Copyright Feature Creep 2008 Feature-Creep Delivery Framework Version 1.
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Copyright Feature Creep 2008
Feature-Creep Delivery FrameworkFeature-Creep Delivery Framework
Version 1
Copyright Feature Creep 2008
The Waterfall looks like this:The Waterfall looks like this:
The waterfall model is a special case of such rarity in
the real software industry as to be
of no interest
Copyright Feature Creep 2008
Spirals or TrainsSpirals or TrainsIn practice product development will follow either a spiral or release train model. The characteristics are essentially the same but release trains usually have a fixed cadence.
Copyright Feature Creep 2008
FDFFDF ProvidesProvides Predictability and quality in Product Releases
• By creating a structured process for agreeing timing and scope of releases.
• By reducing churn in requirements• By establishing baseline against which change can be
managed
Clear visibility of release content and timing Alignment of all business functions around
product releases Release Strategy Support and End-of-Life Policy
Copyright Feature Creep 2008
Product Release FrameworkProduct Release Framework End-to-end product lifecycle planning process. Defines the lifecycle in terms of distinct project phases Each functional unit in the business is responsible for
defined tasks and deliverables in each phase Governance is provided by a Product Delivery Team (PDT)
chaired by Product Management Each functional group is represented by a Product Delivery
Team Member The PDT is accountable to the overall business leadership
(C level execs and key stakeholders)
Copyright Feature Creep 2008
OverviewOverviewDistinct phases in the project from concept through to delivery
Phase review points where the project team presents to the Company leaders
Phase 1Concept
Product Delivery Team Formed
Post LaunchReview
Release Requirements
Installation & Integration Test
Phase 2Definition & Planning
Phase 3Development
Phase 4Readiness
Phase 5Launch
Integration Complete
DesignComplete
Marketing
Development
Test
Maintenance& Support
Integrated Project Plan
Business Case
Sales Validation
Sales ValidationPackage
Go-To-MarketStrategy
Go-To-Market Plan
Secure Field Trial Customer
Product Architecture Document
Construction and Unit TestSystemArchitectureAnalysis
Draft Product Description
Product Management
Project Plan Baselined
Test Plan and Test Design
Field Trial Plan
Test Analysis
Final Product Description
Product Delivery Team Leader and Project Mgmt
Design Specification
Training andDocumentation
Go-To-Market Execution
Sales Planning and Account Targeting
Update Software
Update Documentation
CodeComplete
Add M&S Requirements to PRD
EA
Field Trial
Requirements Baselined
Product Documentation Development
Training Plan Training ExecutionTraining Development
Test Execution
Phase Review
Functional Specification
Install and Deployment Plan
TPS Release Evaluation and Feedback
Interface ControlDocument
TC
Product Delivery Team Dissolved
GA
CR
TechnologyEvaluation
Documentation Plan
Design Documentation Review
CE Acceptance Criteria
GlobalServices
TPS User Documentation Review
Install & Deploy
Transitionto CE
PRD (Product RequirementsDocument)
Channel Strategy Channel Development
Role
ProjectMandate
TPS Operational Impact Statement
Workflow Model
Functional groups represented by a Product Delivery Team Member
Project activities coordinated by a Product Manager
Copyright Feature Creep 2008
Phase 1. ConceptPhase 2. Definition and PlanningPhase 3. DevelopmentPhase 4. ReadinessPhase 5. Release
Phase 1. ConceptPhase 2. Definition and PlanningPhase 3. DevelopmentPhase 4. ReadinessPhase 5. Release
Project PhasesProject Phases
Phase 1Concept
Product Delivery Team Formed
Post LaunchReview
Release Requirements
Installation & Integration Test
Phase 2Definition & Planning
Phase 3Development
Phase 4Readiness
Phase 5Launch
Integration Complete
DesignComplete
Marketing
Development
Test
Maintenance& Support
Integrated Project Plan
Business Case
Sales Validation
Sales ValidationPackage
Go-To-MarketStrategy
Go-To-Market Plan
Secure Field Trial Customer
Product Architecture Document
Construction and Unit TestSystemArchitectureAnalysis
Draft Product Description
Product Management
Project Plan Baselined
Test Plan and Test Design
Field Trial Plan
Test Analysis
Final Product Description
Product Delivery Team Leader and Project Mgmt
Design Specification
