The Solution Architect As Product Manager.pdf

The application of product development approaches for external consumer-focussed products/solutions/services is long established and widely used. There are many such product development approaches and methodologies such as:

Agile Stage Gate *
eTOM (enhanced Telecom Operations Map) *
Front-End Innovation (FEI)
Global Enterprise Technology System (GETS)
Multidisciplinary Design Optimisation (MDO)
New Concept Development (NCD)
New Product Development (NPD) Stage Gate *
Pragmatic Framework *
Product Management Lifecycle (PLM)
Technology Acquisition Stage Gate (TASG)
Technology Development Process (TDP)
Technology Realisation and Commercialisation (TRC)
Technology Stage Gate (TechSG)

This paper expands on the ones marked with an asterisk.

While there is substantial potential to apply these product development approaches to internal solution design and implementation, this is done in a very limited way with none of the kill outcomes present in the gate component of a stage/gate process.

Solution architecture can use the product management approach in two ways:

1. To ensure that the process to design the solution takes account of the wider solution operational and deployment landscape including treating solution design and implementation as a more commercial exercise that regards internal solution consumers as customers
2. To manage the process for deciding which solutions should proceed to implementation using a rational stage-gate process

The role of the solution architect is ideally placed to perform these functions effectively.

This paper also presents an alternative view of the capabilities required to be good at the spectrum of solution design and delivery-related activities. This approach is intended to be comprehensive and detailed.

1. The Solution Architect As
Product Manager
Alan McSweeney
http://ie.linkedin.com/in/alanmcsweeney
https://www.amazon.com/dp/1797567616

2. Topics
•Classes Of Solutions And Target Solution Consumers
•Product Design Approaches And Methodologies
−Product Design Approaches And Methodologies
−New Product Development (NPD) Stage Gate
−Agile Stage Gate
−eTOM (enhanced Telecom Operations Map)
−Pragmatic Framework
•Outputs From The Solution Design Process
•Application Of Product Development Processes To Solution
Architecture
•Core, Extended And Supporting Product/Solution/Service
Management And Development Capabilities And Practices
August 12, 2024 2

3. Classes Of Solutions And Target Solution Consumers
•Internal solutions can be
part of or support the
operation and use of
external products and
services, either directly
or indirectly
August 12, 2024 3
Solution
Internal
Solution
Consumers
External
Partners/
Collaborators
External Public
Consumers
Solution Solution
Organisation
Boundary
Direct Indirect
Internal
Use
External
Use
Directly
enabling
the delivery
of the
product/
service
Is the
product/
service
Indirectly
enabling
the delivery
of the
product/
service
Part of the
product/
service
support/
usage
ecosystem

4. Classes Of Solutions And Target Solution Consumers
•The process by which organisations develop externally
facing commercial products, services and solution is
different to that used to design and implement internal
solutions
August 12, 2024 4

5. Internal Solution Architecture And External Product
Management
•The internal organisation market is clearly different from the external –
internal solution consumers do not have the same explicit choice as
external consumers
−Internal solution consumers exist to perform specific roles
−They do not have an explicit choice about the solution they use – but they can
resist their introduction in many ways
−Technology solutions exist to assist these specific roles and are more prescriptive
−A sales function is (apparently) not explicitly needed to promote the
product/service/solution
•However, there is no reason why the internal solution selection and design
process should not attempt to mirror that used successfully externally
−Treat internal solution consumers as customers
−Sell products/services/solutions to them to increase their rate of use
−Measure the success of a solution based on modified metrics such as market
penetration/share – level of use/level of satisfaction
−Use product development and management concepts and approaches to assist
with the solution design and select process
August 12, 2024 5

6. Internal/External Product/Solution/Service
Differences
•External Products/
Solutions/Services
•Commercial objective to be a means
to make money and generate a
positive return on investment
•Speculative endeavour designed to
meet market need at a delivery costs
and product price that generates a
return
•May need to be differentiated from
alternatives and competitors
•Need to be located at the intersection
of what is perceived to be needed or
useful, what works, what customers
will buy and where customers will
view company as a credible provider –
Product Market Fit (PMF)
•Internal Products/
Solutions/Services
•Objectives are to support the
operation of the organisation by
reducing cost, improving efficiency,
increasing automation or meet new
obligations
•Typical alternatives are to perform the
work manually or continue to use
existing
August 12, 2024 6

