Wagenblatt Software Product Management

Finding the Right Balance for YourProduct Inc.
1. Auflage 2019
ISBN: 978-3-030-19871-8
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 494 Seiten

Reihe: Management for Professionals

This book is for product managers, product owners, product marketing managers, VPs and Heads of Product, CEOs, and start-up founders. In short, it serves anyone interested personally or professionally in software product management. You'll learn how to plan, coordinate and execute all activities required for software product success.  It enables you to find the right balance for delivering customer value and long-term product success.The book offers a comprehensive introduction for beginners as well as proven practices and a novel, holistic approach for experienced product managers. It provides much-needed clarity regarding the numerous tasks and responsibilities involved in the professional and successful management of software products. Readers can use this book as a reference book if they are interested in or have the urgent need to improve one of the following software product management dimensions: Product Viability, Product Development, Go-to-Market / Product Marketing, Software Demonstrations and Training, The Market / Your Customers, or Organizational Maturity.The book helps product people to maximize their impact and effectiveness. Whether you're a seasoned practitioner, new to software product management, or just want to learn more about the best-of-all disciplines and advance your skills, this book introduces a novel and 'business' tested approach to structure and orchestrate the vital dimensions of software product management. You will learn how to create focus and alignment on the things that matter for product success.The book describes a holistic framework to keep the details that matter for product success in balance, taking into consideration the limiting factors, strategies and responsibilities that determine the overall product yield potential. It explains how to leverage and adapt the framework with regard to aspects like product viability, product development, product marketing and software demonstrations and training, as well as more general aspects like markets, customers and organizational maturity.The book focuses on the unique challenges of software product managers or any related roles, whether you are a founder of a small to mid-sized software company or working in the complex ecosystems of large software enterprises or corporate IT departments.

Timo Wagenblatt is VP of Product Management at SAP in Walldorf, Germany. As head of the product management team he shapes and drives the incubation of cloud-native products that service underserved customer needs all the way to valuable product adoption for both customers and SAP. Timo is dedicated to Software Product Management for more than 20 years working with clients and product teams across the globe building world-class enterprise solutions. His passion can be best described as continuously improving product management maturity while focusing on customer and employee success by evangelizing and showcasing product-mindset. Timo's experience is based on working in organizations that range from 40 employees to more than 90.000 employees. Before he joined SAP, he established software product management at a start-up, gaining hands-on experience as the first product manager reporting directly to the CTO and co-founder. In 2018, Timo started PYPR Software Product Management, his own start-up that is dedicated to helping product managers and founders adopting PYPR. He focuses on balancing and consistently improving all aspects of Software Product Management toward an aligned product mindset in the product team, department and the overall organization. Timo holds a Diploma in Business Administration with specialization in operations research, commercial information systems and industrial management. He is a conference board member of one of the largest product management conferences in Europe (Product Management Festival, Zurich).

Autoren/Hrsg.