Training andDocumentation
Go-To-Market Execution
Sales Planning and Account Targeting
Update Software
Update Documentation
CodeComplete
Add M&S Requirements to PRD
EA
Field Trial
Requirements Baselined
Product Documentation Development
Training Plan Training ExecutionTraining Development
Test Execution
Phase Review
Functional Specification
Install and Deployment Plan
TPS Release Evaluation and Feedback
Interface ControlDocument
TC
Product Delivery Team Dissolved
GA
CR
TechnologyEvaluation
Documentation Plan
Design Documentation Review
CE Acceptance Criteria
GlobalServices
TPS User Documentation Review
Install & Deploy
Transitionto CE
PRD (Product RequirementsDocument)
Channel Strategy Channel Development
Role
ProjectMandate
TPS Operational Impact Statement
Workflow Model
Each project phase has a corresponding end of phaseReview, where project status, issues and recommendationsare presented
Copyright Feature Creep 2008
Functional GroupsFunctional Groups
Phase 1Concept
Product Delivery Team Formed
Post LaunchReview
Release Requirements
Installation & Integration Test
Phase 2Definition & Planning
Phase 3Development
Phase 4Readiness
Phase 5Launch
Integration Complete
DesignComplete
Marketing
Development
Test
Maintenance& Support
Integrated Project Plan
Business Case
Sales Validation
Sales ValidationPackage
Go-To-MarketStrategy
Go-To-Market Plan
Secure Field Trial Customer
Product Architecture Document
Construction and Unit TestSystemArchitectureAnalysis
Draft Product Description
Product Management
Project Plan Baselined
Test Plan and Test Design
Field Trial Plan
Test Analysis
Final Product Description
Product Delivery Team Leader and Project Mgmt
Design Specification
Training andDocumentation
Go-To-Market Execution
Sales Planning and Account Targeting
Update Software
Update Documentation
CodeComplete
Add M&S Requirements to PRD
EA
Field Trial
Requirements Baselined
Product Documentation Development
Training Plan Training ExecutionTraining Development
Test Execution
Phase Review
Functional Specification
Install and Deployment Plan
TPS Release Evaluation and Feedback
Interface ControlDocument
TC
Product Delivery Team Dissolved
GA
CR
TechnologyEvaluation
Documentation Plan
Design Documentation Review
CE Acceptance Criteria
GlobalServices
TPS User Documentation Review
Install & Deploy
Transitionto CE
PRD (Product RequirementsDocument)
Channel Strategy Channel Development
Role
ProjectMandate
TPS Operational Impact Statement
Workflow Model
Product Delivery Team
Training & Documentation
Development
Sales
Product Management
Test
GlobalServices
Marketing
Product Delivery Team Leader Maintenance &
Support
Product DeliveryTeamLeader*
Product Management (lead)MarketingDevelopmentTestDocumentationSupport & MaintenanceServices inc. Training
Product Management (lead)MarketingDevelopmentTestDocumentationSupport & MaintenanceServices inc. Training
Define the swim lanes
appropriate for your business
Copyright Feature Creep 2008
Tasks and DeliverablesTasks and DeliverablesPhase 1Concept
Product Delivery Team Formed
Post LaunchReview
Release Requirements
Installation & Integration Test
Phase 2Definition & Planning
Phase 3Development
Phase 4Readiness
Phase 5Launch
Integration Complete
DesignComplete
Marketing
Development
Test
Maintenance& Support
Integrated Project Plan
Business Case
Sales Validation
Sales ValidationPackage
Go-To-MarketStrategy
Go-To-Market Plan
Secure Field Trial Customer
Product Architecture Document
Construction and Unit TestSystemArchitectureAnalysis
Draft Product Description
Product Management
Project Plan Baselined
Test Plan and Test Design
Field Trial Plan
Test Analysis
Final Product Description
Product Delivery Team Leader and Project Mgmt
Design Specification
Training andDocumentation
Go-To-Market Execution
Sales Planning and Account Targeting
Update Software
Update Documentation
CodeComplete
Add M&S Requirements to PRD
EA
Field Trial
Requirements Baselined
Product Documentation Development
Training Plan Training ExecutionTraining Development
Test Execution
Phase Review
Functional Specification
Install and Deployment Plan
TPS Release Evaluation and Feedback
Interface ControlDocument
TC
Product Delivery Team Dissolved
GA
CR
TechnologyEvaluation
Documentation Plan
Design Documentation Review
CE Acceptance Criteria
GlobalServices
TPS User Documentation Review
Install & Deploy
Transitionto CE
PRD (Product RequirementsDocument)
Channel Strategy Channel Development
