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Geekcamp Indonesia 2017 : Agile Product Management

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Michael Ong
Michael Ong

This document contains an agenda for a product management workshop for the bellabox beauty discovery service. It outlines the process that was used over 15 days and 2 countries to redesign bellabox's business processes and architecture as the company grew from 8k to 45k customers. The process involved design strategy, product requirements analysis, setting a product roadmap, information architecture, prototyping, and development. It provides details on the activities planned for each sprint and who was involved from the product, design, development, and operations teams. The goal was to support more customers while keeping the company lean.

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Agile Product Management Geekcamp Indonesia 2017 Michael Ong
 Product Team Coach @ The Collab Folks
Geekcamp Indonesia 2017 : Agile Product Management
MICHAEL ONG | @michaelon9 | michael@thecollabfolks.com tech ~ agile ~ ux ~ product ~ team coach ~ cyclist ‣ started logo programming at 7 ‣ started hacking dev kits at 11 ‣ local spaceships (Wing Commander) ‣ micromouse at 17 ‣ 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 (EVE Online) ‣ portal development ‣ community builder : 
 product, ux & agile in SG ‣ scrum master ‣ mobile & ux lead ‣ senior product manager ‣ coo a.k.a even more work including customer success, operations, logistics & finance ‣ more internet spaceships (Star Citizen) ‣ cycling + startup ‣ coach for agile, ux & product teams ‣ community builder : 
 product, ux & agile in SG, MY, ID, PH ‣ Goal : TransAmerica Cycling 6000km+ in 2018
‣ 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 / Jenius ‣ Mapletree ‣ VISA ‣ Robert BOSCH ‣ SPH, ST701 ‣ iProperty Group ‣ bellabox Australia & Singapore ‣ Bicycl.asia … and at The Collab Folks … ‣ Lippo Group ‣ EMC ‣ DBS ‣ AXA ‣ GroupM ‣ ASM ‣ Australia Department of Human Services ‣ Eastspring MICHAEL ONG | @michaelon9 | michael@thecollabfolks.com i’ve worked with companies like …
Learning Organisations The Fifth Discipline : The Art and Practice of the learning Organisation ‣ Systems Thinking ‣ Personal Mastery ‣ Mental Models ‣ Building Shared Vision ‣ Team Learning Supported by ‣ Open Space Technology 5 component technologies
Geekcamp Indonesia 2017 : Agile Product Management
ZA NOTABLE COLLABORATIONS Partners
The Agile Product Development Process Product Leader, Manager, Owner ???
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/
Strategic Role of Product Management The four roles of a Product Manager http://pragmaticmarketing.com/resources/the-strategic-role-of-product-management-when-development-goes-agile?p=0
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/
The Role of the Product Owner is challenging Credit : https://medium.com/@tyahma/how-to-hire-product-people-aab926e077c8
https://s-media-cache-ak0.pinimg.com/originals/a0/e7/fb/a0e7fb7761822c7aad70a0239a0cc979.png
Product Ownership 
 == Value Management
Value management is a team sport • Delivery team and value team • Generalising specialists • All the skill and knowledge needed to identify and deliver business value
Product ownership encompasses • Business Advocacy • Customer Advocacy • End User Advocacy • Subject Matter Expertise • Analysis • Design • Visionary • Communicator • Decision Maker
One Delivery Team Affected Stakeholders IT Development Analysis TestingDomain Experts GovernanceUsers / Customers Value Focused Delivery Focused Value Team Facilitator [Product Owner / Value Manager] Delivery Team Facilitator 
 [ScrumMaster / Iteration Manager] Key:
Key aspects of product ownership • Bridge—not ferry • Facilitator of conversations • Keeper of responsible decisions • Keeper of the value context • Being the value conscience for the team • Hold the “big view” and the “now view”
What does product ownership mean? • Critical Thinking • Systems Thinking • Be Comfortable with Ambiguity • Flexibility of Thinking • Ask the Tough Questions • Show, Don’t Tell • Collaboration & Cooperation • Flexibility in Communication • Influence, not Power • Give the Bad News Early and Often • Standing up for the Value Thinking Skills Behaviours
The Agile Product Development Process Product Vision to Roadmap
How are you delivering products?
Product Vision
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
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
https://blog.versionone.com/failing-to-plan-is-planning-to-fail-succeed-with-agile-planning-framework-and-its-four-planning-levels/ Product Manager and Organisation Strategy 
 Product Owner Product Owner and Team Team Product Owner and Team
Geekcamp Indonesia 2017 : Agile Product Management
Product Roadmap
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
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
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
A sample roadmap Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
https://blog.versionone.com/failing-to-plan-is-planning-to-fail-succeed-with-agile-planning-framework-and-its-four-planning-levels/
think about Direction = Vision + Strategy Direction = Vision + Strategy And for the company to be successful it needs to be capable to pursue that direction.
 
