Kittlaus / Fricker Software Product Management

The ISPMA-Compliant Study Guide and Handbook
1. Auflage 2017
ISBN: 978-3-642-55140-6
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 298 Seiten

This book gives a comprehensive overview on Software Product Management (SPM) for beginners as well as best practices, methodology and in-depth discussions for experienced product managers. This includes product strategy, product planning, participation in strategic management activities and orchestration of the functional units of the company. The book is based on the results of the International Software Product Management Association (ISPMA) which is led by a group of SPM experts from industry and research with the goal to foster software product management excellence across industries. This book can be used as textbook for ISPMA-based education and as guide for anybody interested in SPM as one of the most exciting and challenging disciplines in the business of software. Hans-Bernd Kittlaus is the Chairman of ISPMA and owner and managing director of InnoTivum Consulting, Germany. Samuel Fricker is Board Member of ISPMA and Professor at FHNW, Switzerland. 


Hans-Bernd Kittlaus is the owner and CEO of InnoTivum Consulting, which he founded in 2001. Before he was Director of SIZ GmbH (Computing Center of the German Savings Banks Organization) and Head of Software Product Management and Development units of IBM. His main focus area is software product management. Hans-Bernd has been working as a trainer, coach and consultant for both corporate IT organizations and companies in the IT industry. He has published numerous books and articles, his latest being 'Software Product Management and Pricing' (Springer). He is Diplom-Informatiker (corresponds to M.S. in Computer Science) and certified as ISPMA Certified Software Product Manager, Scrum Product Owner, and PRINCE2 Practitioner. He is a member of ACM (Association for Computing Machinery, USA), GI (Gesellschaft für Informatik, Germany) and board member of ISPMA (International Software Product Management Association). Dr. Samuel A. Fricker is Assistant Professor in the Software Engineering Research Laboratory (SERL Sweden) at Blekinge Institute of Technology (BTH). He has more than ten years experience as senior consultant, global process responsible, lecturer, and senior researcher with companies at any scale, from startups to Fortune500. Dr. Fricker is chairperson of the ISPMA. His research interests focus on planning and measuring the success of software products. He was industry chair of the 19th IEEE International Requirements Engineering Conference RE'11, is program chair of the European Requirements Engineering Conference RefsQ 2015, and is a board member of the Product Management Festival.

Autoren/Hrsg.

Kittlaus, Hans-Bernd

Fricker, Samuel A.