Role
ProjectMandate
TPS Operational Impact Statement
Workflow Model
Product Architecture Document
ArchitecturalAnalysis
Functional Specification
TechnologyEvaluation
Deliverable – i.e. a document that is usually required within the Development Framework
Task – i.e. a activity that is performed by a functional group within the project
Optional Deliverable – i.e. a document that may be required
Generally, a Deliverable will have a Template Document and a set of Guidelines for completion of the document
A Task will usually have a set of Guidelines for the activity
Modify these tasks andDeliverables to fit your
business
Copyright Feature Creep 2008
OverviewOverviewPhase 1Concept
Product Delivery Team Formed Post Release
Review
Release Requirements
Integration Test
Phase 2Definition & Planning
Phase 3Development
Phase 4Readiness
Phase 5Release
Integration Complete
DesignComplete
Development
Test
Maintenance
Integrated Project Plan
Secure Field Trial Customer
Product Architecture Document Implementation and Unit Test
ArchitectureAnalysis
Optional Phase Review
Draft Product DescriptionProduct
Management
Project Plan Baselined
Test Plan and Test Cycle Design
Field Trial Plan
Test Strategy and Planning
Final Product Description
Product Delivery Team Leader and Project Mgmt
Design Specification
DevelopmentCommitted
Concept Committed
On the Radar
Documentation
Concept Complete(RPG Review)
Definition & PlanningComplete(RPG Review)
DevelopmentComplete(RPG Review)
ReadinessComplete(RPG Review)
Re-work Software
Update Documentation
Feature Complete
Add S&M Requirements to PRD
Field Trial
Requirements Baselined
Product Documentation Development
Training Assessment Training ExecutionTraining Materiel Development
Test Execution
Phase Review
Feature Status
Functional Specification
Install and Deployment Plan
Supportability Review
ReleaseComplete(RPG Review)
TC
Product Delivery Team Dissolved
GACR
TechnologyEvaluation
Documentation Plan
Design Documentation Review
Maintenance Acceptance Criteria
Project Task
Deliverable
Optional Optional
TC = Test CompleteCR = Controlled ReleaseGA = General AvailabilityKey
Servicesinc. Training
Install & Deploy + Partner support
Maintainability Review
PRD (Product RequirementsDocument)
Role
Support Operational Impact Statement
Support
Unit Test Plan
Updated Roadmap
Release Notes
Support Training
Alpha TrialServices Training
Certification
Test Preparation
Sales &Marketing
Business Case
Sales Validation(with customers)
Go-To-MarketStrategy(inc Channel Strategy)
(Updated) Go-To-Market Plan
Go-To-Market Execution
Sales Planning and Account TargetingMRD (Market Requirements Document) Sales Collateral
Sales Training
Add Services Requirements
Performance Reqs
Benchmarks
Prescriptive Architecturesand Activity Profiles
Developer Performance Guidelines
PerformanceDesign Changes
Perf designanalysis
Tuning & Benchmarking
Tuning/sizingguidelines
Custom Benchmarking
Iterative performance adjustments, tuning and testing
Iterative performance adjustments, tuning and testing
Platform Defn
UpdatedPlatform Defn
Looks complicated but…Most people live in a single laneand the tasks and deliverables
are likely familiar
Copyright Feature Creep 2008
Phase 1Concept
Product Delivery Team Formed Post Release
Review
Release Requirements
Integration Test
Phase 2Definition & Planning
Phase 3Development
Phase 4Readiness
Phase 5Release
Integration Complete
DesignComplete
Development
Verification
Maintenance
Integrated Project Plan
Secure Field Trial Customer
Product Architecture Document Implementation and Unit Test
ArchitectureAnalysis
Optional Phase Review
Draft Product DescriptionProduct
Management
Project Plan Baselined
Test Plan and Test Cycle Design
Field Trial Plan
Test Strategy and Planning
Final Product Description
Release Manager
Design Specification
DevelopmentCommitted
Concept Committed
On the Radar
Documentation
Concept Complete(RPG Review)
Definition & PlanningComplete(RPG Review)
DevelopmentComplete(RPG Review)
ReadinessComplete(RPG Review)
Re-work Software
Update Documentation
Feature Complete
Add S&M Requirements to PRD
Field Trial
Requirements Baselined
Product Documentation Development
Training Assessment Training ExecutionTraining Materiel Development
Test Execution
Phase Review
Feature Status
Functional Specification
Install and Deployment Plan
Supportability Review
ReleaseComplete(RPG Review)
TC
Product Delivery Team Dissolved
