This document discusses strategies for successfully shifting from a project-based approach to a product-based approach. It identifies some key differences between projects and products, such as projects being temporary while products have lifecycles from conception to obsolescence. Some of the shifts discussed include changing from a project manager skillset to a product manager skillset, shifting budgets and funding from projects to products and value streams, and changing organizational capabilities to support product management instead of just project management. The document provides advice on navigating potential conflicts that can arise during the transition.

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

2. 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]
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3. 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
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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

4. 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
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References:
1) https://www.merriam-webster.com/dictionary/product
2) https://www.etymonline.com/search?q=product
3) Rucker, Wetware, 1998.

5. Project to Product as
…a shift in orientation
…a shift in scaffolding
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6. 6
Waypoints

7. Iteration Waypoint
Ideal if each phase is used in production
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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)

8. 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
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References:
1) https://en.wikipedia.org/wiki/Project_management_triangle

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

10. Success Criteria Waypoint
Project success: meeting its objectives, within
time, cost, and scope constraints
PROJECT success: meeting outcomes in
terms of desirability, feasibility, and viability
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11. Stable Teams Waypoint
• Team trust, cohesion, and performance
takes time to develop
• Fractional and fractured project teams
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Khumbu Icefall

12. 12
Project to Product
Shifts

13. Skillset Shift
Project Manager to Product Manager
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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

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

15. Lifecycles Shift
product lifecycles provide a framework for managing
the work related to taking a product from
conception through obsolescence
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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

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

17. Org Capability Shift
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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

18. Org Capability Shift
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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

19. 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
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References:
1) The Alchemy of Growth, 2000.

20. 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]
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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

21. 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
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22. QUANTUM
OF
VALUE
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23. Navigating a
Project to Product Shift
Strategies for Successful Transformation
© nuCognitive LLC & FiveWhyz LLC. All rights reserved. 23
Daniel Walsh