
53 segments available
Melissa Perri is the founder of Product Institute, author of Escaping the Build Trap, and host of the Product Thinking Podcast. She has worked with startups, Fortune 50 companies, and everything in between to help them build better products and level up their product teams. In our conversation, we discuss: • The history of the product owner role • The differences between product owners and product managers • How to transition from product owner to product manager • The evolution of and problems with the SAFe framework • How large non-tech companies can improve their product practices • Much more — Brought to you by: • Pendo—The only all-in-one product experience platform for any type of application: https://www.pendo.io/lenny • OneSchema—Import CSV data 10x faster: https://oneschema.co/lenny • Coda—The all-in-one collaborative workspace: https://coda.io/lenny Find the transcript at: https://www.lennysnewsletter.com/p/product-owners-melissa-perri Where to find Melissa Perri: • X: https://twitter.com/lissijean • LinkedIn: https://www.linkedin.com/in/melissajeanperri/ • Website: https://melissaperri.com/ • Product Institute: https://productinstitute.com/ • Podcast: https://www.produxlabs.com/product-thinking Where to find Lenny: • Newsletter: https://www.lennysnewsletter.com • X: https://twitter.com/lennysan • LinkedIn: https://www.linkedin.com/in/lennyrachitsky/ In this episode, we cover: (00:00) Melissa’s background (02:12) The rise of the product owner role (06:37) Understanding Agile and Scrum (08:27) Challenges in Agile transformations (10:41) The history of the product owner role (13:58) The Scrum Guide (15:43) Product owner responsibilities (21:01) Adopting Scrum in organizations (26:21) The origins and implementation of SAFe (35:20) Why Melissa doesn’t recommend SAFe (40:33) Advice for implementing a digital transformation (49:12) An example of SAFe adoption (51:27) The value of experienced product leaders (56:53) Career paths for product owners (01:04:14) Transitioning from product owner to product manager (01:06:41) Be careful relying on certifications (01:11:43) Evaluating existing product owners (01:16:55) Final thoughts on Agile and product management Referenced: • Escaping the Build Trap: How Effective Product Management Creates Real Value: https://www.amazon.com/Escaping-Build-Trap-Effective-Management/dp/149197379X • Lean UX: https://leanuxnyc.co/ • Scrum: https://www.scrum.org/ • What is Extreme Programming? https://www.agilealliance.org/glossary/xp/ • Capital One: https://www.capitalone.com/ • The Agile Manifesto: https://www.atlassian.com/agile/manifesto • Ken Schwaber on X: https://x.com/kschwaber • Jeff Sutherland on X: https://x.com/jeffsutherland • Kanban: https://www.atlassian.com/agile/kanban • What is a kanban board?: https://www.atlassian.com/agile/kanban/boards • Ron Jeffries’s website: https://www.ronjeffries.com/ • Jeff Patton on X: https://x.com/jeffpatton • The Scrum Guide: https://www.scrum.org/resources/scrum-guide • OpenSky: https://www.openskycc.com/ • SAFe: https://scaledagileframework.com/ • Dean Leffingwell on LinkedIn: https://www.linkedin.com/in/deanleffingwell/ • Capital One scraps 1,100 tech positions: https://www.reuters.com/technology/capital-one-scraps-1100-tech-positions-source-2023-01-19/ • Product management theater | Marty Cagan (Silicon Valley Product Group): https://www.lennysnewsletter.com/p/product-management-theater-marty • Marty Cagan on LinkedIn: https://www.linkedin.com/in/cagan/ • Jeff Gothelf on X: https://x.com/jboogie • Shruti Patel on LinkedIn: https://www.linkedin.com/in/shruti-patel-32bb573a/ • Product Thinking Podcast: Mastering Product Focus: Balancing Legacy and Innovation with Shruti Patel: https://www.produxlabs.com/product-thinking-blog/2024/9/25/episode-190-mastering-product-focus-balancing-legacy-and-innovation-with-shruti-patel • Melissa Douros on LinkedIn: https://www.linkedin.com/in/melissadouros/ • Mind the Product: https://www.mindtheproduct.com/ • Athenahealth: https://www.athenahealth.com/ • McKinsey: https://www.mckinsey.com/ Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com. Lenny may be an investor in the companies discussed.