7. New External Product/Solution/Service
Development
•New external product/solution/service development
generally starts with partial and imperfect knowledge of:
−The consumer and market needs
−What is needed to fulfil the need in a way that generates a
positive return
−The technologies required to create and support the delivery and
operation the product/solution/service
•Internal product/solution/service development starts with
less uncertainty:
−The need is more well-known
−The range of technology options is more narrow
August 12, 2024 7

8. Public Service External Products/Solutions/Services
•Public service entities comprise a special case of external
Product/Solution/Service development
•Public service entities are typically monopoly providers of
services
•Services to be provided are typically mandated
•Products/solutions are developed to be the means by
which those mandated services are delivered
August 12, 2024 8

9. Core, Extended And Supporting Product/Solution/Service
Management And Development Capability Groups
August 12, 2024 9
Develop Vision
and Strategy
Design, Develop
and Manage
Products, Services
and Solutions
Market and Sell
Products, Services
and Solutions
Manage Supply
Chain for
Products, Services
and Solutions
Deliver Products,
Services and
Solutions
Manage Customer
Service
Manage Financial
Resources
Acquire,
Construct, and
Manage Assets,
Facilities Services
Manage External
Relationships,
Procurement,
Supplier and
Partner Services
Develop and
Manage Business,
Knowledge,
Improvement and
Change
Capabilities
Provide Legal,
Regulatory,
Environment,
Health and Safety
Services
Develop and
Manage Human
Capital
Manage
Information
Technology
Supporting And Enabling Capabilities
Extended Capabilities
Core
Capabilities
Manage Product/
Service/Solution

10. August 12, 2024 10
Enterprise Business Process Model – Common
Structure
•Generally business process models have a core three pillar structure
Vision,
Strategy,
Leadership,
Business
Management
Operational Processes With
Cross Functional Linkages
Management and Support
Processes

11. August 12, 2024 11
Sample Enterprise Business Process Models –
Common Structure
Vision,
Strategy,
Business
Management
Operational Processes With Cross Functional Linkages
Management and Support Processes
Develop and
Manage
Products and
Services
Market and Sell
Products and
Services
Deliver Products
and Services
Manage
Customer
Service
Human
Resource
Management
Information
Technology
Management
Financial
Management
Facilities
Management
Legal,
Regulatory,
Environment,
Health and
Safety
Management
External
Relationship
Management
Knowledge,
Improvement
and Change
Management
Vision and
Strategy
Business
Planning,
Merger,
Acquisition
Governance,
Compliance,
Risk
Management
Supply Change
Management

12. Business Process Models And Core, Extended And
Supporting Product Management
•Generic organisation
business process and
capability model maps to
core and extended
product/solution/ service
development capabilities
August 12, 2024 12Vision,
Strategy,
Business
Management
Operational Processes With Cross Functional Linkages
Management and Support Processes
Develop and
Manage
Products and
Services
Market and Sell
Products and
Services
Deliver Products
and Services
Manage
Customer
Service
Human
Resource
Management
Information
Technology
Management
Financial
Management
Facilities
Management
Legal,
Regulatory,
Environment,
Health and
Safety
Management
External
Relationship
Management
Knowledge,
Improvement
and Change
Management
Vision and
Strategy
Business
Planning,
Merger,
Acquisition
Governance,
Compliance,
Risk
Management
Supply Change
Management Develop Vision
and Strategy
Design, Develop
and Manage
Products, Services
and Solutions
Market and Sell
Products, Services
and Solutions
Manage Supply
Chain for
Products, Services
and Solutions
Deliver Products,
Services and
Solutions
Manage Customer
Service
Manage Financial
Resources
Acquire,
Construct, and
Manage Assets,
Facilities Services
Manage External
Relationships,
Procurement,
Supplier and
Partner Services
Develop and
Manage Business,
Knowledge,
Improvement and
Change
Capabilities
Provide Legal,
Regulatory,
Environment,
Health and Safety
Services
Develop and
Manage Human
Capital
Manage
Information
Technology
Supporting And Enabling Capabilities
Extended Capabilities
Core
Capabilities
Manage Product/
Service/Solution

13. External Products/Services/Solutions
•External products/services/solutions generally consist of a
collection of core and extended elements
•External products/services/solutions can be once-off or
continuous, physical or intangible
•At a minimum, the support of the ordering and delivery of the
external products/services/solutions and the management of
their ongoing support will be provided by technology solutions
•At a maximum, the external products/services/solutions will
consist entirely or almost entirely of technology solutions
•The design/development/creation of external
products/services/solutions typically follows a (rigorous)
product development process
•The design of supporting technology solutions typically follows
a less rigorous process
August 12, 2024 13