 Success = Direction x Capability
 
 Capability has two main drivers...
 
 Capability = Competence x Capacity Competence is how good we are at doing something and it's driven by 4 main factors; Competence = Communication x Skills x Experience x Information Capacity however is how fast we are at doing it and it's driven by how many resources we have (money, people, assets) and how productive or efficient we are with those resources. Capacity = Resources x Efficiency credit : http://dcnorris.blogspot.co.uk/2013/02/algebra-what-is-role-af-coo.html
• Organisational health • Talent • Inventory • Feedback Loops • Processes • Procedures • Controls • Systems • Planning • Reporting • and Troubleshooting think about Direction = Vision + Strategy
CASE STUDY - bellabox ‣ bellabox (Beauty Discovery Service) ‣ >3 years old (there for 2) ‣ 20 to 40 staff (i was guy #2 hired) ‣ 2 countries ‣ connects 700+ brands ‣ to a 100k+ audience ‣ 45k paying customers ‣ 2014: Bellabox sold to Fairfax (Allure Media) for $6 million
2 workshops 15 days 2 countries 20+ team members focused on “user experience” as a topic to identify where,how and who we would start with hybrid approach with design, development PO co-located at their office 80-90% of time
Case Study Re-design of 2 year old business processes and architecture as we grew from 8k+ to 45k customers our question : how do we support even more customers and be lean?
the process • design strategy • product requirements and analysis • product roadmap • information architecture • task flows • prototyping & testing • development • marketing launch & measuring
design strategy
product requirements & analysis • Product Design • Epic Planning and Prioritisation • Understanding user research done by bellabox team • Competitor Analysis (Functional and Visual) • Discuss Brand Strategy • Technical • Initial System Analysis on v1 • Migration Planning (Data and Settings) • Setup Test Environments for Drupal • Operations • Prototype new box allocation and payment check flow for AU Women
setting up the roadmap & focus on delivery S P R I N T ( 2 W E E K S ) 1 1 1 T H N O V 2 0 1 3 2 2 5 T H N O V 2 0 1 3 3 9 T H D E C 2 0 1 3 4 2 3 R D D E C 2 0 1 3 
 
 X M A S / 
 N E W Y E A R 5 6 T H J A N 2 0 1 4 6 2 0 T H J A N 2 0 1 4 D R A F T 7 3 R D F E B 2 0 1 4 D R A F T 8 1 7 T H F E B 2 0 1 4 D R A F T 9 3 R D M A R 2 0 1 4 
 
 B E TA O P T I N D R A F T 1 0 1 7 T H M A R 2 0 1 4 D R A F T 1 1 3 1 S T M A R 2 0 1 4 
 
 D R A F T P R O D U C T D E S I G N 
 M I K E , C H A R M A I N E , S H E L D O N 
 Z AV I E R M I C H A E L R E S E A R C H A N A LY S I S 
 
 E P I C P L A N N I N G R E S E A R C H 
 A N A LY S I S 
 
 S T O RY P R I O R I T I S AT I O N I N F O R M AT I O N A R C H I T E C T U R E 
 TA S K F L O W S TA S K F L O W S P R O T O T Y P E S TA S K F L O W S 
 
