Product Management And Service Delivery Process - FlackVentures Example

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Product Management and Service Delivery Process

A FlackVentures Process ExampleJanuary 2002


PMSD Process Key Ideas

• Multiple Revision Phases to create the PMSD Process – Phase One is the foundation– Phase Two is providing

efficiencies• “Bookend” Phases – Strategic

Planning and Lessons Learned– If these are not done and done

well, the process fails• Communication

– Over-communication to start• better to over communicate than

to not communicate enough

• Collaboration is absolutely KEY– Sales with Marketing and visa

versa– Product Management with

Business Representatives and visa versa

– Development with Sales and visa versa

– Etc….• FACTS and nothing but the

FACTS– Decisions must utilize factual

information, be documented, and communicated thoroughly

– conscious decisions only


Corporate Process Development

Marketing SalesProduct

ManagementCustomer

CareTechnical

Operations

HR FinanceMISFacilities Legal

Corporate Services

Technical Development

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Business Operations Development

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DevelopmentChannel

Management


Re-Development Focus – Phase 1

• Stakeholders in the Prometric Technology and Service Delivery process to be interviewed– Marketing/Strategy, Sales, Channel Management, Product

Management, Client Services, Development– Issue areas to be discussed

• Focus and Priority

• Requirements Management

• Quality

• Communication

• Process and Documentation (Participation, Change management, Feasibility, Flexibility, Metrics, Technology/Service Reviews, Training etc.)


Creating a Methodology Not Just a Process

• A lifecycle methodology enforces some very important processes that deliver critical value to Service Delivery. Some key contributions are:– Business driven goals (e.g. profit, performance, credible schedules,

resource effectiveness….)– Roles and responsibility clarification (e.g. delegation, decision

making, optimization….)– Organizational effectiveness (e.g. resource structure for task, enable

cross functional efforts….)– Planning enforcement at the beginning before major resources

committed – Continuous learning enabled that builds core competency in credible

delivery plans.


Combining History With Best Practices

• Solid up-front PLANNING, both market and technical, before development begins

• A strong MARKET ORIENTATION and attention to the voice of the customer throughout – early engagement of Sales, Marketing, and Customer Service

• Sharp, early technology/service DEFINITION, before development begins

• CLEAR GO/NO GO decision points throughout the process, where technology/service projects really are killed or phases are revised for further details, clarification, or consensus

• A focus on QUALITY of execution – key activities carried out in a quality fashion

• A complete and thorough PROCESS, but also a flexible process, as dictated by the nature and risk of the project


PMSD Methodology

• Standard, repeatable processes and documents will improve our ability to deliver quality, marketable technology and services in a timely manner:

– Step-by-step approach w/ checklists• Process guide for each step • Templates as needed for each step• Checklists to ensure completeness and quality

– Pre-defined structure • Standard formats• Process and document change control• Naming, numbering conventions • Storage, retrieval conventions

– All the templates work together • Refer to each other as necessary • Hyper linked for web access

– Uses modern, known tools and models • MS Office Suite, MS Project


Sample Enhancements to the Process

• Technology/Service Launch Readiness• Issue: lack of timely and complete product information prior to and

after launch – Communications Plan is developed and utilized from the beginning of

the Service Delivery process to keep stakeholders informed.– Standard, predictable, and consistent approach to each

technology/service release effort with the use of step-by-step processes, templates, and checklists

– Decision Point Meetings will require documents to be complete and approved before sign-off.

– Marketing is engaged in the Discovery and Scope phase and marketing strategy is requested in the business case phase.

– Sales training is standardized to include the same information release to release. Training is scheduled 14-30 days in advance of launch.

– A training plan is created in the development phase to make sure that all relevant parties are trained at the appropriate time


Sample Enhancements to the Process (cont’d)

• Productivity • Issue: Unnecessary time spent on products that will fail to sell or produce revenue • Issue: Creating documentation/doing steps that are unnecessary

– Up-front work in the Discovery and Scope Phases will reduce the risk of failure– Reviewing past projects, reporting on Lessons Learned, completing the analysis, and making

sound corrections to our future product efforts will reduce risk.– Risk Management will inform decision makers of possible failure points and enable them to make

Risk Mitigation Plans and decisions.– Clear decision points, early project cost analysis and periodic risk assessments facilitate making

decisions to stop further work on a risky project.– Templates are easy guides for creation of documents.– Process is flexible so that unnecessary documentation or steps that are not applicable need not

be created/followed (project plan template helps to identify what is needed and what is not while maintaining the credibility of the process).

