1. The document discusses product management as a discipline for creating customer-driven IT organizations. It defines product development as the process of designing, building, operating, and maintaining goods and services.
2. It describes the roles and responsibilities of a product manager, which includes defining product lines, managing requirements and releases, and advocating for customer needs.
3. It outlines the product life cycle, which includes phases for initiating, designing, developing, testing, launching, operating, and decommissioning products. It provides details on activities and documentation in each phase.
The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model.
The workshop will help the participants to:
Understand the CMMI framework
Understand the detailed requirements of the process areas in the CMMI V1.3
Make valid judgments regarding the organization's implementation of process areas
Identify issues that should be addressed in performing process improvements using the CMMI V1.3
The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model.
The workshop will help the participants to:
Understand the CMMI framework
Understand the detailed requirements of the process areas in the CMMI V1.3
Make valid judgments regarding the organization's implementation of process areas
Identify issues that should be addressed in performing process improvements using the CMMI V1.3
The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model.
The workshop will help the participants to:
Understand the CMMI framework
Understand the detailed requirements of the process areas in the CMMI V1.3
Make valid judgments regarding the organization's implementation of process areas
Identify issues that should be addressed in performing process improvements using the CMMI V1.3
The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model.
The workshop will help the participants to:
Understand the CMMI framework
Understand the detailed requirements of the process areas in the CMMI V1.3
Make valid judgments regarding the organization's implementation of process areas
Identify issues that should be addressed in performing process improvements using the CMMI V1.3
The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model.
The workshop will help the participants to:
Understand the CMMI framework
Understand the detailed requirements of the process areas in the CMMI V1.3
Make valid judgments regarding the organization's implementation of process areas
Identify issues that should be addressed in performing process improvements using the CMMI V1.3
The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model.
The workshop will help the participants to:
Understand the CMMI framework
Understand the detailed requirements of the process areas in the CMMI V1.3
Make valid judgments regarding the organization's implementation of process areas
Identify issues that should be addressed in performing process improvements using the CMMI V1.3
Change Control Process PowerPoint Presentation SlidesSlideTeam
Change control process PowerPoint presentation slides help change management teams to focus on objective and results. This organization change management PowerPoint template contains visual graphics on types of change management, forces for change, gap analysis, vision statement, organizational change readiness, change management agents, role of leadership in CM, role of team members, role of key stakeholders, Lewin’s three-stage change model, ADKAR model, bridge transition model, Szpekman’s communication framework, Roger’s technology adoption curve, risk and barriers, risk assessment etc. Further our business process reengineering PPT presentation helps to present extensive planning through professionally designed slides such as risk matrix, resistance assessment survey, resistance to change, resistance management plan, implementation strategies, change transition plan, change transition curve, communication plan, CM training, and timeline, sustaining momentum, change management cost, evaluation, results, performance dashboard etc. Download this self-explanatory business transformation process presentation template to adopt new methods without difficulty. Climb away with our Change Control Process PowerPoint Presentation Slides. Get to the crest with complete ease.
This is a presentation of a college work, at Faculdade de Engenharia da Universidade do Porto, programme Master in Informatics and Computing Engineering, about the definition of a process, based on CMMI Level 2 Project Planning Process Area, and the usage of that process in a fictitious company.
It is in English.
The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model.
The workshop will help the participants to:
Understand the CMMI framework
Understand the detailed requirements of the process areas in the CMMI V1.3
Make valid judgments regarding the organization's implementation of process areas
Identify issues that should be addressed in performing process improvements using the CMMI V1.3
Design for Quality can be seen as a subset of Quality focusing on preventing problems by going upstream to recognize that decisions made during the design phase profoundly affect the quality and cost of all subsequent activities to build and deliver the product.
This is a lecture notes for ENT245 (Product Design and Development), Bachelor of Mechanical Engineering, UniMAP.
With the courtesy of the authors, Karl T. Ulrich and Steven D Eppinger
Click on the link to buy - http://imojo.in/1h1t0
This presentation is aimed at helping small and medium businesses in their Quality Management. The module starts with an introduction to the function, Roles and Responsibilities of executives in the function, Key tools and methodologies,ISO9001 clauses, 7QC tools and various templates for MIS analysis.
Project Management Plan
Project Management Plan
Introduction
Project management planning involves defining, preparing, and coordinating all other subsidiary plans and integrating them to come up with one comprehensive plan. To make sure that the patient image wands being manufactured by PROVISION Healthcare Technologies is a success both from development, distribution and sales and marketing, the project management should be well consolidated .This will enable the project to be closely monitored. Project execution and controlling would be very much easier when there is a well documented management plan.