Melissa Perri discusses the origins of the Scaled Agile Framework (SAFe) and its intent to scale Scrum practices. She shares her reservations about SAFe, noting that many organizations that initially adopted it often ended up modifying it significantly. This segment highlights the importance of understanding the product owner role and the challenges faced by companies transitioning to Agile methodologies.
"there's this whole concept of safe basically scaled agile right so scaled agile framework came out of the desire to figure out how do we scale scrum and different processes I do not recommend using sa..."
In this segment, Melissa Perri explains the evolution of the product owner role, emphasizing that it was created to assist developers in prioritizing tasks rather than emerging from traditional product management. She reflects on her experiences at Agile conferences and the growing adoption of the product owner role in various companies, particularly those unfamiliar with software development.
"Perry Melissa thank you so much for being here and welcome to the podcast thanks Lenny thanks for having me first let me give a little context on this conversation that we're having I think it's going..."
Melissa emphasizes the core principles of Agile methodologies, focusing on the need for organizations to move quickly and deliver value to customers. She discusses her passion for product management and the significance of understanding Agile practices to improve product delivery and organizational effectiveness.
"you to come on to talk about this you've been up close and personal with a lot of companies working with this way of working with product owners scaled agile and all these things and so I couldn't thi..."
Melissa Perri introduces herself as a leading figure in the product management community, sharing her background as the author of 'Escaping the Build Trap' and her role as the founder of Product Institute. She highlights her experience training product managers across various industries, setting the stage for a deeper discussion on product ownership and Agile practices.
"product PS you want to take your product LED know how a step further check out peno's lineup of free certification courses led by talk product experts and designed to help you grow and advance in your..."
Melissa reveals that the product owner role is one of the fastest-growing positions in tech, particularly in the U.S. She expresses her surprise at this trend, noting that it is often overlooked in discussions about product management and Agile practices, and emphasizes the need for greater awareness and understanding of this role.
"absolutely Lenny we've heard so many for stories of multi-day outages from even just a handful of bad records we are laser focused on integration reliability to help teams end all of those distraction..."
In this segment, Melissa discusses how product management emerged from the Agile movement, particularly through the introduction of the product owner role. She explains the historical context of Agile, emphasizing that it was primarily driven by software developers and not product managers, which has led to misconceptions about the role of product owners.
"about how we use scrum when I started working with this team in a startup and it was the first time I ever heard of it that was like 2011 and at the time the person who was teaching me about agile was..."
Melissa delves into the origins of the Agile Manifesto, highlighting that it was created by software developers seeking to improve software development practices. She notes that the manifesto's focus was on building better products through development, which has influenced how product management is perceived and practiced today.
"through my school product Institute and I'd get called into these large companies like all these large Banks um probably around 2014 2015 to help them learn product management and I was really excited..."
In this segment, Melissa explains the role of Scrum in product development, detailing how it outlines responsibilities and processes for teams. She discusses the significance of the Scrum Guide and how it has shaped the practices of many organizations adopting Agile methodologies, particularly in defining the product owner's responsibilities.
"product management on it and they they've really turned that around in the card business but so many organizations are still at the beginning of this journey and they're at the place where I saw peopl..."
Melissa Perri discusses the origins of the Agile Manifesto, highlighting the collaboration among software developers like Ron Jeffries and others who aimed to improve software development practices. She emphasizes that the manifesto was created by developers, not product managers, and outlines its intent to build better products through iterative development.
"board uh there was uh behavioral driven development there was featur driven development that was a style of AG all there was um XP extreme programming that was started by Ron Jeff all of these people ..."
In this segment, Perri explains the Scrum framework, detailing the roles of developers, product owners, and scrum masters. She describes how Scrum aims to break down work into manageable sprints, allowing teams to deliver potentially shippable products more frequently, contrasting it with traditional waterfall methods.
"the people who signed the agile Manifesto Jeff and Ken as I was talking about they were independently kind of coming up with scrum on their own in their different companies and they got together and s..."
