SPM Lecture 1 - Introduction
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Introductory lecture of the course software product management 2015-2016 at Utrecht University
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SPM Lecture 1 - Introduction
- 1. Software Product Management Introduction Lecture 1 Sjaak Brinkkemper Garm Lucassen 3 September 2015
- 2. • Garm Lucassen, MSc. • PhD Student • Background: IS, MBI, PhD SPM/SA • Solves all problems • BBG 5.85 • Prof.dr. Sjaak Brinkkemper • Lecturer • Leads O&I group with 35 researchers • Does not email • BBG 5.82 Lecturers
- 3. Agenda • Introduction to Software Product Management • SPM competence model • Course Schedule and Assignments • Practical matter
- 4. Agenda • Introduction to Software Product Management • SPM competence model • Course Schedule and Assignments • Practical matter
- 5. SPM is about Software Products • Differentiate from: – Tailor-made software (large ICT service companies such as CMG, ATOS-Origin, CGEY, …) – Embedded software (consumer electronics, office machinery: Philips, Oce, ASML, …) • Open Source software is also a software product
- 6. What is a software product ? Software product Tailor-made software Number of copies What is being sold? Device Software One Multiple Embedded softwareMicroprogram Cloud software Packaged software
- 7. A software product is... • A packaged configuration of software components, or a software-based service with auxiliary materials, which is released for and traded in a specific market • Examples: – ERP software – Bookkeeping package – Operating systems – Search-engine – Computer-aided-design – Software development environments
- 8. What is Software Product Management? 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. Ebert (2009)
- 9. What is a product manager? “A product manager is a ‘mini CEO’ representing the enterprise or business unit in strategy definition and operational execution.” Ebert (2007)
- 10. Product manager Development Marketing Sales and Distribution Evolution and Service Software Customers Revenue Use!Goals Requi- rements Ideas Predict Feedback and Learning Select Product Management: - manage a product from inception to phase-out - maximize business value
- 11. Project manager Development Marketing Sales and Distribution Evolution and Service Software Customers Revenue Use!Goals Requi- rements Ideas Predict Feedband and Learning Select Project Management: - deliver a product release - meet time, budget, and quality requirements
- 12. Marketing manager Development Marketing Sales and Distribution Evolution and Service Software Customers Revenue Use!Goals Requi- rements Ideas Predict Feedband and Learning Select Marketing Management: - determine how to sell a product - ensure business success
- 13. Collaborative management • Ebert (2007): – “a product manager leads and manages one or several products from the inception to the phase-out in order to maximize business value” – “a project manager determines how to best execute a project or contract” – “a marketing manager determines how to sell a product or service”
- 14. SPM and the life cycle Ebert (2007)
- 15. Origins of SPM • 19th century: manufacturing industry • Procter & Gamble (1931): 2 languishing soap products were strengthened by assigning dedicated product managers to each. • Last decades: Microsoft, Sony-Ericsson, SAP
- 16. What’s so special about software and SPM? • Negligible lifecycle cost • High release frequency • Complex requirements organization & tracking • Product manager has many responsibilities but little authority over development • Interaction with many stakeholders • Planning for the future
- 17. The poor product manager… Board Market Sales Development Partners Customers R&D
- 18. Agenda • Introduction to Software Product Management • SPM competence model • Course Schedule and Assignments • Practical matter
- 19. Competence model for SPM Competence: the ability to do something well, measured against a standard, especially ability acquired through experience or training • Why a competence model? – To aid product managers in their work – To structure education in SPM – To structure research in SPM • Based on deliverable structure of a product software company
- 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
- 21. Deliverable structure Portfolio: The complete set of products of a company http://www.google.com/intl/en/about/products/
- 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 … … … … Product: A packaged configuration targeted to a specific market
- 23. Product: A packaged configuration targeted to a specific market
- 24. 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
- 25. Release: A formalized sellable version
- 26. 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
- 27. Requirement: Wish for a future product feature
- 28. Model 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
- 30. Stakeholders
- 31. SPM functions
- 33. Requirements management (2) • “to deal with the content and administrative data of each individual requirement” • 3 processes – Requirement gathering – Requirements identification – Requirements organizing
- 34. Requirements management (3) • Requirements gathering techniques • Market requirements vs. product requirements • Functional requirements, quality requirements & constraints • Linking requirements, dependability, traceability
- 37. Release planning (2) • “to deal with the set of requirements of each release” • 6 processes – Requirements prioritization – Release definition – Release definition validation – Scope change management – Build validation – Release preparation
- 38. Release planning (3) • Prioritization techniques • Business case / ROI estimation to validate release definition • Communicating the new launch