 W I R E F R A M E S 
 
 V I S U A L D E S I G N W I R E F R A M E S 
 
 V I S U A L D E S I G N W I R E F R A M E S 
 
 V I S U A L D E S I G N F R O N T- E N D W I R E F R A M E S 
 
 V I S U A L D E S I G N 
 
 F R O N T- E N D T E S T I N G 
 
 F R O N T- E N D Q A V 2 . 1 D E S I G N 
 V 2 . 1 D E S I G N T E C H A LV I N , A L E X 
 RYA N , A L I F 
 M I C H A E L I N I T I A L S Y S T E M A N A LY S I S A R C H I T E C T U R E M I G R AT I O N PAY M E N T 1 . 5 O R D E R 1 . 5 M I G R AT I O N PAY M E N T 1 . 5 O R D E R 1 . 5 M I G R AT I O N PAY M E N T 1 . 5 O R D E R 1 . 5 
 
 F E E D B A C K 1 . 5 
 M O B I L E M A I L S 1 . 5 M I G R AT I O N P L A N N I N G 
 
 I N V E N T O RY S U B S C R I P T I O N S T O R E B R A N D M A N A G E M E N T 
 
 O R D E R S 
 A L L O C AT I O N 
 
 M U LT I - C O U N T RY PAY M E N T 2 . 0 
 M I G R AT I O N S H I P P I N G 
 P R O F I L E S 
 
 P R O M O T I O N S F E E D B A C K 2 . 0 
 C S 2 . 0 
 
 A R T I C L E S 
 
 R E WA R D S N O T I F I C AT I O N S 
 
 A N A LY S I S R E P O R T I N G 
 
 T E S T I N G , I T E R AT I N G T E S T I N G , I T E R AT I N G 
 
 
 PA R C E L T R A C K I N G 
 
 D A S H B O A R D S T E S T I N G , I T E R AT I N G O P E R AT I O N S 
 E M I LY, S A R A H , J A S M I N E , AT I Q A H , K AY L A A L E X A N D R E , M A R I O N , E M I LY V. A L E X , M I C H A E L A L L O C AT I O N 1 . 5 
 A U S T R A L I A W O M E N 
 
 PAY M E N T 1 . 5 
 A U S T R A L I A 
 W O M E N A L L O C AT I O N 1 . 5 
 A U S T R A L I A W O M E N 
 
 PAY M E N T 1 . 5 
 A U S T R A L I A 
 W O M E N A L L O C AT I O N 1 . 5 
 A U S T R A L I A W O M E N 
 
 PAY M E N T 1 . 5 
 A U S T R A L I A 
 W O M E N PAY M E N T 1 . 5 
 A U S T R A L I A 
 W O M E N 
 
 F E E D B A C K 1 . 5 
 D E C B O X S I N G A P O R E A L L O C AT I O N 1 . 5 
 A U S T R A L I A W O M E N 
 
 PAY M E N T 1 . 5 
 A U S T R A L I A 
 W O M E N 
 
 C U S T O M E R S E R V I C E 1 . 5 - I N T E R C O M . I O S I N G A P O R E 
 
 A L L O C AT I O N 1 . 5 
 A U S T R A L I A W O M E N 
 
 PAY M E N T 1 . 5 
 A U S T R A L I A 
 W O M E N 
 
 F E E D B A C K 1 . 5 
 J A N B O X S I N G A P O R E 
 A U S T R A L I A A N A LY T I C S 1 . 5 A L L O C AT I O N 1 . 5 
 A U S T R A L I A W O M E N PAY M E N T 1 . 5 
 A U S T R A L I A 
 W O M E N A N A LY T I C S 1 . 5 A L L O C AT I O N 1 . 5 
 A U S T R A L I A W O M E N PAY M E N T 1 . 5 
 A U S T R A L I A 
 W O M E N 
 F E E D B A C K 1 . 5 
 F E B B O X S I N G A P O R E 
 A U S T R A L I A 
 C U S T O M E R S E R V I C E 2 . 0 
 I N T E R C O M . I O 
 A U S T R A L I A A N A LY T I C S 1 . 5 A L L O C AT I O N 2 . 0 
 A U S T R A L I A 
 W O M E N 
 