Product Development
The design and control process
During the development of the patient wands, the design and control process is very important. It is at this stage that procedures in the project plan are documented and incorporated during design and development of those patient wands.
The design team has the duties of doing the following:
· Identifying the customers’ needs
· Understanding the competitor’s product.
· Meeting essential requirements that is required to achieve a high quality product, from inception through to production.
· Identifying early inconsistencies or discrepancies by comparing what is currently made to the initial concept. This will help reduce redesigning and reworking. On the other hand, it will help improve product design and quality
· The design team should ensure that the end product will meet the customer needs.
Design and development planning process
At this stage, a plan that outlines the development activities while allocating individuals their duties and responsibilities is established and maintained .It is at this stage that the plan is reviewed, updated and approved. The software and hardware designs should be verified and be validated at this point.
Input Design
In order to come up with the best design, external ideas should be borrowed. It is during this phase that a survey of customers and other stakeholders for example nurses and clinicians should be done. Administering of questionnaires or interviewing can be conducted. The information gathered would be used to review, address and develop the specifications of the product.
Output Design
The output design procedures need to clearly refer to the input design that was earlier developed. The output design is expected to highlight the critical measures for proper functioning of the devices and software. Some of the output designs include:
· The hardware component
· user manual
· Specifications
· A risk analysis
· Study results which include validation and biocompatibility studies, storage and shipping tests
· Technical files
Design review
Design review is done to confirm the construction of the design. It is from here that deficiencies are detected and corrected .Hazard analysis review and failure mode analysis are the two common review analyses that can be done to ensure that the design is up to date. The design should be reviewe ...
Change Control Process PowerPoint Presentation SlidesSlideTeam
Change control process PowerPoint presentation slides help change management teams to focus on objective and results. This organization change management PowerPoint template contains visual graphics on types of change management, forces for change, gap analysis, vision statement, organizational change readiness, change management agents, role of leadership in CM, role of team members, role of key stakeholders, Lewin’s three-stage change model, ADKAR model, bridge transition model, Szpekman’s communication framework, Roger’s technology adoption curve, risk and barriers, risk assessment etc. Further our business process reengineering PPT presentation helps to present extensive planning through professionally designed slides such as risk matrix, resistance assessment survey, resistance to change, resistance management plan, implementation strategies, change transition plan, change transition curve, communication plan, CM training, and timeline, sustaining momentum, change management cost, evaluation, results, performance dashboard etc. Download this self-explanatory business transformation process presentation template to adopt new methods without difficulty. Climb away with our Change Control Process PowerPoint Presentation Slides. Get to the crest with complete ease.
This is a presentation of a college work, at Faculdade de Engenharia da Universidade do Porto, programme Master in Informatics and Computing Engineering, about the definition of a process, based on CMMI Level 2 Project Planning Process Area, and the usage of that process in a fictitious company.
It is in English.
The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model.
The workshop will help the participants to:
Understand the CMMI framework
Understand the detailed requirements of the process areas in the CMMI V1.3
Make valid judgments regarding the organization's implementation of process areas
Identify issues that should be addressed in performing process improvements using the CMMI V1.3
Design for Quality can be seen as a subset of Quality focusing on preventing problems by going upstream to recognize that decisions made during the design phase profoundly affect the quality and cost of all subsequent activities to build and deliver the product.
This is a lecture notes for ENT245 (Product Design and Development), Bachelor of Mechanical Engineering, UniMAP.
With the courtesy of the authors, Karl T. Ulrich and Steven D Eppinger
Click on the link to buy - http://imojo.in/1h1t0
This presentation is aimed at helping small and medium businesses in their Quality Management. The module starts with an introduction to the function, Roles and Responsibilities of executives in the function, Key tools and methodologies,ISO9001 clauses, 7QC tools and various templates for MIS analysis.
Project Management Plan
Project Management Plan
Introduction
Project management planning involves defining, preparing, and coordinating all other subsidiary plans and integrating them to come up with one comprehensive plan. To make sure that the patient image wands being manufactured by PROVISION Healthcare Technologies is a success both from development, distribution and sales and marketing, the project management should be well consolidated .This will enable the project to be closely monitored. Project execution and controlling would be very much easier when there is a well documented management plan.
Product Development
The design and control process
During the development of the patient wands, the design and control process is very important. It is at this stage that procedures in the project plan are documented and incorporated during design and development of those patient wands.