Inhaltsverzeichnis

1;Preface;6
2;Contents;9
3;1: Introduction;11
3.1;1.1 About this Book;13
3.2;1.2 Conventions;14
4;2: Management of Software as a Business;16
4.1;2.1 A Little History;16
4.1.1;2.1.1 Moore´s Law;17
4.1.2;2.1.2 The Internet;18
4.2;2.2 Product Management for Software: Terms and Characteristics;19
4.2.1;2.2.1 Product Platform, Family, and Line;22
4.2.2;2.2.2 Cloud Computing;23
4.3;2.3 Software as a Business;25
4.3.1;2.3.1 Low Capital Investment;26
4.3.2;2.3.2 Law of Increasing Returns;27
4.3.3;2.3.3 The Financial Life Cycle of a Software Product;29
4.4;2.4 Business Models;30
4.4.1;2.4.1 Describing a Business Model;31
4.4.2;2.4.2 Business Models in the Software Industry: Software Product Company;33
4.4.3;2.4.3 Business Models in the Software Industry: Professional Service vs. Product;34
4.4.4;2.4.4 Business Models in the Software Industry: Open Source;37
4.4.5;2.4.5 Business Models in the Software Industry: Free Commercial Products;39
4.4.6;2.4.6 Business Considerations for Corporate IT Organizations;40
4.5;2.5 The Software Product Management Framework;42
4.5.1;2.5.1 The Four Software Product Scenarios;45
4.6;2.6 The Role and Organization of SPM;49
4.6.1;2.6.1 Objectives and Success Measurements;49
4.6.2;2.6.2 The Role of the Software Product Manager;52
4.6.3;2.6.3 Organizational Aspects of SPM;54
5;3: Product Strategy;58
5.1;3.1 Product Vision;60
5.1.1;3.1.1 Overview;60
5.1.2;3.1.2 Concept;61
5.1.3;3.1.3 Development of a Product Vision;62
5.1.4;3.1.4 Further Examples and Variations;63
5.1.5;3.1.5 Outcome and Impacts;64
5.1.6;3.1.6 Summary and Conclusions;64
5.2;3.2 Product Name;65
5.2.1;3.2.1 Overview;65
5.2.2;3.2.2 Concept;65
5.2.3;3.2.3 Process;66
5.2.4;3.2.4 Summary and Conclusions;67
5.3;3.3 Customers;67
5.4;3.4 Market;68
5.4.1;3.4.1 Overview;68
5.4.2;3.4.2 Concept;69
5.4.3;3.4.3 Determining a Product´s Market;70
5.4.4;3.4.4 Variations;74
5.4.5;3.4.5 Outcome and Impacts;75
5.4.6;3.4.6 Summary and Conclusions;75
5.5;3.5 Product Definition;76
5.5.1;3.5.1 Overview;76
5.5.2;3.5.2 Concept;76
5.5.3;3.5.3 Defining a Product;79
5.5.4;3.5.4 Outcome and Impacts;79
5.5.5;3.5.5 Summary and Conclusions;80
5.6;3.6 Positioning;80
5.6.1;3.6.1 Overview;80
5.6.2;3.6.2 Customer Segmentation and Value Proposition;81
5.6.3;3.6.3 Channels;82
5.6.4;3.6.4 Process;84
5.6.5;3.6.5 Outcome and Impacts;85
5.6.6;3.6.6 Summary and Conclusions;86
5.7;3.7 Service Strategy;86
5.7.1;3.7.1 Overview;86
5.7.2;3.7.2 Concept;86
5.7.3;3.7.3 Process;87
5.7.4;3.7.4 Outcome and Impacts;88
5.7.5;3.7.5 Summary and Conclusions;88
5.8;3.8 Sourcing;88
5.8.1;3.8.1 Overview;88
5.8.2;3.8.2 Concept;88
5.8.3;3.8.3 Decision-Making for Sourcing;90
5.8.4;3.8.4 Summary and Conclusions;90
5.9;3.9 Business View;91
5.9.1;3.9.1 Overview;91
5.9.2;3.9.2 Business Case;91
5.9.3;3.9.3 Business Plan;92
5.9.4;3.9.4 Forecasting;93
5.9.5;3.9.5 Cost Structure and Management;93
5.9.6;3.9.6 Revenue Model;95
5.9.7;3.9.7 Bundling;99
5.9.8;3.9.8 Summary and Conclusions;99
5.10;3.10 Pricing;100
5.10.1;3.10.1 Overview;100
5.10.2;3.10.2 Concept;100