14. External Products/Services/Solutions
August 12, 2024 14
Design, Develop
and Manage
Products,
Services and
Solutions
Market and
Sell Products,
Services and
Solutions
Deliver
Products,
Services and
Solutions
Manage
Customer Service
Internal Solution Design
External Product/Service Consumers
Manage
Product/Solution/Service
Lifecycle
External Solution Design/Delivery Activities

15. External Products/Services/Solutions
•Customers acquire/use externally offered
products/services/solutions
•The development of products/services/solutions is not just
concerned with the core offering: the design process encompasses a
value chain of activities
August 12, 2024 15
Acquire Raw
Inputs and
Constituent
Components
Create/
Assemble/
Acquire
Product/
Service/
Solution
Market and
Sell Product
or Service
Deliver or
Supply
Product or
Service
Service and
Support
Product or
Service
Manage Sourcing
and Supply
Design and
Validate Core
Product/
Service/
Solution
Design and
Validate the
Construction,
Delivery,
Support and
Operations
Landscape
Create
Product/
Service/
Production,
Delivery,
Support
Solutions
Create and Manage
Ancillary, Support
Landscape
Design Extended Delivery and
Support Solution Landscape
Develop/
Enhance
Product or
Service,
Upsell/
Cross-Sell
Manage
Retirement
and
Migration

16. Value Chain
•The value chain is the series of primary activities and their
associated business processes that act on the raw inputs
and work towards creating and providing the finished
product or service to the target customer
•Value added is the cost at which the product or service is
sold/delivered/operated or provided less the input costs
August 12, 2024 16

17. Spectrum Of Solutions
August 12, 2024 17
Core
Delivered And
Consumed
Product/
Service/
Solution
Consumed
Product/
Service/
Solution
Ecosystem
Consumed
Product/
Service/
Solution
Management
and Support
Consumed
Product/
Service/
Solution
Development
Organisation
Operation,
Management,
Direct
Support
Organisation
Operation,
Management,
Indirect
Support
Solution Distance From Externally Offered and
Consumed Product/Service/Solution
What The
Organisation
Sells/Provides/
Delivers
Directly Enables Or
Supports The Delivery,
Operation And Use Of
The Delivered Product/
Service/ Solution
Indirectly Enables Or
Supports The Delivery,
Operation And Use Of
The Delivered
Product/Service/
Solution Including
Marketing, Selling, Cross-
Selling, Upselling,
Upgrades, Retirement
And Migration, Customer
Contact, Service and
Contract Management,
Financial Management,
Partner, Supply Chain
Management
Supports The Delivered
Product/Service/
Solution Development
Lifecycle
Solution That Directly
Supports The Enabling
Functions Of The
Organisation
Solution That
Indirectly
Supports The Enabling
Functions Of The
Organisation
External Solution FocusInternal Solution Focus

18. Spectrum Of Solutions
•Solutions can be placed on a spectrum from one end
where the external solutions are those the organisation
directly sells/provides to solutions that are part of the
external solution ecosystem to the other end where the
solutions are used internally to directly or indirectly enable
the support functions to operate
August 12, 2024 18

19. Spectrum Of Solutions
August 12, 2024 19
Core
Delivered And
Consumed
Product/
Service/
Solution
Consumed
Product/
Service/
Solution
Ecosystem
Consumed
Product/
Service/
Solution
Management
and Support
Consumed
Product/
Service/
Solution
Development
Organisation
Operation,
Management,
Direct
Support
Organisation
Operation,
Management,
Indirect
Support
Internal Solution Architecture
Function Tends to Operate
Here
Structured Product/Solution/Service
Development Process Operates Here
Product/Solution/Service Development Can
Overlook Supporting Capabilities and
Solutions Required Here

20. Different Approaches To Production, Service and
Solution Design And Delivery
August 12, 2024 20
Structured
Development
Processes Followed
for Products/
Solutions/ Services
Targeted At
Consumers
Less Or No
Structured
Development
Processes Followed
for Products/
Solutions/ Services
Targeted At Internal
Consumers