 PAY M E N T 2 . 0 
 A U S T R A L I A 
 S I N G A P O R E 
 A L L A N A LY T I C S 2 . 0 A L L O C AT I O N 2 . 0 
 A U S T R A L I A 
 W O M E N 
 
 PAY M E N T 2 . 0 
 A U S T R A L I A 
 S I N G A P O R E 
 A L L 
 
 F E E D B A C K 2 . 0 
 M A R B O X S I N G A P O R E 
 A U S T R A L I A A N A LY T I C S 2 . 0 A L L O C AT I O N 2 . 0 
 A U S T R A L I A 
 W O M E N 
 
 PAY M E N T 2 . 0 
 A U S T R A L I A 
 S I N G A P O R E 
 A L L A N A LY T I C S 2 . 0 M A R K E T I N G 
 E M I LY, S A R A H , S T E P H A N I E , B I Y I N G , L A U R E N , B E C K S A L B E R T G O T O M A R K E T P L A N N I N G 
 
 M I G R AT E A C Q U I S I T I O N T R A C K I N G - G O O G L E TA G M A N A G E R 
 
 M I G R AT E A C Q U I S I T I O N T R A C K I N G - G O O G L E TA G M A N A G E R A L P H A S I T E S N E A K P E A K B E TA O P T I N 
 - V O L U N T E E R - I N V I T E S L I V E I N V I T E S
user scenarios Scenario 1 (Example) Description in the form of a job story from the perspective of the user: When you ___, you want to ___, so you can ___.
 When you have a Bellabox subscription, you want to check your dashboard, so you can keep up with the status of your boxes, pending orders, and anything that needs my attention. User Tasks These are the tasks you want the user to be able to complete. • Check the status of your next box • Check the status of your pending orders
information architecture
task flow analysis
user interface flow
test early & often
prototyping for Mobile
Geekcamp Indonesia 2017 : Agile Product Management
beta launch -> Live
key learnings • Business as usual while over-hauling a business is incredibly tough work • We have had key project team members leave due to the hectic nature of running a business and creating a new platform • Maintain focus on customer needs • Don’t be distracted by growth. You are at critical juncture where lack of focus can delay project plans significantly
key learnings • Hybrid model kinda works • Lean In-house dev team • Combined with Heavy out-sourced Design & Dev team • Looking back, we would move towards in-house sooner rather than later after majority of work is completed BUT hiring is tough (for everyone) • Learn from Enterprise • Be great at documentation, process design • Identify bottlenecks early and work on removing obstacles
measuring velocity
measuring performance
outcome : agility across teams Engineer CEO Finance Product Marketing Editorial Operations Customer Success
Good Books to Read • Essential Reading for Clever Product People • https://www.goodreads.com/list/show/25052.Essential_Reading_for_Clever_Product_People
Thank you MICHAEL ONG | @michaelon9 | hello@thecollabfolks.com More questions? contact us via e-mail or setup a time to chat. Geekcamp Indonesia 2017
JOIN THE CONVERSATION UX
 SG/MY/ID/HK/PH Business Agility NY Agile SG/MY/ID #ProductBeer SG/MY/ID/PH/SF PM Huddle KL Product Tank SG Product Camp SG
Scrum User Group - Jakarta - 31st March 2017 @ Jenius, Menara BTPN
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
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
Scrum User Group - Bandung - 13th April 2017 @ Makers Institute
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 •Design sprints 3.How to have a good retrospective (Thofhar)
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) 1.Best practices to calculate business value of Products (Mulky) •How to create a good roadmap (skipped) •Design sprints (Bil)
Geekcamp Indonesia 2017 : Agile Product Management
3.How to have a good retrospective (Thofhar) https://trello.com/b/40BwQg57/retrospective- techniques-for-coaches-scrum-masters-and- other-facilitators
Geekcamp Indonesia 2017 : Agile Product Management

