- Scott Ambler, Senior Consulting Partner, Scott Ambler + Associates
- Emilio Chemali, Director of Business Intelligence & Analytics, MRE Consulting
- Ken Piddington, CIO and Executive Advisor, MRE Consulting
- Paul Dowman, Founder, OK GROW!
- Matt Rowley, Partner, Wipfli LLP
- Trevor Farnum, Vice President of Technology, Data Recognition Corporation
- Fernando Valera, CTO, Visure Solutions
- John Heintz, CEO, Aptage
- Mariano Gagliardi, Director of Application Development, Financial Institution
- Products are the lifeblood of an organization. They deliver the capabilities the business needs to operate and interact with internal and external customers.
- Stakeholders expect teams to rapidly deliver updates, ensure products align to overarching business strategies, proactively address market trends, and maintain high user adoption and satisfaction. Many organizations have already begun the transition to product delivery to meet this expectation.
- Organizations have conflicting product definitions. Without a standard and clear product definition, teams are ill-equipped to justify product roadmaps and coordinate initiatives to deliver products at a regular and reliable cadence.
- Products often span across multiple business units and customers. A lack of clear product ownership structure slows down decision making and misaligns product initiatives with corporate objectives.
- Working software is not valuable without the knowledge and support to maintain it. Product definitions are built upon its technical components, services supporting them, and the processes used to develop and maintain them.
- Distributed product ownership leads to products lacking value, direction, and stability. Low level decisions can have system-wide ramifications and business disruptions if product roadmaps and hierarchies are not understood, communicated, managed, and coordinated.
Impact and Result
- Standardize your definition of a product. Come to an organizational agreement of what constitutes and is classified as a product and a product family. Accommodate both business and IT perspectives in your definition.
- Clarify the role of product owners and managers. Indicate where and how product owners and managers are involved in product delivery and what authority product owners and managers have to dictate the evolution and growth of your products.
- Structure your teams, capabilities, processes, and technologies to better support product delivery. Complete a gap analysis to uncover the effort to migrate existing capabilities to product delivery. Define an achievable and tactical transition roadmap.
This guided implementation is a six call advisory process.
Guided Implementation #1 - Define your product families and objectives
Call #1 - Discuss your product definition and how your products deliver business value. Review your case for the adoption of product delivery practices.
Call #2 - Review the structure and hierarchy of your product families and the business and IT objectives your products must satisfy.
Guided Implementation #2 - Define your product roles
Call #1 - Review your target state product management and delivery capabilities and your ability to implement them.
Call #2 - Discuss the responsibilities and accountabilities of your product owner, product manager, and product management team roles.
Call #3 - Discuss the structure of your product delivery teams.
Guided Implementation #3 - Build your transition roadmap
Call #1 - Review your tactical plan to achieve your target state and the mitigations of your risks.
Book Your Workshop
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: Define Your Product Families and Objectives
- Define product families and hierarchies in your context
- Rationalize the value of transitioning to product delivery
- Discuss the business and technical product requirements
Key Benefits Achieved
- Recognize the value your products bring to your organization and how decisions impact business priorities
Build the case for your strategy.
- Product definition and case to transition to product delivery
Define your product families.
- Product families and their value to your organization
List the objectives of your products.
- Business and technical objectives that define product success
Module 2: Define Your Product Roles
- Discuss the roles involved in product decision making and roadmapping
- Understand the structure and dynamics of your product management and delivery team
- Review your delivery team’s current capacity
Key Benefits Achieved
- Increase visibility and transparency by defining ownership and accountability of your product roadmap
Strengthen your product capabilities.
- Product management and delivery capability maps
Define your product roles and teams.
- Product owner and manager responsibilities
Build your product delivery teams.
- Product delivery team structure
Module 3: Build Your Transition Roadmap
- Create an achievable roadmap that is aligned to organizational and product priorities and accommodates existing constraints
Key Benefits Achieved
- Mature your product delivery practices in the areas where the most benefits can be seen
Build your transition roadmap.
- Product delivery transition roadmap
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.