GACR
TechnologyEvaluation
Documentation Plan
Design Documentation Review
Maintenance Acceptance Criteria
Project Task
FDF Deliverable
Optional Optional
TC = Test CompleteEA = Early AccessCR = Controlled ReleaseGA = General Availability
Key
Servicesinc. Training
Install & Deploy + Partner support
Maintainability Review
PRD (Product RequirementsDocument)
Role
Support Operational Impact Statement
Support
Unit Test Plan
Updated Roadmap
Release Notes
Support Training
Alpha TrialServices Training
Certification
Test Preparation
Sales &Marketing
Business Case
Sales Validation(with customers)
Go-To-MarketStrategy(inc Channel Strategy)
(Updated) Go-To-Market Plan
Go-To-Market Execution
Sales Planning and Account TargetingMRD (Market Requirements Document) Sales Collateral
Sales Training
Add Services Requirements
Performance Reqs
Benchmarks
Prescriptive Architecturesand Activity Profiles
Developer Performance Guidelines
PerformanceDesign Changes
Perf designanalysis
Tuning & Benchmarking
Tuning/sizingguidelines
Custom Benchmarking
Iterative performance adjustments, tuning and testing
Iterative performance adjustments, tuning and testing
Platform Defn
UpdatedPlatform Defn
continuedcontinuedThe key items delivered by Product Management in order to commence the FDF process are: - Market Requirements - Business Case
These items will permit planning for a Concept Commit to commence.
Several of the Product Delivery Team members may be required to plan for Concept Commit. The Product Delivery Team Membership will be confirmed at Concept Commit milestone.
The “Go / No Go” Milestone is confirmed by RPG prior to investing in the next phase of the project.
Each Product Delivery Team member is expected to provide a recommendation based on the status of their activities and those of the wider team.
At Development Committed it is expected that all functional groups have a fully resourced plan for project delivery.
Three types of release: Early Access (EA)Controlled Release (CR) and General Availability (GA).
Copyright Feature Creep 2008
Release TypesRelease TypesName Definition 1st/2nd
Line Support
3rd Line Support
Early Access 1 (EA1)
A partially tested and/or functionally incomplete release, made available to one or more customers who want to deploy/explore features early.May NOT be put into productionInformally supported
? Dev
Early Access 2(EA2)
A partially tested and/or functionally incomplete release, made available to one or more customers who want to deploy/explore features early.May NOT be put into productionInformally supported
? Dev
Controlled Availability(CR)
A functionally complete and fully tested product release available to a limited number of customers (perhaps only one) for one of the following reasons:Custom release not suitable for other customersMajor or Minor release requiring field hardening with small number of customers before making more widely availableTactical release not intended for wide deploymentPM and Engineering must be involved in all decisions to sell/deploy a CA product release with a customer
Support Team
Dev & Maint
General Availability(GA)
A functionally complete and fully tested product release available to all customers. No specific PM or Eng approval for sales/deployment required.Functionally identical to any previous CA releaseSupported by IBG (see next chart)
Support Team
Maint
Copyright Feature Creep 2008
Release CriteriaRelease Criteria
Quality levels defined at DC Performance report and
sizing capability Maintenance sign-off
S&M sign-off in turn requires: All the GA criteria plus: Maintainability Review Supportability Review M&S Revenue stream S&M resource plan
(heads, training, hardware, tools)
Dev Readiness Launch Production
CR GA
Customer field Trial(s)
requires
Development Support S&M Support
Quality levels defined atDevelopment Commit
requires
Copyright Feature Creep 2008
Product Delivery TeamProduct Delivery Team
Enable cross-functional collaboration and coordination
Facilitate efficient communications and effective decision-making
Build ownership and accountability for project performance
Enable rapid execution of project activities Provide project focus within an effective
functional organization Direct day-to-day activities Create and manage to an integrated plan Resolve issues and make trade-off decisions
Assess Release readiness E.g. Sales assess readiness of product for
release and demonstrate sales team readiness.
