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Enable Product Delivery – Executive Leadership Workshop

Strengthen product management in your organization through effective executive leadership by focusing product teams on core capabilities and proper alignment.

  • You need to clearly convey the direction and strategy of your product portfolio to gain alignment, support, and funding from your organization.
  • IT organizations are traditionally organized to deliver initiatives in specific periods of time. This conflicts with product delivery, which continuously delivers value over the lifetime of a product.
  • Delivering multiple products together creates additional challenges because each product has its own pedigree, history, and goals.

Our Advice

Critical Insight

  • Empowered product managers and product owners are the key to ensuring your delivery teams are delivering the right value at the right time to the right stakeholders.
  • Establishing operationally aligned product families helps bridge the gap between enterprise priorities and product enhancements.
  • Leadership must be aligned to empower and support Agile values and product teams to unlock the full value realization within your organization.

Impact and Result

  • Common understanding of product management and Agile delivery.
  • Commitment to support and empower product teams.

Enable Product Delivery – Executive Leadership Workshop Research & Tools

1. Enabling Product Delivery – Executive workshop to align senior leadership with their transition to product management and delivery.

  • Understanding Your Top Challenges: Define the drivers for your transition to product-centric delivery.
  • Transitioning from Projects to Product-Centric Delivery: Identify the cultural, behavioral, and leadership changes needed for a successful transformation.
  • Enterprise Agility and the Value of Change: Leverage smaller iterations to reduce time to value and accumulated risk for core operations.
  • Defining Your Products and Product Management in Your Context: Tailor product management to meet the needs and vision of your organization.
  • Connecting Product Management to Agile Practices: Optimize product management to prioritize the right changes for the right people at the right time.
  • Commit to Empowering Agile Product Teams: Embrace leadership and cultural changes needed to empower and support teams.

2. Enabling Product Delivery –Executive Workshop Outcomes.

  • Capture the results, discussions, and next steps from your workshop using this workshop outcomes template.

Member Testimonials

After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve. See our top member experiences for this blueprint and what our clients have to say.

6.0/10


Overall Impact

$32,564


Average $ Saved

20


Average Days Saved

Client

Experience

Impact

$ Saved

Days Saved

TAB Bank

Workshop

8/10

$64,999

20

The best part was the access to the knowledge from Hans and the team. The ease of which suggested material was referenced, made available and share... Read More

The City Of Columbus

Workshop

4/10

N/A

N/A

The best parts were the guided conversations with our staff. The worst part was that the final deliverable provided only offered a single insight, ... Read More


Enable Product Delivery – Executive Leadership Workshop

Strengthen product management in your organization through effective executive leadership by focusing on product teams, core capabilities, and proper alignment.

Objective of this workshop

To develop a common understanding and foundation for product management so we, as leaders, better understand how to lead product owners, product managers, and their teams.

Enable Product Delivery - Executive Leadership Workshop

Learn how enterprise agility can provide lasting value to the organization

Clarify your role in supporting your teams to deliver lasting value to stakeholders and customers

  1. Understanding Your Top Challenges
    • Define your challenges, goals, and opportunities Agile and product management will impact.
  2. Transitioning from Projects to Product-centric Delivery
    • Understand the shift from fixed delivery to continuous improvement and delivery of value.
  3. Enterprise Agility and the Value of Change
    • Organizations need to embrace change and leverage smaller delivery cycles.
  4. Defining Your "Products" and Product Management
    • Define products in your culture and how to empower product delivery teams.
  5. Connecting Product Management to Agile Practices
    • Use product ownership to drive increased ROI into your product delivery teams and lifecycles.
  6. Commit to Empowering Agile Product Teams
    • Define the actions and changes you must make for this transformation to be successful.

Your Product Transformation Journey

  1. Make the Case for Product Delivery
    • Align your organization with the practices to deliver what matters most
  2. Enable Product Delivery – Executive Workshop
    • One-day executive workshop – align and prepare your leadership
    • Audience: Senior executives and IT leadership.
      Size: 8-16 people
      Time: 6 hours
  3. Deliver on Your Digital Product Vision
    • Enhance product backlogs, roadmapping, and strategic alignment
    • Audience: Product Owners/Mangers
      Size: 10-20 people
      Time: 3-4 days
  4. Deliver Your Digital Products at Scale
    • Scale Product Families to Align Enterprise Goals
    • Audience: Product Owners/Mangers
      Size: 10-20 people
      Time: 3-4 days
  5. Mature and Scale Product Ownership
    • Align and mature your product owners
    • Audience: Product Owners/Mangers
      Size: 8-16 people
      Time: 2-4 days

Repeat workshops with different companies, operating units, departments, or teams as needed.

What is a workshop?

We WILL ENGAGE in discussions and activities:

  • Flexible, to accommodate the needs of the group.
  • Open forum for discussion and questions.
  • Share your knowledge, expertise, and experiences (roadblocks and success stories).
  • Everyone is part of the process.
  • Builds upon itself.

This workshop will NOT be:

  • A lecture or class.
  • A monologue that never ends.
  • Technical training.
  • A presentation.
  • Us making all the decisions.

Roles within the workshop

We each have a role to play to make our workshop successful!

Facilitators

  • Introduce the best practice framework used by Info-Tech.
  • Ask questions about processes, procedures, and assumptions.
  • Guide for the methodology.
  • Liaison for any other relevant Info-Tech research or services.

