NIH PM Community Presentation - H. Del Castillo, AIPMM ProdBOK Contributor

799 views
702 views

Published on

I want to thank everyone that attended this presentation on January 8, 2013. Feel free to favorite this presentation if you like.

The Association of International Product Management and Marketing (AIPMM) is the hub of all things product management. It is where product professionals go for answers. With members in over 65 countries, the AIPMM 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 partners offer training courses that prepare product management and marketing teams to take the CPM® and/or the CPMM® certification exam(s).

AIPMM's Certified Product Manager (CPM®) and Certified Product Marketing Manager (CPMM®) 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.

Here’s a list of upcoming courses in McLean, VA:

Certified Innovation Leadership Prep Course
March 5 & 6, 2013, 8:30 AM - 5:00 PM
This course includes a 2 Day Intensive Training ($1697 value), Certified Innovation Leader (CIL®) certification exam fee ($395 value), and a 1 year premium AIPMM membership ($175 value). This course also offers 16 PDUs for PMI® certified Project Management Professionals (PMP®).
http://bit.ly/CILCourse

Creating Value Through Collaboration Course
March 7 & 8, 2013, 8:30 AM - 5:00 PM
This is a 2 day training course, which also offers 16 PDUs for PMI® certified Project Management Professionals (PMP®).
http://bit.ly/CVCourse

Contact me at http:/linkd.in/hdelcastillo for information about AIPMM membership benefits, certification courses in your area, or for help creating a product management or innovation process to drive your company's growth.

I look forward to hearing from you.

