How different is Product Planning ? Any specific estimation technique or risk mgt pl
Hello All .I'm new to this forum.I have an experience of 2 yrs in Testing and QA
Our organisation is a medium scale one ,so far involved in Project development- specific to client's requirements.At present we are migrating to Product development .
As such we are generalising and enhancing our projects ( and not developing a product from the scratch)
As of now we r accustomed to Project Planning and estimation
But with the migration to Product development , we are analysing the customisation effort and working on the configuration mgt part and risk factors involved.
Kindly guide me how to proceed with "Product Planning"
and kindly highlight the areas of main focus .
Re: How different is Product Planning ? Any specific estimation technique or risk mgt pl
<BLOCKQUOTE><font size="1" face="Verdana, Arial, Helvetica">quote:</font><HR>Originally posted by chitrasuresh:
...and kindly highlight the areas of main focus .<HR></BLOCKQUOTE>
I am not sure, based on your description, that you are talking about "true" product planning but I could be wrong. Let us call this "wide product planning" for now. Understand that "wid product planning", spoken of generally, usually entails the definition of a product line (which provides focus), the delineation of specific business products (which provides goals), branding and brand familiarity concerns (in tandem with marketing), and packaging and/or distribution. This ties into "product development" which is composed mainly of planning and screening (more on that in a moment) as well as the development of customer-focused conceptual ideas for the products just mentioned.
So, with that, one main focus is a product strategy, which good Product Managers do in tandem with marketing. Product strategy should be established that provides a framework for properly selecting markets and product ideas to fit those markets. (If that means customizations, then those customizations have to be valid and viable.) Customers and potential customers are then identified. The idea is to assess markets, competition, competitive strengths, and product lines. (Again, marketing plays a big role in this but these all suggest risk areas to the Product Planner.) You can map your own organizational position against that of your competitors in various dimensions, with the idea being to develop and focus on a strategy. There is also the notion of what some call "product screening" but basically this is a risk analysis process. The idea here is to evaluate your product concepts and your organizational marketplace needs against the product strategy objectives, against any profitability measures, and relative to any risks, both internal and external to your organization. There is also the team and project organization that are needed to initiate a project. This is a crucial element and this is where the average Product Planner or Product Manager works closely with a Project Manager.
That is all specific to a "true" Product Planning effort. Since, based on your description, I am not sure valid that is, let us just consider some general concepts related to product planning and call this "local product planning". The idea, of course, is that when you define a product (or additions/customizations to an existing product) you are asking about two major things: feasibility and scope. In terms of feasibility, you are asking: Is this technically possible for us to do? Do we have the skilled resources? Can we afford the cost of doing this? In terms of scope, you are asking: How big is this? Is this going to be manageable? What provides feedback and answers to these questions are feature lists, marketing requirements, requirements specifications, functional specifications, risk analyses, etc.
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With all this, I have described two ways that people tend to think of "product planning", either wide or local. (Note: the local concerns also fit with the wide concerns but sometimes not vice versa.) What I would now be curious of is: which one fits the definition you are using at your organization? Put in a better way, can you define for me how your organization is defining "product planning"?