Project, Program, and Portfolio management are necessary, but not sufficient in most organizations. The missing element? A Product perspective. Viewing the software we work on not just as a collection of projects, but as a product that moves through a lifecycle is essential to good portfolio management and true delivery on business value. Product Owners, Project Managers, Program Managers, and IT Portfolio Managers often lack this critical perspective, evidenced by frequently-changing roadmaps and continuing dissatisfaction from business stakeholders. About The Speaker: Linda Merrick specializes in Agile and Lean software product management as a consultant, trainer, and coach. She is a partner and senior consultant at Pivotal Product Management in Seattle and works with product management teams throughout the US. She is a Certified Product Manager (CPM) and Agile Certified Product Manager (ACPM). She's also a certified Scaled Agile Framework Program Consultant (SPC). Upcoming Events Reserve your seat for the next AIPMM webinar. Visit: http://aipmm.com/aipmm_webinars/. Want To Certify Your Team? If you have a product team of 10 or more that you want to certify, contact us at certification@aipmm.com. About AIPMM The AIPMM is the hub of all things product management. It is where product professionals go for answers. With members in nearly 70 countries, it is the worldwide certifying body of product team professionals. It is the world's largest professional organization of product managers, brand managers, product marketing managers and other product team professionals who are responsible for guiding their organizations, or clients, through a constantly changing business landscape. AIPMM's certification programs are internationally recognized because they allow product professionals to demonstrate their expertise and provide corporate members an assurance that their product management and marketing teams are operating at a high competency level. Visit http://www.aipmm.com. Call For Speakers: http://bit.ly/1b006vm Subscribe: http://www.aipmm.com/subscribe LinkedIn: http://www.linkedin.com/company/aipmm Membership: http://www.aipmm.com/join.php Certification: http://aipmm.com/html/certification Articles: http://www.aipmm.com/html/newsletter/article.ph

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2. © AIPMM 2014
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3. The Hub Of All Things Product Management
 Founded 1998, AIPMM has certified product team
professionals in nearly 70 countries
 World’s largest professional association for product
management, product marketing, and brand management
 Provides globally recognized certifications:
• Certified Product Manager
• Certified Product Marketing Manager
• Agile Certified Product Manager
• Certified Innovation Leader
• Certified Brand Manager
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6. Today’s Speaker
Moderator:
Hector Del Castillo, AIPMM
Presenter:
Linda Merrick, CPM, ACPM, SPC
Pivotal Product Management
+1-425-806-6982 | 866-647-5397
lindam@pivotalpm.com
www.pivotalpm.com
© AIPMM 2014
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7. The Missing P:
PRODUCT
Linda Merrick
Pivotal Product Management
LindaM@PivotalPM.com

8. What’s so different about
“product”?
“A project is by definition an endeavor to reach
specific goals at a certain point in time with
limited resources. It is temporary by nature.
The goal of product management is not to reach a
certain goal or deadline, but simply to keep the
product in the market as long and as profitably as
possible with limited starting resources. Before
these starting resources are gone, the product
should earn enough money to feed itself and
grow.” Jens Coldewey | Apr 23, 2013
http://blog.cutter.com/2013/04/23/project-culture-product-culture-and-gaming-theory/
Emphasis mine
© 2013 Pivotal Product Management, LLC
8

9. Project vs. Product
© 2013 Pivotal Product Management, LLC
9

10. Short-term vs. Long-term
Thinking
• Project Manager:
That’s going to be a
problem down the
road – but
somebody else’s
problem, not mine.
• Product Manager:
How will it affect
profit to fix it now,
vs. fix it later?
• Project Portfolio
Manager: How do I
maximize value
within this year’s
budget?
• Product Portfolio
Manager: How do I
invest to maximize
value across our
strategic horizon?
© 2013 Pivotal Product Management, LLC
10

11. Whose job is it to think
this way?
– Which stakeholder is
responsible for
product/application
strategy?
– Which stakeholder owns
the budget?
© 2013 Pivotal Product Management, LLC
11

12. Two concepts missing from
Project/Program/Portfolio
Product Life Cycle
Product Strategy
© 2013 Pivotal Product Management, LLC
12

13. PRODUCT LIFE CYCLE
© 2013 Pivotal Product Management, LLC
13

14. Sales/Value
Product/Market Life Cycle
Stage of
product
life cycle
Introduction
© 2013 Pivotal Product Management, LLC
Time
Growth
Maturity
Decline
14

15. PRODUCT STRATEGY
© 2013 Pivotal Product Management, LLC
15

16. Align Development with
Business Strategy
• Product managers do this as core function
• If you don’t have them, then you need to send folks to live
and learn the business (why Product Owners were invented)
16
© 2013 Pivotal Product Management, LLC

17. Elements of a Product
Strategy Statement
Primary objective
Key strategy for achieving the objective
Target segments (or user groups)
Target competitors (or alternatives)
Positioning (how you’ll be better than alternatives)
Marketing mix (4Ps)
Required resources and functional programs
© Pivotal Product Management, LLC
17

