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Introduction in Software Product Management Bijeenkomst 1 Sjaak Brinkkemper Garm Lucassen 24 februari 2015
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Introduction in Software Product Management
Bijeenkomst 1 Sjaak Brinkkemper Garm Lucassen 24 februari 2015
Introductie in Software Product Management
• Sessie 1 van de cursus Software Product Management
• Georganiseerd vanuit – Universiteit Utrecht – Software VOC – International Software Product Management Association
• http://www.nederlandict.nl/ • http://www.ispma.org/
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Agenda
• Introductie • SPM competence model • Oefening & pauze
• Requirements management • Release planning • Oefening & pauze
• Product planning • Portfolio management • Oefening & pauze
• Agenda & huiswerk
3
Doelstellingen • Deelnemers bekend maken met de kennis en theorie op het
gebied van software product management. • Deelnemers vaardigheden bij brengen voor het efficiënt en
effectief kunnen werken als product manager. • Deelnemers voorbereiden op een snel veranderende
werkomgeving. Hoe ga je om met Agile?
• Deelnemers in staat stellen om de functie software product management binnen het softwarebedrijf te professionaliseren.
• Uitwisselen van ervaringen met product managers van andere bedrijven.
• Certificaat van deelname
• Internationaal SPM-certificaat, zie http://certified-spm.org/
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Huiswerk
• Ter voorbereiding van de volgende bijeenkomst • Vertrouwelijk • Geen criterium voor certificaat
• Cursistenpresentaties
• Actieve deelname zorgt voor meer resultaat van de cursus
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Certificering
• International Software Product Management Association: Standardization of Education and Certification
• The International Software Product Management Association (ISPMA) is an open group of experts from industry and research with the goal to foster software product management excellence across industries.
• Syllabus v1.1 published
• http://www.ispma.org/
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Vakgroep Organisation and Information
• Sjaak Brinkkemper • Ronald Batenburg • Remko Helms • Slinger Jansen • Marco Spruit • Fabiano Dalpiaz • Jan Martijn van der Werf • Rik Bos • Michiel Meulendijk • Ivonne Mangula • Erik Jagroep • Wienand Omta • Arjan de Kok • Garm Lucassen
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Onderzoeksthema
Product Software: Methodology of Development, Implementation and Entrepreneurship
3 onderzoekslijnen – Development Methodology – Implementation and Adoption – Entrepreneurship
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Teamintroductie
• Sjaak Brinkkemper • Garm Lucassen
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Deelnemersintroductie
• Naam, bedrijf, functie, product
• Wat zijn de grootste problemen die je tegenkomt op het gebied van software product management?
• Wat hoop je in deze cursus te vinden?
• 14 reacties
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Deelnemers (1) Verschillende functie:
• (Software) Product Manager (7) • Programme manager (1) • Scientific partner manager (1) • Lead software development (1) • Business consultant / product innovator (1) • Functioneel ontwerper (1) • Product owner (1) • Projectleider (1) • Product consultant (1)
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Deelnemers (2)
Product management zoals nu uitgevoerd:
– is vooral development-gericht (11x) • Marketing ook sterk aanwezig (3x)
– is vooral marketing-gericht (1x) – Afdeling leveranciersmanagement (1x) – Geen aparte functie, onduidelijk waar nadruk
ligt (2x)
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Deelnemers (3)
Aantal jaar ervaring in huidige functie:
0
1
2
3
4
5
6
7
<1 jaar 1 -‐ 2 jaar 2 -‐ 5 jaar 5+ jaar
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Deelnemers (4)
• Bedrijfsgrootte variatie:
0
1
2
3
4
5
6
7
8
9
10
0-‐20 21-‐50 51-‐200 200+
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Deelnemers (5) • Klantenkring: Overheden, universiteiten, zorgverzekeraars,
interne afdelingen, bouwbedrijven, pakketdistributie, thuiszorg, voortgezet onderwijs, big consumer brands
• Producten: CMS, CRM, ERP, scientific publishing, scientific computing, urenmanagement, documentmanagement, project management, B2G data transfer, leerlingvolgsysteem, geografische informatie systemen
• 1 overeenkomst: iedereen ontwikkelt
softwareproducten.