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Geekcamp Indonesia 2017 : Agile Product Management

  • 1. Agile Product Management Geekcamp Indonesia 2017 Michael Ong
 Product Team Coach @ The Collab Folks
  • 3. MICHAEL ONG | @michaelon9 | michael@thecollabfolks.com tech ~ agile ~ ux ~ product ~ team coach ~ cyclist ‣ started logo programming at 7 ‣ started hacking dev kits at 11 ‣ local spaceships (Wing Commander) ‣ micromouse at 17 ‣ 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 (EVE Online) ‣ portal development ‣ community builder : 
 product, ux & agile in SG ‣ scrum master ‣ mobile & ux lead ‣ senior product manager ‣ coo a.k.a even more work including customer success, operations, logistics & finance ‣ more internet spaceships (Star Citizen) ‣ cycling + startup ‣ coach for agile, ux & product teams ‣ community builder : 
 product, ux & agile in SG, MY, ID, PH ‣ Goal : TransAmerica Cycling 6000km+ in 2018
  • 4. ‣ 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 / Jenius ‣ Mapletree ‣ VISA ‣ Robert BOSCH ‣ SPH, ST701 ‣ iProperty Group ‣ bellabox Australia & Singapore ‣ Bicycl.asia … and at The Collab Folks … ‣ Lippo Group ‣ EMC ‣ DBS ‣ AXA ‣ GroupM ‣ ASM ‣ Australia Department of Human Services ‣ Eastspring MICHAEL ONG | @michaelon9 | michael@thecollabfolks.com i’ve worked with companies like …
  • 5. Learning Organisations The Fifth Discipline : The Art and Practice of the learning Organisation ‣ Systems Thinking ‣ Personal Mastery ‣ Mental Models ‣ Building Shared Vision ‣ Team Learning Supported by ‣ Open Space Technology 5 component technologies
  • 8. The Agile Product Development Process Product Leader, Manager, Owner ???
  • 9. 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/
  • 10. Strategic Role of Product Management The four roles of a Product Manager http://pragmaticmarketing.com/resources/the-strategic-role-of-product-management-when-development-goes-agile?p=0
  • 11. 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/
  • 12. The Role of the Product Owner is challenging Credit : https://medium.com/@tyahma/how-to-hire-product-people-aab926e077c8
  • 14. Product Ownership 
 == Value Management
  • 15. Value management is a team sport • Delivery team and value team • Generalising specialists • All the skill and knowledge needed to identify and deliver business value
  • 16. Product ownership encompasses • Business Advocacy • Customer Advocacy • End User Advocacy • Subject Matter Expertise • Analysis • Design • Visionary • Communicator • Decision Maker
  • 17. One Delivery Team Affected Stakeholders IT Development Analysis TestingDomain Experts GovernanceUsers / Customers Value Focused Delivery Focused Value Team Facilitator [Product Owner / Value Manager] Delivery Team Facilitator 
 [ScrumMaster / Iteration Manager] Key:
  • 18. Key aspects of product ownership • Bridge—not ferry • Facilitator of conversations • Keeper of responsible decisions • Keeper of the value context • Being the value conscience for the team • Hold the “big view” and the “now view”
  • 19. What does product ownership mean? • Critical Thinking • Systems Thinking • Be Comfortable with Ambiguity • Flexibility of Thinking • Ask the Tough Questions • Show, Don’t Tell • Collaboration & Cooperation • Flexibility in Communication • Influence, not Power • Give the Bad News Early and Often • Standing up for the Value Thinking Skills Behaviours
  • 20. The Agile Product Development Process Product Vision to Roadmap
  • 21. How are you delivering products?
  • 23. 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
  • 24. 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. 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
  • 29. 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
  • 30. 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
  • 31. A sample roadmap Source : Strategize: Product Strategy and Product Roadmap Practices for the Digital Age
  • 33. think about Direction = Vision + Strategy Direction = Vision + Strategy And for the company to be successful it needs to be capable to pursue that direction.
 
