Enterprise Roadmap for Product Portfolio Planning

Transcription

1 pmnerds Workshops version 1.3 Enterprise Roadmap for Product Portfolio Planning Contents Overview... 2 Possible Alternatives... 4 Optimal Advantage... 5 Waybill... 7 Engaged Stakeholders... 9 Radio Workshop Deliverables Index Workshop Description , All Rights Reserved, pmnerds LLC

2 Overview Most product innovation teams believe sharing and leveraging assets and resources to be a great idea, but coordinating dependencies, cohesiveness, and launch activities across products and functional groups seems to be an impossible task. Many have complained that between all the product-lines they end-up developing the same technology multiple times. Product innovation teams that fail to create a technology roadmap and a competency roadmap will experience schedule delays or low quality products because the appropriate technology was unavailable, or the critical competencies needed on the innovation team had not been developed. The human resources department is often left out of the product innovation team, even though the talent and competency management activities that they are responsible for are key to the ability to deliver products. Unlike other innovation roadmapping approaches that only focus on product roadmaps and fail to aggregate and align activities across human resources, marketing, technology, and product management groups, this workshop gives attendees experience in creating product, product-line, technology, marketing, competency and enterprise roadmaps. This workshop teaches the product innovation team to create and leverage product, product-line, marketing, technology, and competency roadmaps. Product roadmaps are used to communicate with all stakeholders the direction and intent of the product innovation team. What many organizations are lacking today is a roadmap that looks across multiple products in a product-line, or across multiple functional organizations of the enterprise. Through this workshop, product innovation teams can gain experience with best practices on creating and maintaining these roadmaps. The aggregation of these roadmaps into an enterprise roadmap ensures that activities are aligned throughout the organization. It ensures that product roadmaps can leverage the available technologies and are not depending on technology that will not be ready or available. The enterprise roadmap ensures that human resource competency development initiatives will generate the needed competencies when they are needed. The visibility into competency initiatives will enable the creators of the product and technology roadmaps to make more informed decisions about their ability to execute. Through the marketing roadmap, marketing activities can be aligned and leveraged effectively throughout the innovation process and the product launch. We realize that you re not going to become an enterprise roadmapping expert in on day. More than just training you re also going to need skills mentoring and performance coaching and just plain experience. So when people ask us, How does pmnerds cover so much material in such a short time? we answer, Through establishing powerful relationships that go beyond the workshop and into the community experience. Unlike other workshops that drown you with a fire hose and Workshop Description , All Rights Reserved, pmnerds LLC

3 you walk away unable to retain even 20% of the course content, our one day workshops are just the beginning. What we do is provide a reference guide, where every step is explained. In this way we are able to focus on skills mentoring and performance coaching during our one day session. You re also going to need mentoring and coaching as you experiment and apply new concepts within your environment. With attendance to each workshop you also gain access to our community which continues the learning experience. Through the pmnerds community, attendees can continue discussions with their instructors, find a mentor, and get coaching alongside other members of the community to experience continued growth and learning avoid common pitfalls of implementation and adoption. Product innovation teams that successfully adopt this tightly integrated roadmapping process are able to reduce roadmapping cycles, foster communication and collaboration, and encourage asset sharing throughout the organization. The workshop is taught using the acronym of POWER. The Oxford English Dictionary tells us that POWER is the ability to do or effect something or anything, or to act upon a person or thing; capacity of producing some effect, might, energy, influence, the rate at which force is exerted or work gets done. Power is the rate at which product innovation activities are performed. We'll next explain each letter of the acronym and describe some of the methods used to achieve the goal related to the acronym's letter, along with any deliverables. Possible Alternatives Alternatives => Power, Rapid Response, Innovation Optimal Advantage Strategic Alignment, Portfolio Performance, Competitive Advantage Waybill What s Being Delivered, When s it Delivered, Accountability Engaged Stakeholders Charter, Consensus, Customer Buy-In Radio Internal Messaging, External Messaging, Channel Messaging This workshop is for those who are involved in the decision making process of product, product-line, or enterprise roadmap planning activities. It's not required that everyone participate in all the activities; however, some activities do require the entire teams participation or review. Workshop Description , All Rights Reserved, pmnerds LLC