Regards,
Hector Del Castillo

Published in: Business
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
799
On SlideShare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • Contact me for any of the following:Obtain information about upcoming certification courses in your area.Let me know how I can help your business grow by defining and implementing the right product strategy.Obtain the answer worksheet.Obtain copies of these slides.
  • With members in 65 countries, the AIPMM is the worldwide certifying body of product team professionals. The only organization that addresses the entire product lifecycle (inception to obsolescence) throughout any industryPresently has offerings in North America, Europe, Middle East, Australia and Southeast Asia. Membership benefits include eligibility for the Certification Programs, discounts to AIPMM conferences, and access to the Career Center, peer Forums, tools, templates and publications.
  • AIPMM offers globally recognized certifications for product managers, product marketing managers and brand managers.Certified Product Manager (CPM), Certified Product Marketing Management (CPMM) and Agile Certified Product Manager (ACPM). Certification requires obtaining a college degree, minimum one year of experience, and passing a certification examination.
  • IntroductionAre you currently looking for a new job? Are you a contractor or consultant in between engagements? This presentation is for current job seekers, independent contractors and independent consultants. It is for those of you who are looking for new job, contract, or consulting opportunities. It is also for those of you who are frustrated in your current job.I’ll discuss how to accelerate your job search using LinkedIn, Twitter and other social media.
  • Recommended Reading:Harvard Business Review April 2004The Ambidextrous Organizationby Charles A. O’Reilly III and Michael L. TushmanThe Roman god Janus had two sets of eyes—one pair focusing on what lay behind, the other on what lay ahead. General managers and corporate executives should be able to relate. They, too, must constantly look backward, attending to the products and processes of the past, while also gazing forward, preparing for the innovations that will define the future.
  • In their March 19, 2012 issue, FORTUNE magazine named the 50 most admired companies overall. FORTUNE's survey asked businesspeople to vote for the most innovative companies, from any industry.Results showed that each of the top 10 most innovative companies are ranked #1 or #2 within their own respective industrial segments.The Kellogg study concludes that high-performance firms have a clearly-defined process for product launch, escalations, and need identification.
  • Project Management is an organizational function within a company dealing with planning, organizing, securing and managing resourcesthroughout all stages of a project. It applies processes and knowledge over time. It also aligns cross-functional teams to complete projects on time and under budget.
  • Product Management is the organizational function within a company dealing with the thoughtful and proactive management of a product or group of products (product portfolio) throughout all stages of the product lifecycle. It is process that aligns internal cross-functional teams for conceiving, planning, developing, testing, launching, selling, and withdrawing products in the market.
  • Inception – Gather ideas. Gathering market information about industry, market segments, value and supply chain.Incubation – Capture insights.Introduction – Validation, Verification, & ConfirmationIntegrate to the product management & marketing process.
  • Here we show AIPMM’s Product Management Framework. It depicts the typical phases for products throughout their life cycle from cradle to grave.
  • Inception – Gather ideas. Gathering market information about industry, market segments, value and supply chain.Incubation – Capture insights.Introduction – Validation, Verification, & ConfirmationIntegrate to the product management & marketing process.
  • Here we show AIPMM’s Product Management Framework. It depicts the typical phases for products throughout their life cycle from cradle to grave.
  • Here we show AIPMM’s Product Management Framework. It depicts the typical phases for products throughout their life cycle from cradle to grave.
  • Here we show AIPMM’s Product Management Framework. It depicts the typical phases for products throughout their life cycle from cradle to grave.
  • Here we show AIPMM’s Product Management Framework. It depicts the typical phases for products throughout their life cycle from cradle to grave.
  • Here we show AIPMM’s Product Management Framework. It depicts the typical phases for products throughout their life cycle from cradle to grave.
  • Thevalue chain framework is a powerful analysis tool for strategic planning. This concept was first described and popularized by Michael Porter in 1985.This states that well-designed activities within an organization add more value than cost. e.g., adding a protective coating to a car’s exteriorThe value chain of an organization is the series of departments which carry out value-creating activities to design, produce, market, deliver, and sustain an organization’s products. The value chain categorizes the value-addingactivities within an organization into primary and support activities. The primary activities (those performed for each unit of output) are inbound logistics (purchasing, inventory holding, and materials handling), production, outbound logistics (warehousing and distribution), sales and marketing, and customer service. In addition to the primary activities is a set of support activities. These include finance, accounting, information systems, legal services, research, design and development, and human resources. Support activities occur on a continual or as needed basis, related to the scale, but not the pace of primary activities. A simple means of distinguishing between the classes of activities is to partition them into tasks that enter intocosts of goods sold (primary activities) versus everything else (support activities). When properly combined, these activities provide more value than the sum of the parts.e.g., assembling, testing and pre-configuring a PCProducts pass through all activities of the chain in order, and at each activity the products gain some value. The chain of activities gives the products more added value than the sum of the independent activity's value.Product Managers design and combinethese activitiesfor an organization and often in conjunction with other organizationsto create value for which the customer is willing to pay.
  • Contact me for any of the following:Obtain information about upcoming certification courses in your area.Let me know how I can help your business grow by defining and implementing the right product strategy.Obtain the answer worksheet.Obtain copies of these slides.
  • NIH PM Community Presentation - H. Del Castillo, AIPMM ProdBOK Contributor

