NUS-ISS Learning Day 2016 - Productisation - The New Thinking in Managing Stakeholders and IT Systems

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PRODUCTISATION
Product Thinking - The new thinking
in managing stakeholders and
applications
17 July 2016 / Daniel Boey S.K.
Learning DayProduct-Thinking-v1.0.pptx
© 2016 National University of
Singapore. All Rights Reserved
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Daniel Boey
Chief Project Management Practice
MBA, NUS BSc(Hons) (Comp Sc & Info Sys) NUS,
PMP, CITPM (Senior), COMIT, CSM, P3O
Daniel currently heads the Project Management practice in ISS, NUS. He
teaches and consults in project management and IT outsourcing practices
and works closely with many clients in developing customised training
programs for their staff development. Daniel has over 19 years of IT
experience in product development, testing, quality and project
management. Prior to joining ISS, he was the Director of operations of a
multinational company which holds the resource, quality and project
management office. He has also held various management positions as
department Head of e-Business, project management, operations and
process quality.
Besides running professional courses in project management, Daniel also consulted many
companies and organizations in delivering customised training such as Citibank, Ministry for Home
Affairs, Singapore Changi Hospital, Central Provident Fund Board, United Overseas Bank,
Oversea-Chinese Banking Corporation, Atos Origin, TetraPak, Sony, Yokogawa Engineering,
Singapore Computer Systems, HP, Integrated Health Information Systems , URA, VISA and IDA.
These training sessions were delivered in China, Brunei, Malaysia, Maldives and Singapore.
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Definition of the P3M
Org/IT
Strategy
Portfolio
Management
Program
Management
Project Management
Strategic
Tactical A temporary endeavor undertaken to
create a unique product or service
A temporary endeavor undertaken to
create a unique product or service
Centralized management of a group of
projects or programs to facilitate
effective management to meet strategic
business objectives (E.g. Risk & Returns)
Manage a group of related projects in a
coordinated way to obtain benefits and
control not available from managing them
individually. Effecting organisational
change to deliver business benefits of
strategic importance
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Activities in the P3M
Org/IT
Strategy
Portfolio
Management
Program
Management
Project Management
• Initiate & Plan
• Execute
• Monitor & Control
• Close
• Initiate & Plan
• Execute
• Monitor & Control
• Close
• Portfolio scope definition
• Identify initiatives, programs and
projects, prioritize & build portfolio
• Investment, benefit, risk optimization
• Active portfolio performance
monitoring
• Organization environment adaptation
• Comprehensive program planning
• Change and risk management
• Coordinate project delivery
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Mandate, Directions, Goals, Plans,
Status, Reports, Results

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Good framework, work well all
of the time!
Are you sure?
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How About This?
Reasons:
• Common platform
providing integration
• Economies of scale on
software, hardware,
development,
operations
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Challenges, more Challenges!
• There are common requirements but
each region has other unique
requirements.
• Regional cannot understand why they
are paying for the system but it does
not meet all their needs and takes so
long!
• How do we manage the expectation of
regional stakeholders?
• How do we prioritize the regions
requirements?
• How do we charge for the
development of each unique
requirement?
• How do we justify the value of our
department or function? Can it be
done better than cost centered?
• How we do handle each region as an
internal customer?
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Next Step in Serving Internal
Customers
•Internal Product Managers managing IT
applications/systems
•Value-centered IT departments
•Use of best practices from Product
Management in managing internal
customers, projects and systems….
5 Tips on Application of Product -Thinking!
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Tip 1: See your internal users
and real “customers”
Treat each system/application
to be rolled out as a
product!
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#ISSlearnLearning DayProduct-Thinking-v1.0.pptx
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Product-Thinking - Customers
• How much do you know about the
real work that your users do?
• What kind of pressures do they
face?
• Can you anticipate their needs
without them telling you?
“It’s not the customer’s job to know what they
want“ — Steve Jobs
• Do you see them as indirect bosses
who pay you salary?
• Your customers can walk away;
perhaps “outsource” your function!

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That Would Mean You Have to…
• Do market research on needs –
• Competitors in same industry, even other
industry – what are doing?
(alternative solutions and offerings use)
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• Address the “market” needs, not
each individual customer needs!
• Have confidence to forego some
customer’s unique requirements,
especially in the first release!
In the process you also empower and
energize your team!
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Tip 2: Use Value concept
to measure each requirement, project
and department’s contribution
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Power of Value
“Make something people want…There’s nothing
more valuable than an unmet need that is just
becoming fixable. If you find something broken
that you can fix for a lot of people, you’ve found
a gold mine.”
- Paul Graham, Y Combinator
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Classification-Based Techniques
• High-Medium-Low
• 1-2-3-4-5
• MoSCoW
• Must Have
• Should Have
• Could Have
• Won't Have
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Common Prioritization Issues
• Everything is High Priority!
• How can you call this Low Priority?
• But…..
Can’t remember why this was a Must Have
…
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Cost-Benefit (Value) Analysis
Step 1 : Determine the costs and benefits of each
feature or combination of feature or feature
group
Step 2 : Determine also the Risk Exposure associated
with the development of each feature group
16Learning DayProduct-Thinking-v1.0.pptx