Perri delves into the responsibilities of the product owner as defined in the Scrum Guide. She discusses how the role has evolved and the ambiguity surrounding it, particularly in relation to product management. The segment highlights the product owner's responsibility to maximize the value of the team's work while navigating the complexities of their position.
"Manifesto realized was if we do it the other way if we do a waterfall type environment so agile waterfall that's where we go across there's a lot of risk because we don't test it with the customer and..."
Melissa Perri reflects on the historical context of the Scrum Guide and how its definitions have changed over time. She notes the absence of product management references in later versions and discusses how this shift has impacted the understanding and training of product owners in Agile environments.
"the value of the use of scrum if they don't the scrum Master is held accountable then it's got another tip if we go deeper into this says for commercial development the product owner may be the produc..."
In this segment, Perri critiques the training process for product owners, which often lacks essential skills like market research and experimentation. She explains how this gap can lead to misunderstandings in Agile transformations and the challenges faced by newly minted product owners in effectively prioritizing work.
"I need this feature I need this feature I need this this feature Scrump doesn't describe how to get the stuff into the backlog and it didn't in the 2013 manuals the manuals have all been a little bit ..."
Perri discusses the misconception that Agile frameworks like Scrum are universally applicable. She emphasizes that while Scrum can help larger organizations, startups may not need such rigid structures if they already have effective communication and collaboration practices in place.
"manager so then what happened was we went into this these agile Transformations at these companies and uh they said hey let's adopt scrum because scrum was built as a way to build better products fast..."
Melissa Perri addresses the relevance of Agile frameworks for startups, suggesting that many smaller companies may not require the overhead of structured processes like Scrum. She highlights the importance of flexibility and communication over strict adherence to frameworks.
"agile Transformations and that's where a lot of companies still are today so this product owner rooll did not emerge from product management as we know it today it was a way to help the developers pri..."
In this segment, Perri critiques the rigid application of Scrum practices, noting that excessive meetings can hinder productivity. She advocates for a more adaptive approach, encouraging teams to evaluate the effectiveness of their processes and eliminate unnecessary rituals.
"talk about scrum it's just one piece of the puzzle and when people talk about agile now they almost always associate it with scrum I was actually Googling agile methodologies and like I said the other..."
Perri explains why larger organizations often turn to Scrum and other Agile frameworks, particularly those that have not traditionally focused on software development. She discusses how these companies seek structured methodologies to improve their software delivery processes.
"picture question that's coming to mind as you talk about this and I'm imagining Founders listening to this and smaller companies listening to this like why do we need any of this we're we're just like..."
In this segment, Perri emphasizes that startups can thrive without rigid frameworks if they maintain effective communication and a customer-focused approach. She suggests that the key to success lies in adapting processes to fit the team's needs rather than strictly following prescribed methodologies.
"team can go hit the road running and people can ask important questions if you're not doing that that's where I think things like a framework help but if you already you're doing that you don't need a..."
Melissa Perri discusses the various Agile methodologies beyond Scrum, highlighting that not all Agile practices require a product owner. She encourages teams to find the right balance between structure and flexibility, depending on their unique circumstances and goals.
"right who actually cares and where there's a lot of I think baggage in the industry and where I think where I hear product managers get really frustrated in other people as well developers too is that..."
Perri concludes by stressing the importance of adapting Agile practices to suit the specific needs of teams and organizations. She argues that while frameworks can provide guidance, the ultimate goal should be to foster effective collaboration and product development.
"really adopting it and from what I've seen in the data it's also companies that are as you I think alluded to at the beginning not like necessarily software first product first companies like feels li..."
In this segment, Melissa explains the origins of the Scaled Agile Framework (SAFe) and its purpose to scale Scrum across organizations. She discusses how SAFe was marketed effectively, making it appealing to executives, and contrasts it with other scaling frameworks. Perri highlights the structured approach of SAFe and its implications for agile teams.
"don't know how it's going for them it might to me it might be Overkill if you're doing that with like a team that's pretty pretty experienced in doing this yeah and what I meant what I was inating is ..."
Melissa shares her experiences with product owners within the SAFe framework, illustrating how they often become order-takers rather than strategic thinkers. She recounts a specific instance where a product owner felt overwhelmed by the demands of writing user stories, highlighting the disconnect between product owners and product managers in SAFe organizations.
