{"id":1559,"date":"2023-03-26T16:32:55","date_gmt":"2023-03-26T14:32:55","guid":{"rendered":"https:\/\/productwhys.org\/?p=1559"},"modified":"2023-06-11T15:31:31","modified_gmt":"2023-06-11T13:31:31","slug":"comment-organiser-le-product-management","status":"publish","type":"post","link":"https:\/\/productwhys.org\/index.php\/2023\/03\/26\/comment-organiser-le-product-management\/","title":{"rendered":"Comment organiser le Product Management ?"},"content":{"rendered":"\n

Int\u00e9ressons-nous aux proc\u00e9d\u00e9s et r\u00f4les qui composent le Product Management et qui ont permis d’aboutir \u00e0 la vente de notre cr\u00eape lors de notre derni\u00e8re visite en famille \u00e0 la f\u00eate foraine.<\/p>\n\n\n\n

Nous d\u00e9coupons le Product Management<\/em> en blocs projet\u00e9s sur une chaine de valeur, qui repr\u00e9sentent chacun des cycles de travaux asynchrones, avec des aller-retours nombreux : Customers & Users Management, Business & Shareholders Management, Team Empowerment & Continuous Improvement, Vision & Strategy, Discovery, Delivery, Operations & Distribution, Launch & Updates, et End of Life. L’ensemble de ces blocs permet d’aboutir \u00e0 des produits qui \u00e9mergent et \u00e9voluent avec le temps, et qui peuvent d\u00e9boucher sur des \u00e9cosyst\u00e8mes de produits.<\/p>\n\n\n

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Chaine de valeur du product management<\/figcaption><\/figure>\n<\/div>\n\n\n

Attention dans la lecture de ces blocs :<\/span> il ne s’agit pas d’\u00e9quipes de travail. Les m\u00eames personnes peuvent \u00eatre actrices dans plusieurs blocs. Aussi, l’ordre d’ex\u00e9cution peut varier en fonction des strat\u00e9gies employ\u00e9es. Comme vous le voyez, le Discovery est tr\u00e8s transverse.<\/p>\n\n\n\n

Comment lire ces blocs ? – Workflow, Activit\u00e9, R\u00f4le et Responsabilit\u00e9<\/em><\/p>\n\n\n\n

Chacun de ces blocs a une mission qui lui est propre. Cette mission est r\u00e9alis\u00e9e par des r\u00f4les (incarn\u00e9s par des personnes ; une m\u00eame personne pouvant avoir plusieurs r\u00f4les et vice versa) le long de workflows <\/a>(flux de travail). Les workflows sont compos\u00e9s d’activit\u00e9s qui se lient au travers de requ\u00eates, d’actions et de livrables. (voir notre d\u00e9finition plus pr\u00e9cise ici<\/a>)<\/p>\n\n\n

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\"\"<\/a><\/figure>\n<\/div>\n\n\n

Les blocs Customers & Users Management, Business et Empowerment & Continuous Improvement sont transverses tandis que les autres peuvent se lire chronologiquement de gauche \u00e0 droite. Ils interagissent les uns avec les autres et leurs workflows <\/a>s\u2019interconnectent.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Les workflows <\/a>permettent d\u2019assurer la qualit\u00e9 globale du Product Management, mais cela n\u2019emp\u00eache pas de nombreux aller-retours entre les blocs, et des phases correctives. Ceci est encadr\u00e9 par les activit\u00e9s li\u00e9es au bloc de Continuous Improvement. Chaque activit\u00e9 repr\u00e9sent\u00e9e dans le workflow fait intervenir un certain nombre de r\u00f4les incarn\u00e9s par des personnes. Ce qui signifie qu\u2019un r\u00f4le a une responsabilit\u00e9 face \u00e0 une activit\u00e9.<\/p>\n\n\n

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\"\"<\/figure>\n<\/div>\n\n\n

Certains r\u00f4les sont pr\u00e9sents dans plusieurs blocs. Un r\u00f4le peut \u00eatre partag\u00e9 par plusieurs personnes physiques tout comme il peut \u00eatre cumul\u00e9 par une personne avec d\u2019autres r\u00f4les. De la m\u00eame fa\u00e7on, en fonction des typologies de produits, certains r\u00f4les vont \u00eatre r\u00e9duits, voire supprim\u00e9s, pour laisser place \u00e0 d’autres. Un produit tr\u00e8s technique verra arriver des architectes ou leaders techniques l\u00e0 o\u00f9 un produit tr\u00e8s fonctionnel verra plus de designers par exemple.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Chaque organisation d\u00e9finit les workflows <\/a>qui conviennent \u00e0 ses probl\u00e9matiques. Des mod\u00e8les d’\u00e9quipes ressortent plus que d’autres, mais ils sont tr\u00e8s li\u00e9s aux contraintes de l’environement, du produit et des objectifs. Le point commun entre tous les mod\u00e8les est la notion de workflow (flux de travail) qui doit \u00eatre repr\u00e9sent\u00e9, suivi et remis en question pour constamment s’am\u00e9liorer et s’adapter aux nouvelles contraintes \u00e9mergentes.<\/p>\n\n\n\n

La loi de Conway est tr\u00e8s pr\u00e9sente en product management. Elle dit que le produit est \u00e0 l’image de l’organisation qui le r\u00e9alise. Ainsi, une organisation monolitique et non scalable risque d’aboutir \u00e0 un produit avec les m\u00eames caract\u00e9ristiques. L’ouvrage Team Topologies – Organizing Business and Technology Teams for Fast Flow<\/em> de Matthew Skelton et Manuel Pais vous donnera plus de d\u00e9tails sur le sujet.<\/p>\n\n\n\n

