NUS-ISS Learning Day 2016 - Productisation - The New Thinking in Managing Stakeholders and IT Systems

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PRODUCTISATION

Product Thinking - The new thinking in managing stakeholders and applications17 July 2016 / Daniel Boey S.K.

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Daniel BoeyChief Project Management Practice

MBA, NUS BSc(Hons) (Comp Sc & Info Sys) NUS,PMP, CITPM (Senior), COMIT, CSM, P3O

Daniel currently heads the Project Management practice in ISS, NUS. He teaches and consults in project management and IT outsourcing practices and works closely with many clients in developing customised training programs for their staff development. Daniel has over 19 years of IT experience in product development, testing, quality and project management. Prior to joining ISS, he was the Director of operations of a multinational company which holds the resource, quality and project management office. He has also held various management positions as department Head of e-Business, project management, operations and process quality.

Besides running professional courses in project management, Daniel also consulted many companies and organizations in delivering customised training such as Citibank, Ministry for Home Affairs, Singapore Changi Hospital, Central Provident Fund Board, United Overseas Bank, Oversea-Chinese Banking Corporation, Atos Origin, TetraPak, Sony, Yokogawa Engineering, Singapore Computer Systems, HP, Integrated Health Information Systems , URA, VISA and IDA. These training sessions were delivered in China, Brunei, Malaysia, Maldives and Singapore.

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Definition of the P3M

Org/IT Strategy

PortfolioManagement

Program Management

Project Management

Strategic

Tactical A temporary endeavor undertaken to create a unique product or serviceA temporary endeavor undertaken to create a unique product or service

Centralized management of a group of projects or programs to facilitate effective management to meet strategic business objectives (E.g. Risk & Returns)

Manage a group of related projects in acoordinated way to obtain benefits andcontrol not available from managing themindividually. Effecting organisationalchange to deliver business benefits ofstrategic importance


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Activities in the P3M

Org/IT Strategy

PortfolioManagement

Program Management

Project Management• Initiate & Plan• Execute• Monitor & Control• Close

• Initiate & Plan• Execute• Monitor & Control• Close

• Portfolio scope definition• Identify initiatives, programs and

projects, prioritize & build portfolio• Investment, benefit, risk optimization• Active portfolio performance

monitoring• Organization environment adaptation

• Comprehensive program planning• Change and risk management• Coordinate project delivery


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Mandate, Directions, Goals, Plans,

Status, Reports, Results

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Good framework, work well all of the time!

Are you sure?


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How About This?

Reasons:

• Common platform providing integration

• Economies of scale on software, hardware, development, operations


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Challenges, more Challenges!

• There are common requirements but each region has other unique requirements.

• Regional cannot understand why they are paying for the system but it does not meet all their needs and takes so long!

• How do we manage the expectation of regional stakeholders?

• How do we prioritize the regions requirements?

• How do we charge for the development of each unique requirement?

• How do we justify the value of our department or function? Can it be done better than cost centered?

• How we do handle each region as an internal customer?


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Next Step in Serving Internal Customers

• Internal Product Managers managing IT applications/systems

• Value-centered IT departments

• Use of best practices from Product Management in managing internal customers, projects and systems….

5 Tips on Application of Product -Thinking!


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Tip 1: See your internal users and real “customers”

Treat each system/application to be rolled out as a product!


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Product-Thinking - Customers

• How much do you know about the real work that your users do?

• What kind of pressures do they face?

• Can you anticipate their needs without them telling you?“It’s not the customer’s job to know what they want“ — Steve Jobs

• Do you see them as indirect bosses who pay you salary?

• Your customers can walk away; perhaps “outsource” your function!

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That Would Mean You Have to…

• Do market research on needs –• Competitors in same industry, even other

industry – what are doing?(alternative solutions and offerings use)


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• Address the “market” needs, not each individual customer needs!

• Have confidence to forego some customer’s unique requirements, especially in the first release!

In the process you also empower and energize your team!

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Tip 2: Use Value concept to measure each requirement, project and department’s contribution


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Power of Value

“Make something people want…There’s nothing more valuable than an unmet need that is just becoming fixable. If you find something broken that you can fix for a lot of people, you’ve found a gold mine.”

- Paul Graham, Y Combinator


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Classification-Based Techniques

• High-Medium-Low

• 1-2-3-4-5

• MoSCoW• Must Have• Should Have• Could Have• Won't Have


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Common Prioritization Issues

• Everything is High Priority!

• How can you call this Low Priority?

• But…..

Can’t remember why this was a Must Have …


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Cost-Benefit (Value) Analysis

Step 1 : Determine the costs and benefits of each feature or combination of feature or feature group

Step 2 : Determine also the Risk Exposure associated with the development of each feature group

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Impact Maps

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Source: https://www.impactmapping.org/index.html

Goal – trying to achieveWhy are we doing this?

Actors - who can influence the outcome.Who can produce the desired effect? Who can obstruct it? Who are the consumers or users of our product? Who will be impacted by it?