"the executives at really large Enterprises we're talking tens of thousands of people right they love safe because it prescribes a lot of an operating model of what to do when it comes to development b..."
In this segment, Melissa critiques the inefficiencies that arise from the SAFe framework, particularly how it can lead to product owners focusing narrowly on backlog management. She discusses the impact of this structure on team dynamics and the importance of allowing developers to address technical debt and collaborate effectively.
"writing user stories I'm like on on what like what are you what are you controlling and she's like the login API for a bank I'm like can you log in she's like yeah and I'm like so so what else are you..."
Melissa emphasizes the critical balance between discovery and delivery in product management, particularly within the SAFe framework. She discusses the challenges teams face in prioritizing discovery work and the consequences of committing to quarterly plans without adequate customer feedback.
"you get on the train when you're ready to ship things and you make sure that it all goes pretty smoothly to get to that potential shippable increment or that big feature launch that you would be doing..."
In this segment, Melissa addresses the lack of clarity in leadership roles within organizations adopting SAFe. She highlights the need for product leaders to understand their strategic responsibilities and the importance of effective communication and vision-setting in guiding teams.
"that because we Sprint back to back and I was like what does that mean and they're like as as a team we go and we basically do two we Sprint into two we Sprint into two we Sprint and I got to make sur..."
Melissa reflects on the absurdities of the SAFe framework, particularly how it can create confusion and inefficiencies in organizations. She discusses the appeal of SAFe to executives seeking a structured approach while critiquing its failure to address the strategic needs of product management.
"organizations are not set up with the right feedback mechanisms the right user research and the right uh data to tell us if everything is working so they can feed that in to the next release planning ..."
Melissa shares insights on the increasing adoption of SAFe across organizations, despite its shortcomings. She discusses the reasons behind its popularity, particularly among executives, and the challenges faced by companies that have implemented SAFe in their operations.
"don't get experience with the strategy like figuring out what customers want breaking it down looking in at the market research determining like is this valuable is this what we should be working on a..."
Melissa Perri discusses the challenges of adopting the SAFe framework in organizations. She highlights that while SAFe provides a structure for collaboration among teams, it fails to define the roles and responsibilities of leaders, particularly at higher levels like VPs and directors. This lack of clarity can lead to confusion about strategic direction and product management, ultimately hindering effective leadership.
"organization I somebody came and told me the CIO came and told me I'm in charge now right I'm in charge of all of the developers or I'm in charge of all the product managers now where do you start rig..."
In this segment, Melissa emphasizes the importance of digital transformation for large organizations, particularly those in traditional sectors like banking and pharmaceuticals. She explains that many companies are just beginning their digital journeys and often turn to frameworks like SAFe for guidance, despite its shortcomings. Melissa advocates for a more tailored approach to product management that aligns with the unique challenges these organizations face.
"from ways of working which is what safe is doing right it's about how do you do your jobs in those areas and a lot of organizations who adopt safe don't realize that you need AE of product right like ..."
Melissa outlines her approach to developing effective product operating models within organizations. She stresses the need for a clear product strategy, organizational design, and robust product operations to support product managers and development teams. This segment highlights the importance of enabling teams to engage with customers and make informed decisions, which is often lacking in large bureaucratic organizations.
"like you can be cynical about all this and like be like what the hell are people thinking this is crazy but as you describe people just have like a problem to solve they've never done this before they..."
Melissa discusses the role of processes in product management, arguing that while processes are often criticized, they are essential for transparency and efficiency in large organizations. She explains that having the right processes in place can help teams align with business goals and improve product delivery. This segment challenges the notion that processes are inherently negative, emphasizing their necessity for successful product management.
"it up and then we got to look at our culture and incentives like are we just rewarding people for shipping as many things as possible Right which is like hey just put everything you possibly can into ..."
In this segment, Melissa addresses the lack of clear career paths for product owners in many organizations. She argues that product ownership should be recognized as a business role that contributes to overall company success, rather than just a team role. Melissa advocates for creating career ladders that allow product owners to advance to higher levels of responsibility, which is often overlooked in traditional organizations.
