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Introductie slides Software Product Management door het Nederlands Instituut voor de Software Industrie

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Dit zijn de slides voor de cursus Software Product Management, die wordt verzorgd door het Nederlands Instituut voor de Software Industrie en de Universiteit Utrecht .

Voor meer informatie over het Nederlands Instituut voor de Software Industrie, kijk dan op www.nisi.nl

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Introductie slides Software Product Management door het Nederlands Instituut voor de Software Industrie

  1. 1. Introduction to Software Product Management Bijeenkomst 1 Sjaak Brinkkemper Garm Lucassen 7 maart 2017
  2. 2. Introductie in Software Product Management • Sessie 1 van de cursus Software Product Management • Georganiseerd vanuit – Universiteit Utrecht – Nederlands Instituut voor de Software Industrie – International Software Product Management Association – Software VOC • https://www.nisi.nl/ • http://www.nederlandict.nl/ • http://www.ispma.org/ 2
  3. 3. Agenda • Introductie • SPM competence model • Oefening & pauze • Requirements management • Release planning • Oefening & pauze • Product planning • Portfolio management • Oefening & pauze • Agenda & huiswerk 3
  4. 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 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. 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. 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 v1.3 available • http://www.ispma.org/ 6
  7. 7. 7 Vakgroep Organisation and Information • Sjaak Brinkkemper • Slinger Jansen • Marco Spruit • Fabiano Dalpiaz • Jan Martijn van der Werf • Sergio España Cubillo • Marjan Askari • Sietse Overbeek • Siamak Farshidi • Erik Jagroep • Wienand Omta • Garm Lucassen • Vincent Menger • Ian Shen • Basak Aydemir • Govert-Jan Slob • Michiel Meulendijk
  8. 8. Onderzoeksthema Product Software: Methodology of Development, Implementation and Entrepreneurship 3 onderzoekslijnen –Development Methodology –Implementation and Adoption –Entrepreneurship 8
  9. 9. Teamintroductie • Sjaak Brinkkemper • Garm Lucassen 9
  10. 10. Agenda • Introductie • SPM competence model • Oefening & pauze • Requirements management • Release planning • Oefening & pauze • Product planning • Portfolio management • Oefening & pauze • Agenda & huiswerk 10
  11. 11. Software product management 11 Board Market Sales Development Partners Customers R&D
  12. 12. 12 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.
  13. 13. 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  Need for an integrated body of knowledge: SPM Competence Model 13
  14. 14. 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 … … … … 14 Portfolio: The complete set of products of a company
  15. 15. 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 … … … … 15 Product: A packaged configuration targeted to a specific market
  16. 16. 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 … … … … 16 Release: A formalized sellable version
  17. 17. 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 … … … … 17 Requirement: Wish for a future product feature
  18. 18. 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 … … … … 18 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
  19. 19. SPM Competence Model 19
  20. 20. Stakeholders 20
  21. 21. Internal functions 21
  22. 22. Requirements management 22
  23. 23. Release planning 23
  24. 24. Product planning 24
  25. 25. Portfolio management 25
  26. 26. Competence model 26
  27. 27. Oefening • Vul de ‘deliverable structure’ in voor je eigen organisatie. Geef ook aan waarvoor je verantwoordelijk bent 27 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 … … … …
  28. 28. Agenda • Introductie • SPM competence model • Oefening & pauze • Requirements management • Release planning • Oefening & pauze • Product planning • Portfolio management • Oefening & pauze • Agenda & huiswerk 28
  29. 29. 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? 29
  30. 30. 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 30
  31. 31. Requirements gathering 31
  32. 32. 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. 32
  33. 33. Requirements identification 33
  34. 34. 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 34
  35. 35. Market requirements examples 35 09-08- 2015
  36. 36. Product requirements examples 36
  37. 37. PR to MR mapping 37 Q: Who already does this? Can you show an example of how you do this in your issue tracker?
  38. 38. Requirements organizing 38
  39. 39. 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 39
  40. 40. 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 40
