Navigating a Project to Product Shift - Walsh FiveWhyz LLC

Navigating a
Project to Product Shift
Strategies for Successful Transformation
© nuCognitive LLC & FiveWhyz LLC. All rights reserved. 1
Daniel Walsh

If a Project to Product Shift is
the answer…
then what is the problem we
are trying to solve?
1. Lack of a holistic approach to develop products
(e.g. balance new functionality with support)
2. Need to be more customer-centric to succeed
3. Need a nimbler budget and funding model
4. Org silos, “Us vs Them” (e.g. IT vs Business)
5. Something else [please add your idea to chat]

proj·ect (n.) ˈprä-ˌjekt : a specific plan or design : a scheme 1
• from Medieval Latin proiectum "something thrown forth”
• use as "scheme, proposal, mental plan" from c. 1600 2
The PMI defines project as “a temporary effort to create value
through a unique product, service or result.” 3
Projects are not products, but some projects build products
Projects and project management as scaffolding
References:
1) https://www.merriam-webster.com/dictionary/project#
2) https://www.etymonline.com/word/project
3) https://www.pmi.org/about/learn-about-pmi/what-is-project-management

prod·uct (n.) ˈprä-(ˌ)dəkt : something produced 1
• from Medieval Latin producere ”bring forth”
• use as ”anything produced" from c. 1570 2
A product is a tangible or intangible item that is produced, marketed,
and exchanged to satisfy the needs or wants of a customer
Products as
• a collection of hardware, software, firmware, wetware3, and services
• ingredients, platforms, solutions, ecosystem
Product management as a different kind of scaffolding
References:
1) https://www.merriam-webster.com/dictionary/product
2) https://www.etymonline.com/search?q=product
3) Rucker, Wetware, 1998.

Project to Product as
…a shift in orientation
…a shift in scaffolding

Iteration Waypoint
Ideal if each phase is used in production
Initiation Planning Execution
Monitor &
Control
Closure
Total Project Duration
Total Project Duration
Phase 1 Phase 2 Phase 3
Feedback Feedback
an iterative approach to projects (esp. when
conditions and requirements are unclear,
complex, and uncertain)

Success Criteria Waypoint
Project success: meeting its objectives, within
time, cost, and scope constraints
Product success: meeting outcomes in terms
of desirability, feasibility, and viability
References:
1) https://en.wikipedia.org/wiki/Project_management_triangle

Does anyone recognize this framework?
What is it about? Where is it from? When?
References:
1 Berkun, The Art of Project Management, 2005.

Project success: meeting its objectives, within
time, cost, and scope constraints
PROJECT success: meeting outcomes in
terms of desirability, feasibility, and viability

Stable Teams Waypoint
• Team trust, cohesion, and performance
takes time to develop
• Fractional and fractured project teams
Khumbu Icefall

Skillset Shift
Project Manager to Product Manager
Balance
T
e
c
h
n
o
l
o
g
y
Usage
B
u
s
i
n
e
s
s
Value
Ingredient
Capability
BOM
Vendor
Management
Tech
Stack
Cost
Estimate
Funding
Implementation
Plan
Specifications
Requirements
Business
Goals
Affordances
User
Experience
JTBD
Personas
Value
Proposition
GTM
Plan
Service
Design
User
Interface
User Research

Lifecycles Shift
product lifecycles provide a framework for managing
the work related to taking a product from
conception through obsolescence
Conceive Develop Realize Use Retire
Product Lifecycle
Image Attribution: Freeformer
Image Attribution: Ia walsh

Lifecycles Shift
product lifecycles provide a framework for managing
the work related to taking a product from
conception through obsolescence
References:
1) Simmons, Balanced Solutions: How to Deliver Winning Products and Services that
Balance Business, Usage, and Technology, 2016.
Conceive Develop Realize Use Retire
Product Lifecycle

Budget and Funding Shift
Funding project to funding products, product
families, value-streams, business capabilities
References:
1) LeanIX EAM https://docs-eam.leanix.net/docs/business-capabilities-modeling
2) https://en.wikipedia.org/wiki/Business_capability_model

Org Capability Shift
PMO Services
- Governance
- Initiation and planning
- Resource allocation and utilization management
- Staffing and resource management
- Portfolio management and prioritization
- Risk management and mitigation
- Budget, cost control, schedule, and timeline management
- Quality controls and auditing
- Stakeholder management and communication
- Status reporting and progress tracking
- Issue escalation and problem resolution
- Change management and control
- Documentation and knowledge management
- Closeout and lessons learned database
- Process improvement, standards, policies, procedures, and templates
- Performance measurement and benefits evaluation
- Mentorship for project roles
- Training, professional development, competencies
- Management tools and information systems
- Benchmarking

Org Capability Shift
PMO Services ->Product Mgnt. Office or Product & Portfolio Office (PPO)
- Governance
- Initiation and planning
- Resource allocation and utilization management
- Staffing and resource management
- Portfolio management and prioritization
- Risk management and mitigation
- Budget, cost control, schedule, and timeline management
- Quality controls and auditing
- Stakeholder management and communication
- Status reporting and progress tracking
- Issue escalation and problem resolution
- Change management and control
- Documentation and knowledge management
- Closeout and lessons learned database
- Process improvement, standards, policies, procedures, and templates
- Performance measurement and benefits evaluation
- Mentorship for product roles
- Training, professional development, competencies
- Management tools and information systems
- Benchmarking

Lean Portfolio Management
• Optimization not one size fits all (WSJF)
• Three Horizons
• H1: Maintain & defend core business
• H2: Nurture emerging business
• H3: Create genuinely new business
References:
1) The Alchemy of Growth, 2000.

Power and Authority Shifts
Potential conflicts include:
1. Organizational design and
reporting structures
2. Prioritization of resources,
people, and budgets
3. Portfolio definition and product
taxonomy
4. Risk management
responsibilities
5. Change management
responsibilities
6. Role definitions, career ladders,
and performance management
7. Other [Insert Your Thought]
Potential countermeasures:
• clarify why change is needed
• establish clear lines of
communication
• develop and share strategy for
how to navigate the transition
• invest time and energy in
building trust, respect, and
strong relationships before they
are needed
• establish a clear, transparent,
situationally appropriate
approach to decision-making

Non-Regrettable Moves
1. What are your products?
2. Product feedback loops (e.g.
benefits realization)
3. More iterations = faster
feedback
4. More stable teams or crews
5. (Re)define success for
products, delivery is only part
6. Get better doing small things

QUANTUM
OF
VALUE

Navigating a
Project to Product Shift
Strategies for Successful Transformation
Daniel Walsh

Navigating a Project to Product Shift - Walsh FiveWhyz LLC

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