Each FDF project is driven by the work and recommendations of a cross-functional Product Delivery team.
Documentation
Development
Product Management
Verification
ServicesInc Training
Product Delivery Team Leader
Support &Maintenance
Sales &Marketing
Release Manager
Copyright Feature Creep 2008
Release Manager presents to RPG
Product Management representatives and Product Delivery Team members are invited to RPG
RPG Focus and StructureRPG Focus and Structure
Product Delivery Team
Training & Documentation
Development
Sales
Product Management
Test
GlobalServices
Marketing
Product Delivery Team Leader Maintenance &
Support
Product DeliveryTeamLeader*
Sales/MktingCTOCEO Services S&MDev Verification
• The Roadmap Planning Group is the governance body that provides management oversight and direction for FDF projects.
• The RPG is responsible for
• Setting direction and committing resources
• Reviewing product line priorities
• Ensuring that projects are well planned and remain on track
Milestone Review
Copyright Feature Creep 2008
Milestone Reviews – what is presentedMilestone Reviews – what is presented
Phase 1: Concept
Phase 2: Definition and
Planning
Phase 3: Development
Phase 4: Readiness
Phase 5: Release
Product Concept
Fit with strategy and roadmap
Marketing Requirements
Target market and size
Value proposition to customer
Product Requirements
Business case Project
schedule Resources
required Project costs
Gap between product requirements and actual product
Updated business case
Updated project schedule and costs
Test results Field trial
feedback Launch plan Updated
business case Updated
project schedule and costs
Initial bookings and revenue
Review of development effort
Retirement plan
Copyright Feature Creep 2008
And this process will give you a roadmap…
Copyright Feature Creep 2008
DisclaimerDisclaimerDue to the forward-looking nature of this Roadmap,
Feature-Creep includes information about products that are in the planning stage of development or that
represent custom features or product enhancements. Functionality cited in this document that is not publicly
available is discussed within the context of the strategic evolution of the proposed products. This document is for
informational purposes only. The information in this document is provisional and is subject to change without notice. Nothing in this document should be considered as
a commitment by Feature-Creep in relation to future functionality, release dates, product roadmaps or any
other matter. Feature-Creep MAKES NO WARRANTIES, EXPRESS OR IMPLIED, IN THIS DOCUMENT.