21. (IT Function) Solution Deployment
August 12, 2024 21
Develop Vision
and Strategy
Design, Develop
and Manage
Products, Services
and Solutions
Market and Sell
Products, Services
and Solutions
Manage Supply
Chain for
Products, Services
and Solutions
Deliver Products,
Services and
Solutions
Manage
Information
Technology
Supporting And Enabling Capabilities
Extended Capabilities
Core
Capabilities
Manage Customer
Service
Manage Product/
Service/Solution
Manage Financial
Resources
Acquire,
Construct, and
Manage Assets,
Facilities Services
Manage
Enterprise Risk,
Compliance,
Remediation and
Resiliency
Manage External
Relationships,
Procurement,
Supplier and
Partner Services
Develop and
Manage Business,
Knowledge,
Improvement and
Change
Capabilities
Provide Legal,
Regulatory,
Environment,
Health and Safety
Services
Develop and
Manage Human
Capital

22. (IT Function) Solution Deployment
•The IT function acquires, designs, configures, customises
technology solutions for use across the organisation, aim
at both internal and external consumers
•Not all technology solutions the organisation deploys and
uses are overseen by the IT function
•An increasing number of technology solutions bypass the
IT function solution delivery process and are selected and
deployed in an uncontrolled way
August 12, 2024 22

23. Adopting External Product/Solution/Service
Processes For Internal Use
•External product/solution/service tends to follow a
rigorous process
•Internal solution design and development tends to use a
much less rigorous and well-defined process
August 12, 2024 23

24. Product Design Approaches And Methodologies
August 12, 2024 24

25. NPD (New Product Development) Process
•NPD process play a core role in the product/solution/service
development process
•Being good at NPD means being good at:
1.Having a defined NPD strategy with a focus on research and development
and an overall organisation product/solution/service strategy
2.Having an organisation innovation culture with active management support
and associated investment encouraging product/solution/service
development thinking and collaboration with external partners, customers
and suppliers
3.Continuously performing market research and product/solution/service
demand to understand landscape of needs, option and alternatives
4.Having a defined process for new concept assessment against consumer
needs and product/solution/service innovation
5.Having a process to manage, balance, prioritise, suspend and terminate
portfolio of innovation activities and initiatives
6.Having an NPD process incorporating stages and gates to push new
product/solution/service design, development and adoption
7.Tracking, measuring and evaluating product/solution/service performance
evaluation with defined metrics and acting on results
August 12, 2024 25

26. NPD Process Components And Effectiveness Factors
•Two key aspects of New Product Development
−Process components – constituents of good NPD
−Effectiveness factors – what identifies organisations that are good
at NPD
August 12, 2024 26

27. NPD Process Components And Effectiveness Factors
August 12, 2024
27
NPD Strategy
Organisation Innovation Culture
Continuously Market Research
Defined Process For New Concept
Assessment
Active Innovation Portfolio
Management
NPD Process
NPD Metrics and Actioning
Active resource (re)allocation based on continuously adjustment of priorities
grounded in rational factors
Effective market research, analysis and decision-making
Effective management of relationships with and collaboration with potential
partners, suppliers and consumers including communications and contract
lifecycle management
Effective testing of product/service/solution hypotheses against rational
factors
Effective identification, understanding and management of actual
product/service/solution risks
Elastic and responsive new product/service/solution process from idea-to-
launch with regular reviews of achievements and delays and results/feedback
analysis
Active reduction of time to introduction to minimise likelihood for drift from
organisation strategy, consumer need and market circumstances
Active financial management including understanding of actual costs and
realistic assessment of value delivered
Effective and capable team including engaged leadership

28. Product Design And Development Approaches And
Methodologies
•Many approaches and methodologies to product development such as (but not
limited to):
−Agile Stage Gate
*
−eTOM (enhanced Telecom Operations Map)
*
−Front-End Innovation (FEI)
−Global Enterprise Technology System (GETS)
−Multidisciplinary Design Optimisation (MDO)
−New Concept Development (NCD)
−New Product Development (NPD) Stage Gate
*
−Pragmatic Framework
*
−Product Management Lifecycle (PLM)
−Technology Acquisition Stage Gate (TASG)
−Technology Development Process (TDP)
−Technology Realisation and Commercialisation (TRC)
−Technology Stage Gate (TechSG)
•This is not intended to be an exhaustive analysis of product design and
development approaches and methodologies
•Stage Gate process is probably the oldest and most well-know
•
*
Covered in more detail
August 12, 2024 28

29. Product Design Approaches And Methodologies
•Product design approaches and methodologies are all
largely variants and extensions of the original Stage Gate
process
August 12, 2024 29