 Success = Direction x Capability
 
 Capability has two main drivers...
 
 Capability = Competence x Capacity Competence is how good we are at doing something and it's driven by 4 main factors; Competence = Communication x Skills x Experience x Information Capacity however is how fast we are at doing it and it's driven by how many resources we have (money, people, assets) and how productive or efficient we are with those resources. Capacity = Resources x Efficiency credit : http://dcnorris.blogspot.co.uk/2013/02/algebra-what-is-role-af-coo.html
  • 34. • Organisational health • Talent • Inventory • Feedback Loops • Processes • Procedures • Controls • Systems • Planning • Reporting • and Troubleshooting think about Direction = Vision + Strategy
  • 35. CASE STUDY - bellabox ‣ bellabox (Beauty Discovery Service) ‣ >3 years old (there for 2) ‣ 20 to 40 staff (i was guy #2 hired) ‣ 2 countries ‣ connects 700+ brands ‣ to a 100k+ audience ‣ 45k paying customers ‣ 2014: Bellabox sold to Fairfax (Allure Media) for $6 million
  • 36. 2 workshops 15 days 2 countries 20+ team members focused on “user experience” as a topic to identify where,how and who we would start with hybrid approach with design, development PO co-located at their office 80-90% of time
  • 37. Case Study Re-design of 2 year old business processes and architecture as we grew from 8k+ to 45k customers our question : how do we support even more customers and be lean?
  • 38. the process • design strategy • product requirements and analysis • product roadmap • information architecture • task flows • prototyping & testing • development • marketing launch & measuring
  • 40. product requirements & analysis • Product Design • Epic Planning and Prioritisation • Understanding user research done by bellabox team • Competitor Analysis (Functional and Visual) • Discuss Brand Strategy • Technical • Initial System Analysis on v1 • Migration Planning (Data and Settings) • Setup Test Environments for Drupal • Operations • Prototype new box allocation and payment check flow for AU Women
  • 41. setting up the roadmap & focus on delivery S P R I N T ( 2 W E E K S ) 1 1 1 T H N O V 2 0 1 3 2 2 5 T H N O V 2 0 1 3 3 9 T H D E C 2 0 1 3 4 2 3 R D D E C 2 0 1 3 
 
 X M A S / 
 N E W Y E A R 5 6 T H J A N 2 0 1 4 6 2 0 T H J A N 2 0 1 4 D R A F T 7 3 R D F E B 2 0 1 4 D R A F T 8 1 7 T H F E B 2 0 1 4 D R A F T 9 3 R D M A R 2 0 1 4 
 
 B E TA O P T I N D R A F T 1 0 1 7 T H M A R 2 0 1 4 D R A F T 1 1 3 1 S T M A R 2 0 1 4 
 
 D R A F T P R O D U C T D E S I G N 
 M I K E , C H A R M A I N E , S H E L D O N 
 Z AV I E R M I C H A E L R E S E A R C H A N A LY S I S 
 
 E P I C P L A N N I N G R E S E A R C H 
 A N A LY S I S 
 
 S T O RY P R I O R I T I S AT I O N I N F O R M AT I O N A R C H I T E C T U R E 
 TA S K F L O W S TA S K F L O W S P R O T O T Y P E S TA S K F L O W S 
 
