The Product Model and Agile

Marty Cagan addresses a recurring question: how Agile relates to the Product Operating Model. He argues Agile is only one of three dimensions of the product model, covering how software is built, tested, and deployed, while the other two dimensions are product strategy and product discovery. He clarifies that the product model is not new, that 'real Agile' is defined by practices like continuous deployment rather than a specific ceremony set, and that the Agile principle 'working software is the primary measure of progress' is insufficient for commercial products, where outcomes matter more than output. He concludes that Agile coaches are valuable for delivery but only if they have hands-on product experience, and that certifications matter less than relevant experience in product-model companies.

01Key takeaways

• Treat Agile as the delivery dimension of a broader product model that also includes strategy and discovery.
• Judge Agile practice by whether teams achieve continuous deployment, not by which ceremonies they run.
• Measure success by outcomes solving the real problem, not just by shipping working software.
• When hiring coaches for a product transformation, prioritize hands-on product strategy, discovery, or delivery experience over certifications.
• Avoid 'ready, fire, aim' by investing in discovery before building, since building to learn is slow and expensive.

02Key sections

Agile as one dimension of the product model

Cagan explains that the product model has three dimensions: strategy, discovery, and delivery, with Agile mainly applying to delivery. He frames the common question as overly simplistic.

Clarifying key terms

He notes the product model is over twenty years old, that definitions of Agile vary, and that 'real Agile' is about practices like continuous deployment. He separates Agile principles from the process frameworks built around them.

Limits of 'working software' as a measure

Cagan argues that working software is just output, and that the real goal is solving the underlying problem and achieving outcomes, which is insufficient for commercial product work.

What Agile coaches can contribute

Coaches with product strategy or discovery experience are valuable, and delivery coaches with continuous deployment and experimentation experience can help. Coaches focused only on processes are less useful in a product transformation.

Certifications versus experience

Cagan explains why his organization does not recognize certifications, preferring relevant hands-on experience in product-model companies.

03From the post

“A partnership dedicated to teaching best practices to product teams and product leaders”

04Frameworks mentioned

Summary and takeaways written by PM Atlas; quotes are short excerpts. © the original author.