Copyright Feature Creep 2008
Feature Status DefinitionsFeature Status Definitions“Radar” “Concept Committed”
“Development Committed”
• The feature has been identified as a potential future feature
• Deliverables created:– TBD (feature description)
• The feature has been prioritized by the management team and it has been decided that we will spend additional resources to determine if it is technically feasible and fits within the product strategy– More information required to
determine the actual release• Probability of the feature going to
market – Medium-Low
• Probability of the feature going to market in the targeted release– Low
• The feature has completed a business case and most product and market requirements have been defined
• Deliverables created:– Business Case Or– Drafts of PRD and MRD
• The management team has approved resources to complete the product and market requirements, functional specifications, development and implementation plan, and perform any technical feasibility studies– The management team has updated
the “target release” • More information required to
determine the actual release• Probability of the feature going to
market– Medium-High
• Probability of the feature going to market in the targeted release– Medium
• The feature has been approved to be developed
• Deliverables created:– Business Plan– PRD and MRD– Development and Implementation
Plans– Functional Specification
• A management team has approved resources to complete the development of the feature– The management team has placed
the feature in a “locked” release• We are spending resource to
ensure the feature is included in the “locked” release
• Probability of the feature going to market– High
• Probability of the feature going to market in the “locked” release– High
" Due to the forward-looking nature of this Roadmap, Feature-Creep includes information about products that are in the planning stage of development or that represent custom features or product enhancements. Functionality cited in this document that is not publicly available is discussed within the context of the strategic
evolution of the proposed products. This document is for informational purposes only. The information in this document is provisional and is subject to change without notice. Nothing in this document should be considered as a commitment by Feature-Creep in relation to future functionality, release dates, product roadmaps or any
other matter. Feature-Creep MAKES NO WARRANTIES, EXPRESS OR IMPLIED, IN THIS DOCUMENT. "
Copyright Feature Creep 2008
Timeline July 2008 Q4 2008 Q2 2009
Release Gerbil Hamster ShrewTheme • Replication & Distribution
• Smart clients• Physical Records Management• eMail Management
• Office 12 support• Advanced Physical Records
Management• Manage-in-place APIs
Core Features
Feature 1• Feature 2• Feature 3• Feature 4• Feature 5
Feature 1 Feature 2 Feature 3 Feature 4
• Feature 1• Feature 2• Feature 3
OptionalFeatures
• Feature 1• Feature 2• Feature 3• Feature 4• Feature 5
Feature 1 Feature 2 Feature 3 Feature 4 Feature 5
• Feature 1• Feature 2• Feature 3
PlatformsOS/DB
• Windows 2000, XP• Office 2003• .Net 1.1
• Windows 2000, XP• Office 2003• .Net 1.1
• Windows 2000, XP• Office 2007• .Net 2.0
Radar Concept Committed Development CommittedFeature Status
Feature-Creep Roadmap 2008Feature-Creep Roadmap 2008
Copyright Feature Creep 2008
Irregular or Cyclical PlanningIrregular or Cyclical Planning
Cyclical (example) Annual Planning Cycle: Owned by Roadmap Planning Group (Key stakeholders)
Set out 12 months of Business and linked Product Strategy. “Concepts Committed” based on Business Cases. Product Management and Marketing driving the process.
Quarterly Planning Cycle: Owned by Product Management Define the content of 3 monthly releases for the next quarter. “Developments
Committed” based on engineering analysis, estimates and plans. Approved by PSC
Monthly Planning Cycle: Owned by Engineering Detailed delivery planning for the next release Agile: daily Stand-up with cross-functional participation
Irregular Product Strategy reviewed and updated when desired Each product release cycle kicks off as the previous cycle nears Readiness Each release of arbitrary length based on business view of best compromise
between release date and feature content
Copyright Feature Creep 2008
Each quarter, Product Delivery Team takes next quarter’s Concept
Committed items go through Definition & Planning Phase and breaks down
into 3 Agile Sprints
Product Lifecycle exampleProduct Lifecycle example
1 MonthDefinition & Planning
Product Delivery Team
Roadmap Planning Group
Month 1Sprint 1
Month 2Sprint 2
Month 3Sprint 3
3 MonthsDevelopment
1 MonthReadiness
Product Delivery Team
Roadmap Planning Group
Release
Roadmap Planning Group reviews and approves release
Roadmap Planning Group approves next quarter’s release plan: it becomes
“Development Committed”
Annual Planning Cycle
Roadmap Planning Group Roadmap Planning Group Roadmap Planning Group
Q nConcept
Committed
Q n+1Concept
Committed
Q n+2Concept
Committed
Q n+3Concept
Committed
Q n+4Concept
Committed
Q n+5Concept
Committed
QnConcept
Committed
Roadmap Planning Group
12 or 18 month roadmap
Roadmap Planning Group
Change Control
Product Delivery Team manages sprints and final
release
DevelopmentCommitted
Copyright Feature Creep 2008
Release Train ExampleRelease Train ExampleAnnual Planning Cycle
Roadmap Planning Group Roadmap Planning Group Roadmap Planning GroupRoadmap Planning Group
Q nDevelopmentCommitted
Q n+1Concept
Committed
Q n+2Concept
Committed
Q n+3Concept
Committed
3 MonthsDevelopment
1 MonthReadiness
1 MonthDefn & Plan
3 MonthsDevelopment
1 MonthReadiness
1 MonthDefn & Plan
3 MonthsDevelopment
1 MonthReadiness
1 MonthDefn & Plan
Dev transitions smoothly from one release to the next
One Month contingency to meet quarterly roadmap
commitment
Activity for Qn starts beginning Q n-1
Ongoing development of major components
Delivery of major new component(s)
DevelopmentCommitted
DevelopmentCommitted
DevelopmentCommitted
Copyright Feature Creep 2008
Ground RulesGround Rules Don’t try to jump on a moving train; you may cause a
crash and kill everyone – wait for the next one The train at the station will almost always be full – if
something goes on, something else has to come off, or at least change from a Must to a Should or Could
Customers don’t (often) expect total flexibility but they like predictability: quoting a date and then hitting it earns more loyalty longer term than aggressive but missed commitments
Product Management have to provide the change control mechanisms and communicate the changes to stakeholders in a timely manner
Copyright Feature Creep 2008
Points to rememberPoints to remember
FDF is not a Quality Management System – it doesn’t define how detailed planning and execution of product development is carried out.