5.10.3;3.10.3 Subscription-Based Models;103
5.10.4;3.10.4 Summary and Conclusions;104
5.11;3.11 Ecosystem Management;105
5.11.1;3.11.1 Overview;105
5.11.2;3.11.2 Concept;105
5.11.3;3.11.3 Partner Programs;109
5.11.4;3.11.4 Summary and Conclusions;110
5.12;3.12 Legal Aspects;110
5.12.1;3.12.1 Overview;110
5.12.2;3.12.2 Contracts;110
5.12.3;3.12.3 Protection of Intellectual Property;114
5.12.4;3.12.4 Open Source;118
5.12.5;3.12.5 Data Protection;119
5.12.6;3.12.6 Summary and Conclusions;120
5.13;3.13 Performance and Risk Management;121
5.13.1;3.13.1 Overview;121
5.13.2;3.13.2 Performance Management;121
5.13.3;3.13.3 Risk Management;124
5.13.4;3.13.4 Summary and Conclusions;124
5.14;3.14 Product Strategy Processes and Documentation;125
5.14.1;3.14.1 Overview;125
5.14.2;3.14.2 Strategy Processes and Yearly Plan;125
5.14.3;3.14.3 Documentation;126
5.14.4;3.14.4 Tools;127
5.14.5;3.14.5 Summary and Conclusions;127
6;4: Product Planning;128
6.1;4.1 Roadmapping;129
6.1.1;4.1.1 Overview;129
6.1.2;4.1.2 Concept;130
6.1.3;4.1.3 Graphical Representations of Roadmaps;133
6.1.4;4.1.4 Roadmapping Process;134
6.1.5;4.1.5 Variations of Roadmapping;136
6.1.6;4.1.6 Summary and Conclusions;138
6.2;4.2 Product Requirements Engineering;139
6.2.1;4.2.1 Overview;139
6.2.2;4.2.2 Concepts;140
6.2.3;4.2.3 Requirements Engineering Methodology;143
6.2.3.1;Powerboat;146
6.2.3.1.1;Kano Model: Attractive Attributes (Delighters);149
6.2.3.2;Speedboat;149
6.2.3.2.1;Kano Model: One-Dimensional Attributes (Satisfiers);152
6.2.3.3;Icebreaker;153
6.2.3.3.1;Kano Model: Must-Be Attributes (Dissatisfiers);155
6.2.3.4;Cruise Ship;156
6.2.3.4.1;Kano Model: Indifferent Attributes (Non-requirements);159
6.2.4;4.2.4 Internationalization;159
6.2.5;4.2.5 Documentation of the Requirements;160
6.2.6;4.2.6 Managing Requirements Engineering;164
6.2.7;4.2.7 Summary and Conclusions;166
6.3;4.3 Release Planning;166
6.3.1;4.3.1 Overview;166
6.3.2;4.3.2 Concepts;167
6.3.2.1;The Release Concept;167
6.3.2.2;The Release Planning Process;168
6.3.2.3;Release Trains, Staging, and Product Variants;169
6.3.2.4;Small vs. Large Releases;171
6.3.3;4.3.3 Release Planning Methods;171
6.3.3.1;Deciding About a Release Plan;172
6.3.3.2;Evaluation Criteria;173
6.3.3.3;Prioritization Techniques;175
6.3.3.4;Visualizing and Agreeing on Prioritization Results;177
6.3.4;4.3.4 The Release Plan;180
6.3.5;4.3.5 Summary and Conclusions;181
6.4;4.4 Product Life Cycle Management;182
6.4.1;4.4.1 Overview;182
6.4.2;4.4.2 The Product and Product Category Life Cycles;182
6.4.2.1;Life Cycle Model for a Software Product;183
6.4.2.2;Life Cycle Model for a Product Category;184
6.4.3;4.4.3 Product Planning Tactics;187
6.4.3.1;Innovating with a New Product in an Immature Product Category;187
6.4.3.2;New Product in a Mature Product Category;188
6.4.3.3;Evolution of an Existing Product in a Mature Product Category;189
6.4.4;4.4.4 Summary and Conclusions;190
6.5;4.5 Process Measurement and Improvement;190
6.5.1;4.5.1 Overview;190
6.5.2;4.5.2 Product Planning Processes;191
