Driving Customer Value in an increasingly competitive landscape for mobile applications
Upcoming SlideShare
Loading in...5
×
 

Like this? Share it with your network

Share

Driving Customer Value in an increasingly competitive landscape for mobile applications

on

  • 1,808 views

Driving Customer Value in an increasingly competitive landscape for mobile applications

Driving Customer Value in an increasingly competitive landscape for mobile applications

Statistics

Views

Total Views
1,808
Views on SlideShare
1,768
Embed Views
40

Actions

Likes
0
Downloads
31
Comments
0

2 Embeds 40

http://4g-portal.com 31
http://www.ibm.com 9

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Driving Customer Value in an increasingly competitive landscape for mobile applications Presentation Transcript

  • 1. Driving Customer Value in an increasingly competitive landscape for mobile applications! September 14 th , 2011 Presented by: Roger LeBlanc & Thomas Lonnegren - IBM
  • 2. Agenda Trends in Portfolio Management Where to go for more info 1 4 2 Product Management Going Agile 3 Capability Overview An increasingly challenging market place
  • 3. The WOW Factor! of world’s population has a mobile phone 75% Processing Power > Apollo 11 Lunar Lander Source: NASA Today’s Smartphone HTC Hero shown
  • 4. Markets are becoming……………. SMALLER. FLATTER. SMARTER. Markets are becoming GLOBAL Customers want specific product & feature variants CUSTOMIZED And product lifecycles are becoming shorter AGILITY …………… .and we need to deliver the right products to the right markets at the right time
  • 5. Software is the “Invisible Thread” of Today’s Solution Innovation App Store Navigation and Geo-location Emergency Services System of Systems Systems Engineering Compliance and Auto-Provisioning Software-intensive Subsystems IP multi-media systems Voice-Data Integration Megapixel Cameras Radio and Power Mgmt Digital Voice & Audio Protocols GPS User Interface and application mgmt
  • 6. What are some of the main challenges? Time Cash Flow + - Rapid Erosion Higher Peak Sales Quicker Product Uptake Faster Time to Market Product Lifecycle Old Lifecycle New Lifecycle Managing the Product Lifecycle Is your innovation based upon market trends ? does your market see the value in your portfolio of offerings? Has engineering translated market features into technical requiremetns? Are you constantly engaging your market to understand their satisfaction and gain their idea inputs? Bringing the right products to the right market & the right time Can you plan your portfolio roadmap so you don’t have any revenue delays? Are you in control of your portfolio on the market? 2 4 1 Managing the Portfolio Have you captured your market and clients needs?
  • 7. Understanding your customer needs by using PPM Product & Portfolio Management concerns itself with prioritization of customer needs which is critical given the large amount of functionality requested and the need for coherent product lines. Evolving Device Product Lines Increasing Variation in Mobile Device Usage Product & Portfolio Management Communication & Collaboration Mobile Commerce Health & Wellness IP based Media & Entertainment Location based services Lifecasting Model-Driven Development Cross-device App Development Configuration & Change Management Product Line Management
  • 8. Focal Point Enables Innovation Idea Synthesis / Concept Development Business Gate Launch Gate Market Gate Until Focal Point, innovation has not been technology-enabled: Innovation is the driver for mobile development e.g. new sensors applications can use - NYT article 5/19 - the sensors are coming Idea Gate Business and Technology Risk Resources and costs Business Feasibility Technical Feasibility Market Opportunity Market Intelligence Develop Launch Sustain / Retire Portfolio Assessment Product Planning Product Execution Product Launch Product Success
  • 9. Product Portfolio Management Analyze and strategically balance capital and resource allocations across the enterprise portfolio Connect directly with customers and partners and engage them in setting direction and priorities Product Management Idea Management Portfolio Management Market Management Program Management Manage product plans, Tech roadmaps, offerings, editions, and scope of requirements Manage initiatives and programs that span multiple products and product lines Manage ideas – big or small - from inception to market execution Define, predict & manage financial business cases across the lifecycle of the product & portfolio $ Customer Segments Market Driven Offerings “ Understand” “ Govern” “ Control” Manage Market & Technical requirement across their lifecycles and capture the right features into variable product lines
