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PRODUCT MANAGEMENT IN OUTSOURCINGTuesday, July 21, 20158 AM PST/4 PM BST/5 PM CEST
Roman KolodchakRoman Pavlyuk
PRESENTERSRoman Kolodchak Service Product Management (SPM) Director at SoftServe. With more than 10 years' experience in Project/Product Management in software development industry, Roman is responsible for establishing product management practices across the organization and managing SPM group.
Roman PavlyukSolution Service Product Manager, Enterprise Technology, at SoftServe. Roman has over ten years of experience implementing operations practices for major IT deployments as well as profound experience in design of highly productive data processing systems, SaaS model implementation, and organization of the configuration management process for SaaS-oriented implementations.
AGENDA
• Can Product Management be outsourced?
• Types of Product Management: Which best fits your business?
• Outsourcing Product Management Case Study
• Top 13 Differentiators of Successful Product Management
REASONS FOR PRODUCT MANAGEMENT OUTSOURCING: • Reduce and control operating costs• Improve company focus• Gain access to world-class capabilities• Free internal resources for other purposes• Resources are not available internally
REASONS FOR PRODUCT MANAGEMENT OUTSOURCING
Reduce and control operating costs
Improve company focus
REASONS FOR PRODUCT MANAGEMENT OUTSOURCING
Reduce and control operating costs
Improve company focus
Gain access to world-class capabilities
REASONS FOR PRODUCT MANAGEMENT OUTSOURCING
Reduce and control operating costs
Improve company focus
Gain access to world-class capabilities
Free internal resources for other purposes
REASONS FOR PRODUCT MANAGEMENT OUTSOURCING
Reduce and control operating costs
Improve company focus
Gain access to world-class capabilities
Free internal resources for other purposes
Resources are not available internally
CUSTOMERS
Startups Focus on business growth Access to talent pool
ISVs Legacy products Product dedication (alignment with business) New internal initiatives
CUSTOMERS
Startups Focus on business growth Access to talent pool
ISVs Legacy products Product dedication (alignment with business) New internal initiatives
Enterprises Full-scale solution
CUSTOMERS & PRODUCT MANAGEMENT
Startups ISVs Enterprises
Technical PdM
Marketing PdM
Strategic PdM
CASE STUDY
Strategic Product Manager
Arch
PMImplementation team
R&D
BA
Services Product
Customer
services product
visionrequest for services
Marketing Product Manager
TPM
SoftServe
1. Customer requirements vs Product requirements
2. Innovation vs Value 3. Features vs Benefits
SCOPE
1. Customer requirements vs Product requirements
2. Innovation vs Value 3. Features vs Benefits4. Inspiring or a “nice-to-have” feature
SCOPE
5. Distinguish yourself from your customer
6. Distinguish the customer and the user
ROLES
5. Distinguish yourself from your customer
6. Distinguish the customer and the user7. Stakeholder Identification
ROLES
8. Focus on building the right product rather than building the product right
PROCESS
8. Focus on building the right product rather than building the product right
9. Create a balance between impressive specifications and impressive product
PROCESS
10.Differentiate a good product from a good business model
11.Define a complete product and a sellable product
BUSINESS
10.Differentiate a good product from a good business model
11.Define a complete product and a sellable product
12.Understand if it is a product launch or a success
BUSINESS
Sep 15 Architecture Poker
Oct 13 Outsourcing: Been there, done that, didn’t work out
Nov 11 Software Application Management
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