4 Possible Alternatives Intro to Possible Alternatives This step performs the activities centered on accomplishing the P, in POWER. It's all about creating a list of all the things we could do, so that the product innovation team can choose the ones we should do. The P stands for possible alternatives. According to the Oxford English Dictionary, Possible is that which is within ones power or having the power to do something, able, capable or logically conceivable; that which, whether or not actually exists, is not excluded from existence by being logically contradictory or against reason. Alternative is a proposition containing two statements, the acceptance of one of which involves the rejection of the other; a statement or offer of two things of which either may be agreed to, but not both; permission to choose between two things. Possible alternatives is about building power with choice and identifying possible alternatives to enable better decision making later in the roadmap definition process. Intro to Roadmap A roadmap is a plan that matches long-term and short-term objectives with specific product goals. It is a graphical representation of a 3-teir Work Breakdown Structure consisting of a theme or objective, milestones, and time intervals. Alternative Product Roadmaps based on Boolean Logic Using stakeholder constraints and the desire to maximize or minimize each constraint from the product roadmap charter, alternative roadmaps can be created. Using Boolean logic all potential alternatives are created and evaluated for potential submission. Theory of Gravitation This theory is applied to features when looking for potential synergies. Features with similarities should be found in the same categories. A quick scan outside of the category also can be productive, but a careful study of all the features in the same category is required. If similar features are identified, the question becomes, How much of this can be leveraged, and how? Tangible Outputs Alternative Roadmaps Potential Synergies Workshop Description , All Rights Reserved, pmnerds LLC

5 Optimal Advantage Intro to Optimal Advantage This step performs the activities centered on accomplishing the o, in POWER. The o stands for Optimal Advantage. Optimal Advantage is about deriving the best or most favorable improvement in cost-position and/or differentiation through roadmap planning. According to the Oxford English Dictionary, Optimal is best or most favorable, most satisfactory. Advantage is the position, state, or circumstance of being in advance or ahead of another, or having the better of him in any respect; superior or better position. Benefit, enhancement, improvement; increased well being or convenience; resulting in benefit. To gain the optimal advantage through the creation of product, product-line, and enterprise roadmaps, the product innovation team needs to analyze the pool of alternative roadmaps and select combinations of features, or product roadmaps that give the optimal value within the target thresholds. Analytic Scoring & Portfolio Balancing The set of alternative roadmaps are treated as a portfolio and portfolio scoring and balancing techniques are used rank roadmaps, look for potential synthesis, and stay within target portfolio mixes. Product Roadmap Thresholds The product roadmap charter articulates the stakeholder constraints that the product innovation team must address as well as target thresholds or value ranges product roadmaps must maintain to achieve strategic objectives. This method helps ensure alignment to the product innovation strategy. Efficient Frontier Features cost or development effort is aggregated to the product roadmap and is compared against the aggregated business value impact to create an Efficient Frontier for product roadmaps. Attendees will gain experience with Efficient Corridors and the Zone of Efficiency. Source Analysis Source analysis helps you determine the primary industries or market segments that the roadmap is serving. Marketing messages should be directed to those segments. Also, it might be desirable to balance the features being planned on the roadmap, to help ensure an equal spread of value to all target customers. Competitive Analysis The competitive analysis method compares the set of product features at every roadmap milestone to ensure that there is enough perceived value versus competitor offerings. Workshop Description , All Rights Reserved, pmnerds LLC

6 Tangible Output Ranked Alternatives Source Analysis Results Roadmap Comparisons Balanced Portfolio Efficient Frontier Diagram Workshop Description , All Rights Reserved, pmnerds LLC