6.5.3;4.5.3 Improving Software Product Management Performance;191
6.5.4;4.5.4 Tool Support;193
6.5.5;4.5.5 Summary and Conclusions;195
7;5: Strategic Management;197
7.1;5.1 Corporate Strategy;198
7.1.1;5.1.1 Overview;198
7.1.2;5.1.2 Concept;199
7.1.3;5.1.3 Process;200
7.1.4;5.1.4 Examples and Variations;203
7.1.5;5.1.5 Outcome and Impacts;203
7.1.6;5.1.6 Summary and Conclusions;204
7.2;5.2 Portfolio Management;204
7.2.1;5.2.1 Overview;204
7.2.2;5.2.2 Concept;205
7.2.3;5.2.3 Process;206
7.2.4;5.2.4 Examples and Variations;207
7.2.5;5.2.5 Outcome and Impacts;209
7.2.6;5.2.6 Summary and Conclusions;210
7.3;5.3 Innovation Management;210
7.3.1;5.3.1 Overview;210
7.3.2;5.3.2 Concept;211
7.3.3;5.3.3 Process;212
7.3.4;5.3.4 Examples and Variations;213
7.3.4.1;Lean Startup;213
7.3.4.2;Idea Generation;213
7.3.5;5.3.5 Outcome and Impacts;214
7.3.6;5.3.6 Summary and Conclusions;215
7.4;5.4 Resource Management;215
7.5;5.5 Market Analysis;216
7.5.1;5.5.1 Overview;216
7.5.2;5.5.2 Concept;217
7.5.3;5.5.3 Examples and Variations;218
7.5.3.1;Defining the Addressable Market;218
7.5.3.2;Industry Analysts;219
7.5.4;5.5.4 Outcome and Inputs;222
7.5.5;5.5.5 Summary and Conclusions;222
7.6;5.6 Product Analysis;223
7.6.1;5.6.1 Overview;223
7.6.2;5.6.2 Concept;223
7.6.3;5.6.3 Implementation;225
7.6.4;5.6.4 Summary and Conclusions;226
7.7;5.7 Corporate Strategy Processes;226
8;6: Orchestration of the Organization´s Functional Areas;227
8.1;6.1 Role and Processes;229
8.2;6.2 Development and UX Design;231
8.2.1;6.2.1 Organizational Setup, Roles, and Processes in Development;232
8.2.2;6.2.2 User Experience (UX) Design;236
8.2.3;6.2.3 SPM´s Focus Areas for Orchestrating Development;237
8.3;6.3 Marketing;238
8.3.1;6.3.1 The Marketing Organization;240
8.3.2;6.3.2 Typical Areas of Conflict;243
8.3.3;6.3.3 SPM´s Focus Areas for Orchestrating Marketing;245
8.4;6.4 Sales and Distribution;245
8.4.1;6.4.1 Sales Motivation and Compensation;247
8.4.2;6.4.2 The Sales Organization;247
8.4.3;6.4.3 The Sales Cycle;248
8.4.4;6.4.4 Typical Areas of Conflict: Sales;249
8.4.5;6.4.5 SPM´s Focus Areas for Orchestrating Sales and Distribution;251
8.5;6.5 Service and Support;251
8.5.1;6.5.1 Typical Areas of Conflict: Service;254
8.5.2;6.5.2 Approaches to Address Conflict: Service and Support;256
8.5.3;6.5.3 SPM´s Focus Areas for Orchestrating Service and Support;257
8.6;6.6 Orchestration Skills;257
8.6.1;6.6.1 Virtual Teams and the Matrix Mindset;257
8.6.2;6.6.2 Sources of Power;258
8.6.3;6.6.3 Managing Conflict;258
8.6.4;6.6.4 Negotiation Skills;262
9;7: SPM Today and Tomorrow;263
9.1;7.1 The Future of SPM;263
9.2;7.2 The State of Practice;266
9.3;7.3 SPM in Different Business Scenarios;269
9.3.1;7.3.1 Standard Software Products;270
9.3.2;7.3.2 Software in Software-Intensive Technical Services;270
9.3.3;7.3.3 Software in Software-Intensive Systems (Embedded Software);270
9.3.4;7.3.4 Software in Professional (Human) Services (Embedded Software);271
9.3.5;7.3.5 Software Managed by Corporate IT Organizations;272
9.4;7.4 ISPMA;273
10;Glossary;275
11;Bibliography;282
12;Index;295