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Deliver Digital Products at Scale

Deliver value at the scale of your organization through defining enterprise product families.

  • Products are the lifeblood of an organization. They provide the capabilities the business needs to deliver value to both internal and external customers and stakeholders.
  • Product organizations are expected to continually deliver evolving value to the overall organization as they grow.
  • You need to clearly convey the direction and strategy of a broad product portfolio to gain alignment, support, and funding from your organization.

Our Advice

Critical Insight

  • Product delivery requires significant shifts in the way you complete development work and deliver value to your users. Make the changes that improve end-user value and enterprise alignment.
  • Your organizational goals and strategy are achieved through capabilities that deliver value. Your product hierarchy is the mechanism to translate enterprise goals, priorities, and constraints down to the product level where changes can be made.
  • Recognize that each product owner represents one of three primary perspectives: business, technical, and operational. Although all share the same capabilities, how they approach their responsibilities is influenced by their perspective.
  • The quality of your product backlog – and your ability to realize business value from your delivery pipeline – is directly related to the input, content, and prioritization of items in your product roadmap.
  • Your product family roadmap and product roadmap tell different stories. The product family roadmap represents the overall connection of products to the enterprise strategy, while the product roadmap focuses on the fulfillment of the product’s vision.
  • Although products can be delivered with any software development lifecycle, methodology, delivery team structure, or organizational design, high-performing product teams optimize their structure to fit the needs of product and product family delivery.

Impact and Result

  • Understand the importance of product families for scaling product delivery.
  • Define products in your context and organize products into operational families.
  • Use product family roadmaps to align product roadmaps to enterprise goals and priorities.
  • Evaluate the different approaches to improve your product family delivery pipelines and milestones.

Deliver Digital Products at Scale Research & Tools

Start here – read the Executive Brief

Read our concise Executive Brief to find out why you should define enterprise product families to scale your product delivery capability, review Info-Tech’s methodology, and understand the four ways we can support you in completing this project.

1. Become a product-centric organization

Define products in your organization’s context and explore product families as a way to organize products at scale.

2. Organize products into product families

Identify an approach to group the inventory of products into one or more product families.

3. Ensure alignment between products and families

Confirm alignment between your products and product families via the product family roadmap and a shared definition of delivered value.

4. Bridge the gap between product families and delivery

Agree on a delivery approach that best aligns with your product families.

5. Build your transformation roadmap and communication plan

Define your communication plan and transformation roadmap for transitioning to delivering products at the scale of your organization.


Onsite Workshop: Deliver Digital Products at Scale

Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Become a Product-Centric Organization

The Purpose

  • Define products in your organization’s context and explore product families as a way to organize products at scale.

Key Benefits Achieved

  • An understanding of the case for product practices
  • A concise definition of products and product families

Activities

Outputs

1.1

Understand your organizational factors driving product-centric delivery.

  • Organizational drivers and goals for a product-centric delivery
1.2

Establish your organization’s product inventory.

  • Definition of product
1.3

Determine your approach to scale product families.

  • Product scaling principles
  • Scaling approach and direction
  • Pilot list of products to scale

Module 2: Organize Products Into Product Families

The Purpose

  • Identify a suitable approach to group the inventory of products into one or more product families.

Key Benefits Achieved

  • A scaling approach for products that fits your organization

Activities

Outputs

2.1

Define your product families.

  • Product family mapping
  • Enabling applications
  • Dependent applications
  • Product family canvas

Module 3: Ensure Alignment Between Products and Families

The Purpose

  • Confirm alignment between your products and product families via the product family roadmap and a shared definition of delivered value.

Key Benefits Achieved

  • Recognition of the product family roadmap and a shared definition of value as key concepts to maintain alignment between your products and product families

Activities

Outputs

3.1

Leverage product family roadmaps.

  • Current approach for communication of product family strategy
3.2

Use stakeholder management to improve roadmap communication.

  • List of product family stakeholders and a prioritization plan for communication
3.3

Configure your product family roadmaps.

  • Defined key pieces of a product family roadmap
3.4

Confirm product family to product alignment.