The design team has the duties of doing the following:
· Identifying the customers’ needs
· Understanding the competitor’s product.
· Meeting essential requirements that is required to achieve a high quality product, from inception through to production.
· Identifying early inconsistencies or discrepancies by comparing what is currently made to the initial concept. This will help reduce redesigning and reworking. On the other hand, it will help improve product design and quality
· The design team should ensure that the end product will meet the customer needs.
Design and development planning process
At this stage, a plan that outlines the development activities while allocating individuals their duties and responsibilities is established and maintained .It is at this stage that the plan is reviewed, updated and approved. The software and hardware designs should be verified and be validated at this point.
Input Design
In order to come up with the best design, external ideas should be borrowed. It is during this phase that a survey of customers and other stakeholders for example nurses and clinicians should be done. Administering of questionnaires or interviewing can be conducted. The information gathered would be used to review, address and develop the specifications of the product.
Output Design
The output design procedures need to clearly refer to the input design that was earlier developed. The output design is expected to highlight the critical measures for proper functioning of the devices and software. Some of the output designs include:
· The hardware component
· user manual
· Specifications
· A risk analysis
· Study results which include validation and biocompatibility studies, storage and shipping tests
· Technical files
Design review
Design review is done to confirm the construction of the design. It is from here that deficiencies are detected and corrected .Hazard analysis review and failure mode analysis are the two common review analyses that can be done to ensure that the design is up to date. The design should be reviewe ...
Do You Need A Release Manager For Your SDLC Workflow?Enov8
Release management is the long-term process that includes strategic planning of software releases, designing them efficiently, controlling the software build, testing, and deploying them. The involved teams need to monitor the entire process, ensuring that the applications and upgrades are delivered. Also, an integrated production environment is maintained.
In this document we will explain software development life cycle (SDLC), various steps/stages in SDLC and software development methodologies in detail. Original blog posted here on: http://www.satejinfotech.in/what-is-software-development-lifecycle/
Management of time uncertainty in agileijseajournal
Agile software development represents a major departure from traditional methods of software
engineering. It had huge impact on how software is developed worldwide. Agile software development
solutions are targeted at enhancing work at project level. But it may encounter some uncertainties in its
working. One of the key measures of the resilience of a project is its ability to reach completion, on time
and on budget, regardless of the turbulent and uncertain environment it may operate within. Uncertainty of
time is the problem which can lead to other uncertainties too. In uncertainty of time the main issue is that
the how much delay will be caused by the uncertain environment and if the project manager comes to know
about this delay before, then he can ask for that extra time from customer. So this paper tries to know about
that extra time and calculate it.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
A Comprehensive Guide To Release Management ProcessEnov8
If you’re venturing into software development, you’ll probably know that preparing and releasing new application features to the market isn’t a simple task. The process is complex and requires a highly streamlined workflow to prevent any complications. However, all these complexities can be avoided with a purposeful release management process.
Building the Right Product vs. The Product RightMojoTech
Striking a delicate balance between creating the desired product and developing it flawlessly is a distinction often overlooked by those who question a Product Managers necessity or a development partner's qualifications.
Building the Right Product:
Conducting a thorough Product Discovery, addressing key questions, and understanding stakeholder goals and requirements are vital steps to mitigate faulty assumptions and deliver a successful solution.
Building the Product Right:
Only focusing on building the product right risks developer-centric outcomes. A PM's expertise is crucial for non-technical teams and Product Owners to balance technical requirements and product goals.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
1. The Discipline of
Product Management
Phillip J. Windley, Ph.D.
Chief Information Officer
Office of the Governor
State of Utah
Product development is the process of designing, building, operating, and
maintaining a good or service1
. Software and Internet companies use a product
development process to ensure that they are not just manufacturing a
technology, but creating a product that people will want to buy and continue to
use. To be sure, a base technology is at the heart of the product, but product
development ensures that the customer’s voice is not lost in the rush to an
exciting technology. Product development adds things like pricing, marketing,
and customer support to the technology to create a complete product.
Without a product management philosophy and discipline, an IT organization
becomes focused on the technology instead of the customers and is often
organized along technology lines rather than in ways that benefit the customer.
Ultimately, an IT organization must serve its customers or it will go out of
business, either because the customers go away or because they complain to
executive management until the organization is changed.
This paper discusses the product management discipline and how it can be
applied to creating a customer driven IT organization.
Product Development
Product development is performed by a multi-disciplinary team whose goal is
building, operating, and maintaining the product. Team members may include
product managers, software developers, project managers, product operations
engineers, customer support managers, software quality assurance engineers,
user interface design engineers, marketers, financial personnel, and graphic
artists.