7 Waybill Intro to Waybill This step performs the activities centered on accomplishing the W, in POWER. The w stands for Waybill. According to the Oxford English Dictionary, Waybill is a label attached to an article in transit to indicate its destination, mode of transport, value, and expected arrival time. The waybill describes what is being delivered, when it will be delivered, who is responsible for making sure it is delivered and delivered on time, within budget and with the least amount of risk. It s never a good idea to surprise marketing about what is being delivered in the current product launch. Delighting a customer is more about exceeding expectations, than about delivering the unexpected. Delighting a customer is seldom about surprise. The waybill is a way for the customer to anticipate future delivery. It s hard to coordinate with others when you re dependent on an uncontrolled delivery date. Every feature in the product roadmap is on its own journey. Information contained on the feature waybill is critical for maintaining control and expectations. Information contained in the waybill enables tracking, coordination, decision making, and accountability. Resource & Asset Demand Forecasting If similar features are being developed, then it follows that they most likely will require similar development resources and assets. Scheduling the same development effort in the same roadmap period might over utilize these resources and assets. The objective is to look at resource and asset utilization and find the strategy that is best for the circumstances. Technology Roadmap The Technology Roadmap aims to provide information about the direction and rate of technology changes. It uses logical processes to generate explicit information to help product innovation teams and the industry anticipate practical, economic, leveragable, strategic, and market consequences of developments in technology. Delivery Scheduling & Logistic Planning This method is used to synchronize activities and logistics needed to meet delivery schedules and ensure that product launches can be anticipated by all stakeholders. This activity takes into consideration platform launches, annual product launches, or leveraged asset scheduling and ensures that needed activities and logistics can be anticipated. Workshop Description , All Rights Reserved, pmnerds LLC

8 Milestone Accountability This method provides an enterprise view across multiple product lines and functional organizations in the form of a roadmap. This view enables all members of the product innovation team to synch their activities across the different functional organizations. Tangible Output Resource Utilization Enterprise Roadmap Asset & Resource Demand Aligned Product-Line Technology Roadmap Potential Synergies Across Roadmaps Products Workshop Description , All Rights Reserved, pmnerds LLC

9 Engaged Stakeholders Intro to Engaged Stakeholders This step performs the activities centered on accomplishing the e, in POWER. The e stands for Engaged Stakeholders. According to the Oxford English Dictionary to be engaged is to be entangled. Obliged, attached by gratitude; locked in the fight; wheels in gear with each other; resource committed, in use and not available to others. A stake is that which is placed at hazard, to be taken by the winner of a game, race, or contest. A sum of money earned or saved; a store of provisions or sum of money necessary for survival during a certain period. A Stakeholder is one who holds the stake or stakes in a wager, or has something to gain or lose by a turn of events. There should never be a moment that the engaged stakeholders are surprised about the progress of the initiatives. Engaged stakeholders are part of the team. Engaging stakeholders is about identifying who is going to support this effort, who will benefit the most from the projects, and how they will provide the resources and capital to complete your roadmap initiatives. Formal Consensus This method is used to ensure that the product, product-line, and enterprise roadmaps have buy-in from all stakeholders. This avoids creating factions, and causing passive resistance that cost the product innovation team in both time and effectiveness. Creative Problem Solving This method is used by stakeholders to discuss and identify concerns with alternative roadmaps and come up with solutions as a product innovation team. Creative problem solving requires the engagement of all participants, as the team starts with divergent thinking and transitions into convergent thinking. Stakeholder Approval Gate This method establishes a stakeholder review committee which provides leadership, guidance, and governance. While acting as a review gate for the roadmapping process, the stakeholders review committee socialized the product roadmap ideas get buy-in. Conflict Management Planning Innovation means change, change means motion, motion means friction, and friction means conflict. Every innovation team experiences conflict. Conflict can be a great source for innovation, or it can become a deadly energy drain. A conflict management plan makes all the difference. Workshop Description , All Rights Reserved, pmnerds LLC

10 Competency Roadmap The competency roadmap helps to identify critical product or competency needs, to drive technologies selection and development decisions. This method will help to determine the competency alternatives that can satisfy critical product needs and define learning plans to introduce new competencies into the company. This method covers the competency definition, assessment, rating and ranking, and managing a competency inventory. Tangible Output Product Roadmap Charter Conflict Management Plan Roadmap Thresholds Competency Roadmap Stakeholder Committee Consensus Process Workshop Description , All Rights Reserved, pmnerds LLC

