Post-Graduate Product Roadmap Assignment
Abstract
Today organizations are faced with a portfolio of products, changing customer needs and demands, economic challenges. To differentiate themselves, compete effectively, and stay relevant in their target markets, organizations must innovate. To effectively align a company strategy and resources in order to achieve maximum value, balance the product and project portfolio, and innovate at the same time requires the use of tools and frameworks. In this paper we explore a sample of these tools. We use the IBM Connections social software product to demonstrate a scenario where Roadmapping, Service Blueprinting, Kano Model Analysis, and other innovation techniques can be used to help shape and plan the future of IBM Connections.
1. Introduction
IBM Connections is designed as a modular and open set of capabilities that help accelerate the development of advanced socially-enabled solutions. We have used the business model canvas (see Appendix 1a and 1b) to identify two customer segments and value propositions for our Social Business Framework (SBF). We have developed a fictitious scenario to illustrate our understanding and application of the following tools from Module 2. Roadmapping Brainstorming Opportunity Algorithm Kano Model Service Blueprint In this scenario we have been given the task of choosing the future technology strategy for the product group working on IBM Connections. This is similar to the real-world scenario described in (McMillan, 2003). Our goal is to use roadmapping to perform a technology strategy review to choose the technology direction for the IBM Connections product. We describe the roadmapping process in Section 2. In Section 3, we use innovation and portfolio management techniques to choose the features that we will implement, based on the importance of the features to the customer. Finally, in Section 4, we present our findings and conclusions on the tools and how we could use them in our businesses.
2. Technology
Today organizations are faced with a portfolio of products, changing customer needs and demands, economic challenges. To differentiate themselves, compete effectively, and stay relevant in their target markets, organizations must innovate. To effectively align a company strategy and resources in order to achieve maximum value, balance the product and project portfolio, and innovate at the same time requires the use of tools and frameworks. In this paper we explore a sample of these tools. We use the IBM Connections social software product to demonstrate a scenario where Roadmapping, Service Blueprinting, Kano Model Analysis, and other innovation techniques can be used to help shape and plan the future of IBM Connections.
1. Introduction
IBM Connections is designed as a modular and open set of capabilities that help accelerate the development of advanced socially-enabled solutions. We have used the business model canvas (see Appendix 1a and 1b) to identify two customer segments and value propositions for our Social Business Framework (SBF). We have developed a fictitious scenario to illustrate our understanding and application of the following tools from Module 2. Roadmapping Brainstorming Opportunity Algorithm Kano Model Service Blueprint In this scenario we have been given the task of choosing the future technology strategy for the product group working on IBM Connections. This is similar to the real-world scenario described in (McMillan, 2003). Our goal is to use roadmapping to perform a technology strategy review to choose the technology direction for the IBM Connections product. We describe the roadmapping process in Section 2. In Section 3, we use innovation and portfolio management techniques to choose the features that we will implement, based on the importance of the features to the customer. Finally, in Section 4, we present our findings and conclusions on the tools and how we could use them in our businesses.
2. Technology