SPM Cursus introductie

Introduction toSoftware Product Management

Bijeenkomst 1

Sjaak BrinkkemperGarm Lucassen

20 september 2016

Introductie inSoftware 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

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 lever je zo snel mogelijk waarde? 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://ispma.org/

4

Huiswerk

• Ter voorbereiding van de volgende bijeenkomst• Vertrouwelijk• Geen criterium voor certificaat

• Cursistenpresentaties

• Actieve deelname zorgt voor meer resultaat van de cursus

5

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 v1.2 available

• http://www.ispma.org/

6

7

VakgroepOrganisation and Information• Sjaak Brinkkemper• Slinger Jansen• Marco Spruit• Fabiano Dalpiaz• Jan Martijn van der Werf• Sergio España Cubillo• Marjan Askari• Marcela Ruiz• Floris Bex• Sietse Overbeek• Matthieu Brinkhuis• Fatma Basak Aydemir• Erik Jagroep• Wienand Omta• Garm Lucassen• Vincent Menger• Ian Shen

7

8

Onderzoeksthema

Product Software:Methodology of Development, Implementation and Entrepreneurship

3 onderzoekslijnen– Development Methodology– Implementation and Adoption– Entrepreneurship

8

Teamintroductie

• Sjaak Brinkkemper

• Garm Lucassen

9

Deelnemersintroductie

• Naam, bedrijf, functie, product

• Wat zijn de grootste problemen die je tegenkomtop het gebied van software product management?

• Wat hoop je in deze cursus te vinden?

• 11 deelnemers, 11 reacties!

10

Deelnemers (1)Verschillende functie:

• (Software) Product Manager (3)• Product Owner (6)• Architect (1)• Consultant (1)• Manager IT (1)

11

Deelnemers (2)

Product management zoals nu uitgevoerd:

– is vooral development-gericht (8x)

– is vooral marketing-gericht (1x)

– Beiden (1x)

– Nvt (1x)

12

Deelnemers (3)

Aantal jaar ervaring in huidige functie:

0

1

2

3

4

5

>1(jaar 1(,(2(jaar 2(,(5(jaar 5(+jaar

13

Deelnemers (4)

• Bedrijfsgrootte variatie:

0

1

2

3

4

5

6

7

8

0*20 21*50 51*200 200+

14

Deelnemers (5)• Klantenkring: Vastgoed, woningcorporaties, mkb, zzp,

gemeenten, GGZ, accountants, projectleiders, interne collega’s

• Producten:ERP, CRM, CMS, boekhouding, huurdersportaal, interne procesondersteuning,

• 1 overeenkomst: iedereen ontwikkeltsoftwareproducten.

15

Agenda





16

Software product management

BoardMarket

Sales

Development

Partners Customers

R&D

17

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

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

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


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


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


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

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

SPM Competence Model

25

Stakeholders

26

Internal functions

27

Requirements management

28

Release planning

29

Product planning

30

Portfolio management

31

Competence model

32

Oefening

• Vul de ‘deliverable structure’ in voor je eigenorganisatie. 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

Agenda





34

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

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

Requirements gathering

37

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

Requirements identification

39

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

Market requirements examples

41

09-08-2015

Product requirements examples

42

“As a Visitor I want to search for new events by favorited organizers

so that I am the first to know of new events”

, ,

PR to MR mapping

43

Q: Who already does this? Can you show an example of how you do this in your issue tracker?

Requirements organizing

44

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

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– Launch preparation

46

Requirements prioritization

47

Requirements prioritization

Techniques:• Voting round• Cost value approach• Features prioritization matrix• Etc.