  • An approach to confirming alignment between products and product families through a shared definition of business value

Module 4: Bridge the Gap Between Product Families and Delivery

The Purpose

  • Agree on the delivery approach that best aligns with your product families.

Key Benefits Achieved

  • An understanding of the team configuration and operating model required to deliver value through your product families

Activities

Outputs

4.1

Assess your organization’s delivery readiness.

  • Assessment results on your organization’s delivery maturity
4.2

Understand your delivery options.

  • A preferred approach to structuring product delivery
4.3

Determine your operating model.

  • Your preferred operating model for delivering product families
4.4

Identify how to fund product delivery.

  • Understanding of your preferred approach for product family funding
4.5

Learn how to introduce your digital product family strategy.

  • Product family transformation roadmap
4.6

Communicate changes on updates to your strategy.

  • Your plan for communicating your roadmap
4.7

Determine your next steps.

  • List of actionable next steps to start on your journey

Module 5: Advisory: Next Steps and Wrap-Up (offsite)

The Purpose

  • Implement your communication plan and transformation roadmap for transitioning to delivering products at the scale of your organization.

Key Benefits Achieved

  • New product family organization and supporting product delivery approach

Activities

Outputs

5.1

Execute communication plan and product family changes.

  • Organizational communication of product families and product family roadmaps
5.2

Review the pilot family implementation and update the transformation roadmap.

  • Product family implementation and updated transformation roadmap
5.3

Begin advisory calls for related blueprints.

  • Support for product owners, backlog and roadmap management, and other topics

About Info-Tech

Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.

We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

Deliver value at the scale of your organization through defining enterprise product families.

Need Extra Help?
Try Our Guided Implementations

Get the help you need in this 4-phase advisory process. You'll receive 10 touchpoints with our researchers, all included in your membership.

Guided Implementation #1 - Become a product-centric organization
  • Call #1 - Scope requirements, objectives, and your specific challenges.
  • Call #2 - Define products and product families in your context.
  • Call #3 - Understand the list of products in your context.

Guided Implementation #2 - Organize products into product families
  • Call #1 - Define your scaling principles and goals.
  • Call #2 - Select a pilot and define your product families.

Guided Implementation #3 - Ensure alignment between products and families
  • Call #1 - Understand the product family roadmap as a method to align products to families.
  • Call #2 - Define components of your product family roadmap and confirm alignment.

Guided Implementation #4 - Bridge the gap between product families and delivery
  • Call #1 - Assess your delivery readiness.
  • Call #2 - Discuss delivery, operating, and funding models relevant to delivering product families.
  • Call #3 - Wrap up.

Author(s)

Hans Eckman

Ari Glaizel

Contributors

  • Emily Archer, Lead Business Analyst, Enterprise Consulting, authentic digital agency
  • David Berg, Founder & CTO, Strainprint Technologies Inc.
  • Kathy Borneman, Digital Product Owner, SunTrust Bank
  • Charlie Campbell, Product Owner, Merchant e-Solutions
  • Yarrow Diamond, Sr. Director, Business Architecture, Financial Services
  • Cari J. Faanes-Blakey, CBAP, PMI-PBA, Enterprise Business Systems Analyst, Vertex, Inc.
  • Kieran Gobey, Senior Consultant Professional Services, Blueprint Software Systems
  • Rupert Kainzbauer, VP Product, Digital Wallets, Paysafe Group
  • Saeed Khan, Founder, Transformation Labs
  • Hoi Kun Lo, Product Owner, Nielsen
  • Abhishek Mathur, Sr Director, Product Management, Kasisto, Inc.
  • Jeff Meister, Technology Advisor and Product Leader
  • Vincent Mirabelli, Principal, Global Project Synergy Group
  • Oz Nazili, VP, Product & Growth, TWG
  • Mark Pearson, Principal IT Architect, First Data Corporation
  • Brenda Peshak, Product Owner, Widget Industries, LLC
  • Mike Starkey, Director of Engineering, W.W. Grainger
  • Anant Tailor, Co-founder & Head of Product, Dream Payments Corp.
  • Angela Weller, Scrum Master, Businessolver
  • 12 anonymous company contributors
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