    1. 1. Hector Del Castillo, PMP, CPM, CPMM linkd.in/hdelcastillo NIH PM Community Meeting Bethesda, MD January 8, 2013© AIPMM 2013 @AIPMM http://www.aipmm.com
    2. 2. I want to thank everyone who attended this meeting. I welcome your feedback regarding this topic. Contact me with any comments or questions. I look forward to seeing you again soon.© AIPMM 2013 @AIPMM http://www.aipmm.com
    3. 3. Before We Begin Slides: http://bit.ly/NIHPMC131 Worksheet: http://bit.ly/NIHPMCnotes© AIPMM 2013 @AIPMM http://www.aipmm.com
    4. 4. Copyright Notice • Unless otherwise indicated, this material © Association of International Product Marketing and Management (AIPMM) • No portion of this presentation may be reproduced without expressed written permission from the AIPMM • www.aipmm.com, CPM and CPMM are registered trademarks© AIPMM 2013 @AIPMM http://www.aipmm.com
    5. 5. Tweet About Us! Hector: @hmdelcastillo AIPMM: #AIPMM ProdMgmtTalk: #ProdMgmtTalk© AIPMM 2013 @AIPMM http://www.aipmm.com
    6. 6. Hector Del Castillo • Senior consultant with over 15 years of experience transforming products to profit for technology-based companies • AIPMM Body of Knowledge (ProdBOK®) Contributor • Established companies – Jet Propulsion Laboratory, Lucent Technologies, MEI Technologies • Small companies and startups – Nextone Communications, Smith Micro Software • Launched 27+ Products for global deployment – HW/SW, Telecom, Enterprise Mobility, Information Security Services, Professional Development • Certified PMP®, CPM® and CPMM® • University of California at Santa Barbara, MS EE • University of Texas at El Paso, MS EE, BS EE© AIPMM 2013 @AIPMM http://www.aipmm.com 6
    7. 7. The Hub Of All Things Product Management© AIPMM 2013 @AIPMM http://www.aipmm.com
    8. 8. The Hub Of All Things Product Management Community Certification Subject Matter Experts & Like-Minded Peers to ask Certification can help to improve both questions organizational performance and individual career aspirations as part of a managed skills development approach. Connections Content Connecting our members through multiple social media Hundreds of practical templates, examples, and information networks extends our reach© AIPMM 2013 @AIPMM http://www.aipmm.com
    9. 9. The Hub Of All Things Product Management Community Certification Subject Matter Experts & Like-Minded Peers to ask Certification can help to improve both questions organizational performance and individual career aspirations as part of a managed skills development approach. Connections Content Connecting our members through multiple social media Hundreds of practical templates, examples, and information networks extends our reach© AIPMM 2013 @AIPMM http://www.aipmm.com
    10. 10. The Hub Of All Things Product Management Community Certification Subject Matter Experts & Like-Minded Peers to ask Certification can help to improve both questions organizational performance and individual career aspirations as part of a managed skills development approach. Connections Content Connecting our members through multiple social media Hundreds of practical templates, examples, and information networks extends our reach© AIPMM 2013 @AIPMM http://www.aipmm.com
    11. 11. The Hub Of All Things Product Management Community Certification Subject Matter Experts & Like-Minded Peers to ask Certification can help to improve both questions organizational performance and individual career aspirations as part of a managed skills development approach. Connections Content Connecting our members through multiple social media Hundreds of practical templates, examples, and information networks extends our reach© AIPMM 2013 @AIPMM http://www.aipmm.com