48

Features prioritization matrix

Relative weights 2 1 1 0,5

FEATURE RelativeBenefit

RelativePenalty

Total Value

Value %

RelativeCost

Cost % RelativeRisk

Risk % Priority

1. Query invoicestatus.

5 3 13 8,4 2 4,8 1 3,0 1,345

2. Generatemonthly in-out report

9 7 25 16,2 5 11,9 3 9,1 0,987

3. Resendoutstandinginvoice

5 5 15 9,7 3 7,1 2 6,1 0,957

…

Totals 19 15 53 100 10 100 6 100 --

49

Release definition

50

Release definition

• List of selected requirements and estimated development hours

51

Release definition validation

52

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

Scope change management

54

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

Build validation

56

Build validation

• Internal validation • External validation (e.g. beta testing, pilot)• (Certification)

57

Launch preparation

58

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

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

Agenda





61

Product planning

• “to deal with the different releases each product has”

• 3 processes– Roadmap intelligence– Product roadmapping– Core asset roadmapping

62

Roadmap intelligence

63

Roadmap intelligence

• What’s going on?• Make overviews of markets, customers,

competitors, technology, partners

64

Core asset roadmapping

65

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

67

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

Short-term…

69

Planning 2015In 2015 worden een drietal releases gepland waarin diverse nieuwefunctionaliteiten worden opgenomen. Welke release in het teken van eenthema staan. De volgende releases zijn gepland:

Release Thema Onderwerpen

December 2014 / januari 2015

Jaarafsluiting 2014 en initiëren 2015

Alle noodzakelijke toevoegingen en wijzigingen om eencorrecte jaarafsluiting en jaarovergang te kunnenrealiseren. Tevens een aantal functionaliteiten, welkeniet meer in de release van 1 december meegenomenkonden worden.

1 juni 2015 De ‘werknemer’ Uitbreidingen welke direct met de werknemergegevenste maken hebben. Naast uitbreidingen van de werknemerstamkaart, met name uitbreidingen op het gebied van de personeelsinformatie gegevens.

1 november 2015 Werkstroomondersteuning

Uitbreidingen op het gebied van verdere ondersteuningbij de salarisverwerking

December 2015 / januari 2016

Jaarafsluiting Jaarwerk 2015 en jaarovergang naar 2016

… 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

PR6Beta

Q4 Q1

2016

PR1

1.3 1.4 1.5 2.0 2.1

1.0 1.1 2.0 2.1

70

External roadmaps

71

Portfolio management

• “to deal with the products in the product portfolio”

• 3 processes– Market analysis– Product lifecycle management– Partnering & contracting

72

Market analysis

73

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

Product lifecycle management

75

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

Product lifecycle management (2)

• Product lines• Techniques to maximize the lifetime value of your

product portfolio• End-of-life / sun setting strategies

77

Partnering & contracting

78

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

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

ISPMA Raamwerk

81

Agenda





82

Agenda

§ Bijeenkomst 2Requirements management

§ Bijeenkomst 3Requirements management

§ Bijeenkomst 4Product planning

§ Bijeenkomst 5Portfolio management

83

Agenda§ Bijeenkomst 6Release planning

§ Bijeenkomst 7Sales Channels & Business Aspects

§ Bijeenkomst 8Agile SPM & Intellectual Property

§ Bijeenkomst 9Offshoring & Marketing

§ Bijeenkomst 10Rol van de product manager binnen de organisatie

84

Agenda-conflict

§ Zijn de volgende alternatieven in jullie agenda mogelijk?§ Woensdag 23 november§ Dinsdag 29 november

§ Of later beginnen?

85

Huiswerk

• Beschrijf de twee belangrijkste SPM-uitdagingendie je de komende tijd zou willen verbeteren.

• Neem een typische product requirement mee.

86

Cursuswebsite

http://spmcursusnajaar2016.weebly.com/

Slides ontvang je via mail of zijn op website toegankelijk met wachtwoord: spm16v

87

Informatie

Voor meer informatie over deze cursuskunt u contact opnemen met:

Garm [email protected] 253 6311

Copyright © 2016 Inge van de Weerd, Sjaak Brinkkemper, Kevin Vlaanderen, Garm Lucassen, Universiteit Utrecht

88

SPM Cursus introductie

Education

Transcript of SPM Cursus introductie