Participants

  • Contribute and speak out as much as needed.
  • Provide expertise on the current processes and technology.
  • Ask questions.
  • Provide feedback.
  • Collaborate and work together to produce solutions.

Understanding Your Top Challenges

  • Understanding Your Top Challenges
  • Transitioning From Projects to Product-Centric Delivery
  • Enterprise Agility and the Value of Change
  • Defining Your Products and Product Management
  • Connecting Product Management to Agile Practices
  • Commit to Empowering Agile Product Teams
  • Wrap-Up and Retrospective

Executive Summary

Your Challenge

  • Products are the lifeblood of an organization. They deliver the capabilities needed to deliver value to customers, internal users, and stakeholders.
  • The shift to becoming a product organization is intended to continually increase the value you provide to the broader organization as you grow and evolve.
  • You need to clearly convey the direction and strategy of your product portfolio to gain alignment, support, and funding from your organization.

Common Obstacles

  • IT organizations are traditionally organized to deliver initiatives in specific periods of time. This conflicts with product delivery, which continuously delivers value over the lifetime of a product.
  • Delivering multiple products together creates additional challenges because each product has its own pedigree, history, and goals.
  • Product owners struggle to prioritize changes to deliver product value. This creates a gap and conflict between product and enterprise goals.

Info-Tech's Approach

Info-Tech's approach will guide you through:

  • Understanding the top challenges driving your product initiative.
  • Improving your transitioning from projects to product-centric delivery.
  • Enhancing enterprise agility and the value of change.
  • Defining products and product management in your context.
  • Connecting product management to Agile practices.
  • Committing to empowering Agile Product teams.
This is an image of an Info-Tech Thought Map for Accelerate Your Transition to Product Delivery
This is an image of an Info-Tech Thought Map for Delier on your Digital Product Vision
This is an image of an Info-Tech Thought Map for Deliver Digital Products at Scale via Enterprise Product Families.
This is an image of an Info-Tech Thought Map for What We Mean by an Applcation Department Strategy.

What is driving your organization to become product focused?

30 minutes

  • Team introductions:
    • Share your name and role
    • What are the key challenges you are looking to solve around product management?
    • What blockers or challenges will we need to overcome?

Capture in the Enable Product Delivery – Executive Leadership Workshop Outcomes and Next Steps.

Input

  • Organizational knowledge
  • Goals and challenges

Output

  • List of key challenges
  • List of workshop expectations
  • Parking lot items

Transitioning From Projects to Product-Centric Delivery

  • Understanding Your Top Challenges
  • Transitioning From Projects to Product-Centric Delivery
  • Enterprise Agility and the Value of Change
  • Defining Your Products and Product Management
  • Connecting Product Management to Agile Practices
  • Commit to Empowering Agile Product Teams
  • Wrap-Up and Retrospective

Define the differences between projects and product delivery

30 minutes

  • Consider project delivery and product delivery.
  • Discussion:
    • What are some differences between the two?

Capture in the Enable Product Delivery – Executive Leadership Workshop Outcomes and Next Steps.

Input

  • Organizational knowledge
  • Internal terms and definitions

Output

  • List of differences between projects and product delivery

Define the differences between projects and product delivery

15 minutes

Project Delivery

vs

Product Delivery

Point in time

What is changed

Method of funding changes

Needs an owner

Input

  • Organizational knowledge
  • Internal terms and definitions

Output

  • List of differences between projects and product delivery

Capture in the Enable Product Delivery – Executive Leadership Workshop Outcomes and Next Steps.

Identify the differences between a project-centric and a product-centric organization

Project

Product

Fund Projects

Funding

Fund Products or Teams

Line of Business Sponsor

Prioritization

Product Owner

Makes Specific Changes
to a Product

Product Management

Improve Product Maturity
and Support

Assign People to Work

Work Allocation

Assign Work
to Product Teams

Project Manager Manages

Capacity Management

Team Manages Capacity

Info-Tech Insight

Product delivery requires significant shifts in the way you complete development work and deliver value to your users. Make the changes that support improving end user value and enterprise alignment.

Projects can be a mechanism for funding product changes and improvements

This is an image showing the relationship between the project lifecycle, a hybrid lifecycle, and a product lifecycle.

Projects within products

Regardless of whether you recognize yourself as a "product-based" or "project-based" shop, the same basic principles should apply.

You go through a period or periods of project-like development to build a version of an application or product.

You also have parallel services along with your project development, which encompass the more product-based view. These may range from basic support and maintenance to full-fledged strategy teams or services like sales and marketing.

While Agile and product are intertwined, they are not the same!

Delivering products does not necessarily require an Agile mindset. However, Agile methods help facilitate the journey because product thinking is baked into them.

This image shows the product delivery maturity process from waterfall to continuous integration and delivery.

Product roadmaps guide delivery and communicate your strategy

In Deliver on Your Digital Product Vision, we demonstrate how the product roadmap is core to value realization. The product roadmap is your communicated path, and as a product owner, you use it to align teams and changes to your defined goals while aligning your product to enterprise goals and strategy.

This is an image adapted from Pichler, What is Product Management.

Adapted from: Pichler, "What Is Product Management?"

Info-Tech Insight

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.

Enable Product Delivery – Executive Leadership Workshop preview picture

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.

MEMBER RATING

6.0/10
Overall Impact

$32,564
Average $ Saved

20
Average Days Saved

After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve.

Read what our members are saying

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Author

Hans Eckman

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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