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Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
Portfolio Management - Figuring Out How to Say When and Why
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Portfolio Management - Figuring Out How to Say When and Why

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  • 1. Portfolio Management Figuring Out How to Say When and Why
  • 2. What is Portfolio Management, and Why Should I Care?Levels of PlanningStrategicVisionRoadmapReleaseTacticalIterationDailyClip  from  Powers  of  Ten  (1968),  by  Charles  and  Ray  Eames,  distributed  by  YouTube  
  • 3. What Happens If You Don’t Deal With Portfolio Management?Johanna  Rothman.    March  2011.  Manage  Your  Project  Por4olio,  The  PragmaGc  Programmer,  LLC.    Page  31.  
  • 4. How Proper Portfolio Management Helps The Organization.Johanna  Rothman.    March  2011.  Manage  Your  Project  Por4olio,  The  PragmaGc  Programmer,  LLC.    Page  30.  
  • 5. Definitions of TermsProduct LineProductProjectRoadmapWaypointRelease PlanClip  from  Mechanical  Principles  (1930),  by  Ralph  Steiner,  distributed  by  YouTube  
  • 6. The Difference Between Roadmapping and Release PlanningRoadmap Plans Product and features driving pro ts over time Marketing may have tendency to state dates with “wish and desire” Does not take all development realities and matrix effects into accountRelease Plans Technical realities force dates Need to address dependency issues and matrix issues
  • 7. Good Planning is Relaxation On A System of ConstraintsConstraints Faced Risk tolerance Resources Uncertainties Need to perform and meet unreasonable expectationsThese constraints form the boundarieson an acceptable solution.One needs Agile honesty andtransparency to understand and thenrelax the constraints to allow for anacceptable solution.
  • 8. Justifying a Product Backlog OrderingStrict Scrutiny Test Extremely exacting – can you prove beyond all reasonable doubt?Rational Basis Test Low level of scrutiny – can you come up with some story that isn’t certi ably insane?Factors Used in Backlog Ordering Bene t Cost Risk
  • 9. Das Kapital – An Unlikely Source For Roadmapping Guidance What It Is: Discounting method Cash ows in and out, i.e. quanti cations of bene ts, costs, and risks Computes the “time value” of moneyWhy We Do It: Compare one long term project against another Allows us to see which alternative is the “best investment” for our moneyBut stay Agile Don’t go nuts with the numbers. There are already huge guesstimates in the assumptions! Use SWAGs if necessary. Use rational basis, not strict scrutiny, in assessing level of con dence for roadmapping.
  • 10. The Role of Risk Mitigation in a Successful ProductRisk CategoriesBusinessMarketResourceDependencyAnalysisTechnicalClip  from  Toncon9n  Landing  Over  Road  (2009),  by  obatala38,  distributed  by  YouTube      
  • 11. The Perfect Product Roadmap Messed Up By The Usual Suspects Clip  from  The  Usual  Suspects  (1995),  by  Bryan  Singer,  distributed  by  MGM  Studios    
  • 12. The Moves To Portfolio Management1.  Create a business value based roadmap based on NPV to create an idealized roadmap.2.  Create a release plan that utilizes resources in the most efficient fashion to match the roadmap desires (make sure that you account for date constraints from non- team dependencies, too!)3.  Rinse, wash, and repeat 1 & 2 until mutually acceptable roadmaps and release plans can be agreed upon.4.  Conduct a Portfolio Management Update Review once a month to take new realities from the market as well as team progress based on velocity metrics into account.
  • 13. Split Into Teams and Start the Workshop (10 Minutes)
  • 14. Introduction to Today’s Exercise – The CompanyLocation, Location, Location SoftwareSolutionsLLLSS builds location based softwaresolutions by creating GPS hardware,associated embedded software, andapplication software for mobile (iOS,Android, BlackBerry OS, Windows Mobile)and web platforms. Product lines in automotive, pedestrian,aviation, and seafaring spaces, for consumer and industrial seings.3 mobile app development teams4 hardware development teams1 embedded software development team2 web app development teams
  • 15. Introduction to Today’s Exercise – Product #1I Shop Therefore I Exist Augmented Reality GlassesVision:For the mobile consumerWho is cruising around and looking for shopping opportunitiesThe “I Shop, Therefore I Exist Augmented Reality Glasses” productis a mobile product locatorThat points out places along a GPS driving route for purchasingopportunities that will be of interest and intrigue to the driverUnlike products such as Google MapsOur product projects driver purchase interests directly in a heads up display situated in fashionable gogglesright along with the turn guidance of the main GPS system. ISTIEARG avoids confusing sensory overload incrowded urban situations by using head and eye tracking detectors, to ensure the timely updating of only thosetargeted businesses that match both the gaze and shopping interests of the drivers.