11 Radio Intro to Radio This step performs the activities centered on accomplishing the r, in POWER. The R stands for Radio. According to the Oxford English Dictionary, Radio is a means of communicating, connected with, participating in, or transmitted as part of organized messages, sound broadcasting considered as a medium of communication, an art form that does not need connecting wires. That through which information, news, trade, or the like passes; a medium of transmission, conveyance, or communication; means agency. A course in which anything moves onward; line of action, thought. Radio is about determining how you will communicate your roadmap initiatives across the enterprise. Each roadmap has one or more target audiences and will be presented slightly different to each one. In the publish roadmap step of this method, the product innovation team will share the roadmap to internal and external stakeholders and continually update them as changes are made overtime. Roadmap Broadcast This method addresses the continuously changing information on roadmaps, because roadmaps are living plans that are updated in response to changing business drivers or market pressures. These changes must be continually broadcasted so that all product innovation team members are working off the same plan and can anticipate and estimate change impacts. Communication Plan In this method a communication plan is extended to contain messages to targeted personas within the product innovation team to communicate the results of the roadmap definition process. It identifies communication hurdles, and crafts messages to accomplish specific business objectives within each activity. It utilizes the adoption plan to schedule specific activities, locations, times, and promotions. Adoption Plan The adoption plan is a tactical planning tool used to help communities of practice schedule and conduct meaningful activities outlined in the communication plan. It schedules specific activities, locations, times, and promotions to address one of the eight adoption hurdles community of practices try to address. Marketing Roadmap The roadmaps leverage marketing campaigning as a way of broadcasting the value proposition of product, product-line, and enterprise roadmaps. Leveraging the product-line roadmap, marketing creates a marketing roadmap to support product launches and other customer engaging activities prior to launch. Workshop Description , All Rights Reserved, pmnerds LLC

12 Tangible Output Incremental formalization of the community Communication plan Adoption plan Workshop Deliverables Process EFBD Unlike other training courses that tend to focus on either strategy or tactics, and fail to address practices in context of strategy, pmnerds workshops address both the tactical 'WHAT' & 'HOW', along with the more strategic 'WHY' and 'WHEN', not just in generalized glossed over objectives, but in context of complete business process definition, primary business goals, and process objectives. Function blocks have been used by mankind even before there were napkins at restaurants. They have become second nature; few need an explanation of how they work. The FBD, Function Block Diagram is enhanced to define what information is required by each block, and what information is produced by each block. It is further enhanced by including the control logic of the process. Together these enhancements and the block diagram are referred to as an Enhanced Function Block Diagram. The EFBDs document the specific process being implemented. This documentation enables quick change impact analysis, and increases process maintainability while lowering overall cost of ownership. A visual diagram helps gain rapid consensus for process standardization and lowers new-process ramp-up times. By using the EFBDs, organizations can validate data-flow and process control logic prior to implementation and reduce rework costs. Reference Guide Unlike other training courses that leave the participants empty handed or with a binder full of power point notes after the course, pmnerds training workshops provide a fully indexed reference guide for each workshop that includes process background, bestpractice theory, asset descriptions and definitions, dramatized case studies, process diagrams, data flows, process control logic, logical data model, and process ownership. Dramatic Case Studies Our case studies are used to further illustrate concepts presented within our reference guides. These concepts are illustrated through fictitious dialog between members of a product innovation team. They anticipate common questions, and provide answers in an illustrative way that facilitates the learning experience. Workshop Description , All Rights Reserved, pmnerds LLC

13 Reference Material pmnerds is not a research and development organization. The methods we teach are proven across multiple industries and have stood the test of time. As the product innovation professional organizations and members of the community at large publish new methods, we establish where these new methods can be inserted into the bigger innovation process when constraints demand it. When possible, we also provide a list of these published works that further support the material taught in our reference guides. This additional reference material can provide a rich background that there isn't enough time to provide in a one day course. Glossary of Terms Like other professions, there are a lot of acronyms and jargon plaguing the product innovation discipline. Unlike many other professions, there is not common agreement on the meaning of many of these terms. Our workshops provide a glossary of terms in our reference guide that helps the onboarding process, but also helps in the rapid institutionalization of new processes, and product innovation concepts. Logical Data Model The logical data model documents the needed information, including pull-down menu values, relationships, reports, dashboards, statistic objects, and external file links for implementation in the tool or tools of your choice. This diagram is an enhanced Entity Relationship Diagram, mapping relationships between entity attributes instead of just entities. It contains industry standard values for pull-down menus as taught in the workshops, and relationship definitions including mathematical expressions for computed information. It defines data types; logical database entities including dashboards, scorecards, and reports along with statistical entities used to capture the persistent data used in the workshop processes. The logical data model is included with workshops to help integrate product innovation activities with other activities found within the innovation value chain, and break down process and informational silos. It allows the IT specialist to leverage existing IT investments from clearly specified data needs. The Logical Data Model is an enabler to quickly facilitate adoption within the larger enterprise architecture. The bottom line is that this helps IT further reduce total cost of ownership with increased maintainability of the product innovation implementation in an environment of change. Deployment Project Template Unlike other training courses that ignore change adoption and deployment of new processes, the pmnerds training workshops include access to deployment project plans, templates, self-assessments, and information that helps transfer ad-hoc communities into formalized product innovation communities of practice based on Workshop Description , All Rights Reserved, pmnerds LLC