Impacts- that we’re trying to create.How should our actors’ behaviour change? How can they help us to achieve the goal? How can they obstruct or prevent us from succeeding?

DeliverablesScope. What can we do, as an organisation or a delivery team, to support the required impacts? These are the software features and organisationalactivities.

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Why is Value-Focus Better?

• Can benefits be manipulated by stakeholders to get their requirements first?

• Yes, but they would also have to pay for it!

• All functions or regionals’ unique requirements can now be prioritized.

• Whole projects can be valued the same way.

• Whole departments can compute their added value to the organization!


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Kano Model



3 core types of needs

Baseline Expectations – Must haves are elements the product cannot ship without.

Linear Satisfiers include requirements where the more you have the better the product is perceived.

Delighters take the product beyond simply meeting the requirements to boosting customer satisfaction and recommendation.

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Questionnaire Structure

• For each product feature, formulate a pair of questions which can be answered in 5 different ways

Question 1 : Concerns customer

reaction if product HAS the feature

Question 2 : Concerns customer reaction if product DOES NOT HAVE the feature


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Kano Evaluation Table

• Combine 2 questions in evaluation table to classify product features into 6 categories

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Evaluation Categories

• There are 6 categories of product attributes:



Delighters

Linear satisfierBaseline Expectation

Delighters

Linear satisfierBaseline Expectation

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Example – Call Centre



• Example: Speed of answer by customer service rep

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Example – Call Centre



Source: Adapted from “Kano Model for Customer Needs” by Nitesh Verna, Xserve Consulting

Delighters

Linear satisfier

Baseline Expectation

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Caution!



Delighters -> Linear Satisfiers -> Baseline Expectations!

• Control addition of features

• Focus on functionality

• Delight your customers

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Tip 3: Marketing Your “Products”


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Marketing? To Who?

• Everybody!

• Your users, their bosses, your bosses, your project team, partners. Why?

• Just because there is value doesn’t mean they will know it, or remember it!

• Incrementally deliver “value-prioritized” features/requirement wherever possible!• Keep stakeholders excitement

(engagement!)• Obtain continual executive/user/

regional support


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Example: Crowdfunding

The Pebble Watch

• “Sell it before you build it!”

• Benefits:

• Validation of product idea

• Funding

• Early adopters who will spread the word!


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Tip 4: Use Product Roadmappingconcepts to manage stakeholder expectations


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Product Roadmap

• Vision that describes the product’s evolution over time

• A visual overview of a product’s releases and its main components

• A communication tool to provide stakeholders with a quick view of the primary release points and intended functionality


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Minimum Viable Product

• The MVP is used as a means to get fast market feedback so as to adapt and evolve the product to get it right before investing further to address a broader market

• A commonly used approach to show a product roadmap is the use of story maps (Jeff Patton)

• The Backbone – essential functionality

• The Walking Skeleton – smallest system that could

possibly work


31Learning Day\Product-Thinking-v1.0.pptx Source: http://www agileproductdesign com/blog/the new backlog h

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The Grid

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• Group Use Cases / User Stories by features

Feature 1 Feature 2 Feature 3

Use

Cas

es /

Use

r S

tori

es

Backbone

Walking Skeleton

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Release 3

Release 2

Release 1

Release Planning

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• Slice the list!

Feature 1 Feature 2 Feature 3

Use

Cas

es /

Use

r S

tori

es

Backbone

Walking Skeleton

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MVP Tips

• Don’t burn your money on a product no one will want to use!

• Validate your assumptions:

• Write articles and seek feedback

• Hold seminars

• Leverage on social media• Remember the “minimum” in MVP!

• Perseverance and constant learning are crucial!

• Criteria of a MVP:

• Only minimum features shipped to early adopters

• Some early adopters pay money for product

• Feedback from early adopters



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Flexible Roadmapping

• Your roadmap will change over time, due to changes in market, technology, development challenges, etc.

• Make your roadmap flexible both in TIME and SCOPE



Source: Why Your Roadmap Should Be Flexible by By Janna Bastow on March 24, 2014 (“Mind the Product”)

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Tip 5: Use Product Launch and End-of-Life strategies


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Product Launch Strategies

• Align to the Value concept• How best to help your new users (“customers”)

see and learn the value of your product?• Create great first impression and impact

• Examples: Demonstration, hands-on training, handholding, dry run

Product End-Of-Life Strategies• How to gracefully plan to retire old systems

and migrate to new systems

• Parallel runs, withdrawal of support, plan phases, countdown to the D-Day. Communication is key!


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Summary

• Use more product-thinking concepts

• “Market”-focus vs Individual Customer Focus

• Value, value value! – concepts to prioritize requirements, value projects and show the value-add your department give

• Use Roadmapping to manage the expectations of your stakeholders

• Use product launch and end-of-life strategies


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• Managing Business Analytics Projects (3 Days) – Coming!• Benefits Planning & Realisation for Project Managers -Coming!

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QUESTIONS? YOUR CHALLENGES?DISCUSSIONSHARING….

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THANK YOU [email protected]


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