Wagenblatt, Timo

Inhaltsverzeichnis

1;Preface;7
1.1;Who Should Read This Book;10
1.2;How This Book Is Organized;10
2;Acknowledgements;12
3;Contents;13
4;About the Author;21
5;List of Figures;22
6;Setting the Scene and Introducing the Product Yield Potential Radar;27
7;1 Software Product Management Fundamentals;28
7.1;1.1 Defining Software Product Management;29
7.1.1;1.1.1 An Approach to Define Software Product Management;35
7.1.2;1.1.2 An Approach to Define Software Products;37
7.1.3;1.1.3 Software Product Taxonomy;39
7.1.4;1.1.4 Software Product Management for Corporate IT Products;41
7.1.5;1.1.5 The Promise of Software Product Management;45
7.2;1.2 The Role of Software Product Managers;47
7.2.1;1.2.1 Software Product Managers—T-Shaped Superheros at Work;50
7.2.2;1.2.2 Types of Product Managers—Same, Same, but Different;56
7.2.3;1.2.3 Quick Side Note About Job Titles;59
7.2.4;1.2.4 Product Teams;59
7.2.5;1.2.5 Leading the Product Team and Instilling a Product Mindset;61
7.2.6;1.2.6 Ikigai for Product Managers;64
7.3;1.3 Excursus: Defining the Journey from Total Addressable Market to Customers;66
7.4;1.4 The State of the Software Product Management Nation;68
7.4.1;1.4.1 People;70
7.4.2;1.4.2 Organization;76
7.4.3;1.4.3 Process and Product;78
7.4.4;1.4.4 Culture;80
7.5;References;83
8;2 The Product Yield Potential Radar;84
8.1;2.1 Introducing the Product Yield Potential Radar;86
8.1.1;2.1.1 PYPR—Providing Focus and Driving Alignment;89
8.1.2;2.1.2 Unfolding PYPR’s Full Potential—Applying PYPR in Four Steps;91
8.1.3;2.1.3 Step 1: Define, Understand, Structure, and Transparentize (DUST) Product Management Dimensions;92
8.1.4;2.1.4 Step 2: Clarify Roles and Responsibilities and Form a (Extended) Product Team;97
8.1.5;2.1.5 Step 3: Assess and Visualize the Product Yield Potential;102
8.1.6;2.1.6 Step 4: Prioritize and Strategize Actions Based on PYPR Scores Analysis;107
8.1.7;2.1.7 Proven Practice to Leverage the PYPR Assessment;110
8.1.8;2.1.8 Summary and Next Steps;115
8.2;2.2 Detailing the PYPR Dimensions;118
8.2.1;2.2.1 Product Viability;119
8.2.2;2.2.2 Product Development;124
8.2.3;2.2.3 Go-to-Market/Product Marketing;129
8.2.4;2.2.4 Software Demonstrations and Training;134
8.2.5;2.2.5 The Market/Your Customers;139
8.2.6;2.2.6 Organizational Maturity;145
8.3;2.3 Software Product Management Governs the Product’s Yield Potential;151
8.3.1;2.3.1 Introducing the Law of the Minimum;153
8.3.2;2.3.2 Applying the Law of the Minimum to Software Product Management;155
8.3.3;2.3.3 Examples How PYPR Helps Transparentizing the Limiting Factors;158
8.3.4;2.3.4 Understanding the Law of Tolerance;167
8.3.5;2.3.5 Summary and Conclusions;169
8.4;References;172
9;3 PYPR—On Your Mark, Get Set and Go Toward Software Product Management Excellence;174
9.1;3.1 General Manager of YourProduct Inc.—What’s on the Radar?;176
9.1.1;3.1.1 CEO, Mini-CEO and Lots of Debate;178
9.1.2;3.1.2 Firewall Against Organizational Craziness and the Bold Usage of the Power of No;181
9.1.3;3.1.3 Avoid the “DIY Product Manager”—Syndrome;182
9.2;3.2 360° Stakeholder View;183
9.2.1;3.2.1 Clarify Roles, Responsibilities and Titles in Your Product Team;183
9.2.2;3.2.2 Understand Impact and Interest of “No Product Team” Stakeholders—Working with Stakeholder Maps;188
9.3;3.3 On Your Mark, Get Set, Go!;191
9.4;3.4 How to Benefit Most from Part 2 and the Default PYPR Configurations;195
9.5;References;199
10;PYPR Software Product Management Dimensions in Detail;200
11;4 Product Viability;201
11.1;4.1 The Business Model Canvas;204
11.1.1;4.1.1 Proven Practice;209
11.1.2;4.1.2 PYPR Dimension Details;212
11.1.3;4.1.3 Summary and Conclusions;212
11.2;4.2 Customer Business Case;213
11.2.1;4.2.1 Proven Practice;216
11.2.2;4.2.2 PYPR Dimension Items Details;218
11.2.3;4.2.3 Summary and Conclusions;219
11.3;4.3 Pipeline Development;220
11.3.1;4.3.1 Proven Practice;222
11.3.2;4.3.2 PYPR Dimension Items Details;225
11.3.3;4.3.3 Summary and Conclusions;226
