This document provides an introduction to a training course on Software Product Management. It outlines the agenda, objectives, and participants. The agenda covers topics such as the SPM competence model, requirements management, release planning, product planning, and portfolio management. The objectives are to educate participants on SPM knowledge and skills, prepare them for an agile work environment, and help professionalize the SPM function. There are 11 participants from various companies and roles who develop different types of software products.

1. Introduction to
Software Product Management
Bijeenkomst 1
Sjaak Brinkkemper
Garm Lucassen
20 september 2016

2. Introductie in
Software 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

3. Agenda
• Introductie
• SPM competence model
• Oefening & pauze
• Requirements management
• Release planning
• Oefening & pauze
• Product planning
• Portfolio management
• Oefening & pauze
• Agenda & huiswerk
3

4. 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

5. Huiswerk
• Ter voorbereiding van de volgende bijeenkomst
• Vertrouwelijk
• Geen criterium voor certificaat
• Cursistenpresentaties
• Actieve deelname zorgt voor meer resultaat van
de cursus
5

6. 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. 7
Vakgroep
Organisation 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. 8
Onderzoeksthema
Product Software:
Methodology of Development, Implementation
and Entrepreneurship
3 onderzoekslijnen
– Development Methodology
– Implementation and Adoption
– Entrepreneurship
8

9. Teamintroductie
• Sjaak Brinkkemper
• Garm Lucassen
9

10. Deelnemersintroductie
• Naam, bedrijf, functie, product
• Wat zijn de grootste problemen die je tegenkomt
op het gebied van software product
management?
• Wat hoop je in deze cursus te vinden?
• 11 deelnemers, 11 reacties!
10

11. Deelnemers (1)
Verschillende functie:
• (Software) Product Manager (3)
• Product Owner (6)
• Architect (1)
• Consultant (1)
• Manager IT (1)
11

12. Deelnemers (2)
Product management zoals nu uitgevoerd:
– is vooral development-gericht (8x)
– is vooral marketing-gericht (1x)
– Beiden (1x)
– Nvt (1x)
12

13. 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

14. Deelnemers (4)
• Bedrijfsgrootte variatie:
0
1
2
3
4
5
6
7
8
0*20 21*50 51*200 200+
14

15. 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 ontwikkelt
softwareproducten.
15

16. Agenda
• Introductie
• SPM competence model
• Oefening & pauze
• Requirements management
• Release planning
• Oefening & pauze
• Product planning
• Portfolio management
• Oefening & pauze
• Agenda & huiswerk
16

17. Software product management
Board
Market
Sales
Development
Partners Customers
R&D
17

18. 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

19. 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

20. 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

21. 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 …
…
…
…
Product: A packaged configuration targeted to a specific market
21

22. 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 …
…
…
…
Release: A formalized sellable version
22

23. 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 …
…
…
…
Requirement: Wish for a future product feature
23

24. 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

25. SPM Competence Model
25

26. Stakeholders
26

27. Internal functions
27

28. Requirements management
28

29. Release planning
29

30. Product planning
30

31. Portfolio management
31

32. Competence model
32

33. Oefening
• Vul de ‘deliverable structure’ in voor je eigen
organisatie. 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

34. Agenda
• Introductie
• SPM competence model
• Oefening & pauze
• Requirements management
• Release planning
• Oefening & pauze
• Product planning
• Portfolio management
• Oefening & pauze
• Agenda & huiswerk
34

35. 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

36. 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

37. Requirements gathering
37

38. 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

39. Requirements identification
39

40. 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

41. Market requirements examples
41
09-08-2015

42. 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”
, ,

43. PR to MR mapping
43
Q: Who already does this?
Can you show an example of how you do this in your issue tracker?

44. Requirements organizing
44

45. 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

46. 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

47. Requirements prioritization
47

48. Requirements prioritization
Techniques:
• Voting round
• Cost value approach
• Features prioritization matrix
• Etc.
48

49. Features prioritization matrix
Relative weights 2 1 1 0,5
FEATURE Relative
Benefit
Relative
Penalty
Total
Value
Value
%
Relative
Cost
Cost % Relative
Risk
Risk % Priority
1. Query invoice
status.
5 3 13 8,4 2 4,8 1 3,0 1,345
2. Generate
monthly in-
out report
9 7 25 16,2 5 11,9 3 9,1 0,987
3. Resend
outstanding
invoice
5 5 15 9,7 3 7,1 2 6,1 0,957
…
Totals 19 15 53 100 10 100 6 100 --
49