Individual functional areas are expected to have their own more detailed plans, intermediate milestones and deliverables and to be actively managing them and reporting progress to the PDT.
It’s NOT complicated – most people need only be aware of the tasks and deliverables for one or two lanes.
Copyright Feature Creep 2008
Feature-Creep Custom DevelopmentFeature-Creep Custom Development
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CDF ObjectivesCDF Objectives
Provide value added service to customers by delivering features outside normal FDF roadmap
Provide consistent approach to dealing with customer enhancement requests
Price features correctly in respect of cost to develop and opportunity cost of resources applied
Ensure that Support and Maintenance issues and costs are properly addressed.
Copyright Feature Creep 2008
Four Delivery OptionsFour Delivery Options
Roadmap Normal roadmap process, dates and content established by FDF process and approved by RPG
Accelerated Product A release to deliver one or more generic features, possibly already on the roadmap, in accelerated timescales
Extended Product A release to deliver one or more customer specific features, not applicable to the general customer base and not road-mapped.
Custom Professional Services developed modifications or extensions to standard product
Copyright Feature Creep 2008
Economic BasisEconomic Basis
Product Development resources (R&D, Maintenance and QA) drive software licence revenues and should deliver a contribution margin of >85%
In other words – Product Development resources should not be diverted on to work which delivers lower margins than this.
Loaded labour rates around £250 per day• Standard Product Development daily rate: £1700• Accelerated Product Development rates (EMEA) £850 p.d.• Extended Product Development rates (EMEA) £1700 p.d. Note that Accelerated rates are comparable to standard Professional
Services rates and Services resources may be used for Accelerated (or Extended) Product Development work when skills are available
Any discounting must be agreed between the Sales Manager and the resource owner.
Copyright Feature Creep 2008
Custom Delivery FrameworkCustom Delivery Framework
Quotations valid for 4 weeks,then need re-confirmed sinceresource may have been re-assigned
Note that Extended Product may never actually be purchased by a customer but having the concept allows positive customer engagements around unique needs
Delivered by Development Costs
Support & Maintenance
Normal Roadmap
Product Development
No charge Standard
Accelerated Product
Product Development
Costs shared 50/50 with Customer.
Standard
Extended Product
Product Development
Costs born by customer
25% of Development costs
Custom Services Services Rates 25% of Development costs
IPR retained by Company throughout
Copyright Feature Creep 2008
Delivery OptionsDelivery Options
Owned by Maintenance Latest Version Service Pack:
Preferred option but resource constrained In-Support Version Patch Release:
Strongly discouraged – very undesirable to add features to a patch release.
Out-of-Support Version Controlled Release:Discouraged but option for customer on legacy version who will not upgrade. Priced to reflect increased costs of support.
Owned by Product Development• Roadmap Release
Longest lead time and limited flexibility after Concept and Development Commit Dates
Copyright Feature Creep 2008
Feature-Creep ReleasesFeature-Creep Releases
Copyright Feature Creep 2008
Release TypesRelease Types
Major Release Minor Release Service Pack Service Release Update Release
Copyright Feature Creep 2008
Major ReleaseMajor Release Content
A full product release which delivers major new functions and/or architectural changes, which can include schema changes, new components, new deployment models and new packaging/licensing models.
