Abstract
This chapter introduces a novel and “business” tested way to structure the vital dimensions of Software Product Management. You will learn how to create focus and alignment on the things that matter for product success that product managers and product teams must master day to day. You will learn about the Product Yield Potential Radar and how this framework can drive an ongoing discipline that helps the whole product team and product organization to
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understand all the required ingredients for product success in your context
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consistently assess the weak and strong parts when holistically assessing your product
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decide, based on a common understanding where focus and time investments are required
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find the right balance for product longevity and continuous improvement.
We will cluster all important Software Product Management activities into six dimensions. We will examine and detail each dimension by defining for each dimension, the tasks and items that are important to achieve the product’s full potential. Then we will look at how all dimensions together define and limit the yield potential of a software product. We will further examine how to agree and define for each stakeholder the role and responsibilities within each Software Product Management dimension.Additionally, I will introduce the law of the minimum and the law of tolerance that together illustrate how well product managers can use the Product Yield Potential Radar to recognize the limiting factors of product success. We will leverage the knowledge and insights from other research disciplines to improve our understanding of managing software products, from the initial idea to market leadership.
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- 1.
Hopefully, this is only a metaphor for you and you sleep well! Sleep helps your brain work properly (Sleep Deprivation and Deficiency—Why Is Sleep Important?, 2018).
- 2.
PYPR can be applied on any level of the product taxonomy (Sect. 1.1.3), i.e. product line , product, and product module. For better readability, I will refer to product throughout this book.
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Managers of product managers such as VP of Product Management or Head of Product roles generally are focused on how to improve Software Product Management as a discipline in their organization. However, in my opinion, everyone can and should contribute in this endeavor.
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“Radar is a detection system that uses radio waves to determine the range, angle, or velocity of objects.” Source: Radar—https://en.wikipedia.org.
- 5.
- 6.
A product manager can be responsible for an entire product line or for a module or piece of functionality of the software product. Remember that PYPR can be applied on any level of the product taxonomy (Sect. 1.1.3), i.e. product line, product, and product module . You might consider PYPR at all levels understanding different aspects of your product capabilities.
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12 weeks cadence is a default value. I recommend a cadence that reflects the ability to change dimension items effectively in your context. However, you should at least have four meetings every year. This is the absolute minimum as a recommended cadence.
- 8.
I will detail the importance of product vision and balancing fast-paced developing toward the vision in Chap. 5.
- 9.
The Kano model is described in Sect. 5.5.5
- 10.
Emphasizing the word manager as in General Manager
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Wagenblatt, T. (2019). The Product Yield Potential Radar. In: Software Product Management. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-030-19871-8_2
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DOI: https://doi.org/10.1007/978-3-030-19871-8_2
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