  • 10. Agenda Trends in Portfolio Management Where to go for more info 1 4 2 Product Management Going Agile 3 Capability Overview An increasingly challenging market place
  • 11. The complex telco ecosystem Enterprises Communication Services Providers Content Providers Mobile Devices Network Equipment Providers OS Platform Providers Chipset Providers Consumers
  • 12. Integrated Technology Roadmap Q1 Q2 Q3 Q4 Chipset release OS release Internal SW release 2.x 3.0 4.0 Screen technology Transmission Product X Product Y Product Z 3.x 4.0 Alfa Beta 3-D 3G Single core Super 4G-LTE Gamma High resolution Good resolution Dual core 4G/LTE Graphic accelerator Content/Apps 3-D gaming TV Media
    • What if....
    • OS release Beta is delaying a specific feature?
    • we want to introduce Product Z to support the 3-D gaming in Q3?
  • 13. Agile product management Traditional release planning and execution Capturing req’s/epics and planning the content Defining release content Development & testing Several development projects Agile, incremental or waterfall Delivery and sales Agile product management and release planning 3 - 6 months Architecture & platform requirements Mandatory req’s and customer commitments Capturing req’s/epics and planning the release content Defining the release conten Defining the content for the first part Defirning the content for the second part Defining the content for the third part Defiining the content for the fourth part
    • Results:
    • Delaying decision points
      • Increased flexibilty
      • Reduced time to market
    • Reduced need for change management
    • Accurate planning
    • Supports an end-to-end agile process
  • 14. Agenda Trends in Portfolio Management Where to go for more info 1 4 2 Product Management Going Agile 3 Capability Overview An increasingly challenging market place
  • 15. The IBM Value Proposition
    • Role based composable views for Portfolio Managers, Product Manager, Development Mgrs and BU Executives
    • Collaborative real time data views in template dashboards for business intelligence & governance
    • Portfolio information on hand with a search engine
    • Reduce manual creation of information using home grown tooling
    • Reduce IT cost due to point integrations and legacy maintenance support
    • Helping your organisation bring the right product, to the right market, to the right time
    We work with clients who see the business value in a long term vision for using a state of the art workbench for portfolio and product Mgt
  • 16. Role based Dashboards; Portfolio, Product and Release Managers Information and processes aligned to what I need!
  • 17. Role based Dashboards; Workflow driven Dynamic Views Drill-downs into detailed supporting data.
  • 18. Product Definitions, Descriptions and Attributes Capabilities, Markets, Releases, Costs, Geographies
  • 19. Product Definitions, Descriptions and Attributes Capabilities, Markets, Releases, Costs, Geographies
  • 20. Competitive Analysis and Market Segmentation
  • 21. Product Financial Contribution; Target vs Actuals, Market Share, Geographical
  • 22. Project Investments and Financial Contribution; Business Case Planning, Review and Approval Financial Risk; Sensitivity Analysis
  • 23. Idea Assessment and Ranking Risk scorecard, Alignment with strategies Prioritization and Value Maximization
  • 24. Release Planning and Sequencing Capacity Supply and Demand Drill down into Features and User Requests
  • 25. Agenda An increasingly challenging market place Where to go for more info 1 4 2 Product Management Going Agile 3 Capability Overview
  • 26. Additional Resources For additional information on the IBM Rational solutions please refer to the following websites: IBM Rational Product, Project and Portfolio Management: http://www-01.ibm.com/software/rational/offerings/ppm/ IBM Rational Portfolio Management: http://www-01.ibm.com/software/rational/offerings/ppm/portfolio.html IBM Rational Product Management: http://www-01.ibm.com/software/rational/offerings/ppm/product.html IBM Rational Project Management: http://www-01.ibm.com/software/rational/offerings/ppm/project.html IBM Rational Performance Measurement and Management http://www-01.ibm.com/software/rational/offerings/ppm/performance.html IBM Rational PPM library (datasheets, demos, whitepapers, etc) http://www-01.ibm.com/software/rational/offerings/ppm/library.html
  • 27.  
  • 28.