14 over 300 product innovation implementations and our patented Seven Pillar deployment architecture. Communication Plan Template Many training courses fail to enable the promotion and implementation of the new practices taught in the course, in pmnerds workshops, you'll construct a communication plan, specific for the topics of that workshop, which identify adoption hurdles, messages, and activities for the targeted personas of your organization to ensure smooth adoption. Workshop Description , All Rights Reserved, pmnerds LLC

15 Index Activity, 6, 10 Adoption, 10, 12, 13 Analyze, 4, 8, 11 Anticipation, 6, 10, 11 Asset, 2, 6, 11 Balance, 4 Best-Practice Theory, 11 Boolean Logic, 3 Business Objectives, 10 Categorization, 3 Change, 9, 10, 11, 12 Charter, 2, 3, 4, 9 A B C Communication, 10, 13 Communication Hurdles, 10 Community of Practice, 10, 12 Competitive Analysis, 4, 8 Competitor, 4 Conflict Management, 9 Consensus, 8, 11 Constraints, 3, 4, 12 Control Logic, 11 Cost Position, 2, 4 Customer, 6, 10 Dashboards, 12 D Data-Flow, 11 Decision Making Processes, 2, 3, 6 Deliverables, 1, 2, 11 Deployment, 2, 12 Differentiation, 2, 4 Dramatized Case Studies, 11 Driver, 10 Economic, 6 Efficient Frontier, 4, 5 Engage, 1, 2, 8 E Enterprise Architecture, 12 Enterprise Roadmap, 2, 4, 8, 10 Entity Relationship Diagram, 12 Estimate, 10 Feature, 6 Formalization, 10 Function Blocks, 11 Functional Organization, 2, 7 Glossary, 12 Goals, 2, 3, 11 Governance, 8 Guidance, 8 F G Ideas, 6, 8 Implementation, 2, 11, 12, 13 Initiative, 8 Innovation, 2, 4, 9, 12 Investment, 12 Leadership, 8 Market, 4, 6, 10 Segment, 4 Milestones, 3, 4 Objectives, 3, 4, 6, 8, 11 Opportunities, 2 I L M O Optimal, 4 Optimal Advantage, 1, 2, 4 Perceived Value, 4 P Performance, 2 Performance Coaching, 2 Workshop Description , All Rights Reserved, pmnerds LLC

16 Personas, 10, 13 Portfolio, 4 Mix, 4 Possible Alternatives, 3 POWER, 2, 3, 4, 6, 8, 10 Practices, 2, 10, 11, 13 Problem, 8 Problem Solving, 8 Process, 2, 3, 8, 10, 11, 12 Product, 2, 3, 4, 6, 7, 8, 10, 11, 12 Product Innovation, 2, 3, 4, 6, 7, 8, 10, 11, 12 Product Innovation Team, 2, 3, 4, 6, 7, 8, 10, 11 Project Plans, 12 Radio, 1, 2, 10 Ranking, 4 R Reference Guide, 2, 11, 12 Reference Material, 12 Relationship, 12 Resource, 6, 7, 8 Review, 2, 8 Risk, 6 Roadmapping, 2, 3, 4, 6, 7, 8, 10 S Stakeholders, 1, 2, 3, 4, 6, 8 Standard, 12 Strategy, 2, 4, 6, 8, 11 Structure, 3 Success Criteria, 8 Surprise, 6 Synergy, 2, 3 Synthesis, 4 Team, 2, 8, 9 Technology Changes, 6 Templates, 12 Theory of Gravitation, 3 Thresholds, 4, 8 Utilization, 6 Value Chain, 12 Waybill, 1, 2, 6 T U V W Scorecards, 12 Scoring, 4 Self-Assessments, 12 Skills Mentoring, 2 Source Analysis, 4, 5 Zone of Efficiency, 4 Z Workshop Description , All Rights Reserved, pmnerds LLC