– Communication will be improved by the standardized templates making absorbing and assessing information easier and by a adhering to a communication plan that will keep internal and external entities informed

– Tools will improve the process• Templates will speed document creation and information sharing • Project management training will be given to improve employee skills


Ongoing Development of Skills• Project Management

– Learning how to manage a technology and service release project is the most important key to a successful launch. From scope to time to resources to quality, any member of the PMSD Team must be aware and manage these aspects expertly.

• Teamwork: – Being a good team member means putting

the good of the team ahead of any personal ambitions and agendas. It means respecting other opinions, hearing people out and involving everyone in finding a solution.

• Communication skills: – From answering the phone, writing e-mail or

putting together a proposal, how well a team member carries a point across will affect others’ perceptions of their abilities.

• Running meetings: – Learning how to facilitate meetings and

manage group interactions is an important first step to becoming a team leader.

• Leadership: – A strong leader understands team dynamics

and harnesses the diverse energies within an organization and pulls everyone together.

• Problem-solving: – To some, problem solving comes instinctively.

To others, it’s not so natural. The key is to find a process that works and apply it.

• Customer service: – From dealing with difficult people to making

customers feel valued and important, customer service means that the customer should always feel like they’re No. 1. Just remember: If we don’t treat them right, someone else will.

• Presentation skills: – These skills are a must for any situation, from

running a meeting, pitching a technology or solution or justifying getting funding for a new project.


Technology and Service Delivery Lifecycle Flowchart

Process assumes “GO” decision from beginning to end

Discovery

Release and

ReviewScope

BusinessCase

Design/Develop

QualityAssurance

Pre-Release

DP2

DP1

DP3 DP4 DP5

DP6

End of Life

Early Adopter Program

Proof ofConcept

Typically 1-6 months – Depending on Complexity and Risk

NewUpgrade?

NewVersion?

New Product?

MonthlyPlanning and

DecisionMeeting

MonthlyReview

and PlanningMeeting

1

2

3


Product Lifecycle – Discovery and Scope

QUALITYASSURANCE

BUSINESSCASE

DESIGN ANDDEVELOPMENT

PRE-RELEASERELEASE AND

REVIEW

SERVICE DELIVERY

DISCOVERYAND SCOPE

PLANNING REVIEW

Deliverables: Milestones: Stakeholders: Key Responsibilities

Product Vision Complete

Preliminary Market Assessment complete

Preliminary Cost/Benefit Analysis complete

Preliminary Technical Assessment Complete

Project Scope Complete

Decision Point 1 Complete

Risk Assessment Complete

Decision Point 2

Sales Customer Service Strategy/Marketing New Business

Development Executive

Management

Have vision and see big picture.

Listen, analyze, align, commit

Conceive of new ideas that will satisfy a customer need and be profitable for Prometric.

Articulate vision and benefits to management

Advocate quality ideas and quickly drop problem products

Complete Business and Technical Evaluation of technology and service concept to proceed to next phase

Customer and Market Needs Identification

Solution Concept Identification

Financial Impact Analysis

Risk Assessment

Optional Proof of Concept Plan (NA)

Resources:

Customer Market Channel Services Product

Management Development


Discovery Phase Philosophy

• Breakthrough Idea Generation and Capture– From all areas of the

corporation– From our Customers and

Potential Market– Reviewed throughout the year– Priority Driven

• Strategic Focus– How does the Idea fit into the:

• Corporate Strategy• Market Strategy• Financial Goals• Product Line Strategy

• Solution Based Categorization– How does it fit into the existing

solutions and portfolio Suites?– Is it the start of a new Solution

Set?• Voice-of-the-Customer/Market

– Working closely with core customers

– Innovative thinkers and market leaders

• Decision Point Meetings are executive level and occur regularly on a Quarterly Basis or on-demand (emergency/highest priority)


Scope Phase Philosophy

• Preliminary Market Assessment– Assess Market Attractiveness and

Potential– Gauge Product Acceptance– Determine competitive situation– Shape the “idea” into a tentative

product • Preliminary Vendor Analysis

– Who are the market drivers in this product line? What are our competitors using?

