Spm lecture 1 - introduction

Software Product Management Introduction

Lecture 1 Sjaak Brinkkemper Garm Lucassen 3 September 2014

•  Garm Lucassen, MSc. •  PhD Student •  Background: IS,

MBI, PhD SPM/SA •  Solves all problems •  BBG 5.85

•  Prof.dr. Sjaak Brinkkemper •  Lecturer •  Leads O&I group

with 35 researchers •  Does not email •  BBG 5.82

Lecturers

Agenda

•  Introduction to Software Product Management •  SPM competence model •  Course Schedule and Assignments •  Practical matter

Agenda


SPM is about Software Products

•  Differentiate from: –  Tailor-made software (large ICT service companies such as

CMG, ATOS-Origin, CGEY, …) –  Embedded software (consumer electronics, office machinery:

Philips, Oce, ASML, …)

•  Open Source software is also a software product

What is a software product ?

Software product

Tailor-made software

Number of copies

What is being sold?

Device

Software

One Multiple

Embedded software Microprogram

Cloud software Packaged software

A software product is...

•  A packaged configuration of software components, or a software-based service with auxiliary materials, which is released for and traded in a specific market

•  Examples: –  ERP software –  Bookkeeping package –  Operating systems –  Search-engine –  Computer-aided-design –  Software development environments

What is Software Product Management?

Software product management (SPM)

is the discipline that governs a software product over its whole life cycle, from its inception to customer delivery, in order to generate the biggest possible value to the business.

Ebert (2009)

What is a product manager?

“A product manager is a ‘mini CEO’ representing the enterprise or business unit in strategy

definition and operational execution.”

Ebert (2007)

Product manager

Development

Marketing

Sales and Distribution

Evolution and Service

Software

Customers

Revenue

Use !Goals

Requi- rements

Ideas

Predict

Feedback and Learning

Select

Product Management: - manage a product from

inception to phase-out -  maximize business value

Project manager

Development

Marketing



Software

Customers

Revenue

Use !Goals

Requi- rements

Ideas

Predict

Feedband and Learning

Select Project Management: - deliver a product release -  meet time, budget, and

quality requirements

Marketing manager

Development

Marketing



Software

Customers

Revenue

Use !Goals

Requi- rements

Ideas

Predict

Feedband and Learning

Select Marketing Management: -  determine how to sell a

product -  ensure business success

Collaborative management

•  Ebert (2007): –  “a product manager leads and manages one or several

products from the inception to the phase-out in order to maximize business value”

–  “a project manager determines how to best execute a project or contract”

–  “a marketing manager determines how to sell a product or service”

SPM and the life cycle

Ebert (2007)

Origins of SPM

•  19th century: manufacturing industry

•  Procter & Gamble (1931): 2 languishing soap products were strengthened by assigning dedicated product managers to each.

•  Last decades: Microsoft, Sony-Ericsson, SAP

What’s so special about software and SPM?

•  Negligible lifecycle cost •  High release frequency •  Complex requirements organization & tracking

•  Product manager has many responsibilities but little authority over development

•  Interaction with many stakeholders •  Planning for the future

The poor product manager…

Technologies

Scope changes

Board Market

Sales

Development

Partners Customers

R&D

Agenda


Competence model for SPM

Competence: the ability to do something well, measured against a standard, especially ability acquired through experience or training

•  Why a competence model? –  To aid product managers in their work –  To structure education in SPM –  To structure research in SPM