    12. 12. AIPMM Overview • With members in 65 countries, the AIPMM is the worldwide certifying body of product team professionals. • The only organization that addresses the entire product lifecycle (inception to obsolescence) throughout any industry • Presently has offerings in North America, Europe, Middle East, Australia and Southeast Asia. • Membership benefits include eligibility for the Certification Programs, discounts to AIPMM conferences, and access to the Career Center, peer Forums, tools, templates and publications.© AIPMM 2013 @AIPMM http://www.aipmm.com
    13. 13. • Network with experts Why Our Members Join and thought leaders • Learn best practices, proven strategies and methodologies • Expand their knowledge and soft skills. • Sharpen their leadership and influential skills • Validate their expertise with internationally recognized certifications. • Obtain tools to enhance their productivity© AIPMM 2013 @AIPMM http://www.aipmm.com
    14. 14. AIPMM Certifications AIPMM offers globally recognized certifications: • Certified Product Manager (CPM®) • Certified Product Marketing Manager (CPMM®) • Agile Certified Product Manager (ACPM®) • Certified Innovation Leader (CIL®) • Certified Brand Manager (CBM®)© AIPMM 2013 @AIPMM http://www.aipmm.com
    15. 15. FEATURED PRESENTATION© AIPMM 2013 @AIPMM http://www.aipmm.com
    16. 16. What We Will Discuss 1. Common challenges 2. Common responsibilities 3. Key differences 4. Framework comparison 5. Key takeaways© AIPMM 2013 @AIPMM http://www.aipmm.com
    17. 17. Common Challenges • Few people understand the role • Roles and responsibilities can be very unclear – Get drawn into too much tactical coordination • Lack the authority to carry out their responsibilities – Little influence on corporate branding, channel selection, or advertising Source: Rajesh K. Tyagi, Mohanbir S. Sawhney, “High-Performance Product Management: The Impact of Structure, Process, Competencies, and Role Definition,” Journal of Product Innovation Management, Vol. 27, Issue 1, January 2010© AIPMM 2013 @AIPMM http://www.aipmm.com17
    18. 18. Both roles align activities performed by cross-functional teams with strategic objectives.© AIPMM 2013 @AIPMM http://www.aipmm.com
    19. 19. Both roles require strong influential and collaborative skills to guide critical decisions.© AIPMM 2013 @AIPMM http://www.aipmm.com
    20. 20. Both roles orchestrate key activities and manage key deliverables.© AIPMM 2013 @AIPMM http://www.aipmm.com
    21. 21. Fortune’s Most Admired Companies Rank Company Industry Industry Rank 1 Apple 1 Computers 2 Google 1 Internet Services & Retailing 3 Amazon.com 2 Internet Services & Retailing 4 Coca-Cola 1 Beverages 5 IBM 1 IT Services 6 FedEx 1 Delivery 7 Berkshire Hathaway 1 Property & Casualty 8 Starbucks 2 Food Services 9 Procter & Gamble 1 Soaps & Cosmetics 10 Southwest Airlines 1 Airlines Source: Fortune Magazine, Mar 19, 2012© AIPMM 2013 @AIPMM http://www.aipmm.com
    22. 22. What is Project Management? • Organizational function of planning, 1 organizing, securing and managing resources 2 • Applies processes and knowledge over time 3 • Aligns cross-functional teams to complete projects© AIPMM 2013 @AIPMM http://www.aipmm.com
    23. 23. What is the most important task for a Project Manager? A. Maximize revenue. B. Lead product development activities. C. Reduce development cost. D. Maximize profit. E. Deliver high quality.© AIPMM 2013 @AIPMM http://www.aipmm.com
    24. 24. What is Product Management? 1 • Organizational function throughout product lifecycle 2 • Proactive planning of products • Aligns cross-functional teams to 3 create and support a product© AIPMM 2013 @AIPMM http://www.aipmm.com
    25. 25. What is the most important task for a Product Manager? A. Maximize revenue. B. Lead product development activities. C. Reduce development cost. D. Maximize profit. E. Deliver high quality.© AIPMM 2013 @AIPMM http://www.aipmm.com
    26. 26. ROLES & RESPONSIBILITIES© AIPMM 2013 @AIPMM http://www.aipmm.com