• Preliminary Technical Assessment– Establish rough technical and

performance objectives– Undertake a very preliminary feasibility

study– Pinpoint possible technical risks

• Preliminary Business and Financial Assessment

– A sanity check: estimates of expected sales, costs, and required investments

– Rudimentary and quick check of the business rationale and financial prospects

– Strategic and competitive rationale for the product are mapped out

• Priority Driven– Timeline, resources, people and

person-days, deliverables, and milestone dates are approved

• Decision Point Meetings are executive level and occur regularly on a monthly Basis or on-demand (emergency/highest priority)


Outcomes – Discovery and Scope

• Outcomes during Discovery and Scope:– Product Sponsor identified – Business Strategy/Product Context understood including a high level

assessment of the Marketplace, customer requirements, and competitive situation

– Link to “Wow Factor” present – Expectations expressed in terms of Time, Resources, Scope, Quality

and preliminary approval of initial commitment of resources/money granted

– Rough business case stated – Product Mission drafted – Rough Product and Project and Boundaries understood including high

level technical feasibility and product/project risks– Nature of project determined: Accelerated or Normal– Approval from Executive to proceed


Product Lifecycle – Business Case

QUALITYASSURANCE

BUSINESSCASE



REVIEW

INTEGRATED SERVICES DELIVERY

DISCOVERYAND SCOPE

PLANNING REVIEW


Product Definition Complete

Product Justification Complete

Product Plan Complete Product

Communications Strategy Complete

Requirements Definition Document Complete

International Compliance Plan Complete

Decision Point 3 Product Kick-Off

Meeting Complete

Product Management

Finance Executive

Management

Product Business Case

Pricing and Packaging Plan

Detailed Project Plan and Schedule

Communications Plan Requirements

Definition Document including provisioning and billing considerations

International Compliance Plan

Resources: Marketing Product

Development Sales Legal SD&O Management

Research, analyze, document, commit

Quality Product Justification

Financial Justification Design/Development

pre-work Complete Stakeholder

Buy-In Signoff from

Executive Steering Committee


Business Case Phase Philosophy • Product Definition is completed

– The “for whom” and “what” questions are answered

– Detailed Product Scope and Concept– Customer Benefits and Market

Positioning Strategy– Product Features, attributes,

customer/business/technical requirements, and high-level specs

• Product Justification is completed– The “why” questions are answered– Corporate Investment justification– Review of the business, financial,

profitability, and risk considerations– Strategic rationale, competitive

advantage, leverage, and market attractiveness

– Partnering and outsourcing considerations

• Project Plan – the path to success – is completed

– The “how” and “by whom” questions are answered

– Plan of action from development to release to review plan

– Money, people and equipment are defined

– Launch date is specified– Plans for preliminary Market Launch

and for Operations and Support – All dates are tentative– Solid dates, activities, events, and

milestones are provided during the Design and Development Stage

• Decision Point Meetings are at Product Sponsor and PMSD Product Team level and occur regularly on an “as-needed” basis


Outcomes – Business Case

• Outcomes during Business Case:– Product/Project Business Plan that describes a new project for inclusion in the

corporation portfolio of projects. – The Business Plan delivers a repeatable and consistent set of information, which

is very helpful for objective and fast evaluation, comparison and decision-making by senior management.

– The format ensures that the project’s business objectives and contribution are documented.