•  Based on deliverable structure of a product software company

Deliverable structure

Portfolio

Product 2

Release 1.1

Requirement 2

Product k

Release 2.0

Requirement n

Product 1

Release 1.0

Requirement 1 …

…

…

…

Portfolio

Product 2

Release 1.1

Requirement 2

Product k

Release 2.0

Requirement n

Product 1

Release 1.0

Requirement 1 …

…

…

…

Portfolio: The complete set of products of a company


Portfolio: The complete set of products of a company

http://www.google.com/intl/en/about/products/


Portfolio

Product 2

Release 1.1

Requirement 2

Product k

Release 2.0

Requirement n

Product 1

Release 1.0

Requirement 1 …

…

…

…

Portfolio

Product 2

Release 1.1

Requirement 2

Product k

Release 2.0

Requirement n

Product 1

Release 1.0

Requirement 1 …

…

…

…

Product: A packaged configuration targeted to a specific market

Product: A packaged configuration targeted to a specific market


Portfolio

Product 2

Release 1.1

Requirement 2

Product k

Release 2.0

Requirement n

Product 1

Release 1.0

Requirement 1 …

…

…

…

Portfolio

Product 2

Release 1.1

Requirement 2

Product k

Release 2.0

Requirement n

Product 1

Release 1.0

Requirement 1 …

…

…

…

Release: A formalized sellable version

Release: A formalized sellable version


Portfolio

Product 2

Release 1.1

Requirement 2

Product k

Release 2.0

Requirement n

Product 1

Release 1.0

Requirement 1 …

…

…

…

Portfolio

Product 2

Release 1.1

Requirement 2

Product k

Release 2.0

Requirement n

Product 1

Release 1.0

Requirement 1 …

…

…

…

Requirement: Wish for a future product feature

Requirement: Wish for a future product feature

Model levels

Portfolio

Product 2

Release 1.1

Requirement 2

Product k

Release 2.0

Requirement n

Product 1

Release 1.0

Requirement 1 …

…

…

…

Portfolio

Product 2

Release 1.1

Requirement 2

Product k

Release 2.0

Requirement n

Product 1

Release 1.0

Requirement 1 …

…

…

…

Portfolio Management Product Planning Release Planning Requirements Management

Deliverable structure Business function

§  Deliverable structure leads to business functions

§  Responsibility for business function implies accountability for deliverables

SPM Competence Model

Stakeholders

SPM functions

Requirements management (1)


•  “to deal with the content and administrative data of each individual requirement”

•  3 processes –  Requirement gathering –  Requirements identification –  Requirements organizing


•  Requirements gathering techniques

•  Market requirements vs. product requirements •  Functional requirements, quality requirements & constraints

•  Linking requirements, dependability, traceability

Example requirements

Release planning (1)


•  “to deal with the set of requirements of each release”

•  6 processes –  Requirements prioritization –  Release definition –  Release definition validation –  Scope change management –  Build validation –  Release preparation


•  Prioritization techniques

•  Business case / ROI estimation to validate release definition

•  Communicating the new launch

Product planning (1)


•  “to deal with the different releases each product has”

•  3 processes –  Roadmap intelligence –  Product roadmapping –  Core asset roadmapping


•  Product roadmap A high-level sketch of where the company’s product(s) is/are going to give internal and external stakeholders the ability to plan accordingly

Portfolio management (1)


•  “to deal with the products in the product portfolio”

•  3 processes –  Market analysis –  Product lifecycle management –  Partnering & contracting


SPM Competence model

•  All info on the SPM competence model can be found at:

www.softwareproductmanagement.org

SPM Website

Reference framework vs. Competence model

2010

2006

Product management

Release planning

Portfolio management

Scope change management

Requirements prioritization

Release definition

Releasevalidation

releasedefinition

adaptations

releasecontent

Requirements management

market trends

board requests

Requirements identification product requirements Requirements

organizing

Support

Sales & marketing

Customer

Requirements selection

prioritized requirements

Product roadmapping

Product lifecycle management

Research & innovation

Market

Partner companies

roadmap

Roadmap construction

Core asset identification

Theme identification

Product line identification

Market trend identification trends

themes

scopechanges

market trends

customerrequests

customer &prospect requests

validated release definition

business case validation

product lines

core assets

partner requests

Partnering & contracting

Company board

ServicesDevelopment

product requirements list

validation

change requests, bug fixes

validation

Launch preparation

launchinformation

launchpreparation

package

launch preparation package

Requirements gathering

requirements

product development strategy

trends

contracts

technology drivers

collaborations lifecycle decisions

roadmap

Agenda


Week Day Subject Lecturer Deadlines 36 1 3-sep Introduction to SPM Sjaak Brinkkemper

2 5-sep Requirements Gathering & Identification Sjaak Brinkkemper

3 WC: Finding a Software Company

37 4 10-sep Requirements identification & organisation Sjaak Brinkkemper

5 12-sep Release Planning Sjaak Brinkkemper A1. Company Description

6 WC: Situational Assesment Method

38 7 17-sep Product Planning Garm Lucassen A2. Interview plan 8 19-sep Portfolio Management Garm Lucassen 9 WC: How to interview and assess

39 10 24-sep Software Product Management & Software Architecture Garm Lucassen

11 26-sep Guest Lecture: Customer involvement in Mass Markets Henk van der Schuur

12 WC: Instructions for SPM-SA Collaboration assignment

40 13 1-oct Excursion Stabiplan (note 14.00h!)