  • 16. Introduction to Today’s Exercise – Product #1I Shop Therefore I Exist Augmented Reality GlassesFuture Ideas:One follow on product is targeted at the 35-65 years old touristcrowd, to point out local points of interest along the route.Another targets the 21-35 year old male demographic. This versionhas night light ampli cation technology as well as adult themedshopping content.Market Potential:First year, $15M in primary sales, $10M in advertising buy-ins.Second and third year, assume near 2nd order polynomial, tapering after market saturationRisks Identi ed:Engineering costs, safety factors, potential regulatory issues due to privacy concerns1st Order Development Estimates:Mobile Apps none Embedded Software 2 team quartersHardware 4 team quarters Web Apps 2 team quarters (data sources)
  • 17. Introduction to Today’s Exercise – Product #2King of the RoadVision:For the Surabu STi road rallying enthusiastWho wants to demonstrate their alpha malenessThe “King Of The Road” entertainment system is an overpricedoption to the Subaru built-in GPS offering that allowsenthusiasts to select and download preplanned rally routes totheir GPS. The driver can then drive the course and have theirresults automatically posted in this nationwide dare to drivegameUnlike traditional road rally eventsOur product does not require time consuming and expensive rallyclubs to facilitate the time trials, due to the “catch us if youcan” aitude of the automated service.
  • 18. Introduction to Today’s Exercise – Product #2King of the RoadMarket Potential:Unclear. Subaru currently sells 2K in-car GPS units per year onSTi vehicles. They claim that their consumers are price elastic,but we do not understand either the amount that the price canbe stretched, nor the costs on our side to run the website. Onthe other hand, we would gain intangibles within the rallycommunity that we might exploit on future offerings. We canalways sell our data to cash strapped departments oftransportation for a documentation fee!Risks Identi ed:Subaru claims that it will take them 2 years to integrate intotheir units. Right now, this is a rst to market feature, but in 2years, many PNDs will have similar features for free onenthusiasts websites.Legal informs us that we may face lawsuits from policedepartments for encouraging speeding on the public roads.1st Order Development Estimates:Mobile Apps 3 team quarters Embedded Software 1 team quarterHardware 2 team quarters Web Apps 6 team quarters
  • 19. Introduction to Today’s Exercise – Product #3Trust-Me-NotsVision:For creepy guys everywhereWho don’t trust their signi cant others when they are out of sightThe “Trust-Me-Nots” brand of undergarments is an aractive set of lingeriewith a built-in miniature GPS and 3G radio (housed in an aached locket)which allows tracking at a distance in real timeUnlike the traditional chastity beltOur product gives the illusion of love and trust by presentation of thearactive box set of intimates, yet provides real-time intelligence to theinterested party for tracking purposes.
  • 20. Introduction to Today’s Exercise – Product #3Trust-Me-NotsMarket Potential:We’ll get no money on the lingerie version of this. Just bad press. But wewould never be able to buy that much advertising, to get our name out.Risks Identi ed:Engineering risks and excessive costs.Device must be ready 4 months before Valentine’s Day, as this seems to bethe biggest selling season.Potential FDA designation as a medical device would put us into a long termregulatory nightmare.Potential liability of estranged girlfriends, who may have litigiouspropensities based on their loss of privacy concerns.1st Order Development Estimates:Mobile Apps 6 team quarters Embedded Software 1 team quarterHardware 4 team quarters Web Apps 3 team quarters
  • 21. Introduction to Today’s Exercise – Product #4Way To Go!Vision:For the busy business travelerWho uses our standard navigation productsThe “Way To Go!” product is a GPS based driving guidancesolutionThat uses the real time location, time of day, velocity of theentire eet using our products, and historical data, to providean optimized driving experienceUnlike other GPS driving guidance systemsOur product, an extra cost option on top of our standard applications,gets the driver to their destination more quickly, by routing the vehiclearound traffic problems as they develop.