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Impact Maps
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Source: https://www.impactmapping.org/index.html
Goal – trying to achieve
Why are we doing this?
Actors - who can influence the outcome.
Who can produce the desired effect?
Who can obstruct it?
Who are the consumers or users of our product?
Who will be impacted by it?
Impacts- that we’re trying to create.
How should our actors’ behaviour change? How can they help us to
achieve the goal? How can they obstruct or prevent us from succeeding?
Deliverables
Scope. What can we do, as an organisation or a delivery team, to support
the required impacts? These are the software features and organisational
activities.
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Why is Value-Focus Better?
• Can benefits be manipulated by stakeholders
to get their requirements first?
• Yes, but they would also have to pay for it!
• All functions or regionals’ unique requirements
can now be prioritized.
• Whole projects can be valued the same way.
• Whole departments can compute
their added value to the organization!
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Kano Model
3 core types of needs
 Baseline Expectations – Must
haves are elements the product
cannot ship without.
 Linear Satisfiers include
requirements where the more you
have the better the product is
perceived.
 Delighters take the product beyond
simply meeting the requirements to
boosting customer satisfaction and
recommendation.
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Questionnaire Structure
• For each product feature, formulate a pair of
questions which can be answered in 5 different
ways
Question 1 :
Concerns customer
reaction if product
HAS the feature
Question 2 :
Concerns customer
reaction if product
DOES NOT HAVE
the feature
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Kano Evaluation Table
• Combine 2 questions in evaluation table to
classify product features into 6 categories
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Evaluation Categories
• There are 6 categories of product attributes:
Delighters
Linear satisfier
Baseline Expectation
Delighters
Linear satisfier

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Example – Call Centre
• Example: Speed of answer by customer
service rep
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Example – Call Centre
Source: Adapted from “Kano Model for Customer Needs” by Nitesh Verna, Xserve
Consulting
Delighters
Linear satisfier

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Caution!
Delighters -> Linear Satisfiers -> Baseline Expectations!
• Control addition of features
• Focus on functionality
• Delight your customers
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Tip 3: Marketing Your “Products”
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Marketing? To Who?
• Everybody!
• Your users, their bosses, your bosses, your
project team, partners. Why?
• Just because there is value doesn’t mean
they will know it, or remember it!
• Incrementally deliver “value-prioritized”
features/requirement wherever possible!
• Keep stakeholders excitement
(engagement!)
• Obtain continual executive/user/
regional support
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Example: Crowdfunding
The Pebble Watch
• “Sell it before you build it!”
• Benefits:
• Validation of product idea
• Funding
• Early adopters who will spread the word!
Learning DayProduct-Thinking-v1.0.pptx 28

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Tip 4: Use Product Roadmapping
concepts to manage stakeholder
expectations
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Product Roadmap
• Vision that describes the product’s evolution
over time
• A visual overview of a product’s releases and
its main components
• A communication tool to provide stakeholders
with a quick view of the primary release points
and intended functionality
© 2016 National University of Singapore. All
Rights Reserved
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Minimum Viable Product
• The MVP is used as a means to get fast
market feedback so as to adapt and evolve the
product to get it right before investing further to
address a broader market
• A commonly used approach to show a product
roadmap is the use of story maps (Jeff Patton)
• The Backbone – essential functionality
• The Walking Skeleton – smallest system that could
possibly work
31Learning DayProduct-Thinking-v1.0.pptx Source:
http://www agileproductdesign com/blog/the new backlog h
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The Grid
Singapore. All Rights
Reserved
• Group Use Cases / User Stories by features
Feature 1 Feature 2 Feature 3
UseCases/UserStories
Backbone
Walking
Skeleton

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Release 3
Release 2
Release 1
Release Planning
Singapore. All Rights
Reserved
• Slice the list!
Feature 1 Feature 2 Feature 3
UseCases/UserStories
Backbone
Walking
Skeleton
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MVP Tips
• Don’t burn your money on a product no one will want to
use!
• Validate your assumptions:
• Write articles and seek feedback
• Hold seminars
• Leverage on social media
• Remember the “minimum” in MVP!
• Perseverance and constant learning are crucial!
• Criteria of a MVP:
• Only minimum features shipped to early adopters
• Some early adopters pay money for product
• Feedback from early adopters

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Flexible Roadmapping
• Your roadmap will change over time, due to changes in
market, technology, development challenges, etc.
• Make your roadmap flexible both in TIME and SCOPE
Source: Why Your Roadmap Should Be Flexible by By Janna Bastow on March 24, 2014 (“Mind the Product”)
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Tip 5: Use Product Launch
and End-of-Life strategies
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Product Launch Strategies
• Align to the Value concept
• How best to help your new users (“customers”)
see and learn the value of your product?
• Create great first impression and impact
• Examples: Demonstration, hands-on training,
handholding, dry run
Product End-Of-Life Strategies
• How to gracefully plan to retire old systems
and migrate to new systems
• Parallel runs, withdrawal of support, plan phases,
countdown to the D-Day. Communication is key!
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Summary
• Use more product-thinking concepts
• “Market”-focus vs Individual Customer Focus
• Value, value value! – concepts to prioritize
requirements, value projects and show the
value-add your department give
• Use Roadmapping to manage the expectations
of your stakeholders
• Use product launch and end-of-life strategies
Learning DayProduct-Thinking-v1.0.pptx 38

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• Managing Business Analytics Projects (3 Days) – Coming!
• Benefits Planning & Realisation for Project Managers -Coming!
For More information,
you may want to attend
the highlighted course
QUESTIONS? YOUR CHALLENGES?
DISCUSSION
SHARING….
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© 2016 National University of Singapore. All Rights Reserved

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THANK YOU 
danielboey@nus.edu.sg
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NUS-ISS Learning Day 2016 - Productisation - The New Thinking in Managing Stakeholders and IT Systems

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