30. Typical High-Level View Of NPD Stage Gate Process
August 12, 2024 30
Concept
Initial
Screening
Preliminary
Market
Assessment
Preliminary
Technical
Assessment
Assessment
and
Decision
Detailed
Marketing
Assessment
Business Analysis
and Business Case
Preparation
Decision
Core and Extended
Component Design
and Prototyping
Development
Review and
Decision
Internal Testing
Customer Testing
Test
Results
Assessment
and
Decision
Trialling and
Test Marketing
Trial and
Test Marketing
Review
Productionisation,
Industrialisation
and Initial
Production
Commercial
Viability
Analysis
Commercialisation,
Production
and Launch
Ongoing Phased
Expansion and
Development,
“Fill the Gaps”

31. NPD Gates And Gatekeepers
•The gates within the NPD process are points at the end of states where go/kill
decision are based
−Gates are not progress review checkpoints – they are concerned with the survival of the
fittest solutions and the death of the rest
•Effective gates are central to the success of an operational
product/solution/service development process
•The decisions should be based on the latest information available on a
product/solution/service development
•The outputs from the state are reviewed and a decision is made to progress with
the right developments only and stop investing in those that fail
•Gates are effectively the quality control checkpoints in the system
•If a solution passes a gate, this is implicitly a decision to allocate the needed
resources
•One objective of gates is to ensure that the right developments are proceeded
with and that they are done in the right way
•The gatekeeping practices that accompany the gates are core to the performance
and success of the product/solution/service development process
August 12, 2024 31

32. Potential NPD Gate Issues
•Key gate meeting participants do not attend and do not
delegate
•Insufficient preparation for gate decision meetings
•No decisions made at gate meetings
•Decisions made to proceed but no resources committed
•Informal go/no-go evaluation factors lacking rigour
•Senior decision-makers exert undue influence
•Beloved and cherished projects get favourable treatment
•Kill decisions bypassed
•Gate failure = management failure
August 12, 2024 32

33. NPD Process – Typical Characteristics
•Each stage in the NPD process aims to minimise the work done,
information gathered and results and outputs generated while
maximising the outcomes needed to make an effective decision
at the subsequent gate
•Each stage involves greater effort being expended than the
previous one and consequently incurs greater cost
•Each stage narrows options, reduces risk, adds knowledge,
decreases uncertainties and eliminate concepts that fail to pass
gate decision-making
•Each stage combines technical and non-technical – business,
marketing, sales – activities in parallel
•Gates incorporate real go/no-go decisions with gatekeepers
who are empowered to make decisions based on agreed and
structured evaluation factors
August 12, 2024 33

34. NPD Process Progression
•NPD process progresses
along a number of
dimensions
simultaneously to reach
a conclusion
•One possible conclusion
of the process must be
that the development is
abandoned
August 12, 2024 34
Cost and Effort
Increases as Process
Progresses
Number of
Product/
Solution/ Service
Concepts
Reduces
Viable Options
and Alternatives
Within Product/
Solution/ Service
Concepts
Reduces
Risk,
Uncertainties,
Knowledge Gaps
Decrease

35. NPD Process Progression
August 12, 2024 35
Cost and Effort
Increases as Process
Progresses
Number of
Product/
Solution/ Service
Concepts
Reduces
Viable Options
and Alternatives
Within Product/
Solution/ Service
Concepts
Reduces
Risk,
Uncertainties,
Knowledge Gaps
Decrease
•NPD process is
concerned with moving
in a structured and
controlled way to an
ending

36. Solution Design Drift
•The longer the duration from solution design to realisation the greater the chance of solution drift due to
many factors such as:
−What is being designed is no longer what the consumer or market needs
−Economic conditions might change the basis for the proposed solution
−Supply chain issues might affect solution delivery
−Competitive landscape might change and undermine the solution design
−Embedded technology changes or newer technology options available
•The more volatile the market the greater the chance of solution design drift and the greater the speed of the
drift
•Compressing design timescales reduces the size and impact of this drift
August 12, 2024 36
Concept
Initial
Screening
Preliminary
Market
Assessment
Preliminary
Technical
Assessment
Assessment
and
Decision
Detailed
Marketing
Assessment
Business
Analysis and
Business Case
Preparation
Decision
Core and
Extended
Component
Design and
Prototyping
Development
Review and
Decision
Internal
Testing
Customer
Testing
Test
Results
Assessment
and
Decision
Trialling and
Test Marketing
Trial and
Test Marketing
Review
Productionisation,
Industrialisation
And
Initial
Production
Commercial
Viability
Analysis
Commercialisation,
Production
and Launch``
Ongoing Phased
Expansion and
Development,
“Fill the Gaps”
Time From Concept To Realisation
Deviation of Designed
Solution from Consumer
or Market Requirements