11.4;4.4 Product Profitability;227
11.4.1;4.4.1 Proven Practice: Product Scorecard;229
11.4.2;4.4.2 PYPR Dimension Items Details;231
11.4.3;4.4.3 Summary and Conclusions;232
11.5;4.5 Product Growth;233
11.5.1;4.5.1 PYPR Dimension Items Details;238
11.5.2;4.5.2 Summary and Conclusions;239
11.6;4.6 Maintenance/Run Profitability;240
11.6.1;4.6.1 PYPR Dimension Items Details;242
11.6.2;4.6.2 Summary and Conclusions;244
11.7;4.7 Professional Services/Consulting Profitability;245
11.7.1;4.7.1 On Working with Implementation Partners by Hans K. van Delden, Partner, PricewaterhouseCoopers;245
11.7.2;4.7.2 PYPR Dimension Items Details;247
11.7.3;4.7.3 Summary and Conclusions;248
11.8;References;249
12;5 Product Development;250
12.1;5.1 Product Vision and Strategy;255
12.1.1;5.1.1 Proven Practice: Elevator Pitch;257
12.1.2;5.1.2 Proven Practice: Business Motivation Model;259
12.1.3;5.1.3 PYPR Dimension Items Details;261
12.1.4;5.1.4 Summary and Conclusions;262
12.2;5.2 Product Development Planning and Review;263
12.2.1;5.2.1 Proven Practices: Requirements, Personas, User Stories, Use Cases, and User Story Map;265
12.2.2;5.2.2 Proven Practice: Working with Backlogs;272
12.2.3;5.2.3 Proven Practice: Product Development Planning Workshop;275
12.2.4;5.2.4 PYPR Dimension Items Details;276
12.2.5;5.2.5 Summary and Conclusions;278
12.3;5.3 Leading and Prioritizing in Product Development;279
12.3.1;5.3.1 Nine Steps to Transform a Complex Situation into Consumable and Prioritized Pieces;280
12.3.2;5.3.2 Prioritization Key Principles and Guidelines;284
12.3.3;5.3.3 Selected Prioritization Techniques;287
12.4;5.4 The Prioritization Board;289
12.4.1;5.4.1 Step 1: Prioritization Scope—List of Requirements;290
12.4.2;5.4.2 Step 2: Align on Decision Influencing Factors;291
12.4.3;5.4.3 Step 3: Rate Decision Influencing Factors and Understand Priority Rating and Rank;292
12.4.4;5.4.4 Step 4: Development Assessment;293
12.4.5;5.4.5 Step 5: Prioritize and Decide;295
12.4.6;5.4.6 Summary and Conclusions;296
12.5;5.5 The Kano Model—Adding Empathy to Requirements;297
12.5.1;5.5.1 Kano Model Theory;297
12.5.2;5.5.2 Kano Model Questionnaire;302
12.5.3;5.5.3 Proven Practice: Applying the Kano Model in the Wild;303
12.5.4;5.5.4 Leveraging the Insights for Your Market Situation;313
12.5.5;5.5.5 Human Behaviour—Attractive Today Is Commodity Tomorrow;314
12.5.6;5.5.6 Summary and Conclusions;315
12.6;5.6 Roadmaps;316
12.6.1;5.6.1 Proven Template: Current, Planned, Vision—Roadmap;317
12.6.2;5.6.2 PYPR Dimension Items Details;320
12.6.3;5.6.3 Summary and Conclusions;321
12.7;5.7 Product Quality from an Internal View;322
12.7.1;5.7.1 PYPR Dimension Items Details;325
12.7.2;5.7.2 Summary and Conclusions;327
12.8;5.8 Product Team Health;327
12.8.1;5.8.1 Proven Practice: Team Health Assessment;330
12.8.2;5.8.2 PYPR Dimension Items Details;332
12.8.3;5.8.3 Summary and Conclusions;334
12.9;References;335
13;6 Go-to-Market/Product Marketing;338
13.1;6.1 Value Focused Go-to-Market, or: Be Clear on Your Value, Before You Broadcast Your Message;341
13.2;6.2 Going Public and Staying Public with YourProduct Inc.;344
13.2.1;6.2.1 PYPR Dimension Items Details;347
13.2.2;6.2.2 Summary and Conclusions;349
13.3;6.3 Marketing Assets and Sales Assets/Sales Kit;350
13.3.1;6.3.1 PYPR Dimension Items Details;352
13.3.2;6.3.2 Summary and Conclusions;354
13.4;6.4 Competitive Analysis;354
13.4.1;6.4.1 Proven Practice;356
13.4.2;6.4.2 Competitive Battle Card Template;359
13.4.3;6.4.3 PYPR Dimension Items Details;361
13.4.4;6.4.4 Summary and Conclusions;362
13.5;6.5 Enablement, Enablement, Enablement;362
13.5.1;6.5.1 Sales and Marketing Enablement;364
13.5.2;6.5.2 On Partner Enablement by Hans K. van Delden, Partner, PricewaterhouseCoopers;366
13.5.3;6.5.3 Own Professional Services/Consulting Enablement;367
13.5.4;6.5.4 PYPR Dimension Items Details;367
13.5.5;6.5.5 Summary and Conclusions;369
13.6;References;370
14;7 Software Demonstrations and Training;371
14.1;7.1 Software Demonstrations;373