 W I R E F R A M E S 
 
 V I S U A L D E S I G N W I R E F R A M E S 
 
 V I S U A L D E S I G N W I R E F R A M E S 
 
 V I S U A L D E S I G N F R O N T- E N D W I R E F R A M E S 
 
 V I S U A L D E S I G N 
 
 F R O N T- E N D T E S T I N G 
 
 F R O N T- E N D Q A V 2 . 1 D E S I G N 
 V 2 . 1 D E S I G N T E C H A LV I N , A L E X 
 RYA N , A L I F 
 M I C H A E L I N I T I A L S Y S T E M A N A LY S I S A R C H I T E C T U R E M I G R AT I O N PAY M E N T 1 . 5 O R D E R 1 . 5 M I G R AT I O N PAY M E N T 1 . 5 O R D E R 1 . 5 M I G R AT I O N PAY M E N T 1 . 5 O R D E R 1 . 5 
 
 F E E D B A C K 1 . 5 
 M O B I L E M A I L S 1 . 5 M I G R AT I O N P L A N N I N G 
 
 I N V E N T O RY S U B S C R I P T I O N S T O R E B R A N D M A N A G E M E N T 
 
 O R D E R S 
 A L L O C AT I O N 
 
 M U LT I - C O U N T RY PAY M E N T 2 . 0 
 M I G R AT I O N S H I P P I N G 
 P R O F I L E S 
 
 P R O M O T I O N S F E E D B A C K 2 . 0 
 C S 2 . 0 
 
 A R T I C L E S 
 
 R E WA R D S N O T I F I C AT I O N S 
 
 A N A LY S I S R E P O R T I N G 
 
 T E S T I N G , I T E R AT I N G T E S T I N G , I T E R AT I N G 
 
 
 PA R C E L T R A C K I N G 
 
 D A S H B O A R D S T E S T I N G , I T E R AT I N G O P E R AT I O N S 
 E M I LY, S A R A H , J A S M I N E , AT I Q A H , K AY L A A L E X A N D R E , M A R I O N , E M I LY V. A L E X , M I C H A E L A L L O C AT I O N 1 . 5 
 A U S T R A L I A W O M E N 
 
 PAY M E N T 1 . 5 
 A U S T R A L I A 
 W O M E N A L L O C AT I O N 1 . 5 
 A U S T R A L I A W O M E N 
 
 PAY M E N T 1 . 5 
 A U S T R A L I A 
 W O M E N A L L O C AT I O N 1 . 5 
 A U S T R A L I A W O M E N 
 
 PAY M E N T 1 . 5 
 A U S T R A L I A 
 W O M E N PAY M E N T 1 . 5 
 A U S T R A L I A 
 W O M E N 
 
 F E E D B A C K 1 . 5 
 D E C B O X S I N G A P O R E A L L O C AT I O N 1 . 5 
 A U S T R A L I A W O M E N 
 
 PAY M E N T 1 . 5 
 A U S T R A L I A 
 W O M E N 
 
 C U S T O M E R S E R V I C E 1 . 5 - I N T E R C O M . I O S I N G A P O R E 
 
 A L L O C AT I O N 1 . 5 
 A U S T R A L I A W O M E N 
 
 PAY M E N T 1 . 5 
 A U S T R A L I A 
 W O M E N 
 
 F E E D B A C K 1 . 5 
 J A N B O X S I N G A P O R E 
 A U S T R A L I A A N A LY T I C S 1 . 5 A L L O C AT I O N 1 . 5 
 A U S T R A L I A W O M E N PAY M E N T 1 . 5 
 A U S T R A L I A 
 W O M E N A N A LY T I C S 1 . 5 A L L O C AT I O N 1 . 5 
 A U S T R A L I A W O M E N PAY M E N T 1 . 5 
 A U S T R A L I A 
 W O M E N 
 F E E D B A C K 1 . 5 
 F E B B O X S I N G A P O R E 
 A U S T R A L I A 
 C U S T O M E R S E R V I C E 2 . 0 
 I N T E R C O M . I O 
 A U S T R A L I A A N A LY T I C S 1 . 5 A L L O C AT I O N 2 . 0 
 A U S T R A L I A 
 W O M E N 
 
