Difference between revisions of "Product portfolio"
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(Zeroth version.) |
(Extended list of benefits; experiment with Cite.) |
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|wish=Overview and clear strategic goals aligns forces and eases planning on all levels. | |wish=Overview and clear strategic goals aligns forces and eases planning on all levels. | ||
|background=A {{p|product portfolio}} and its corresponding management: | |background=A {{p|product portfolio}} and its corresponding management: | ||
#maximizes value creation; | #maximizes value creation, thereby increasing ROI (reducing cost, increasing effectiveness and efficiency, creating more value); | ||
#aligns company strategy; | #aligns company strategy; | ||
#reduces the overall risk level. | #reduces the overall risk level and concurrent, often competing, activities by bringing focus. | ||
|therefore=Maintain a product portfolio. | |||
}} | |||
In general, a comprehensive {{p|product portfolio}} boosts your unfair sustainable competitive advantage. | |||
In more detail, a {{p|product portfolio}}: | In more detail, a {{p|product portfolio}}: | ||
*helps scaling agile development; | *helps scaling agile development; | ||
| Line 17: | Line 21: | ||
*moves the organization from a handover mindset to a “let's optimize the flow of value creation” mindset; | *moves the organization from a handover mindset to a “let's optimize the flow of value creation” mindset; | ||
*structures the way of starting initiatives and new product development; | *structures the way of starting initiatives and new product development; | ||
*shows a clear and visible overview of all ongoing activities, currently and in the foreseeable future; | *shows a clear, broad, and visible overview of all ongoing activities, currently and in the foreseeable future; | ||
*eliminates the struggle to complete projects within schedule; | |||
*avoids the competition over resources (budget, people); | |||
*causes smaller projects to be managed as part of the portfolio; | |||
*homogenizes the type of projects included in the portfolio; more harmonization, less waste; | |||
*increases or unveils the amount of product developers' time allocated to real product development; | |||
*reduces the effort spent on resource allocation, and may even be eliminated when properly implemented; | |||
*provides the right amount and level of progress data; | *provides the right amount and level of progress data; | ||
*helps the organization to make more informed decisions, considering the whole portfolio; | *helps the organization to make more informed decisions, considering the whole portfolio; | ||
| Line 24: | Line 34: | ||
*enacts the company vision; | *enacts the company vision; | ||
*handles the silos of knowledge and skills (if not already tackled by {{p|communities of practice}}); | *handles the silos of knowledge and skills (if not already tackled by {{p|communities of practice}}); | ||
*defines investment themes that drive resource allocation (also consider {{p|buy a feature}} and {{p|perpetual multi-voting}}); | |||
*deals with “competing backlogs”; | |||
*can be effectively carried out by merging the backlogs of different product offerings into a single backlog, and then perform backlog management on that single backlog ({{p|one backlog to rule them all}});<ref name="layman vodde scaling practices" Craig Larman and Bas Vodde, ''Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum''. Boston, MA, USA. Addison-Wesley, 2010,</ref> | |||
*uses epic-scale initiatives to express the portfolio vision in practice to guide forthcoming product releases; | |||
*delivers {{p|minimal marketable feature}}s in a steady flow; | |||
Forces: | Forces: | ||
*{{p|visual management}} provides clear understanding to all stakeholders; | *{{p|visual management}} provides clear understanding to all stakeholders; | ||
{{Source | {{Source | ||
| Line 34: | Line 48: | ||
|coder={{mvs}} | |coder={{mvs}} | ||
}} | }} | ||
<references/> | |||
Revision as of 11:42, 7 June 2012
…a complex multi-product endeavor.
✣ ✣ ✣
{{{wish full}}}
A product portfolio and its corresponding management:
- maximizes value creation, thereby increasing ROI (reducing cost, increasing effectiveness and efficiency, creating more value);
- aligns company strategy;
- reduces the overall risk level and concurrent, often competing, activities by bringing focus.
Therefore:
{{{therefore full}}}
✣ ✣ ✣
✣ ✣ ✣
In general, a comprehensive product portfolio boosts your unfair sustainable competitive advantage.
In more detail, a product portfolio:
- helps scaling agile development;
- shortens time to market due to less thrashing;
- focuses and aligns all forces;
- makes prioritization clear;
- moves the organization from a handover mindset to a “let's optimize the flow of value creation” mindset;
- structures the way of starting initiatives and new product development;
- shows a clear, broad, and visible overview of all ongoing activities, currently and in the foreseeable future;
- eliminates the struggle to complete projects within schedule;
- avoids the competition over resources (budget, people);
- causes smaller projects to be managed as part of the portfolio;
- homogenizes the type of projects included in the portfolio; more harmonization, less waste;
- increases or unveils the amount of product developers' time allocated to real product development;
- reduces the effort spent on resource allocation, and may even be eliminated when properly implemented;
- provides the right amount and level of progress data;
- helps the organization to make more informed decisions, considering the whole portfolio;
- helps coordinating the work of multiple scrum teams;
- manages cross-team risks and dependencies;
- enacts the company vision;
- handles the silos of knowledge and skills (if not already tackled by communities of practice);
- defines investment themes that drive resource allocation (also consider buy a feature and perpetual multi-voting);
- deals with “competing backlogs”;
- can be effectively carried out by merging the backlogs of different product offerings into a single backlog, and then perform backlog management on that single backlog (one backlog to rule them all);<ref name="layman vodde scaling practices" Craig Larman and Bas Vodde, Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum. Boston, MA, USA. Addison-Wesley, 2010,</ref>
- uses epic-scale initiatives to express the portfolio vision in practice to guide forthcoming product releases;
- delivers minimal marketable features in a steady flow;
Forces:
- visual management provides clear understanding to all stakeholders;