The product manager serves as the leader of this cross functional team. While
the product manager does not necessarily function as the operational manager
for these people, she does lead, coordinate, and supervise their work toward the
end goal of making the product a reality, launching it, operating it, and managing
it throughout its life cycle.
Copyright 2002, Phillip J. Windley. All rights reserved. Reproduction of all or part of this work is
permitted for educational or research use provided that this copyright notice is included in any copy.
Unconditional use is granted to the State of Utah.
1
For purposes of this document we will refer to all services, goods, or other things offered for sale by an
organization to be a “product.”
2. Product management as a discipline is about what the product should be.
Product managers are advocates for the customer’s needs and desires. A large
product might have numerous product managers working towards its success at
a variety of levels, all the way from the junior product manager writing
specifications about single feature sets to a product strategy director who has
overall responsibility to executive management for the product direction. A
product manager’s responsibilities include the following:
• Defining and planning product lines and product enhancements
• Managing product contracts and sales
• Setting strategic direction based on customer needs and business goals
• Interpreting strategic goals into operational tasks
• Making proposals to senior management regarding implications of
proposed plans
• Serving as a representative to internal and external clients.Taking the lead
in establishing tactical plans and objectives
• Developing and implementing administrative and operational matters
ensuring achievement of objectives
• Evaluating risks and trade-offs
• Proposing contingency plans
• Analyzing business processes and creating applications to improve or
support those processes
• Branding
• Working with graphic designers to create look and feel
• Defining navigational flow and user experience
• Defining feature sets and scooping releases
People not familiar with the discipline of product management frequently get a
product manager confused with other players. Its useful to look at what a
product manager is not. A product manager is not:
A developer – Developers are focused on the technology and not the overall
product. Some great product managers are former developers, but it is difficult to
do both at once. There is a natural tension between developers and product
managers that should be maintained to create a balanced product.
A software manager – the software manager is a functional manager and
usually not focused on the product or the customers.
A project manager – project managers are about how and when, while the
product manager is about what. Project managers work closely with product
managers to ensure successful completion of different phases in the product life
cycle.
A marketer – while product management is usually seen as a marketing
discipline, marketers are focused on the marketing plan and are usually not
driving the overall product direction.
3. Product managers are accountable to executive management for overall product
direction, key decisions, product budget (and sometimes even the complete
product P&L), ensuring that final product meets specifications, and evangelizing
product to internal and external stakeholders. Product managers also have
accountability to users for feature sets, navigation, quality, and overall
experience.
Before we can discuss product management as a discipline and how it functions
in the organization we must consider two important life cycles: In the next
section, we’ll talk about the product life cycle; in the following section we’ll
discuss the customer life cycle.
Product Life Cycle
In its simplest form, the product life cycle consists of three phases:
1. Develop the product
2. Operate the product
3. Decommission the product
Obviously this simplistic model leaves a number of questions about changes,
procedures, etc. Figure 1 gives a more complete view of the product life cycle.
Product
Initiation
Feasibility
Design and
Plan
Development Testing
Launch Operation
Decommissioning
Figure 1: Product Life Cycle
Product Initiation Phase: In the Initiation Phase, Product Management,
Engineering, or Operations submits a request for a new service or modification to
an existing service.
4. These requests are received and prioritized by the Program Management Office
(PMO). Once prioritized, the requests are reviewed by various management
teams to assess the impact and viability of the request in the context of business
needs and the organization’s strategy. If approved, the request is given
necessary funding and resources in order to proceed to the Feasibility Phase.
Feasibility Phase: The Feasibility Phase is where an idea is explored in more
depth in order to determine the feasibility of engineering the requested service
within the scope of the business needs. The request that has been approved
during the initiation phase by the Governing Committee is evaluated at the
engineering and product management level. From an engineering perspective,
the service is evaluated for technical feasibility. The preliminary Technical
Service Description outlines the general architecture of the proposed service.
The Feasibility Analysis and stable Business Case are also developed during this
phase. These documents summarize time and cost estimates and other
investment information necessary for deciding whether to continue the product
development process or not.
Design and Plan Phase: In the Design & Plan Phase, the cross-functional team
documents all detail pertaining to the development of the service. While core
documents, such as the Marketing Service Description, Technical Service
Description, and Design Specifications, are stabilized, other groups, including
Operations, QA, and Customer Care begin to specify their requirements for
supporting the service. All of these documents are approved and signed off by
the project team and the Design & Plan Checklist is presented to the Governing
Committee for final approval before moving into the Development Phase.