NamingFirst digit group increment e.g. 4.0, 5.0, 6.0
SupportSupported for 3 years after next major or minor release
FrequencyNo more than one per year and more typically 2-3 years apart
Upgrades supportedFrom any version in support at time of release
Copyright Feature Creep 2008
Minor ReleaseMinor Release
ContentA full product release which delivers significant new functions and/or architectural changes, which can include schema changes, new components, new deployment models and new packaging/licensing models.
NamingSecond digit group increment e.g. 4.1, 5.3
SupportSupported for 3 years after next major or minor release
FrequencyNo more than two per year and typically 1-2 years apart
Upgrades supportedFrom any version in support at time of release
Copyright Feature Creep 2008
Service PackService Pack Content
A partial product release which delivers a roll-up of all patch release functionality since the last Major or Minor release, plus additional critical fixes. Will not normally include new feature content but small enhancements are permitted. No changes to schema, architecture, packaging or licensing.
NamingNew build number e.g. ? (not that the patch numbers are monotonically increasing but not necessarily consecutive)
SupportSupported for ? months after next service or patch release
FrequencyNo more than four per year and typically 6-9 months apart
Upgrades supportedFrom any version in support at time of release
Copyright Feature Creep 2008
Service ReleaseService Release Content
A full product release which delivers a roll-up of all patch release functionality since the last Major or Minor release, plus additional critical fixes. Will not normally include new feature content but small enhancements are permitted. No changes to schema, architecture, packaging or licensing.
NamingNew build number e.g. ? (not that the patch numbers are monotonically increasing but not necessarily consecutive)
SupportSupported for ? months after next service or patch release
FrequencyNo more than four per year and typically 6-9 months apart
Upgrades supportedFrom any version in support at time of release
Copyright Feature Creep 2008
Update ReleaseUpdate Release Content
A partial release which delivers one or more fixes for specific critical issues. Will not normally include new feature content but small enhancements are permitted. No changes to schema, architecture, packaging or licensing.
NamingNew build number e.g. ? (not that the patch numbers are monotonically increasing but not necessarily consecutive)
SupportSupported for ? months after next service or patch release
FrequencyNo more than one per week and typically 1 month apart
Copyright Feature Creep 2008
Product Support PolicyProduct Support PolicySupport terms for both technical assistance and maintenance releases are as follows: Major (no dot) Releases are supported for one year after the date of the
next Major Release or Minor Release. Minor (one dot) Releases are supported for six months after the date of
the next Minor Release or for twelve months after the next Major Release Service (two dot) and Update (three dot) Releases are supported for three
months after the date of the next Update Release or for six months after the next Minor Release or for twelve months after the next Major Release.
DefinitionsUpdate Release – unplanned release to fix one or more bugs. Will typically “roll-up” all previous patch releases since last Major/Minor release.Service release – planned release to “roll-up” contents of multiple Update releases, and often to introduce small features.
Copyright Feature Creep 2008
Support PrecedenceSupport Precedence
The Major Release grace period will take precedence over the Minor Release grace period, and the Minor Release grace period will take precedence over the Service and Update Release grace period. Technical assistance will be available for the life of a Major Release, but Updates for a given Service Release will only be provided for the life of the Service Release.
In addition, Feature-Creep is only obligated to support the two (2) most recent Minor Releases of the Licensed Product at any one time.
This de-support policy is OS specific, in that the de-support period is related to the next release on the OS platform in question e.g. where the dates for an AIX release differ from those for Solaris, the support period on AIX is solely determined by dates of the AIX releases.
Copyright Feature Creep 2008
We will not support a product release beyond de-support date unless by specific contractual agreement.
When a product release is de-supported, the customer can buy a contract for Support even after de-support date.But the contract will normally state that -a- Support will not guarantee response timeb- Support will not fix bugsc- Support will try to get the customers a work-around but will not guarantee it.
The actual level of support will vary by contract and preceding agreements may take precedence.
Extended SupportExtended Support
Copyright Feature Creep 2008
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