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Agenda
• Introductie • SPM competence model • Oefening & pauze
• Requirements management • Release planning • Oefening & pauze
• Product planning • Portfolio management • Oefening & pauze
• Agenda & huiswerk
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Software product management
Technologieën
Scope changes
Board Market
Sales
Development
Partners Customers
R&D
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Software product management (SPM)
is the discipline that governs a software product over its whole life cycle, from its inception to customer delivery, in order to generate the biggest possible value to the business.
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Introduction competence model
• Software product management – Complex organization of requirements & tracking of changes
in the design – High release frequency – Product manager has many responsibilities but little
authority – Interaction with many stakeholders à Need for an integrated body of knowledge:
SPM Competence Model
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Deliverable structure
Portfolio
Product 2
Release 1.1
Requirement 2
Product k
Release 2.0
Requirement n
Product 1
Release 1.0
Requirement 1 …
…
…
…
Portfolio
Product 2
Release 1.1
Requirement 2
Product k
Release 2.0
Requirement n
Product 1
Release 1.0
Requirement 1 …
…
…
…
Portfolio: The complete set of products of a company
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Deliverable structure
Portfolio
Product 2
Release 1.1
Requirement 2
Product k
Release 2.0
Requirement n
Product 1
Release 1.0
Requirement 1 …
…
…
…
Portfolio
Product 2
Release 1.1
Requirement 2
Product k
Release 2.0
Requirement n
Product 1
Release 1.0
Requirement 1 …
…
…
…
Product: A packaged configuration targeted to a specific market
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Deliverable structure
Portfolio
Product 2
Release 1.1
Requirement 2
Product k
Release 2.0
Requirement n
Product 1
Release 1.0
Requirement 1 …
…
…
…
Portfolio
Product 2
Release 1.1
Requirement 2
Product k
Release 2.0
Requirement n
Product 1
Release 1.0
Requirement 1 …
…
…
…
Release: A formalized sellable version
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Deliverable structure
Portfolio
Product 2
Release 1.1
Requirement 2
Product k
Release 2.0
Requirement n
Product 1
Release 1.0
Requirement 1 …
…
…
…
Portfolio
Product 2
Release 1.1
Requirement 2
Product k
Release 2.0
Requirement n
Product 1
Release 1.0
Requirement 1 …
…
…
…
Requirement: Wish for a future product feature
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Framework levels
Portfolio
Product 2
Release 1.1
Requirement 2
Product k
Release 2.0
Requirement n
Product 1
Release 1.0
Requirement 1 …
…
…
…
Portfolio
Product 2
Release 1.1
Requirement 2
Product k
Release 2.0
Requirement n
Product 1
Release 1.0
Requirement 1 …
…
…
…
Portfolio Management Product Planning Release Planning Requirements Management
Deliverable structure Business function
§ Deliverable structure leads to business functions
§ Responsibility for business function implies accountability for deliverables
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SPM Competence Model
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Stakeholders
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Internal functions
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Requirements management
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Release planning
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Product planning
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Portfolio management
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Competence model
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Oefening
• Vul de ‘deliverable structure’ in voor je eigen organisatie. Geef ook aan waarvoor je verantwoordelijk bent
Microsoft Office Portfolio
Access Communicator Excel Taalpakketten Powerpoint ...
Word 2010
Office Word 2007
...
Word
... ... ...
Portfolio
Product 2
Release 1.1
Requirement 2
Product k
Release 2.0
Requirement n
Product 1
Release 1.0
Requirement 1 …
…
…
…
Portfolio
Product 2
Release 1.1
Requirement 2
Product k
Release 2.0
Requirement n
Product 1
Release 1.0
Requirement 1 …
…
…
…
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Agenda
• Introductie • SPM competence model • Oefening & pauze
• Requirements management • Release planning • Oefening & pauze
• Product planning • Portfolio management • Oefening & pauze
• Agenda & huiswerk
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Stel je zelf de volgende vragen:
• Herken je de processen die wij hebben geïdentificeerd in het framework?