Development Phase: In the Development Phase, the actual engineering of the
service is completed. As the service is being developed, other functional groups
continue preparatory work for the Testing and Introduction Phases. Much of the
documentation to support Customer Care, Training, Vendors, and Clients is
created during this phase. Also, the Quality Assurance Group prepares for the
testing handoff by documenting Test Plans and Test Specifications, and
configuring the test environment.
In this phase, a decision gate ensures that all pieces required for testing have
been completed. The following are requirements to pass through the decision
gate:
• Ready for Testing Phase from a System Integration Test perspective
• Documentation Complete
• Test Environment Complete
• Code Complete
• Vendor Requirements met
• Integration Testing & Results Complete
5. Once the Project Team has approved the readiness of the service, the
Development Checklist is compiled and presented to the Governing Committee
for approval to move the service into the Testing Phase.
Testing Phase: The majority of the Testing Phase is spent certifying the
hardware and software changes involved in the service. The service will undergo
a number of readiness tests in a Lab Environment. Operations also performs
necessary system and network tests to ensure operational readiness prior to
deployment. Once QA Test Results and Operations Readiness Test Results are
completed, the service may under go field trials as directed by product
management. The Testing Phase Decision Gate is based on the QA Test
Results, Operations Test Results, Field Verification, Change Requests, and
Business Needs. A 'go' decision at the gate authorizes the launch of the service.
Product Launch Phase: The Product Launch Phase coordinates the
deployment of the new or modified service. As the service is enabled by
Operations, the supporting organizations initiate support processes to maintain
the service. Once deployed a service check is made by the Project Team and
Program Management Organization to ensure that the Service is available. If the
service is found to be unsuccessful, a predetermined un-launch process will be
executed. If the service is launched without incident, the Project Team then
evaluates the stability of the release and the service is transitioned to the Life
Cycle Management Process.
Operation Phase: The Operation Phase is typically the longest of the phases
since once a product is developed, it may be operated for quite some time before
it is updated or decommissioned. The operation phase requires an organization
that can manage the product, track problems and bugs, and respond to customer
issues regarding the product in a timely and cost effective manner. A multi-tiered
product support model is used to ensure that products are operated in a way that
leads to RASM (reliability, availability, security, and manageability).
Decommissioning Phase: The Decommissioning Phase occurs at the end of
the product life cycle. While it may seem like the decommissioning phase is
something that can be safely ignored since there will likely be larger problems if
the product is decommissioned, the truth is that many products are taken out of
service. Even when a company is in bankruptcy, the rational, orderly closing
down of a product or service is important to managing the company’s assets.
Customer Life Cycle
Just as products have life cycle, customers also have a life cycle. In its most
simple forms the customer life cycle consists of two phases:
1. Customer buys the product
2. Customer uses product
6. In many cases, however, particularly when a product is a service or a good that
needs to be periodically replenished, the life cycle is slightly more complicated.
Figure 2 gives a more complete view of the customer life cycle
Customer
Acquisition
Initial
Customer
Contact
Product
Use
Periodic
Contact
Product
Upgrade
Deprovisioning
Figure 2: Customer Life Cycle
Even this model is overly simplified compared to what one might see in a sales
textbook, but it is sufficient for our purposes.
Initial Customer Contact: The initial customer contact phase collapses all of
the marketing, advertising, and initial sales calls into one tidy box.
Customer Acquisition: The customer acquisition phase is the first point where a
person or organization becomes a customer. Abstractly, the process consists of
an agreement between the customer and the organization to exchange money
for the product. From the product manager’s perspective, however, the process
is much more complicated:
• How will the customer request service? The customer may request
service by phone, email, web page, or in person.
• How will payment be received?
• How will the product be delivered? In the case of a service, the process
of delivering the product is called provisioning and may consist of
touching a number of unrelated systems and configuring myriad devices
and systems.
Product Use: Every product is designed to ultimately be used by a customer.
The customer may use a product and have to repurchase before another use or
the product may be such that the customer uses it over and over after purchase.
The payment may be made once or on a recurring basis.
Periodic Contact: Throughout the product use phase, the customer may have
periodic contact with the company. These interactions take the form of
• Customer service
7. • Technical support
• Billing
• Sales calls
In each of these events, the company has an opportunity to make a positive or
negative impression on the customer. These periodic contacts are usually
managed using some sort of Customer Relationship Management (CRM)
system that tracks all interactions with a customer from all channels. The CRM
system thus allows the product manager (and others) to capture vital information
about missed sales opportunities, customer complaints, common problems, etc.
