Lies, damn lies and business cases
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The document discusses business cases, their value and challenges. It argues that while business cases enforce discipline and structure around investment decisions, and provide a thorough analysis of products and propositions, they can also slow companies down and fail to account for uncertainty. Product managers are motivated to get products approved but businesses also need objective views on what won't succeed. However, product managers may not be rewarded for producing cases that recommend ideas be cancelled.
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![Product Focus ,[object Object],[object Object],‘ Very useful in making me reflect on the product management role and how I perform that function in my organisation’ ‘ Insightful and well structured. Duration was ideal’ ‘ Practical breakout sessions got the groups talking and thinking.’ ‘ I’d recommend the course, not only to product management associates but also to department heads’](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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Better Business Cases Presentation to the SPPMG with notes covering the 5 Case Model and Business case structure, with the key 10 steps broken down and explained. Please contact me if you would like the powerpoint version with comprehensive notes, as these do not seem to appear on the uploaded version.
BBC Is a great liitle method - give it a try on your next Business Case!
BBC - Better Business Cases - Foundation
BBC - Better Business Cases - FoundationMirosław Dąbrowski C-level IT manager, CEO, Agile, ICF Coach, Speaker
Personally designed (content + graphics design), officially accredited BBC (Better Business Cases) Foundation courseware.
The Better Business Cases is a trade mark of Her Majesty's Treasury. DSDM, Atern, AgilePM, AgilePgM, AgilePF are Registered Trade Marks of Dynamic Systems Development Method Limited.
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Tuesday 26th April 2016
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new-product-development-process
The document outlines the new product development process, which includes idea generation, screening, concept testing, market strategy development, business analysis, test marketing, and commercialization. The goal is to develop, test, and evaluate new product ideas to ensure growth and survival. Key steps involve assessing opportunities, determining the product type, developing the concept, evaluating market potential and profitability, testing the product and marketing plan, and commercializing the new product. Following this process helps reduce risks and avoid costly mistakes when bringing new products to market.
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About your company:
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John Leander Malloy
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Lies, damn lies and business cases
- 1. Lies, damn lies and … business cases Ian Lunn Product Focus
- 3. Journal & contact details
- 5. Approaches to business cases
- 6. Forecasting the future Source: Based on Construx : Software development best practice Business Case ? The Cone of Uncertainty
Editor's Notes
- Welcome Over 20 years product management and marketing experience in Telecoms and IT Started life working in IT consultancy – Logica and Hoskyns Senior marketing, product management and consultancy roles at Cable & Wireless, Lucent, Lost Wax, Vodafone and Orange Wide experience across business and consumer markets in both small companies and large corporates Co-founded Product Focus 4 years ago
- Go through slide What's your experience? How does this compare with experience elsewhere? In many companies it’s a mix of the two depending on the people. Very rarely is the performance of the product measured against business cases forecasts – because the market has changed, competitors have changed and so on. This misses a real opportunity for a feedback loop that can revisit business case assumptions and improve future forecasting.
- The estimate variability changes as we move through a project. Research shows for software development that significant narrowing of the Cone occurs during the first 20-30% of the total calendar time for the project. When is the business case – how accurate would we expect the market forecasts and development estimates to be What can we do about it?
- Excellent way to pictorially show the impact of possible outcomes and let management identify the key risks to the succes of the project – whether this is launch dates, uncontrollred discounting, changes to the cost base or any other factors In terms of what figures you should set 6 months late, 2 months early, 20% price change etc. – base these either on evidence of past projects or on what you believe to be reasonable – but be prepared to defend whatever you propose. Do you do this? If not, we highly recommend some sensitivity analysis.
- Healthy tension between evangelising product manager and sceptical finance person