Que repr\u00e9sente chaque bloc en termes d’activit\u00e9s ?<\/em><\/p>\n\n\n\n

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Customers & Users Management<\/strong><\/h2>\n\n\n\n
\n\n\n\n

Connecter le Product Management aux clients potentiels, prospects, clients, utilisateurs, embassadeurs, et toute personne susceptible de repr\u00e9senter ces parties prenantes.<\/p>\n\n\n\n

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Voir le d\u00e9tail<\/a><\/div>\n<\/div>\n<\/div>\n\n\n\n
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Business & Shareholders Management<\/strong><\/h2>\n\n\n\n
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Connecter le Product Management aux autres domaines de l\u2019organisation.<\/p>\n\n\n\n

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Voir le d\u00e9tail<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
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Team Empowerment & Continuous Improvement<\/strong><\/h2>\n\n\n\n
\n\n\n\n

Permettre \u00e0 l\u2019\u00e9quipe d\u2019atteindre les objectifs qui lui sont fix\u00e9s et l\u2019accompagner sur son am\u00e9lioration continue.<\/p>\n\n\n\n

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Voir le d\u00e9tail<\/a><\/div>\n<\/div>\n<\/div>\n\n\n\n
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Vision & Strategy<\/strong><\/h2>\n\n\n\n
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Dans le Product Requirement Document (PRD), formaliser la vision de l\u2019organisation et du produit, et la d\u00e9cliner en plan d\u2019action clair et mesurable pour l\u2019\u00e9quipe.<\/p>\n\n\n\n

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Voir le d\u00e9tail<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
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Discovery<\/strong><\/h2>\n\n\n\n
\n\n\n\n

Identifier les causes racines du besoin client, confirmer l\u2019int\u00e9r\u00eat de la r\u00e9ponse au besoin, et formaliser le travail de production \u00e0 r\u00e9aliser.<\/p>\n\n\n\n

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Voir le d\u00e9tail<\/a><\/div>\n<\/div>\n<\/div>\n\n\n\n
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Delivery<\/strong><\/h2>\n\n\n\n
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Impl\u00e9menter ce qui a \u00e9t\u00e9 pr\u00e9alablement sp\u00e9cifi\u00e9 et s\u2019assurer que ce qui est produit correspond aux attentes.<\/p>\n\n\n\n

\n
Voir le d\u00e9tail<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
\n
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Operation & Distribution<\/strong><\/h2>\n\n\n\n
\n\n\n\n

D\u00e9ployer et faire fonctionner l\u2019ensemble des activit\u00e9s qui permettent au client de b\u00e9n\u00e9ficier des bienfaits du produit, quels que soient les al\u00e9as.<\/p>\n\n\n\n

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Voir le d\u00e9tail<\/a><\/div>\n<\/div>\n<\/div>\n\n\n\n
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Launch & Update<\/strong><\/h2>\n\n\n\n
\n\n\n\n

Informer l\u2019ensemble des parties prenantes et le client de la sortie et des mises \u00e0 jour du produit, et d\u00e9rouler le rollout.<\/p>\n\n\n\n

\n
Voir le d\u00e9tail<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
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End of Life<\/strong><\/h2>\n\n\n\n
\n\n\n\n

Mener l’ensemble des actions qui aboutissent \u00e0 la cession de l’activit\u00e9 d’une fonctionalit\u00e9, d’une version de produit ou du produit dans son enti\u00e8ret\u00e9.<\/p>\n\n\n\n

\n
Voir le d\u00e9tail<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n

On constate que la priorisation est une activit\u00e9 r\u00e9partie entre les blocs Vision & Strategy<\/em>, Discovery<\/em> et Delivery<\/em>.<\/p>\n\n\n\n

\"\"<\/figure>
\n
\n

Quelles sont les dimensions trait\u00e9es par le Product Management ?<\/strong><\/p>\n\n\n\n

L\u00e9gal, maintien en conditions op\u00e9rationnelles, formation des vendeurs et utilisateurs, s\u00e9curit\u00e9… tout au long de la r\u00e9alisation des blocs, le product manager se doit de penser au produit sous toutes ses dimensions.<\/p>\n\n\n\n

<\/p>\n\n\n\n

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Voir l’article<\/a><\/div>\n<\/div>\n<\/div><\/div>\n<\/div><\/div>\n","protected":false},"excerpt":{"rendered":"

Int\u00e9ressons-nous aux proc\u00e9d\u00e9s et r\u00f4les qui composent le Product Management et qui ont permis d’aboutir \u00e0 la vente de notre cr\u00eape lors de notre derni\u00e8re visite en famille \u00e0 la f\u00eate foraine. Nous d\u00e9coupons le Product Management en blocs projet\u00e9s sur une chaine de valeur, qui repr\u00e9sentent chacun des cycles de travaux asynchrones, avec des […]<\/p>\n","protected":false},"author":2,"featured_media":1478,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"tdm_status":"","tdm_grid_status":"","_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":false,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2}},"categories":[52,65],"tags":[],"ppma_author":[215],"class_list":{"0":"post-1559","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-organisation-fr","8":"category-product-management"},"yoast_head":"\nComment organiser le Product Management ? - Product Whys - Association loi 1901<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/productwhys.org\/index.php\/2023\/03\/26\/comment-organiser-le-product-management\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Comment organiser le Product Management ? - Product Whys - Association loi 1901\" \/>\n<meta property=\"og:description\" content=\"Int\u00e9ressons-nous aux proc\u00e9d\u00e9s et r\u00f4les qui composent le Product Management et qui ont permis d’aboutir \u00e0 la vente de notre cr\u00eape lors de notre derni\u00e8re visite en famille \u00e0 la f\u00eate foraine. 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