Using this data the product manager can mold a product so that it better meets
customer needs and reduces customer support costs.
Product Upgrade: When a customer is finished using a product, the things can
happen: the customer can be upgraded to a follow on product that meets their
needs or deprovisioned. The product upgrade path is desirable because it
keeps the customer and reduces customer reacquisition costs. Customer
frequently outgrow products or their needs change. If a company has a well
managed product portfolio, a product more suited for the customer’s current
situation will be waiting for them.
Deprovisioning: Deprovisioning a customer may seem like an issue that need
not be dealt with: the customer stops using the product and nothing more need
be done. However, in many cases, particularly where service with a recurring
billing has been provided, if the customer is not properly deprovisioned, there will
be future costs resulting from either providing service that is not being paid for or
from billing a customer who is not receiving service. In either case there are
likely to be costly customer support calls and an unhappy customer. Customer
deprovisioning, where appropriate, should be planned for and built into the
product from the beginning.
The Discipline of Product Management
As a members of a discipline, product managers work at all levels of a company
in the product development process. For our purposes, we will discuss only
three levels: product manager, lead product manager, and product strategy
director. Of course, these might have different names and be shared among
multiple people in any real installation.
Role Driver Work Product
Product Strategy
Director
Business Strategy Product Portfolio
Lead Product Manager Product Life Cycle Product Roadmap
Product Manager Customer Life Cycle Product
8. Table 1: Product Management Roles
Table 1 shows the three roles of product management, gives the driver for the
role and the work product that the role produces.
Product Manager: The product manager is driven by the customer life cycle and
produces a product. Any large product may have multiple product managers
assigned to it, especially during Design and Plan, Development, and Testing,
portions of the product life cycle. A product manager must be concerned with
every aspect of the customer life cycle and every way that the customer might
touch the product or the company about the product. They are primarily
concerned with the customer experience in every dimension that it might take.
The end result of all of this is the product itself.
Lead Product Manager: The lead product manager is responsible for a product
throughout its entire life cycle. Every product will have a product manager
assigned to it from inception to decommissioning, guiding the product from birth
through death. This guidance is called a “product roadmap” and is the detailed
plan for the product lifecycle. The lead product manager manages a cross
functional team of people who are responsible for the development and operation
of the product. This team may grow and diminish during different phases of the
product life cycle, but generally includes:
• Software developers
• Project managers
• Product operations engineers
• Software quality assurance engineers
• User interface design engineers
• Marketers
• Financial personnel
• Graphic artists
• Customer support
The lead product manager does not necessarily function as the operational
manager for these people, but leads, coordinates, and supervises their work
toward the end goal of making the product a reality, launching it, operating it, and
managing it throughout its life cycle.
The product managers who manage the customer life cycle report to the lead
product manager during times that they are assigned to the team. In many
cases, the product manager will have P&L responsibility for the product and thus
manage everything about the product including sales, marketing, and advertising.
Product Strategy Director: The product strategy director is a member of the
executive management team and is responsible for creating a portfolio of
products that are aligned with the business strategy of the company. A small
company might have a small product portfolio. A large company might have
multiple portfolios organized along lines of business.
9. A product strategy director has the following responsibilities:
• Define and plan product lines and product enhancements
• Management of product contracts and sales
• Strategic direction based on customer needs and business goals
• Interpret strategic goals into operational tasks
• Make proposals to senior management regarding implications of proposed
plans
• Serves as representative to internal and external clients.
• Manages external vendors and deliverables
• Takes lead in establishing tactical plans and objectives
• Develops and implements administrative and operational matters ensuring
achievement of objectives
• Establishes business plan and operational goals
• Evaluates risks and trade-offs; proposes contingency plans
The product strategy director is accountable in the following areas:
• Accountable for overall product direction.
• Make key decisions based on risk management and trade-off
assessments.
• Act as product evangelist
• Manage product budget
• Anticipate and develop strategies and tactics to meet client business
needs
• Participate in strategic decisions that will have long term impact on
product success
• Provide business leadership to members of team including developers,
contractors, and others
The product strategy director is gives leadership in the following ways:
• Provide tactical leadership and general direction to managers and team
members.
• Regularly interact with executive management
• Handle controversial and sensitive situations with diplomacy
• Negotiate with clients and customers as well as executives and other
directors
• Provide supervisory guidance and mentoring to more junior product
managers