– Business Case phase will provide complete justification for the product and and assess the priority for launch. The business case will include such information as:

• Product scope and target market• Fit with corporate strategy • Profitability analysis• Market and Competitive situation and time to market window of opportunity • High level impact analysis• Risks


Product Lifecycle – Design and Development

QUALITYASSURANCE

BUSINESSCASE



REVIEW


DISCOVERYAND SCOPE

PLANNING REVIEW

Deliverables: Milestones: Stakeholders: Key Responsibilities Functional Requirements

Approved Development Software/

Hardware Preparation Completed

Documentation Preparation Completed

Design & Development Completed

Final Documentation and Handoff Completed

Training Material Developed Marketing strategy

developed Decision Point 4

Development Product

Management Project Team

Members

Participative, technical, and committed

Quality Product Design and Development

Cooperative and Cross-Functional Environment

Realignment of goals as needed

Process Flows from customer contract signature through post implementation support

Design and Development Plans and Documents

Training Strategy Technical Support

Strategy Marketing Strategy Resources:

Sales Finance Marketing


Design and Development Phase Philosophy• Development Efforts

– Business Case is translated into concrete deliverables

– Continual feedback is sought from the PMSD Product Team during both design and development

– Product Development follows Quality Standards

– Comprehensive Test Plans are developed

• Finely detailed with Operations for Acceptance Testing

– Make every effort to reduce cycle times– Develop Operations Strategies and

Plans for future phases• Operational Acceptance • Training• Technical Support

– Decision Point Meetings are at Product Sponsor and PMSD Product Team level and occur regularly on an “as-needed” basis

• Parallel Business efforts– Market Development – monitor and

research the market and competitive situation to reaffirm Business Case

– Resolve any Intellectual Property Issues – Reaffirm your Technology Protection Strategy

– Production and Operations Process – Production Costs and Capital Expenditures are firmly understood and agreed to

– Update Business and Financial Analysis


Outcomes – Design & Development

• Outcomes during Design and Development Phase:– Design Architecture or Prototype– A Critical Design Review (CDR). This review is held when a design

architecture or prototype exists that everyone can huddle around and constructively criticize.

– Development Plan document that summarizes the project goals and the major activities across the different functional groups necessary to achieve those goals.

• Includes sections for describing major activities of the project, including activities that are sometimes neglected during planning.

• Identify resources and tasks as the Team creates a more detailed plan and work breakdown.

– Operational considerations are identified and appropriate departments are engaged

– Business units including marketing and sales are engaged to start planning for launch and appropriate marketing activities


Product Lifecycle – Quality Assurance

QUALITYASSURANCE

BUSINESSCASE



REVIEW


DISCOVERYAND SCOPE

PLANNING REVIEW


Functional Testing Complete and Accepted

Performance Testing Complete and Accepted

Support Acceptance Test and Validation Complete and Accepted

Decision Point 5

Development Project Team

Members Channel Services Client Services Product

Management

Participative, technical, and committed

Quality Product Test and Validation

Cooperative and Cross-Functional Environment

Automated Tests as much as possible

Realignment of goals as needed

In-House and Customer Product Test Plans

Performance Test Plan and Results

Standard Operating Procedures for Implementation and Support

Quality Acceptance Review

Resources:

Sales Finance


Quality Assurance Phase Philosophy• Testing is not an afterthought – it is

our gauge for continued success. Make sure enough time is devoted to testing.

• Test and Validate throughout Lifecycle

– If there is appropriate levels of collaboration and participation from the Core PMSD Product Team during the Design and Development Phase, the Product will be partially approved before the QA Phase via continuous involvement

• Provide final and total validation of the entire Product Release Project

– The Actual Product– The support needed for the product– The Marketing plan for Release to

Sales

• Technical and Client Support Validation and Acceptance is absolutely KEY to a successful Product Release

– Not only should the Product work right in the lab or development department, but it must also work right when the customer uses it and abuses it.



Outcomes– Quality Assurance

• Outcomes during Quality Assurance Phase:– Test Results– Formal review of open issues and decision making regarding which

ones must be corrected before going to Pre-Release. – Support documents updated for the new product

• Eg. Support SOPs, Pre-sales processes, billing processes, etc.

– Release of the product for market launch based on a thorough understanding of the product's true state.