37. Data Driven Development (DDD)
•DDD is an extension to the standard NPD process with the
formal inclusion of data collection, analysis and decision-
making, reducing the role of subjectivity and intuition in
the NPD process
•DDD overlays and extends core NPD process stages and
activities with formal data processes
•Effective DDD means defining the data to be collected at
various stages, collecting quality and accurate data,
analysing it and making objective and impartial data-lead
decisions
August 12, 2024 37

38. DDD Overlay On NPD Stage Gate Process
August 12, 2024 38
Concept
Initial
Screening
Preliminary
Market
Assessment
Preliminary
Technical
Assessment
Assessment
and
Decision
Detailed
Marketing
Assessment
Business Analysis
and Business Case
Preparation
Decision
Core and Extended
Component Design
and Prototyping
Development
Review and
Decision
Internal Testing
Customer Testing
Test
Results
Assessment
and
Decision
Trialling and
Test Marketing
Trial and
Test Marketing
Review
Productionisation,
Industrialisation
and Initial
Production
Commercial
Viability
Analysis
Commercialisation,
Production
and Launch
Ongoing Phased
Expansion and
Development,
“Fill the Gaps”
Data Collection and
Analysis to Identify
Consumer Needs and
Gaps in the Existing
Market
1
Data Analytics to
Forecast Market Trends
and Consumer Activities
to Direct Design Actions
Data Collection and
Analysis to Create
Insights into Product
Development
Data Collection and
Analysis During Product
Trials to Drive Quality
and Consumer
Satisfaction
Formal Specification of
Scenarios and
Structured Data
Collection and Analysis
Data Collection and
Analysis During Product
Development to Allow
Rapid Response to
Changes
Data Collection and
Analysis To Support
Product Changes and
Maximising Market and
Fit and Consumer
Acceptance
Data Collection and
Analysis To Maximise
Return from Product
Enhancement and
Improvement
2 3
4 5
6
7
8

39. Agile Concerns With Standard Stage Gate Process
•The standard Stage Gate process is concerned with control –
controlling and reducing risk and uncertainty as early in the process
as possible, increasing stability and predictability as the process
proceeds
•The standard Stage Gate process is (largely) linear and sequential
with subsequent work building on previous work and only starting
when previous stages have been completed and gates have been
passed
•Standard Stage Gate is not designed to be reversible – previous
decisions are not intended to be reviewed and changed
•Design decisions can be embedded early in the process and frozen
thereafter, reducing the opportunity for subsequent modification
•Consumer involvement occurs quite late in the Stage Gate process
•The standard Stage Gate process works well for stable and
predictable business environment and does not meet the need for
dynamic and high velocity innovation
August 12, 2024 39

40. Agile Vs Standard Stage Gate
August 12, 2024 40
Early Fixing Of Product/Solution/Service Design
Introduces Stability And Reduces Cost
The Process Needs To Allow For Change And Adaptation
Even Late in The Design Process To Accommodate New
Requirements
Emphasis On Early Research And Design
Provides A Solid Foundation For Subsequent
Design
Early Agreement On The Design Creates Greater
Management Confidence, Approval And Budget
Allocation
Failure To Involve Solution Consumers Early In The
Processes Means Design Might Not Meet Actual Needs
Sequential State Gate Processes Means Early Decisions
Cannot Be Reversed Even If Circumstances Change
Standard Stage Gate Process Is Concerned With Control
– Controlling And Reducing Risk And Uncertainty As
Early In The Process As Possible, Increasing Stability
And Predictability As The Process Proceeds
Changing Market, Consumer And Technology Environment
And Circumstances Requires Flexibility
Involving Potential Consumers Later In The
Process Avoids Expensive Prototyping And
Rework And Allows A More Complete Design To
Be Presented
Reduced Scope And High Design Sprint Frequency
Decrease The Elapsed Time And Resource
Requirements Of Steps And Enables More Accurate
Estimates Of The Resources Needed
Constant Change Involves In Agile Can Lead To Analysis
And Design Paralysis, Requires More Management Effort
And Increases Cost And Reduces Stability
Agile Keeps The Design Open For Longer Means The
Final Design Is Agreed Closer To Delivery

