Viable-Product or "like" strategies • Empirical release planning and forecasting on a product backlog ordered for value, not priority • Contrast how and why Scrum organizations approach "requirements" the various ways they • Explore how specialized strategies dove-tail with Scrum: Design Thinking, LeanStartup, DevOps and Quality Assurance and considerations that align to vision and incremental value • Explore how specialized functions/roles fit with Scrum: User Experience, Business Analysts, Architects, Business Professionals in HR, Legal, Operations, Sales, Executive Sponsors and why it matters to you • Customer and user engagement to validate incremental value and inform budgetary decision making • Your Accountability in the Product-centric organization having many expensive, dedicated, high-performance teams in service to your business and product goals; or not • Organizing around Total Cost of Ownership (return on investment, support operations, technical debt, R&D, new capital investment, maintenance, defects, enterprise forces, regulatory mandates, etc.) • Complex Enterprise organizations operating with agility and ways Product Management fits Required Purchases: • Purchase and read (or Audible books) the following o The Lean Startup, Eric Reis o The Greater Goal: Connecting Purpose and Performance, Ken Jennings and Heather Hyde

Learning Outcomes: • Students leave this course having gained hands-on Agile Product Management experience through setting and executing strategies and techniques vital to the success of today's companies • Students demonstrate critical thinking within the Scrum framework, navigating their role accountability through complex situations as Product Owner (the "CEO of the Product") in partnership with their technology organizations, to maximize value to the company • Students gain key role insights through case studies, story-telling and exercises, into the ways many small, large and enterprise companies are organizing for greater agility, and the role they may one day pursue as agile product managers

Syllabus: 95-894_Agile_for_Product_Management_Syllabus_M18.pdf