    27. 27. Project Management triple constraint focuses on maximizing quality. Scope Quality Cost Schedule© AIPMM 2013 @AIPMM http://www.aipmm.com
    28. 28. Source: H. Del Castillo, AIPMM, © 1998-2012, All Rights Reserved. Product Management triple constraint focuses on maximizing value. Customer Product (Value) Business Market© AIPMM 2013 @AIPMM http://www.aipmm.com
    29. 29. Work Environment Externally Focused Functional Tactical Strategic Manager Internally Focused© AIPMM 2013 @AIPMM http://www.aipmm.com
    30. 30. Both roles get drawn into tacticalactivities. Externally Focused Functional Tactical Manager Strategic Internally Focused© AIPMM 2013 @AIPMM http://www.aipmm.com
    31. 31. Both roles need to stay focused onstrategic objectives. Externally Focused Functional Tactical Manager Strategic Internally Focused© AIPMM 2013 @AIPMM http://www.aipmm.com
    32. 32. Project Managers are mostly internallyfocused. Externally Focused Functional Tactical Strategic Manager Internally Focused© AIPMM 2013 @AIPMM http://www.aipmm.com
    33. 33. Product Managers are mostly externallyfocused. Externally Focused Functional Tactical Strategic Manager Internally Focused© AIPMM 2013 @AIPMM http://www.aipmm.com
    34. 34. Both roles bring different perspectives. Project Management Product Management Source: S.T.O.P. The Project Management Survival Plan© by Source: Take Charge Product Management© by Greg Steven Starke. All rights reserved. Geracie. All rights reserved.© AIPMM 2013 @AIPMM http://www.aipmm.com
    35. 35. Project Managers guide key decisions to maximize quality and minimize risk.© AIPMM 2013 @AIPMM http://www.aipmm.com
    36. 36. Product Managers guide key decisions to maximize value and create new revenue streams.© AIPMM 2013 @AIPMM http://www.aipmm.com
    37. 37. FRAMEWORK COMPARISON© AIPMM 2013 @AIPMM http://www.aipmm.com
    38. 38. Typical Project Life Cycle These are stages that projects go through from initiation to closing© AIPMM 2013 @AIPMM http://www.aipmm.com
    39. 39. Project Management Framework Monitor/ Initiate Plan Execute Close Control Integrate Scope Knowledge Areas Time Cost Source: PMI PMBOK v4 Quality HR Communicate Risk Procure© AIPMM 2013 @AIPMM http://www.aipmm.com
    40. 40. Typical Product Life Cycle These are stages that products go through from introduction to withdrawal from the market© AIPMM 2013 @AIPMM http://www.aipmm.com
    41. 41. Seven Phase Product Life Cycle Source: AIPMM ProdBOK, © 1998-2011, All Rights Reserved.© AIPMM 2013 @AIPMM http://www.aipmm.com
    42. 42. Product Management Framework Conceive Plan Develop Qualify Launch Deliver Retire Organization Knowledge Areas Market Business Customer Product Source: AIPMM ProdBOK, © 1998-2011, All Rights Reserved.© AIPMM 2013 @AIPMM http://www.aipmm.com
    43. 43. Framework Comparison Product Management Conceive Plan Develop Qualify Launch Deliver Retire Project Management Monitor/ Initiate Plan Execute Close Control© AIPMM 2013 @AIPMM http://www.aipmm.com
    44. 44. Framework Integration Initiate Plan Execute Monitor Close Source: AIPMM ProdBOK, © 1998-2011, All Rights Reserved.© AIPMM 2013 @AIPMM http://www.aipmm.com
    45. 45. Framework Integration Initiate Plan Execute Monitor Close Source: AIPMM ProdBOK, © 1998-2011, All Rights Reserved.© AIPMM 2013 @AIPMM http://www.aipmm.com
    46. 46. Framework Integration Source: AIPMM ProdBOK, © 1998-2011, All Rights Reserved.© AIPMM 2013 @AIPMM http://www.aipmm.com
    47. 47. Framework Integration Initiate Plan Execute Monitor Close Source: AIPMM ProdBOK, © 1998-2011, All Rights Reserved.© AIPMM 2013 @AIPMM http://www.aipmm.com
    48. 48. Framework Integration Initiate Plan Execute Monitor Close Source: AIPMM ProdBOK, © 1998-2011, All Rights Reserved.© AIPMM 2013 @AIPMM http://www.aipmm.com
