Cursus Software Product Management - Introduction
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Slides of the course software product management given by Utrecht University
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Cursus Software Product Management - Introduction
- 1. Introduction in Software Product Management Bijeenkomst 1 Sjaak Brinkkemper Garm Lucassen 24 februari 2015
- 2. 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/ 2
- 3. Agenda • Introductie • SPM competence model • Oefening & pauze • Requirements management • Release planning • Oefening & pauze • Product planning • Portfolio management • Oefening & pauze • Agenda & huiswerk 3
- 4. 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/ 4
- 5. Huiswerk • Ter voorbereiding van de volgende bijeenkomst • Vertrouwelijk • Geen criterium voor certificaat • Cursistenpresentaties • Actieve deelname zorgt voor meer resultaat van de cursus 5
- 6. 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/ 6
- 7. 7 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 7
- 8. 8 Onderzoeksthema Product Software: Methodology of Development, Implementation and Entrepreneurship 3 onderzoekslijnen – Development Methodology – Implementation and Adoption – Entrepreneurship 8
- 9. Teamintroductie • Sjaak Brinkkemper • Garm Lucassen 9
- 10. 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 10
- 11. 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) 11
- 12. 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) 12
- 13. 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 13
- 14. Deelnemers (4) • Bedrijfsgrootte variatie: 0 1 2 3 4 5 6 7 8 9 10 0-‐20 21-‐50 51-‐200 200+ 14
- 15. 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. 15
- 16. Agenda • Introductie • SPM competence model • Oefening & pauze • Requirements management • Release planning • Oefening & pauze • Product planning • Portfolio management • Oefening & pauze • Agenda & huiswerk 16
- 17. Software product management Technologieën Scope changes Board Market Sales Development Partners Customers R&D 17
- 18. 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. 18
- 19. 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 19
- 20. 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 20
- 21. 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 21
- 22. 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 22
- 23. 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 23
- 24. 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 24
- 26. Stakeholders 26
- 33. Oefening • Vul de ‘deliverable structure’ in voor je eigen organisatie. Geef ook aan waarvoor je verantwoordelijk bent Microsoft Office Portfolio Access Communicator Excel TaalpakkettenPowerpoint ... 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 … … … … 33
- 34. Agenda • Introductie • SPM competence model • Oefening & pauze • Requirements management • Release planning • Oefening & pauze • Product planning • Portfolio management • Oefening & pauze • Agenda & huiswerk 34
- 35. 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? 35
- 36. 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 36
- 38. 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. 38
- 40. 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 40
- 43. PR to MR mapping 43
- 45. 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 45
- 46. 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 46
- 48. Requirements prioritization Techniques: • Voting round • Cost value approach • Features prioritization matrix • Etc. 48
- 49. 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 -- 49
- 51. Release definition • List of selected requirements and estimated development hours 51
- 53. 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 53
- 55. 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.) 55
- 57. Build validation • Internal validation • External validation (e.g. beta testing, pilot) • (Certification) 57
- 59. 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 59
- 60. 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. 60
- 61. Agenda • Introductie • SPM competence model • Oefening & pauze • Requirements management • Release planning • Oefening & pauze • Product planning • Portfolio management • Oefening & pauze • Agenda & huiswerk 61
- 62. Product planning • “to deal with the different releases each product has” • 3 processes – Roadmap intelligence – Product roadmapping – Core asset roadmapping 62
- 64. Roadmap intelligence • What’s going on? • Make overviews of markets, customers, competitors, technology, partners 64
- 66. Core asset roadmapping • Management and development of a Core asset base • Examples: – Software components – Executables – Databases – Functional designs – Product documentation – Test cases 66
- 68. 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 68
- 69. Short-term… 69
- 70. … or long-term? (External) commitmentCommit 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 70
- 72. Portfolio management • “to deal with the products in the product portfolio” • 3 processes – Market analysis – Product lifecycle management – Partnering & contracting 72
- 74. Market analysis • Market research – Focus groups – Surveys (postal/mail/telephone) – Customer panels – Observation via Support, Services, Sales & Marketing – … • Competition analysis • Research firms – Gartner – Forrester – … 74
- 76. 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 76
- 77. Product lifecycle management (2) • Product lines • Techniques to maximize the lifetime value of your product portfolio • End-of-life / sun setting strategies 77
- 79. 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.) 79
- 80. 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. 80
- 81. 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 PlanningProject 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 81
- 82. Agenda • Introductie • SPM competence model • Oefening & pauze • Requirements management • Release planning • Oefening & pauze • Product planning • Portfolio management • Oefening & pauze • Agenda & huiswerk 82
- 83. Agenda § Bijeenkomst 2 Requirements management § Bijeenkomst 3 Requirements management § Bijeenkomst 4 Release planning § Bijeenkomst 5 Product planning 83
- 84. 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 84
- 85. Huiswerk • Beschrijf de twee belangrijkste SPM-uitdagingen die je de komende tijd zou willen verbeteren. • Neem een typische product requirement mee. 85
- 86. Cursuswebsite http://spmcursusvoorjaar2015.weebly.com Slides toegankelijk met wachtwoord: spm15v 86
- 87. Informatie Voor meer informatie over deze cursus kunt u contact opnemen met: Garm Lucassen g.lucassen@uu.nl 030 253 6311 Copyright © 2015 Inge van de Weerd, Sjaak Brinkkemper, Kevin Vlaanderen, Garm Lucassen, Universiteit Utrecht 87