Post on 25-Jun-2015
description
1 | © Dr. Samuel Fricker | accelerator GmbH
accelerator
Software Product Management (SPM):Strategic Success Factor
|Dr. Samuel A. Fricker
October 2014
2 | © Dr. Samuel Fricker | accelerator GmbH
Dr. Samuel A. Fricker
• Blekinge Institute of Technology:Assistant Professor
• Doctoral Students
• Farnaz Fotrousi: KPI for Software Products
• Indira Nurdiani: Flexibility of IT Organizations
• 10y+ in Industry:
• SPM training
• Coaching of product managers
• 8y+ in Research:
• www.fi-star.eu: Future Internet for European Healthcare
• Elected ISPMA ChairpersonInnoTivum
3 | © Dr. Samuel Fricker | accelerator GmbH
Who are You?
• Name
• Company
• Position
4 | © Dr. Samuel Fricker | accelerator GmbH
Challenges by Our Society
https://ec.europa.eu/digital-agenda/en/news/mhealth-what-it-infographic
• Example Healthcare
We will not be able to affordhealthcare anymore
…without software
5 | © Dr. Samuel Fricker | accelerator GmbH
Software Business
https://ec.europa.eu/digital-agenda/en/news/mhealth-what-it-infographic
6 | © Dr. Samuel Fricker | accelerator GmbH
XIFI: Computing Infrastructure
www.fi-xifi.eu6
9 | © Dr. Samuel Fricker | accelerator GmbH
Some of the Values Software Products can Provide
10 | © Dr. Samuel Fricker | accelerator GmbH
Operating Theatre Monitor
www.fi-star.eu
11 | © Dr. Samuel Fricker | accelerator GmbH
Product Management
• First occurrence: Procter & Gamble 1931 forconsumer goods (soap)
• Explicit management of products as sustainableassets of a company, i.e.
• Management and coordination of all relevant areaswithin and outside of the company
• Objective: sustainable optimization of productsuccess
12 | © Dr. Samuel Fricker | accelerator GmbH
Software Products
• High Complexity:• Some of the most complex systems mankind has produced.
• Great Flexibility:• Software products can be changed or updated relatively
easily with patches and updates.• High Rate of Change:
• Release frequency is high, since the product can be alteredeasily.
• Simple Copying:• Irrelevance of production and logistics.
• Marginal Cost Close to 0:• Manufacturing and distributing extra copies do not mean
extra cost for the company.• Any additional license goes directly to the bottom line.
• Stickiness:• Once a software product is installed and widely used in a
company, it is difficult and costly to replace.• Law of Increasing Returns:
• Market leadership as a key success factor.
1. Introduction and Foundations:Characteristics of Software Products
13 | © Dr. Samuel Fricker | accelerator GmbH
SPM Objective + Role: The Mini-CEO
• Objective: sustainable success of the software product across its life cycle
• Measurements (long term and delayed):• Market penetration• Profit • Customer satisfaction
• Central leadership role for all aspects that concern the product
• Typically without (full) hierarchical management responsibilities
• Convincing (persuading) moderator
Kittlaus, Clough (2009): Software Product Management and Pricing. Springer.
14 | © Dr. Samuel Fricker | accelerator GmbH
BoardMarket
Sales
Development
Partners Customers
R&D
SPM Role
15 | © Dr. Samuel Fricker | accelerator GmbH
Growing Importance of SPM
R. Fuchs, ZHAW (2014): „Swiss Product Management 2013/2014“
0. EinleitungWachsende Bedeutung von Produktmanagement
16 | © Dr. Samuel Fricker | accelerator GmbH
Growing Amount of SPM Research
Scopus, February 26, 2012.
28 10
17 20
48 50
0
20
40
60
2005 2006 2007 2008 2009 2010 2011
Number of SPM and Referring Publications
Number of Publications in Given Calendar Year
Growth of SPM as ascientific field
17 | © Dr. Samuel Fricker | accelerator GmbH
ISPMA.org
• Europe’s #1 knowledge network in software product management.
18 | © Dr. Samuel Fricker | accelerator GmbH
ISPMA.org
• VisionFoster software product management excellence across industries by establishing software product management as a discipline of its own in both academia and industry
• MissionEstablish, disseminate and maintain a certifiable body of knowledge on SPM (SPM BoK) that is recognized as the premier source on SPM by all stakeholders
Oktober 201418
19 | © Dr. Samuel Fricker | accelerator GmbH
Software Product Management (SPM)
• Product Strategyhow do we get attractive?
• Product Planninghow do we earn more than you spend?
• Orchestrationhow do we make the product fly?
… in the context of business with software.
20 | © Dr. Samuel Fricker | accelerator GmbH
Reference Models forSoftware Product Management
• Fragmented views of scope and contents of SPM
H. Kittlaus (2009): Software Product Management and Pricing. Springer.C. Ebert (2009): ”Software Product Management”, CrossTalk (January 2009).W. Bekkers et al (2010): “A Framework for Process Improvement in Software Product Management”, System, Software and Service Process Improvement. Springer.
21 | © Dr. Samuel Fricker | accelerator GmbH
ISPMA Dialogue
• Consensus of established SPM reference models
S. Fricker (2012). "Software Product Management", in A. Maedche, A. Botzenhardt, L. Neer (eds.): Software for People. Springer.
Strategy ConceptMarket EntryDevelopment
Evolution
Strategic Tactical
Market Analysis
ProductAnalysis
ProductStrategy
ProductPlanning
Development MarketingSales and
DistributionSupport and
Services
Corporate Level
ProductLevelB
usi
nes
sTe
chn
olo
gy
Portfolio
Product
Release
Require-ment
28 to 68 software product managementcapabilities, processes, activities, or competences
22 | © Dr. Samuel Fricker | accelerator GmbH
ISPMAReferenceModel
www.ispma.org
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ISPMA.org
• ISPMA products• SPM body of knowledge: unification of SPM knowledge
• SPM syllabi: structure and guidance for SPM education
• ISPMA services• Presentation of experts: training opportunities
• People certification: definition of SPM exams and certification process
• Central repository: access to SPM-related publications
• Sponsoring of SPM-related events and prices
• Leave your card here to get access
24 | © Dr. Samuel Fricker | accelerator GmbH
ISPMA Curriculum
Foundation Level
Product Managers / Interested Professionals / Students
Excellence Level
Product Planning
Excellence Level
Product Strategy
Excellence Level
Strategic Mgmt.Excellence Level
Orchestration
Expert Level
25 | © Dr. Samuel Fricker | accelerator GmbH
ISPMA Curriculum
Foundation Level
Product Managers / Interested Professionals / Students
Excellence Level
Product Planning
Excellence Level
Product Strategy
Excellence Level
Strategic Mgmt.Excellence Level
Orchestration
Expert Level
FL Syllabus V1.2Dozends of successful trainings
Pilots ongoingRoll-out in 2015
Fellow membersCompany membersFree membership for individuals
26 | © Dr. Samuel Fricker | accelerator GmbH
How to Interact
• Become an ISPMA Member
• Participate at Conferences
• Enagage with SPM Professionals
• Develop your organizationand position yourself
• Contact: bit.ly/samuelafricker