  41. 41. Requirements prioritization 41
  42. 42. Requirements prioritization Techniques: • Voting round • Cost value approach • Features prioritization matrix • Etc. 42
  43. 43. Features prioritization matrix 43 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 --
  44. 44. Release definition 44
  45. 45. Release definition • List of selected requirements and estimated development hours 45
  46. 46. Release definition validation 46
  47. 47. 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 47
  48. 48. Scope change management 48
  49. 49. 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.) 49
  50. 50. Build validation 50
  51. 51. Build validation • Internal validation • External validation (e.g. beta testing, pilot) • (Certification) 51
  52. 52. Launch preparation 52
  53. 53. Launch preparation • Internal stakeholders: –Sales and marketing  which features are in the new product release –Services  to be able to implement the new product release –Support  to be able to help customers with problems • External stakeholders –Existing customers  acquire new version? –Implementation partners  to be able to implement the new product release 53
  54. 54. 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. 54
  55. 55. Agenda • Introductie • SPM competence model • Oefening & pauze • Requirements management • Release planning • Oefening & pauze • Product planning • Portfolio management • Oefening & pauze • Agenda & huiswerk 55
  56. 56. Product planning • “to deal with the different releases each product has” • 3 processes –Roadmap intelligence –Product roadmapping –Core asset roadmapping 56
  57. 57. Roadmap intelligence 57
  58. 58. Roadmap intelligence 58 • What’s going on? • Make overviews of markets, customers, competitors, technology, partners
  59. 59. Core asset roadmapping 59
  60. 60. Core asset roadmapping • Management and development of a Core asset base • Examples: –Software components –Executables –Databases –Functional designs –Product documentation –Test cases 60
  61. 61. Product roadmapping 61
  62. 62. 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 62
  63. 63. Short-term… 63 Planning 2016 In 2016 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 2015 / januari 2016 Jaarafsluiting 2015 en initiëren 2016 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 2016 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 2016 Werkstroom ondersteuning Uitbreidingen op het gebied van verdere ondersteuning bij de salarisverwerking December 2016 / januari 2017 Jaarafsluiting Jaarwerk 2016 en jaarovergang naar 2017
  64. 64. … or long-term? 64 (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
  65. 65. External roadmaps 65
  66. 66. Portfolio management • “to deal with the products in the product portfolio” • 3 processes –Market analysis –Product lifecycle management –Partnering & contracting 66
  67. 67. Market analysis 67
  68. 68. Market analysis • Market research –Focus groups –Surveys (postal/mail/telephone) –Customer panels –Observation via Support, Services, Sales & Marketing –… • Competition analysis • Research firms –Gartner –Forrester –… 68
  69. 69. Product lifecycle management 69
  70. 70. 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 70
  71. 71. Product lifecycle management (2) • Product lines • Techniques to maximize the lifetime value of your product portfolio • End-of-life / sun setting strategies 71
  72. 72. Partnering & contracting 72
  73. 73. 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.) 73
  74. 74. 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. 74
  75. 75. ISPMA Raamwerk 75
  76. 76. Agenda • Introductie • SPM competence model • Oefening & pauze • Requirements management • Release planning • Oefening & pauze • Product planning • Portfolio management • Oefening & pauze • Agenda & huiswerk 76
  77. 77. Agenda 77  Bijeenkomst 2 Requirements management  Bijeenkomst 3 Requirements management  Bijeenkomst 4 Product planning  Bijeenkomst 5 Portfolio management
  78. 78. Agenda 78  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
  79. 79. Huiswerk • Beschrijf de twee belangrijkste SPM-uitdagingen die je de komende tijd zou willen verbeteren. • Neem een typische product requirement mee. 79
  80. 80. Cursuswebsite http://spmcursusvoorjaar2017.weebly.com Slides ontvang je via mail of zijn op website toegankelijk met wachtwoord: spm17v 80
  81. 81. Informatie Voor meer informatie over deze cursus kunt u contact opnemen met: Garm Lucassen g.lucassen@uu.nl 030 253 6311 Copyright © 2017 Inge van de Weerd, Sjaak Brinkkemper, Kevin Vlaanderen, Garm Lucassen, Universiteit Utrecht 81
  82. 82. Thank you for your attention!

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