"solving that problem of connecting the value back to the product teams instead it's seen as a role that almost like babysits developers or kind of tells everybody what to do but where's the discovery ..."
Melissa emphasizes the need for a cultural shift within organizations undergoing transformation. She highlights that successful transformations require buy-in from leadership and a willingness to redefine roles and responsibilities. This segment discusses the challenges faced by middle managers during transformations and the importance of aligning the entire organization towards a new way of working.
"really pay attention because we're transforming in this way of working what happens is some of the roles that we had before do not serve us now right maybe we don't need a million project managers may..."
Melissa shares a cautionary tale about a water company in the Netherlands that adopted the SAFe framework for its IT teams. The company went bankrupt due to delays in deploying essential systems, highlighting the dangers of rigid processes overshadowing customer focus and operational efficiency.
"water company in the Netherlands right and uh they decided to adopt safe and this is this was on the news like a couple months ago they decided to adopt safe in their it teams and start working with i..."
In this segment, Melissa emphasizes the necessity of having experienced product leaders in organizations adopting frameworks like SAFe. She discusses how relying solely on processes can be a crutch for companies lacking skilled talent, and the importance of blending experienced professionals with upskilling existing teams.
"not we're talking about work about work but we're not actually getting into what are we achieving here and that that's the the part I do not like about rigid processes when it comes to this so that to..."
Melissa discusses her experiences training product managers across Fortune 50 companies. She stresses the need for organizations to not only train their teams but also to ensure that experienced leaders are present to guide them, fostering a culture of continuous learning and effective product management.
"more people out there and more leaders who have done this before because we've been doing this for 10 years so there's shudy Patel at she's Chief product officer at uh US Bank for small business banki..."
In this segment, Melissa argues that product management transcends frameworks like Scrum and SAFe. She advocates for the integration of product owners and product managers, emphasizing that all product owners should fundamentally be product managers to ensure effective product development.
"you can do that at all levels you don't have to just do it with the teams you could do it at director level you could do it at BP level that that's how we should be thinking about this now there are s..."
Melissa provides actionable advice for product owners looking to transition into product management roles. She encourages them to take initiative, engage with customers, and advocate for their career paths within their organizations, emphasizing the importance of strategic thinking and value delivery.
"of this too is recognizing that product management is not just this this role in scrum and I I say this in my like talk too I say take scrum away you still need product management right like product o..."
Melissa highlights the distinction between tech-first companies and traditional industries regarding product roles. She notes that leading tech companies often do not have product owners, instead opting for product managers, and discusses how product owners can position themselves for success in the evolving job market.
"if you want to be great at your job and you need more support there like speak up right speak up at a certain point I do tell people this if you feel like you can't do great product management in your..."
In this segment, Melissa advises product owners on how to present their experience on resumes. She emphasizes the importance of focusing on value delivered to customers rather than process-oriented achievements, guiding them on how to effectively communicate their impact in interviews.
"software in these large corporations too because there are right there's pockets of people who are doing it super super well and if you are one of those people who's been pushing the boundaries doing ..."
In this segment, Melissa Perri provides guidance on how product owners should present their experiences on resumes. She stresses the need to focus on the value delivered to users and the metrics improved, rather than detailing agile processes. Perri shares examples of how to articulate achievements that resonate with hiring managers looking for impactful product management skills.
"should be laid out because I do read tons of rumes to hire people and I and also like Chief product officer same thing if I see immediately like implemented scrum processes across the organization I'm..."
Melissa addresses the relevance of certifications like CSPO (Certified Scrum Product Owner) in the product management field. She critiques the agile certification industry, explaining that while these certifications may help in certain organizations, they do not guarantee competence in product management. Perri encourages aspiring product managers to focus on real-world experience over certifications.
"off to developers taking a step further if you're working on customer facing things who are your customers did you go out and talk to them I by you know interfacing with customers and understanding th..."
In this segment, Melissa Perri discusses the 'Agile Industrial Complex' and the motivations behind agile certifications. She warns against the misconception that quick certifications can adequately prepare individuals for product management roles, emphasizing the need for deeper understanding and practical experience in the field.