- 40. Product planning (2) • “to deal with the different releases each product has” • 3 processes – Roadmap intelligence – Product roadmapping – Core asset roadmapping
- 41. Product planning (3) • 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
- 43. Portfolio management (2) • “to deal with the products in the product portfolio” • 3 processes – Market analysis – Product lifecycle management – Partnering & contracting
- 46. Reference framework vs. Competence model 2010 2006 Product management Release planning Portfolio management Scope change management Requirements prioritization Release definition Release validation release definition adaptations release content Requirements management market trends boardrequests Requirements identification product requirements Requirements organizing Support Sales & marketing Customer Requirements selection prioritized requirements Product roadmapping Product lifecycle management Research & innovation Market Partner companies roadmap Roadmap construction Core asset identification Theme identification Product line identification Market trend identification trends themes scope changes market trends customer requests customer & prospect requests validated release definition businesscasevalidation product lines core assets partner requests Partnering & contracting Company board ServicesDevelopment product requirements list validation change requests, bug fixes validation Launch preparation launch information launch preparation package launch preparation package Requirements gathering requirements product development strategy trends contracts technology drivers collaborations lifecycle decisions roadmap
- 47. Agenda • Introduction to Software Product Management • SPM competence model • Course Schedule and Assignments • Practical matter
- 48. Schedule
- 49. Assignments • SPM Maturity consultancy assignment • User Story practice assignment • Presentation of highlights • All assignments carried out in groups of two, decided by yourself • Mail the names of a team to Garm Lucassen: g.lucassen@uu.nl • The deadlines are in the schedule • Submit your work via Ephorus • Feedback on all deliverables • Final assignments are graded • Do not miss the deadline! & Do not plagiarize!
- 50. SPM Maturity assignment • In this assignment, an SPM assessment is carried out. This assessment is carried out by performing an interview with a product manager, via the Situational Assessment Method as described by Bekkers et al. (2010). • Each group has to hand in the following separate deliverables: – Sep 10: Company description (max. 500 words) – Sep 17: Interview plan (email dates of interviews) – Sep 29: Draft Assessment results, analysis, and advice (max. 4000 words) – Oct 6: Final SPconsultancy report (max. 4000 words)
- 51. Product managers • Find your own company that develops and sells a software product • We will provide some names • At least 15 FTE’s • Contact the product manager • We have a letter for you to explain the purpose • International students companies from your home country are highly appreciated!
- 52. User Story Practice assignment (1/2) • Second interview with product manager • Focus on the description and quality analysis of the actual usage of user stories in the software company with respect to requirements management, release and sprint planning, and roadmapping • Which stakeholders are involved in these activities? FLOW diagrams will be created. • Also a quality analysis on a set of User Stories from the company will be performed using the AQUSA tool
- 53. US practice (2/2) • Test the US set on AQUSA (Lucassen et al., 2015)
- 54. Examination • Four grades and two completions: – SR: SPM Maturity report (carried out in group) – UR: User Story practice report (carried out in group) – P: Presentation (carried out by both) – E: Exam (carried out individually) • Completion: – Finding Company – Peer Review • Final grade = 0.25*SR + 0.25*UR + 0.1*P + 0.4*E • In order to pass the course, each grade (SR, UR, P and E) should be a 5.5 or higher. In case this condition is not met, your final mark is the lowest of the four grades. • The deadlines of the assignments are strict, otherwise it would be unfair to class members who get their papers in on time. For every working day you are late, we deduct one point of your grade (of that deliverable).
- 55. Agenda • Introduction to Software Product Management • SPM competence model • Course Schedule and Assignments • Practical matter
- 56. About you • What is your MSc program? • Who works in the software business? • Any experience with SPM? • Who did not register for the course?
- 57. Attitude and atmosphere What about: Apping SMS-ing FB-ing Browsing • For a speaker it is very annoying when some persons in the audience do other things • Professional attitude as a knowledge worker • Good class room atmosphere fosters learning experience • We do our utmost to provide an interesting and instructive course • Put your smartphone in airplane mode
- 58. Attendance • Attendance is highly recommended • However, it is mandatory: – When there is a guest lecturer – When your group is presenting – When there is a peer review session – In case we have an excursion to a company
- 59. Literature • Draft lecture notes • Presentation slides (with audio files) • Scientific articles, published in journals or conference proceedings • We will open a forum for commenting on the Draft lecture notes. Future textbook! • BTW: we are looking for someone who is interested in arranging the SPM website with materials from previous years
- 60. Access to literature • You need to be logged on to the university network, either by using a computer of the ICS department, or by logging in via VPN
- 61. Workshops – Tuesdays: 11-13hrs – Room BBG 023 – Explanation maturity matrix & assessment method – Explanation user story analysis – Necessary for assignments – Be there!
- 62. Questions?