barely sufficient portfolio management todd little so many decisions, more time than we thought
TRANSCRIPT
Managing the Coming Storm Inside the Tornado
When will we get the requirements?All in good time, my little pretty, all in good timeBut I guess it doesn't matter anyway
Doesn't anybody believe me?
You're a very bad man!
Just give me your estimates by this afternoon
No, we need something today!
I already promised the customer it will be out in 6 months
No, we need it sooner.
Not so fast! Not so fast! ... I'll have to give the matter a little thought. Go away and come back tomorrow
Ok then, it will take 2 years.
Team Unity
Project Kickoff
We’re not in Kansas Anymore
My! People come and go so quickly here!
I may not come out alive, but I'm goin' in there!
The Great and Powerful Oz has got matters well in hand.
"Hee hee hee ha ha! Going so soon? I wouldn't hear of it! Why, my little party's just beginning!
Developer HeroReorg
Testing
The Development Funnel
Evaluation andEvaluation andSelectionSelection
DevelopmentDevelopmentProjectsProjects
New ProductsNew Products/Services/Services
Real Funnels: Group B
Research
Customer
MarketingEngineering
StrategicPlanning
OEM
QualityControl
Cont.
Real Funnels: Group C
Central Research
Local Inputs
Board Heat
Product "A"
Competitor Boot
NIH Resistor(abrasion;
slows down the flow)
Tech Prod'n Log Sales
LAUNCH HERE
RELAUNCH HERE
1 1/2 – 2 years 2 – 3 hours
8 –12 months
leaky
Value Models?
Value Model
Business Value
CostsCosts
Benefits
How Do You Determine Costs?
How Do You Determine Benefits?
Framework for ConversationsFramework for Conversations
Purpose
Costs and Benefits
ConsiderationsWhen do we do it?
When do we decide?
Decisions, DecisionsWhat do we do?
Deciding Is Not a Once in a Lifetime Event
Knowledge Improves Business Conditions
Change Project Conditions
Change Do You Know Why
You Are Deciding Early?
Risks – Types of Uncertainty
Cost/Time Uncertainty
General Market Uncertainty
Feature Acceptance Uncertainty
Purpose-Based Alignment
MarketDifferentiating
High
Low
Mission CriticalLow High
Differentiating
ParityWho Cares?
Partner
Purpose Does Not Equal PriorityPurpose Does Not Equal Priority
Example: Health InsurancePurpose Alignment
MarketDifferentiating
High
Low
Mission CriticalLow High
PharmacyDental
DisabilityInsurance
Healthcare analytics
Member Medical Home
Claims ProcessingEnrollment
Customer Service
Example: Apple
MarketDifferentiating
High
Low
Mission CriticalLow High
ATT
Peripherals
New Product Design User ExperienceContent Distribution
Other SoftwareMS OfficeIntel Hardware
By the Book GamingProduct Line 2008
Head Count
2008 Revenue
($Thousands)
2009 Revenue Target
($Thousands)
2010Revenue Target
($Thousands)
Action 8 8,000 12,000 18,000
Fantasy 8 0 4,000 6,000
Infra 8 0 0 0
You Betcha
8 2,000 4,000 6,000
Total 32 10,000 20,000 30,000
Simulation Get into teams Choose a representative to the Portfolio Team Prepare your case (25 minutes) Pitch your case (20 minutes) Break (finalize investment) Simulate 2009 (20 minutes) Revisit Investment Options (20 minutes) Simulate 2010 (20 minutes) Debrief (30 minutes)
Stand Back and Deliver
New book by Pixton, Nickolaisen, Little, and McDonald
Published by Addison Wesley in Early 2009
Drafts:
www.accelinnova.com /booklogin.php
Contact
Todd Little www.toddlittleweb.com www.accelinnova.com +1713-504-5365 [email protected]