14.1.1;7.1.1 Proven Practice: SUCCES(sful) Software Demonstrations;376
14.1.2;7.1.2 PYPR Dimension Items Details;378
14.1.3;7.1.3 Summary and Conclusions;379
14.2;7.2 Pre-sales Enablement;380
14.2.1;7.2.1 PYPR Dimension Items Details;382
14.2.2;7.2.2 Summary and Conclusions;383
14.3;7.3 Product Marketing Videos;383
14.3.1;7.3.1 PYPR Dimension Items Details;385
14.3.2;7.3.2 Summary and Conclusions;386
14.4;7.4 Training;386
14.4.1;7.4.1 PYPR Dimension Items Details;388
14.4.2;7.4.2 Summary and Conclusions;390
14.5;References;390
15;8 The Market/Your Customers;391
15.1;8.1 Functional Completeness or Understanding Your Level of Product-Market Fit;393
15.1.1;8.1.1 Proven Practice: Net Promoter Score®;396
15.1.2;8.1.2 PYPR Dimension Items Details;398
15.1.3;8.1.3 Summary and Conclusions;399
15.2;8.2 Product Quality from an External View;400
15.2.1;8.2.1 PYPR Dimension Items Details;401
15.2.2;8.2.2 Summary and Conclusions;403
15.3;8.3 Engaging Customers and Building a Customer Community;403
15.3.1;8.3.1 Customer Advisory Councils;404
15.3.2;8.3.2 Proven Practice;405
15.3.3;8.3.3 PYPR Dimension Items Details;408
15.3.4;8.3.4 Summary and Conclusions;409
15.4;8.4 Customer Support and Official References;410
15.4.1;8.4.1 Proven Practice: Customer Reference Process;412
15.4.2;8.4.2 PYPR Dimension Items Details;414
15.4.3;8.4.3 Summary and Conclusions;415
15.5;8.5 Thought Leadership;416
15.5.1;8.5.1 Proven Practice;418
15.5.2;8.5.2 PYPR Dimension Items Details;420
15.5.3;8.5.3 Summary and Conclusions;421
15.6;8.6 Analyst/Market Influencer Relations;421
15.6.1;8.6.1 Proven Practice;423
15.6.2;8.6.2 PYPR Dimension Items Details;425
15.6.3;8.6.3 Summary and Conclusions;426
15.7;References;427
16;9 Organizational Maturity;429
16.1;9.1 Leadership, Vision, and Strategy;433
16.1.1;9.1.1 Objectives and Key Results;437
16.1.2;9.1.2 PYPR Dimension Items Details;440
16.1.3;9.1.3 Summary and Conclusions;441
16.2;9.2 Organization, Processes and Governance;443
16.2.1;9.2.1 On Brokers and Brokerage by Noah Askin, Assistant Professor of Organizational Behavior and Director of Product Management Executive Program, INSEAD;445
16.2.2;9.2.2 PYPR Dimension Items Details;449
16.2.3;9.2.3 Summary and Conclusions;449
16.3;9.3 Tools and Templates;451
16.3.1;9.3.1 PYPR Dimension Items Details;453
16.3.2;9.3.2 Summary and Conclusions;455
16.4;9.4 Mindset and Key Principles;456
16.4.1;9.4.1 PYPR Dimension Items Details;458
16.4.2;9.4.2 Summary and Conclusions;459
16.5;References;459
17;Case Studies Applying PYPR;462
18;10 Listen—PYPRs in Action;463
18.1;10.1 Summary of Default PYPR Configurations;464
18.1.1;10.1.1 Default PYPR Assessment and Visualization for B2B Products;464
18.1.2;10.1.2 Default PYPR Configuration: Product Viability;465
18.1.3;10.1.3 Default PYPR Configuration: Product Development;465
18.1.4;10.1.4 Default PYPR Configuration: Go-to-Market/Product Marketing;467
18.1.5;10.1.5 Default PYPR Configuration: Software Demonstrations and Training;467
18.1.6;10.1.6 Default PYPR Configuration: The Market/Your Customers;467
18.1.7;10.1.7 Default PYPR Configuration: Organizational Maturity;467
18.2;10.2 Case Study: B2B Product–Machine Learning;470
18.2.1;10.2.1 PYPR Assessment and Visualization;471
18.2.2;10.2.2 PYPR Strategy and Action Plan;472
18.2.3;10.2.3 PYPR Cycle Results;473
18.3;10.3 Case Study: Cross-Industry B2B Product–Software Product Management Starter;475
18.3.1;10.3.1 From Applying PYPR to the First PYPR Assessment and Visualization;476
18.3.2;10.3.2 PYPR Strategy and Action Plan;479
18.3.3;10.3.3 PYPR Cycle Results;479
18.4;10.4 Case Study: B2B Product–Cross-Industry Software Product;480
18.4.1;10.4.1 PYPR Assessment and Visualization;481
18.4.2;10.4.2 PYPR Strategy and Action Plan;482
18.4.3;10.4.3 PYPR Cycle Results;484
18.5;10.5 Case Study: Corporate IT Product;485
18.5.1;10.5.1 PYPR Assessment and Visualization;486
18.5.2;10.5.2 PYPR Strategy and Action Plan;488
18.5.3;10.5.3 PYPR Cycle Results;489
19;Index;490