 PAY M E N T 2 . 0 
 A U S T R A L I A 
 S I N G A P O R E 
 A L L A N A LY T I C S 2 . 0 A L L O C AT I O N 2 . 0 
 A U S T R A L I A 
 W O M E N 
 
 PAY M E N T 2 . 0 
 A U S T R A L I A 
 S I N G A P O R E 
 A L L 
 
 F E E D B A C K 2 . 0 
 M A R B O X S I N G A P O R E 
 A U S T R A L I A A N A LY T I C S 2 . 0 A L L O C AT I O N 2 . 0 
 A U S T R A L I A 
 W O M E N 
 
 PAY M E N T 2 . 0 
 A U S T R A L I A 
 S I N G A P O R E 
 A L L A N A LY T I C S 2 . 0 M A R K E T I N G 
 E M I LY, S A R A H , S T E P H A N I E , B I Y I N G , L A U R E N , B E C K S A L B E R T G O T O M A R K E T P L A N N I N G 
 
 M I G R AT E A C Q U I S I T I O N T R A C K I N G - G O O G L E TA G M A N A G E R 
 
 M I G R AT E A C Q U I S I T I O N T R A C K I N G - G O O G L E TA G M A N A G E R A L P H A S I T E S N E A K P E A K B E TA O P T I N 
 - V O L U N T E E R - I N V I T E S L I V E I N V I T E S
  • 42. user scenarios Scenario 1 (Example) Description in the form of a job story from the perspective of the user: When you ___, you want to ___, so you can ___.
 When you have a Bellabox subscription, you want to check your dashboard, so you can keep up with the status of your boxes, pending orders, and anything that needs my attention. User Tasks These are the tasks you want the user to be able to complete. • Check the status of your next box • Check the status of your pending orders
  • 46. test early & often
  • 50. key learnings • Business as usual while over-hauling a business is incredibly tough work • We have had key project team members leave due to the hectic nature of running a business and creating a new platform • Maintain focus on customer needs • Don’t be distracted by growth. You are at critical juncture where lack of focus can delay project plans significantly
  • 51. key learnings • Hybrid model kinda works • Lean In-house dev team • Combined with Heavy out-sourced Design & Dev team • Looking back, we would move towards in-house sooner rather than later after majority of work is completed BUT hiring is tough (for everyone) • Learn from Enterprise • Be great at documentation, process design • Identify bottlenecks early and work on removing obstacles
  • 54. outcome : agility across teams Engineer CEO Finance Product Marketing Editorial Operations Customer Success
  • 55. Good Books to Read • Essential Reading for Clever Product People • https://www.goodreads.com/list/show/25052.Essential_Reading_for_Clever_Product_People
  • 56. Thank you MICHAEL ONG | @michaelon9 | hello@thecollabfolks.com More questions? contact us via e-mail or setup a time to chat. Geekcamp Indonesia 2017
  • 57. JOIN THE CONVERSATION UX
 SG/MY/ID/HK/PH Business Agility NY Agile SG/MY/ID #ProductBeer SG/MY/ID/PH/SF PM Huddle KL Product Tank SG Product Camp SG
  • 58. Scrum User Group - Jakarta - 31st March 2017 @ Jenius, Menara BTPN
  • 59. 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
  • 60. 1. Product Owner Skills & Tools
  • 61. 2. Effective ways to get customer feedback
  • 63. 4. How to implement Agile in Enterprise
  • 64. 5. Switching roles from Developer to Product Owner
  • 65. 6. Product Ownership from Scrum Perspective
  • 66. 7. The Importance of Agile Testing
  • 67. Scrum User Group - Bandung - 13th April 2017 @ Makers Institute
  • 68. 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 •Design sprints 3.How to have a good retrospective (Thofhar)
  • 69. 1.What is Agile ? (Isaac) •How to do Agile Contracts Work? (for service delivery companies) (Aulia)
  • 70. 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)
  • 72. 3.How to have a good retrospective (Thofhar) https://trello.com/b/40BwQg57/retrospective- techniques-for-coaches-scrum-masters-and- other-facilitators