"have seen on LinkedIn it's a certified scrum product owner now one thing to remember and this is about all agile stuff is like we call it the agile industrial complex agile coaches and agile trainers ..."
Melissa shares insights on the transition from product owner to product manager, highlighting the challenges and skills required. She emphasizes the importance of demonstrating experience and understanding customer needs, rather than relying solely on titles or certifications, to succeed in product management roles.
"talk about they're probably going to look at that and say this person doesn't know what they're doing right like this this is not here so if you do know what you're doing and you did that for a reason..."
In this segment, Melissa discusses the significance of experience in product management compared to job titles. She explains how organizations should evaluate the skills of their product teams and encourages a focus on practical abilities rather than just formal titles, ensuring that individuals are truly equipped for the responsibilities of product management.
"different type of skill it's a different type of certification but if you see any like cpos it's typically a two-day workshop that they went to and then got certified so that's the difference with thi..."
Melissa concludes by discussing strategies for building effective product management teams within organizations. She shares her experiences with training and transforming product teams, emphasizing the need for exposure to best practices and the importance of having experienced leaders to guide less experienced team members.
"when you come into an org and they have product owners do you encourage them to get rid of product owners a title and role and making product managers or do you keep product owners I say that we shoul..."
Melissa Perri discusses the importance of aligning individuals with the right roles within product management. She shares insights on how organizations can help employees transition into positions that suit their skills and interests, such as moving individuals into operations or data roles. This segment emphasizes the need for organizations to assess their teams and provide opportunities for growth and development in product management.
"it was very different I did not realize how much you know people work it was I have to go influence these people I have to do all this stuff like this is actually not really what I wanted to do and we..."
In this segment, Melissa highlights the necessity of exposing product teams to effective practices and experienced leaders. She explains how organizations can level up their product owners by providing mentorship and training from seasoned professionals. This discussion underscores the significance of having skilled individuals within teams to foster learning and improvement in product management.
"successful I've seen people bring in some more directors scatter them around and they've leveled up these product owners who were not necessarily doing great product management and now they're doing f..."
Melissa emphasizes the core principles of Agile methodologies, advocating for a focus on delivering value to customers rather than rigidly adhering to processes. She warns against treating Agile as a strict set of rules and encourages organizations to adapt their processes to better serve their goals. This segment serves as a reminder of the flexibility and intent behind Agile practices.
"the things we've talked about we've covered so much ground kind of the history of agile and scrum and safes and product owners we've got into all kinds of advice on how to be how to do this better as ..."
Melissa discusses the challenges and opportunities for large organizations, particularly those not traditionally software-focused, in adopting Agile practices. She stresses the importance of integrating software strategies into overall company strategies and the role of product leaders in driving innovation. This segment provides insights into how established companies can learn from successful software practices to enhance their product development.
"by certifying people and by Consulting on these processes right McKenzie made a huge division to do this and a lot of safe was actually introduced to organizations from McKenzie and from large organiz..."
In this segment, Melissa advocates for the inclusion of Chief Product Officers in the executive suite to ensure that software strategies are prioritized in company planning. She explains how these leaders can drive innovation and help organizations stay competitive in a rapidly changing market. This discussion highlights the critical role of product leadership in fostering a culture of agility and responsiveness.
"consistently you've seen that happen a lot anything you want to add there to give people hope yeah I mean the the biggest push back I hear from large organizations especially ones that are not softwar..."
Melissa shares how listeners can connect with her for further insights on product management and Agile practices. She invites questions and encourages engagement through her LinkedIn profile and the Product Institute. This segment serves as a call to action for those interested in deepening their understanding of product management and Agile methodologies.
"the danger comes in I imagine people are going to have a lot of questions and hope to get even more advice so a couple final questions work can folks finding online if they want to ask more questions ..."
As the episode wraps up, Melissa reflects on the key takeaways from the discussion and expresses gratitude for the opportunity to share her insights. She encourages listeners to subscribe and engage with the podcast for more valuable content on product management and Agile practices. This segment reinforces the importance of continuous learning in the field.
"having me bye everyone bye thank you so much for listening if you found this valuable you can subscribe to the show on Apple podcast Spotify or your favorite podcast app also please consider giving us..."