41. Agile Overlay Of Stage Gate Process
August 12, 2024 41
Concept
Initial
Screening
Preliminary
Market
Assessment
Preliminary
Technical
Assessment
Assessment
and
Decision
Detailed
Marketing
Assessment
Business Analysis
and Business Case
Preparation
Decision
Core and Extended
Component Design
and Prototyping
Development
Review and
Decision
Internal Testing
Customer Testing
Test
Results
Assessment
and
Decision
Trialling and
Test Marketing
Trial and
Test Marketing
Review
Productionisation,
Industrialisation
and Initial
Production
Commercial
Viability
Analysis
Commercialisation,
Production
and Launch
Ongoing Phased
Expansion and
Development,
“Fill the Gaps”

42. Agile Overlay Of Stage Gate Process
•Introducing agile into the Standard Stage Gate process
allows designs to be revisited
•This introduces complexity that can approach chaos into
the process that needs to be managed assertively
•Risk that the Product/Solution/Service design process
never ends
•Process visibility and progress can be opaque
•Agile emphasis on deliverables at the expense of
documentation can lead to future problems that need to
be managed
August 12, 2024 42

43. Agile Stage Gate
•The standard Stage Gate process is concerned with control – controlling
and reducing risk and uncertainty as early in the process as possible,
increasing stability and predictability as the process proceeds
•Agile seek to accept uncertainty and the need for change even late in the
process
•The standard Stage Gate process is (largely) linear and sequential with
subsequent work building on previous work and only starting when
previous stages have been completed and gates have been passed
•Standard Stage Gate is not designed to be reversible – previous decisions
are not intended to be reversed
•The Product/Solution/Service development process is essentially
directional if not linear – the process must move from idea to delivery
•The process must also reject unsatisfactory and undeliverable concepts –
endless rework will not make a bad idea good
August 12, 2024 43

44. Pragmatic Framework
•Pragmatic Institute develops and maintains the Pragmatic
Framework -
https://www.pragmaticinstitute.com/product/framework/
- that is a view of the activities required to construct and
market products consumers want to buy and use
•It is focused on external Products/Solutions/Services
•Elements can be adopted for internal solution architecture
August 12, 2024 44

45. Pragmatic Framework
August 12, 2024 45
MARKET
Market
Problems
Win/Loss
Analysis
Distinctive
Competencies
Competitive
Landscape
Asset
Assessment
FOCUS
Market
Definition
Distribution
Strategy
Product
Portfolio
Product
Roadmap
BUSINESS
Business Plan
Pricing
Buy, Build or
Partner
Product
Profitability
Innovation
PLANNING
Positioning
Buyer
Experience
Buyer Personas
User Personas
Requirements
Use Scenarios
Stakeholder
Communications
PROGRAMS
Marketing Plan
Revenue Growth
Revenue
Retention
Launch
Awareness
Nurturing
Advocacy
Measurement
ENABLEMENT
Sales Alignment
Content
Sales Tools
Channel Training
SUPPORT
Programs
Operations
Events
Channels

46. Pragmatic Framework – Potential Gaps
August 12, 2024 46
MARKET FOCUS
Options Analysis
and Design
Solution Business
Plan
Solution Cost
and
Revenue/Return
Evaluate Entire
and Solution
Component
Acquisition
Options
Solution
Measurement
Framework
Definition
Approach to
Ongoing Solution
Innovation and
Solution
Development
Prototyping,
Testing and
Validation
Create and Test
Prototype
Refine Design
based on
Feedback
Technical
Assessment of
Suitability
Refine Financial
Analysis
Decision To
Proceed
Production,
Delivery, Support
and Operations
Landscape
Define Approach
to Production
and Identify
Required
Solutions
Define Approach
to Identify and
Delivery
Required
Solutions
Define Approach
to Support and
Identify Required
Solutions
Define Approach
to Operations
and Identify
Required
Solutions
Define Solution
Delivery
Channels and
Support Tools
Trial Production
and
Implementation
Define Trial
Scope, Purpose
and Metrics
Create and
Implement Trial
Solutions
Measure and
Assess Trial
Results and
Identify Key
Lessons
Update Financial
Analysis, Designs
and Plan
Decision To
Proceed
PLANNING PROGRAMS
Solution Support
and Operations
Measure
Solution
Performance and
Success
Provide and
Monitor Solution
Support
Monitor Solution
Financial Success
Promotion,
Growth,
Development,
Retirement
Solution
Maintenance,
Fixes, Problem
Identification
and Resolution
Solution
Development,
Enhancement
and Lifecycle
Management
Process
Solution Usage
Data Collection
and Analysis
Solution
Feedback
Collection and
Analysis
Monitor and
Manage Solution
Alternatives and
Competitors
Monitor and
Manage
Technology
Changes
Solution
Development
and
Enhancement
Solution
Retirement and
Replacement
ENABLEMENT SUPPORT