• Welke van deze processen zijn al geïmplementeerd in je organisatie?
• Welke processen wil je graag implementeren of verbeteren?
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Requirements management
• “to deal with the content and administrative data of each individual requirement”
• 3 processes – Requirement gathering – Requirements identification – Requirements organizing
• Possibilities for Agile approach
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Requirements gathering
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Requirements gathering
• Via internal stakeholders (partners, development, support, services, research and innovation)
• Via external stakeholders (customers, partners, market)
• Various techniques: – Stakeholder interviews – Joint Requirements Development Sessions – User groups – Customer interaction program – Etc.
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Requirements identification
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Requirements identification
• Market requirements vs. product requirements • Functional requirements, quality requirements &
constraints • Customer input with new requirements
(enhancement requests) or defects (software repairs)
• Not: – Extensive domain knowledge & background information – Project management issues and software development
processes
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Market requirements examples
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Product requirements examples
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PR to MR mapping
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Requirements organizing
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Requirements organizing
• Requirements can be organized per product, release, theme, or core asset.
• Organization according to the releases on the roadmap.
• Tracking requirements interdependencies • Result: a list or database with product
requirements
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Release planning
• “to deal with the set of requirements of each release”
• 6 processes – Requirements prioritization – Release definition – Release definition validation – Scope change management – Build validation – Release preparation
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Requirements prioritization
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Requirements prioritization
Techniques: • Voting round • Cost value approach • Features prioritization matrix • Etc.
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Features prioritization matrix
Relative weights 2 1 1 0,5
FEATURE Relative Benefit
Relative Penalty
Total Value
Value %
Relative Cost
Cost % Relative Risk
Risk % Priority
1. Query invoice status.
5 3 13 8,4 2 4,8 1 3,0 1,345
2. Generate monthly in- out report
9 7 25 16,2 5 11,9 3 9,1 0,987
3. Resend outstanding invoice
5 5 15 9,7 3 7,1 2 6,1 0,957
…
Totals 19 15 53 100 10 100 6 100 --
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Release definition
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Release definition
• List of selected requirements and estimated development hours
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Release definition validation
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Release definition validation
• Roadmap fit • Investments in resources • Various ways:
– Presentation for the company board (and other internal stakeholders)
– Business case – Return On Investment (ROI) Estimation
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Scope change management
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Scope change management
• What to do in case of – extra requirements forced by the company board? – a delay due to an absent engineer? – an opportunity from a customer or prospect?
• Implementation of a scope change process (SCRUM, PRINCE2, ASL, etc.)
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Build validation
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Build validation
• Internal validation • External validation (e.g. beta testing, pilot) • (Certification)
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Launch preparation
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Launch preparation
• Internal stakeholders: – Sales and marketing à which features are in the new
product release – Services à to be able to implement the new product
release – Support à to be able to help customers with problems
• External stakeholders – Existing customers à acquire new version? – Implementation partners à to be able to implement the
new product release
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Oefening
1. Geef in het SPM competence model aan welke requirements management en release planning processen je al hebt geïmplementeerd in je organisatie.
2. Geef aan welke processen je wil gaan implementeren of verbeteren.
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Agenda
• Introductie • SPM competence model • Oefening & pauze
• Requirements management • Release planning • Oefening & pauze
• Product planning • Portfolio management • Oefening & pauze
• Agenda & huiswerk
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Product planning
• “to deal with the different releases each product has”
• 3 processes – Roadmap intelligence – Product roadmapping – Core asset roadmapping
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Roadmap intelligence
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Roadmap intelligence
• What’s going on? • Make overviews of markets, customers,
competitors, technology, partners
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Core asset roadmapping
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Core asset roadmapping
• Management and development of a Core asset base
• Examples: – Software components – Executables – Databases – Functional designs – Product documentation – Test cases
66
Product roadmapping
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Product roadmap
• A high-level sketch of where the company’s product(s) is/are going to give internal and external stakeholders the ability to plan accordingly
• Based on themes, golden features, main components, etc.
• 1 to 3 year outlook
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Short-term…
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… or long-term?
