product management - quality teams collaboration
DESCRIPTION
Presentation used for meetup discussion on 4/23 at following meetup: http://www.meetup.com/South-Bay-Software-Quality-Engineering/events/105811672/TRANSCRIPT
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QUALITY – PRODUCT
OWNER/MANAGER
COLLABORATIONSreeram Kishore Chavali
South Bay Software Quality Engineering (SBSQE) Meetup
4/23/2013
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ABOUT ME
� Enterprise Products
� Satmetrix (SaaS Product – Customer Surveys)
� Product Management (2 years)
� QA (4 years)
� Informatica – Data Warehousing � Informatica – Data Warehousing
� QA (6 years)
� Ramco Systems - ERP
� Development, Release Engineering, QA, Project
Management (6.5 years)
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WHY THIS TOPIC?
� Every team wants to be known for
� Productive
� Efficient
� Speed
� High Quality� High Quality
� When interactions are not effective, it can slow
down the team
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QUICK POLL
� On a 10 point scale how effective are PM-QA
interactions?
� What attributes are important?
� Clarity of Requirements� Clarity of Requirements
� Timeliness of inputs
� Willingness to answer questions
� Relay Customer Information
� Proactive communication
� Product Knowledge
� Domain expertise
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LACK OF COLLABORATION
� Missing in action for a critical review
� Not enough details in spec
� No feedback on test scenarios
� No comments on bugs
No response to emails on clarifications� No response to emails on clarifications
� Customer feedback not known firsthand
� Missing in release planning/tracking meetings
� More…
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PRODUCT MANAGER ‘ROLE’ EXPLAINED
� ‘CEO’ of product
� Value
� Investments
� Differentiation
� Everything� Everything
� ‘Janitor’
� Take care of gaps, issues
� Remove obstacles to adoption/usage
� Goals
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GOAL 1: PREVENT THIS
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PRODUCT DEVELOPMENT TIMELINE –
ERRORS IN DEFINITION ARE MULTIPLIED
Range of P
ossib
le Erro
rRange of P
ossib
le Erro
r
True True
CustomeCustome
r Needr NeedDefinition Definition Needs Needs
AssessmentAssessment
Concept Concept
TestingTesting
DevelopmeDevelopme
ntnt
--Usability Usability
TestingTesting
--Beta TestingBeta Testing
TestingTesting Sales/MarketinSales/Marketin
g Rolloutg Rollout
ImplementatiImplementati
on & Supporton & Support
Range of P
ossib
le Erro
rRange of P
ossib
le Erro
r
Product Launch/ReProduct Launch/Re--launch is launch is
Expensive (Time/Money/Opportunity Expensive (Time/Money/Opportunity
Cost)Cost)
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GETTING READY?
� I know the needs, domain
� Let me work on ‘detailed spec’
Wait! Are you getting inputs from everyone?� Wait! Are you getting inputs from everyone?
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GOAL 2: DEAL WITH THIS
Embattled
Customers
SupportCompetitors
New
Technology
Long Term
Fixes
Embattled
Prod. Mngr.Support
Sales
Engineering
Competitors
Cool
Features
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LET ME WORK MORE HOURS
� Ask for input and you get ‘loads’
� Prioritize vs Respond to all
� I am getting better at this
� Wait!! there is more!!
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GOAL 3: DON’T KEEP ENGINEERS IDLE
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CAN I RELY ON ENGINEERS?
� Big features need details
� Small features are not high value.
� I will give you an idea. Can you build based on
that?
You guys are smart. Do you really need a � You guys are smart. Do you really need a
‘detailed’ spec?
� Build v1 and I will come back
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GOAL 4: MAKE RIGHT INVESTMENTS
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ISN’T THAT OBVIOUS?
� Talk to anyone: customers, support
� Why do I need to justify problems to solve?
� I don’t get it
� How? Help!!
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INTERRUPTIONS
� Sales: Hey Product Manager, we just lost a deal
to competitor. What are you doing about it?