50. Release definition
50

51. Release definition
• List of selected requirements and estimated development
hours
51

52. Release definition validation
52

53. 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

54. Scope change management
54

55. 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

56. Build validation
56

57. Build validation
• Internal validation
• External validation (e.g. beta testing, pilot)
• (Certification)
57

58. Launch preparation
58

59. 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

60. 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

61. Agenda
• Introductie
• SPM competence model
• Oefening & pauze
• Requirements management
• Release planning
• Oefening & pauze
• Product planning
• Portfolio management
• Oefening & pauze
• Agenda & huiswerk
61

62. Product planning
• “to deal with the different releases each product
has”
• 3 processes
– Roadmap intelligence
– Product roadmapping
– Core asset roadmapping
62

63. Roadmap intelligence
63

64. Roadmap intelligence
• What’s going on?
• Make overviews of markets, customers,
competitors, technology, partners
64

65. Core asset roadmapping
65

66. Core asset roadmapping
• Management and development of a Core asset
base
• Examples:
– Software components
– Executables
– Databases
– Functional designs
– Product documentation
– Test cases
66

67. Product roadmapping
67

68. 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

69. Short-term…
69
Planning 2015
In 2015 worden een drietal releases gepland waarin diverse nieuwe
functionaliteiten worden opgenomen. Welke release in het teken van een
thema staan. De volgende releases zijn gepland:
Release Thema Onderwerpen
December 2014 /
januari 2015
Jaarafsluiting 2014 en
initiëren 2015
Alle noodzakelijke toevoegingen en wijzigingen om een
correcte jaarafsluiting en jaarovergang te kunnen
realiseren. Tevens een aantal functionaliteiten, welke
niet meer in de release van 1 december meegenomen
konden worden.
1 juni 2015 De ‘werknemer’ Uitbreidingen welke direct met de werknemergegevens
te maken hebben. Naast uitbreidingen van de
werknemerstamkaart, met name uitbreidingen op het
gebied van de personeelsinformatie gegevens.
1 november 2015 Werkstroom
ondersteuning
Uitbreidingen op het gebied van verdere ondersteuning
bij de salarisverwerking
December 2015 /
januari 2016
Jaarafsluiting Jaarwerk 2015 en jaarovergang naar 2016

70. … 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
PR6
Beta
Q4 Q1
2016
PR1
1.3 1.4 1.5 2.0 2.1
1.0 1.1 2.0 2.1
70

71. External roadmaps
71

72. Portfolio management
• “to deal with the products in the product
portfolio”
• 3 processes
– Market analysis
– Product lifecycle management
– Partnering & contracting
72

73. Market analysis
73

74. 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

75. Product lifecycle management
75

76. 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

77. Product lifecycle management (2)
• Product lines
• Techniques to maximize the lifetime value of your
product portfolio
• End-of-life / sun setting strategies
77

78. Partnering & contracting
78

79. 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

80. 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

81. ISPMA Raamwerk
81

82. Agenda
• Introductie
• SPM competence model
• Oefening & pauze
• Requirements management
• Release planning
• Oefening & pauze
• Product planning
• Portfolio management
• Oefening & pauze
• Agenda & huiswerk
82

83. Agenda
§ Bijeenkomst 2
Requirements management
§ Bijeenkomst 3
Requirements management
§ Bijeenkomst 4
Product planning
§ Bijeenkomst 5
Portfolio management
83

84. Agenda
§ Bijeenkomst 6
Release planning
§ Bijeenkomst 7
Sales Channels &
Business Aspects
§ Bijeenkomst 8
Agile SPM & Intellectual Property
§ Bijeenkomst 9
Offshoring & Marketing
§ Bijeenkomst 10
Rol van de product manager binnen de organisatie
84

85. Agenda-conflict
§ Zijn de volgende alternatieven in jullie agenda mogelijk?
§ Woensdag 23 november
§ Dinsdag 29 november
§ Of later beginnen?
85

86. Huiswerk
• Beschrijf de twee belangrijkste SPM-uitdagingen
die je de komende tijd zou willen verbeteren.
• Neem een typische product requirement mee.
86

87. Cursuswebsite
http://spmcursusnajaar2016.weebly.com/
Slides ontvang je via mail of zijn op website
toegankelijk met wachtwoord: spm16v
87

88. Informatie
Voor meer informatie over deze cursus
kunt u contact opnemen met:
Garm Lucassen
g.lucassen@uu.nl
030 253 6311
Copyright © 2016 Inge van de Weerd, Sjaak Brinkkemper,
Kevin Vlaanderen, Garm Lucassen, Universiteit Utrecht
88