(External) commitment Commit Planned Tentative
1.2
Q1 Q2 Q3 Q4 Q1 Q2 Q3
2013 2014
Q4
PR2
PR3
PR4
PR5
Q1 Q2 Q3
2015
PR6 Beta
Q4 Q1
2016
PR1
1.3 1.4 1.5 2.0 2.1
1.0 1.1 2.0 2.1
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External roadmaps
71
Portfolio management
• “to deal with the products in the product portfolio”
• 3 processes – Market analysis – Product lifecycle management – Partnering & contracting
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Market analysis
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Market analysis
• Market research – Focus groups – Surveys (postal/mail/telephone) – Customer panels – Observation via Support, Services, Sales & Marketing – …
• Competition analysis
• Research firms – Gartner – Forrester – …
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Product lifecycle management
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Product lifecycle management (1)
• Product portfolio assessment – Determine if your current product portfolio is meeting strategic
business objectives. – Determine coverage gaps and areas of overlap. – Understand what changes may need to be made to improve
competitive position.
• Win/loss analysis for new products
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Product lifecycle management (2)
• Product lines • Techniques to maximize the lifetime value of your
product portfolio • End-of-life / sun setting strategies
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Partnering & contracting
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Partners
• Implementation partners – SAP Implementation Partners:
Accenture, Cap Gemini, Deloitte, etc.
• Development partners – (Offshore) development
partners for parts of your product
• Content partners – Manufacturers, stock photos, news
• Distribution partners – Microsoft Windows for Adobe (Flash, Acrobat, etc.)
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Oefening
1. Geef in het SPM competence model aan welke product planning en portfolio management processen je al hebt geïmplementeerd in je organisatie.
2. Geef aan welke processen je wil gaan implementeren of verbeteren.
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ISPMA Raamwerk Strategic
Management Product Strategy
Product Planning
Development Marketing Sales and Distribution
Service and Support
Corporate Strategy
Positioning and Product Definition
Product Life-Cycle Management
Engineering Management
Marketing Planning
Sales Planning Service Planning and Preparation
Portfolio management
Delivery model and Service Strategy
Roadmapping Project Management
Customer Analysis
Channel Preparation
Service Provisioning
Innovation Management
Sourcing Release Planning Project Requirements Engineering
Opportunity Management
Customer Relationship Management
Technical Support
Resource Management
Business Case and Costing
Product Requirements Engineering
Quality Management
Marketing Mix Optimization
Operational Sales
Marketing Support
Market Analysis Pricing Product Launches
Operational Distribution
Sales Support
Product Analysis Ecosystem Management
Operational Marketing
Legal and IPR Management
Performance and Risk Management
Participation Core SPM Orchestration
© ISPMA 2012
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Agenda
• Introductie • SPM competence model • Oefening & pauze
• Requirements management • Release planning • Oefening & pauze
• Product planning • Portfolio management • Oefening & pauze
• Agenda & huiswerk
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Agenda
§ Bijeenkomst 2 Requirements management
§ Bijeenkomst 3 Requirements management
§ Bijeenkomst 4 Release planning
§ Bijeenkomst 5 Product planning
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Agenda § Bijeenkomst 6
Portfolio management
§ Bijeenkomst 7 Intellectual property & Business Aspects
§ Bijeenkomst 8 Sales Channels & Offshoring
§ Bijeenkomst 9 Marketing & Scrum
§ Bijeenkomst 10 Rol van de product manager binnen de organisatie
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Huiswerk
• Beschrijf de twee belangrijkste SPM-uitdagingen die je de komende tijd zou willen verbeteren.
• Neem een typische product requirement mee.
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Cursuswebsite
http://spmcursusvoorjaar2015.weebly.com
Slides toegankelijk met wachtwoord: spm15v
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Informatie
Voor meer informatie over deze cursus kunt u contact opnemen met:
Garm Lucassen [email protected] 030 253 6311
Copyright © 2015 Inge van de Weerd, Sjaak Brinkkemper, Kevin Vlaanderen, Garm Lucassen, Universiteit Utrecht
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