� Support: our customers unhappy about this
feature. Can you confirm this is fixed in next
release? release?
� Pre-Sales: Can you demo this feature today to
customer?
� Execs: Where is updated roadmap?
� Blah, blah, blah
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WHERE IS TIME SPENT?
Product Strategy, Roadmap, Release
Planning, Tracking, Execution
Competitive Analysis, Market Research etc.
Execution
Requirements design, validation
Working with Sales, Marketing,
Customers, Support
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WELCOME TO DAILY ROUTINE
Embattled
Customers
SupportCompetitors
New
Technology
Long Term
Fixes
Embattled
Prod. Mngr.Support
Sales
Engineering
Competitors
Cool
Features
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TIME MANAGEMENT GRID
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WHO GETS PRIORITY
Sales
Customers
Support
Executives
Engineering and QA
Executives
Escalations from
everyone often without
context
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TIME ‘HOGS’
� Customer visits
� Preparations, briefings before meetings to
understand context
� Actual visit
� Follow up� Follow up
� Escalations
� False Alarms
� Real Issues: Getting to root of the issue after sifting
through ‘big unstructured data’
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COMMON (VALID)RESPONSES
� I am busy
� I don’t have context to your question
� I will explain to you orally and will update spec
later
I already told developer (sorry missed to � I already told developer (sorry missed to
invite/copy QA)
� I have too much information to deal with (emails)
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PM IS NOT AWARE OF
� Hot fixes
� Each defect filed while testing feature
� Build challenges
� Performance issues (unless customer tells me)
Architecture issue details (I don’t get it)� Architecture issue details (I don’t get it)
� Reliability issues and corner cases
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FACTORS IMPACTING PRODUCT MANAGER
EFFECTIVENESS
� PM to Engineering/QA ratio (1:10 or 1:20)
� Domain expertise/Product Experience
� Number of years with company/Familiarity with company products
� Product Lifecycle – New Vs Existing
� Cross functional staffing� Cross functional staffing
� Product Marketing, Sales
� Customer Issues
� Support, Customer escalations
� Understanding of Technology/Architecture
� Distributed team/Team Dynamics
� Communication Gap
� Working Style differences (email, skype or phone calls)
� Context Switching
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GROUP DISCUSSION
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GROUP DISCUSSION
� List and Prioritize 5 critical things that get
impacted due to lack of collaboration
� Suggest 1 or 2 ideas to help PM become effective
for each of the item
� Share some examples
� What is working?
� What is worst case scenario
� Pick up one example to share with everyone
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QUICK POLL
� On a 10 point scale how effective are PM-QA
interactions?
� What attributes are important?
� Clarity of Requirements� Clarity of Requirements
� Timeliness of inputs
� Willingness to answer questions
� Relay Customer Information
� Proactive communication
� Product Knowledge
� Domain expertise
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WRAP UP
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PM HELPING QA
� Include Engineering, QA in customer meetings
� As passive audience
� Record and share ‘voice of the customer’
� Webex recordings
� Written notes� Written notes
� Both positive and negative feedback
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QA HELPING PM
� Define and validate ‘business scenarios’ on
priority. This partnership is key to success.
� Have regular scheduled meetings and close out
open issues in these meetings
� Provide context of bugs for review� Provide context of bugs for review
� Feature status – bug list with severity
� Batch set of clarifications to optimize time
� Help with negative conditions of features
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REFERENCES
� Prioritizing feature requests:
� http://svpma.org/eventarchives/SVPMA-02-2001-
Prioritizing_Feature_Requests-Fritz_Mueller.ppt
� Customer Focus
� http://svpma.org/eventarchives/SVPMA-09-2003-� http://svpma.org/eventarchives/SVPMA-09-2003-
The_Importance_of_Customer_Focus-
Geoff_Huckleberry.ppt
� Benefits Realization
� http://svpma.org/wp-
content/uploads/2011/04/Benefits-Realization-with-
Prashanth-Naidu-Hitachi-Data-Systems.pdf