  • 22. Introduction to Today’s Exercise – Product #4Way To Go!Future Ideas:This product probably has no extended market future. Thisfeature set is rapidly facing commodi cation.Market Potential:At $5 per day for this service, we anticipate revenues of$15M per year for the rst 2 years of operation if we can be rst to market on this.After those rst 2 years, our rates will have to go down, and although we will aract signi cantly morecustomers, we anticipate only $5M for the remaining 2 years of anticipated useful produce life.However, since we will be collecting data from all users, we will be able to enhance the accuracy of all products,yielding a $10M bonus from that.Risks Identi ed:Potential regulatory issues due to privacy concerns1st Order Development Estimates:Mobile Apps none Embedded Software 1 team quarterHardware none Web Apps none
  • 23. Introduction to Today’s Exercise – Product #5Paint By CarsVision:For the “Engadget or Droid” familyWho’s ready for a day of funThe “Paint By Cars” product is a web basedpainting applicationThat allows the car to draw the lines and the family to llin the colors for pictures outlined over the course of a day’sdrivingUnlike products such as traditional Paint By Number kits,or even web based Paint By Numbers Online offerings,Our product uses the car to draw the lines using eitherpreplanned web based routes downloadable to the GPSdevice to suggest pictures to use, or allows for complete“free hand” expression, so even the most artisticallychallenged families can create masterpieces on their rst aempt.
  • 24. Introduction to Today’s Exercise – Product #5Paint By CarsMarket Potential:Probably zero.But we gain intangible reputation assets for being a coolcompany, so people might actually buy something elsefrom us. This has been quanti ed at $10M for 2 years.Risks Identi ed:None.1st Order Development Estimates:Mobile Apps 6 team quartersHardware noneEmbedded Software 1 team quarterWeb Apps 2 team quarters
  • 25. Introduction to Today’s Exercise – Product #6MapMakerVision:For map data providers, such as NavTeqWho are looking for beer quality maps to sell to theircustomersThe “MapMaker” product is a road nding and validatingservice running invisibly on all of our automotive navigationproducts that makes beer GPS road map data available bytracking every car motion and matching against the currentroad map data. As mismatches are found, the data is sentthrough a data connection to a central data server foranalysis and new road discovery.Unlike competing smartphone crowd sourced solutions such as WazeOur product uses the superior GPS hardware of the LLLSS, augmentedby powerful backend applications and those human eyes and brainsmonitoring and analyzing the backend system to provide a world classdatabase.
  • 26. Introduction to Today’s Exercise – Product #6MapMakerMarket Potential:A steady $12M per year.Risks Identi ed:We are unsure exactly how we are going to process the dataanomalies at the present time. Automation may be of use,but we may need teams of analysis people to work the data.NavTeq tells us that they need will need 1 month toIncorporate our feed into their system.1st Order Development Estimates:Mobile Apps none Embedded Software ½ team quarterHardware none Web Apps ½ team quarter (for backend work)
  • 27. Create Waypoint Summaries and Form Initial Roadmaps (30 Minutes)Normally need some form of a spike to gainnecessary product and/or project knowledge.This should occur with an initial productbacklog containing a few epic user stories.Bene ts section done primarily byProduct Owner.Cost section done primarily by Delivery Team.Risk section is a joint effort.These are estimates, folks, not exactimates!Initial idealized roadmaps assume no matrixing between projects. Inother words, pay aention to the product value (bene ts/costs/risks) waypoints (such as product introduction at trade shows), butnot the time of development.
  • 28. Create Waypoint Summaries and Form Initial RoadmapsAssumptions That I Used In My Analysis.General AssumptionsNPV Discount Rate 5% per annumMobile App Labor Rate $150 per hourHardware Dev Labor Rate $200 per hourEmbedded Software Labor Rate $175 per hourWeb App Labor Rate $100 per hourTeam Size 7 people per teamHours Per Quarter 500Mobile App Teams 3Hardware Dev Teams 4Embedded Software Teams 1Web App Teams 2 You may use other assumptions.