18. 3. Cash Cow
2. Star
• Identify customers &
requirements
• Innovate to meet market
requirements & differentiate
1. Question Mark
• Product & process
development
• Customer reaction
Low
Market Share
High
Boston Consulting Group
Growth-Share Matrix
High
© Pivotal Product Management, LLC
• Keep costs low
• Control business
relationships
• Hold share & margins
4. Out to Pasture
• Improve profit by cutting
costs &/or gaining customers
• Low innovation, plan for
retirement
Market Growth
Low
18

19. PLC Stages & Strategies for
Internal Applications
Sales
Volume (Revenue or Units)
PLC Stage
Introduction
Growth
Maturity
Decline
Time
Phase
Introduction
Growth
Maturity
Decline
Customer
Goal
Validate planned
benefits
Maximize benefit
Minimize TCO
Replace it
Product
Basic/MVP
Build toward
“complete”
Reduce issues, steady
state
Dated, unstable,
un-supported
platforms
Investment
Enough to prove
value
Maximize value
Maximize ROI
Don’t spend any
more!
Prioritization
Highest business
value in least time
Next level business
value
Stability, supportability
Critical bugs only
Launch
Strategy
Pilot: educate,
validate
Full roll-out, fast
adoption, frequent
updates
Update only as needed
to meet customer goal
None!
© 2013 Pivotal Product Management, LLC
19

20. Sales
PLC Stages & Strategies for
Commercial Products
Profit
Introduction
Growth
Customers
Innovators
Early Adopters
Middle Majority
Laggards
Customer
Goal
Competitive
edge via risk
Safety, pain
avoidance
Safety, pain avoidance
and a good price
Don’t want it,
regardless
Marketing
Objective
Awareness/
trial
Market share
Maximize profit
Retire/replace
Product
Basic
Extensions
Full line
Best sellers
Price
Intro/skimming
Penetration
Competitive
Maintain profit
Distribution
Selective
Broaden
Extended
Profitable only
Promotion
Targeted;
educate
Broader;
differentiate
Sustaining; loyalty
Minimize
From Kotler, Marketing Management
Maturity
Decline
Time
PLC Stage
20

21. Different Strategies Imply
Different Roadmaps
Strategy: Lowest
environmental impact.
Tactic: Bike – 55 min.
Route: Burke-Gilman Trail
© 2013 Pivotal Product Management, LLC
Strategy: Fastest.(year-round).
Fastest
Tactic: Car – 20 min.
Route: I-5/Sand City Way
I-5/Lake Point Way
21

22. Edge Strategic Roadmap
Features
Themes
Key
Dates
Q2 ’13
Q3 ‘13
ALA June 24
Q4 ’13
Q1 ’14
AASL Nov 14
Q2 ‘14
ALA, June
Take
Assessment
(Soft Launch)
Share
Results, Act,
Incorporate
feedback
Compare
Results
(National
Launch)
Assessment
Update
2014
National
Launch
• Take
Assessment
• View/Print
Scores,
Recommendations, Action
Items
• Executive
Tools
• Sharing
permissions
• SSO Adobe
Connect
• Peer
comparison
reports
• Scale to 2000
• Implement
new version
• UX enh.
• Year-to-year
comparison
• Scale to
5000
Maturity
Growth
Introduction
© 2013 Pivotal Product Management, LLC
22

23. Conclusion
• Taking a broader view sets more realistic
expectations for short- and long-term
budgeting
• Aligning application strategy with business
strategy delivers most effective use of scarce
resources
© 2013 Pivotal Product Management, LLC
23

24. Pivotal Product
Management
Linda Merrick, CPM, ACPM, SPC
Mara Krieps, CPM, ACPM, PMP
2006 & 2007 AIPMM “Excellence in
Product Management Education” award winners
2009 “Top 100 Women in Seattle Tech”
by TechFlash
Combined 40+ years in PM and Marketing
Working product managers
Advisors and former instructors, UW Software Product
Management Certificate Program
© 2013 Pivotal Product Management, LLC
We deliver product
management skills
assessment, training,
consulting and
coaching for greater
product success.
24

25. Q&A
Moderator:
Hector Del Castillo, AIPMM
Presenter:
Linda Merrick, CPM, ACPM, SPC
Pivotal Product Management
+1-425-806-6982 | 866-647-5397
lindam@pivotalpm.com
www.pivotalpm.com
© AIPMM 2014
www.aipmm.com

26. Upcoming Courses
Course & Location
Dates
ACPM® Certification Prep Course & Exam
San Jose, CA
Jan 24, 2014
McLean, VA
Mar 7, 2014
CPM® Certification Prep Course & Exam
San Jose, CA
McLean, VA
Jan 20-21, 2014
Mar 3-4, 2014
CPMM® Certification Prep Course & Exam
San Jose, CA
Jan 22-23, 2014
McLean, VA
Mar 5-6, 2014
Days Time
F
F
8:30 am – 5 pm
8:30 am – 5 pm
T, W
M, T
8:30 am – 5 pm
8:30 am – 5 pm
W, Th 8:30 am – 5 pm
W, Th 8:30 am – 5 pm
Follow the links above for more information, or contact:
certification@aipmm.com.
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27. Please Join Us Again!
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