Product Lifecycle – Pre-release

QUALITYASSURANCE

BUSINESSCASE



REVIEW


DISCOVERYAND SCOPE

PLANNING REVIEW


Business Plan Complete

Marketing and communications plan complete

Support Matrix Complete

Std. Operating Procedures Complete

Training Complete Decision Point 6

Product Management

Marketing Channel Services Sales Client Services Project Team

Members Executive Mgt.

Transfer quality product and information to Client Services, Channel, and Sales

Final Decision Point – Go/No Go

Finalized Product / Business Plan

Product Maintenance and Support Documents

Sales Collateral and Documentation

Training Guides Market Launch

Communications Plan

Launch checklist

Optional Pilot Project Plan and Review

Resources:

Finance Legal Development


Pre-Release Phase Philosophy

• Throughout the lifecycle, the PMSD Product Team has been developing plans for releasing a Product for Sale and Support. In the Pre-Release Phase, the plans become reality.

• Each Team has a stake in the success of the product. If the planning is complete and the plans are well communicated, there is a much higher probability for success.– Teams are fully trained and have appropriate support documentation available. – Teams are fully aware of the business reasons for the product. – Teams have had full involvement in the decision-making process.– Teams feel comfortable with the quality of the product and supporting work



Outcomes – Pre-Release

• Outcomes during Pre-Release Phase:– A completed product that is ready for market. – Preparations for customer implementation and support are made

and all relevant parties are prepared.– Marketing activities are ready to announce and release the product. – Decision Point - Ensure that sufficient work has been completed in

the current Product phase to allow the Product to be released


Product Lifecycle – Release and Review

QUALITYASSURANCE

BUSINESSCASE



REVIEW


DISCOVERYAND SCOPE

PLANNING REVIEW


Metrics and Gathering decided

Marketing activities conducted

Lessons Learned Meeting

30 Day Review Meeting



Optional: End of Life Plan and Review

Marketing Product

Management Client Services Channel Services Sales

Continuous Improvement

Success Measurement

Concept Validation Product End of Life

Decision

Sales and Support Execution

Product Procedures Improvements and Efficiencies

Support, Sales, Financial and Product Maintenance Metrics

Resources:

Development Executive

Management Project Team

Members


Release Phase Philosophy

• It is time to execute on all the plans, strategies, training, work, and product development

• Via PMSD Product Team involvement and collaboration, each team is satisfied that this product will reach, and exceed, the Business Case expectations

• If there are any misgivings, speak now or forever hold your peace.

• Decision Point Meetings are at Product Sponsor and PMSD Product Team level (depending on the priority, risk, and costs involved, executive level may be needed) and occur regularly on an “as-needed” basis


Review Phase Philosophy

• Continuous Improvement is KEY to the future success of Product Releases– Lessons Learned Meeting and Follow-up after major Product Releases (and as

determined by the Core PMSD Team)– 30/60/90 Day Reviews of Product after first sale– Long Sales Cycle – Reviews with Sales to ensure they have what they need to close

the sale• Clear metrics are essential and gather/review/analysis of the metrics are

imperative• Product Management has clear responsibility of the Profit/Loss of a Product• Product Management has clear responsibility of the Product RoadMap

(including end-of-life strategy)

• Timing is everything in our Business– Constant review of the Market– Constant defining and redefining of the Target Market– End-of-Life Strategy


Outcomes – Release & Review

• Outcomes during Release & Review Phase:– Released Product for General Availability– Continuous Improvement of the product– Success Measurements gathered and monitored– Product roadmap developed and maintained

• Product End of Life Decision


Setting the Stage for the Future

• Corporate Change - the Ultimate Challenge– Philosophical and Mind-set– We are changing the way we do business with each other– Lots to change, lots to do, lots to accomplish – Full organization support and

assistance needed– It’s ok to make a mistake once, but learn from it, help each other to prevent

mistakes– Allow your teams to get the work done – they are to be quality driven– Everything is a balancing act – time, cost, effort, resources – except Quality

• Support your PMSD Product Teams to:– Have the courage to say “no, but yes if…” – Make decisions with facts, not feelings– Arrive with solutions, not complaints– Be a part of the solution, not leave it others

Product Management And Service Delivery Process - FlackVentures Example

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Transcript of Product Management And Service Delivery Process - FlackVentures Example