  • 29. Create Waypoint Summaries and Form Initial RoadmapsMy Results. “I Shop Therefore I Exist Augmented Reality Glasses”
  • 30. Create Waypoint Summaries and Form Initial Roadmaps My Results. “King of the Road”
  • 31. Create Waypoint Summaries and Form Initial Roadmaps My Results. “Trust-Me-Nots”
  • 32. Create Waypoint Summaries and Form Initial Roadmaps My Results. “Way To Go!”
  • 33. Create Waypoint Summaries and Form Initial Roadmaps My Results. “Paint By Cars”
  • 34. Create Waypoint Summaries and Form Initial Roadmaps My Results. “MapMaker”
  • 35. Create Waypoint Summaries and Form Initial Roadmaps Product Backlog Ordered By NPV Initial Order Forecast Business Value     ISTIEARG $31,735,379 King of the Road $5,312,091 Trust-Me-Nots $5,241,757 Way To Go! $19,301,386 Paint By Car $7,569,820 Map Maker $16,996,426 Ordered By NPV Forecast Business Value     ISTIEARG $31,735,379 Way To Go! $19,301,386 Map Maker $16,996,426 Paint By Car $7,569,820 Trust-Me-Nots $5,241,757 King of the Road $5,312,091 We can safely forget about the last two products, as we make more money by not making them! Don’t forget about the coordination constraints on products (this turns out to not be an issue for this example).
  • 36. Create Waypoint Summaries and Form Initial Roadmaps My Idealized Roadmap 1st  Quarter   2nd  Quarter   3rd  Quarter   4th  Quarter   5th  Quarter   6th  Quarter   7th  Quarter   8th  Quarter  ISTIEARG   $5,162,500   $7,525,000   $7,227,570   $5,719,008   $1,321,726   $15,121,437   $30,592,160   $40,998,790  Way  To  Go!   $612,500   $226,250   $3,015,000   $6,803,750   $13,592,500   $16,681,250   $19,570,000  MapMaker   $1,018,750   $3,931,250   $6,843,750   $9,756,250   $12,668,750   $15,581,250  Paint  By  Cars   $2,537,500   $4,208,750   $1,962,500   $283,750   $2,530,000   $4,776,250  
  • 37. Overlay Initial Roadmaps With Development Realities (20 Minutes)The hard part is keeping track of resource estimates over time for matrixedorganizations - good luck with that! JSometimes, the best planning tool for this is Microsoft Project,done with “one bar per release”, and utilizing resources as an aggregate.There is nothing wrong planning to the appropriate level with Project and staying withinan Agile mindset.But, if you start tracking against that plan, I’m going to have to hurt you!Even beer is a quick way to visualize your resources over time.Remember: We only need a rational basis to justify our plans we are not in a court of law. Things will change. Deal with change in Portfolio Management Update Sessions.
  • 38. Overlay Initial Roadmaps With Development RealitiesMy Method to Visualize Roadmap and Resources Over Time
  • 39. Iterate on Initial Roadmap With Development Realities An Improved Roadmap, Perhaps? 1st  Quarter   2nd  Quarter   3rd  Quarter   4th  Quarter   5th  Quarter   6th  Quarter   7th  Quarter   8th  Quarter  MapMaker   $1,018,750   $3,931,250   $6,843,750   $9,756,250   $12,668,750   $15,581,250   $18,493,750   $21,406,250  Way  To  Go!   $612,500   $226,250   $3,015,000   $6,803,750   $13,592,500   $16,681,250   $19,570,000   $22,258,750  Paint  By  Cars   $2,537,500   $4,208,750   $1,962,500   $283,750   $2,530,000   $4,776,250   $6,996,250  ISTIEARG   $5,162,500   $7,525,000   $7,227,570   $5,719,008   $1,321,726  
  • 40. Describe and Discuss Results Within Each Team
  • 41. Retrospective on the Process (10 Minutes)
  • 42. Fin
  • 43. Portfolio Management Figuring Out How to Say When and Why

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