    49. 49. Comparison of Key Deliverables Project Management Product Management • Project Knowledge Base • Product Knowledge Base • Project Portfolio Analysis • Competitive Analysis • Project Charter • Product Portfolio Analysis • Project Management Plan • Market Strategy Plan • Work Breakdown Structure • Market Requirements Document • Earned Value Analysis • Product Requirements Document • Feasibility Study • Product Business Case • Communications Plan • Product Roadmap • Procurement Plan • Technology Roadmap • Quality Assurance Plan • Beta Plan • Risk Management Plan • Launch Plan • Status Reports • Marketing Plan • Lessons Learned • End Of Life Plan© AIPMM 2013 @AIPMM http://www.aipmm.com
    50. 50. Key Takeaways 1 • Both roles guide key activities and decisions 2 • Both roles impact profit and loss 3 • Project Managers minimize loss and risk 4 • Product Managers maximize value and profit 5 • Both roles collaborate to deliver quality & value© AIPMM 2013 @AIPMM http://www.aipmm.com
    51. 51. Bonus Discussion HEALTHCARE VALUE CREATION© AIPMM 2013 @AIPMM http://www.aipmm.com
    52. 52. Value Chain Model Firm Infrastructure Human Resource ManagementActivitiesSupport Technology Goods ProcurementActivities Inbound Operations Outbound Marketing Service ServicesPrimary Logistics Logistics & Sales Source: M. Porter, Competitive Advantage: Creating & Sustaining Superior Performance, Free Press, 1985© AIPMM 2013 @AIPMM http://www.aipmm.com
    53. 53. Business Ecosystem Partners Competitors Customer Infrastructure Third-party product and service providers Source: J. Moore, Business Ecosystem, Harvard Business Review, 1993© AIPMM 2013 @AIPMM http://www.aipmm.com
    54. 54. Healthcare Value Chain Source: Boston Analytics© AIPMM 2013 @AIPMM http://www.aipmm.com
    55. 55. NIH Medical Innovation Ecosystem Source: United for Medical Research© AIPMM 2013 @AIPMM http://www.aipmm.com
    56. 56. Questions?© AIPMM 2013 @AIPMM http://www.aipmm.com
    57. 57. Upcoming Events Global Product Management Talk #ProdMgmtTalk Mondays Jan 7 Iterative Product Development w/Joe Stump, CEO, Sprint.ly Follow http://www.blogtalkradio.com/prodmgmttalk AIPMM Webinar Series Fridays 2013 Jan 11 Rise of SaaS Product Manager with Tom Evans Jan 18 Project Portfolio Management with Johanna Rothman Become a Product Innovation Leader! February 5 & 6, San Francisco 2 Day Intensive: Product Innovation Leadership http://www.aipmm.com/html/certification/strategic-innovation.php Startup Product Summit February 7, 2013, San Francisco Discover how to work together to develop amazing products. startupproduct.com Registration is now open! startupproduct.ticketbud.com/summit Newsletter: 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/© AIPMM 2013 @AIPMM http://www.aipmm.com
    58. 58. Upcoming Courses Dates and Upcoming Courses Location Making the Case for Your Product: Creating a Compelling Mar 4, 2012 Business Case (8 PDUs) Teqcorner McLean, VA Certified Innovation Leadership (16 PDUs) Mar 5-6, 2013 Course Information: [Information] Teqcorner McLean, VA Creating Value Through Collaboration (16 PDUs) Mar 7-8, 2012 High Performance Project Management Teqcorner Course Information: [Information] McLean, VA For more information, contact Hector Del Castillo at hmdelcastillo [at] aipmm.com.© AIPMM 2013 @AIPMM http://www.aipmm.com
    59. 59. For More Information About • AIPMM membership benefits • Certification courses in your area • How to prepare to take a certification exam • Defining the right product strategy & process to grow your business • Aligning your business model with your product strategy© AIPMM 2013 @AIPMM http://www.aipmm.com
    60. 60. Hector Del Castillo, PMP, CPM, CPMM Transforming products to profit for technology-based organizations.TM Product Marketing Director Connect: linkd.in/hdelcastillo Follow: @hmdelcastillo Contact: hmdelcastillo [at] aipmm.com© AIPMM 2013 @AIPMM http://www.aipmm.com

    ×