B: Draft report SPM Assessment

14 3-oct Tools for SPM; Online Method Engine Garm Lucassen

15 Peer reviewing SPM consultancy report C: Peer review

41 16 8-oct Game Production Fabiano Dalpiaz B: Final report SPM Assessment

17 10-oct SPM in Agile development Kevin Vlaanderen 18 WC: Assistance

42 19 15-oct Guest Lecture: Forcare Sven Pippel & Mark Sinke

20 17-oct Decision making in large scale product management Sjaak Brinkkemper

21 WC: Assistance D: Draft Report SPM-SA Collaboration

43 22 22-oct Guest Lecture: Product Management Professional Ronald Wanink

23 24-oct Productization Sjaak Brinkkemper

24 Student presentations E: Presentation on findings highlights

44 25 29-oct Student presentations D: Final Report SPM-SA Collaboration

26 31-oct Industry feedback session

27 Industry feedback session

45 28 3-7 Nov

(TBA) Exam

Schedule

Assignments

•  Consultancy assignment •  Stakeholder assignment •  Presentation of highlights

•  All assignments carried out in groups of two, decided by yourself •  Mail the names of a team to Garm Lucassen: [email protected]

•  The deadlines are in the schedule •  Submit your work via Ephorus

•  Feedback on all deliverables •  Final assignments are graded

•  Do not miss the deadline! & Do not plagiarize!

Consultancy assignment

•  In the consultancy track, an SPM assessment is carried out. This assessment is carried out by performing an interview with a product manager, via the Situational Assessment Method as described by Bekkers et al. (2010).

•  Each group has to hand in the following separate deliverables:

–  Sep 12: Company description (max. 500 words) –  Sep 17: Interview plan (email dates of interviews) –  Oct 1: Assessment results & analysis (max. 1000 words) –  Oct 1: Advice and recommendations (max. 2000 words) –  Oct 8: Final consultancy report (max. 4000 words)

Product managers

•  Find your own company that develops and sells a software product

•  At least 15 FTE’s

•  Contact the product manager

•  We will provide assistance

•  We have a letter for you to explain the purpose

•  International students à companies from your home country are highly appreciated!

Stakeholder assignment (1/2)

•  Second interview with product manager

•  Focus on requirements management, requirements refinement and roadmapping

•  Which stakeholders are involved in these activities?

•  Collect evidence!

•  In particular, what reciprocal information exchange takes place with colleague responsible for architecture?

Stakeholder assignment (2/2) •  Test the SPM & SA Reciprocal Contributions Model

(Lucassen et al., 2014)

Examination

•  Four grades and two completions: –  CR: Consultancy report (carried out in group) –  RP: Research paper (carried out in group) –  P: Presentation (carried out by both) –  E: Exam (carried out individually)

•  Completion: –  Finding Company –  Peer Review

•  Final grade = 0.25CR + 0.25RP + 0.1P + 0.4E

•  In order to pass the course, each grade (CR, RP, P and E) should be a 5.5 or higher. In case this condition is not met, your final mark is the lowest of the three grades.

•  The deadlines of the assignments are strict, otherwise it would be unfair to class members who get their papers in on time. For every working day you are late, we deduct one point of your grade (of that deliverable).

Agenda


About you

•  What is your MSc program?

•  Who works in the software business?

•  Any experience with SPM?

•  Who did not register for the course?

Attitude and atmosphere

What about: Ø  Apping Ø  SMS-ing Ø  FB-ing Ø  Browsing

•  For a speaker it is very annoying when some persons in the audience do other things

•  Professional attitude as a knowledge worker •  Good class room atmosphere fosters learning experience •  We do our utmost to provide an interesting and instructive

course

Attendance

•  Attendance is highly recommended •  However, it is mandatory:

–  When there is a guest lecturer –  When your group is presenting –  When there is a peer review session –  In case we have an excursion to a company

Literature

•  Scientific articles, published in journals or conference proceedings

•  Lecture notes and slides (with audio files)

•  BTW: we are looking for someone who is interested in transcripting the audio files, capita selecta

Access to literature

•  You need to be logged on to the university network, either by using a computer of the ICS department, or by logging in via VPN

Workshops

–  Fridays: 15-17hrs –  Room TBA –  Explanation maturity matrix & assessment method –  Neccessary for assignment –  Be there!

Questions?

Spm lecture 1 - introduction

Education

product release

product krelease

product managerfeedback

product frominception

product softwarecompany

future product feature

requirement nproduct

software products