47. Pragmatic Framework – Potential Gaps
•While the Pragmatic Framework is comprehensive, it
contains gaps in the following areas:
−Options Analysis and Design
−Prototyping, Testing and Validation
−Production, Delivery, Support and Operations Landscape
−Trial Production and Implementation
−Solution Support and Operations
−Promotion, Growth, Development, Retirement
August 12, 2024 47

48. August 12, 2024 48
eTOM (enhanced Telecom Operations Map)
•Provides a detailed process framework for a telecoms utility
companies that can be adopted by non-telecoms organisations
moving to solutions as a service operating model
−Developed by TM Forum - www.tmforum.org
−eTOM -
http://www.tmforum.org/BusinessProcessFramework/1647/home.html
•Reference framework that classifies and defines the business
activities used by a company involved in delivering (online) services
– three major process areas:
−Strategy, Infrastructure and Product – concerned with planning and lifecycle
management
−Operations – concerned the core of operational management
−Enterprise Management – concerned corporate or business support
management
•Offers the potential for non-telecoms companies to learn from an
effective operational framework

49. August 12, 2024 49
eTOM Business Process Framework Overview
Strategy,
Infrastructure
and Product
Operations
Enterprise
Management
Customer
Strategy, New Ideas, Products And Associated
Supporting Infrastructure Moved to
Production and Steady-State Operations
Fundamental Supporting
Business Processes Needed To
Run Any Business
Operational
Processes – Sales,
Fulfillment,
Assurance, Billing
and Support

50. August 12, 2024 50
eTOM Business Process Framework - Detail
Strategy, Infrastructure and Product Operations
Strategy and
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Operations
Support and
Readiness
Fulfilment Assurance Billing and
Revenue
Management
Marketing and Offer Management
Service Development and Management
Resource Development and Management
Supply Chain Development Management
Customer Relationship Management
Service Management and Operations
Resource Management and Operations
Supplier/Partner Relationship Management

51. August 12, 2024 51
Achieving the Potential – New Product/Service/Solution
Innovation Industrialisation and Productisation
Industrialisation
Common
Implementation
and Operation
Approaches
Productisation
Defined Set of
Products/Solutions/
Services
and Packaging/Delivery
Options
•Productisation is a pre-requisite for and an enabler of
industrialisation

52. August 12, 2024 52
Product, Solution and Service Lifecycle Management
(PSSLM)
•PSSLM is concerned with the functions and processes need
to define, plan, design, build, deliver, maintenance,
manage revise and retirement of all products, solutions
and services in the organisation’s portfolio
−Enable the organisation strategic and business
product/solution/service vision
−Drive internal and customer-oriented processes to meet market
demand and customer expectations

53. August 12, 2024 53
Product, Solution and Service Lifecycle Management
(PSSLM)
•PSSLM belongs within Strategy, Infrastructure and
Product/Solution/Service (SIPSS) function
•Responsibilities of SIPSS function
−Develop strategy
−Commit to the organisation
−Build and resources infrastructure - supports the
delivery products, solutions and services themselves and
their associated functional processes
−Develop and manage products, solutions and services
−Develop and manage the supply chain

54. August 12, 2024 54
Strategy, Infrastructure and
Product/Solution/Service (SIPSS) Function
•Innovation – development of new
products/services/solutions lie in SIPSS function
•SIPSS divided into
−Horizontal functional groups
•Marketing and Offer Management
•Service Development and Management
•Resource Development and Management
•Supply Chain Development Management
−Vertical process views
•Strategy and Commit
•Infrastructure Lifecycle Management
•Product, Solution and Service Lifecycle Management

55. August 12, 2024 55
Strategy, Infrastructure and Product/Solution/Service (SIPSS) -
Horizontal Process Functions and Vertical Process Views
Strategy, Infrastructure and Product/Solution/Service (SIPSS)
Strategy and Commit Infrastructure Lifecycle
Management
Product, Solution and
Service Lifecycle
Management
Marketing and Offer Management
Service Development and Management
Resource Development and Management
Supply Chain Development Management

56. August 12, 2024 56
Strategy, Infrastructure and Product/Solution/Service
(SIPSS) - Horizontal Process Function Details
Marketing and Offer Management
Service Development and Management
Resource Development and Management
Supply Chain Development Management
Market
Strategy and
Policy
Product and
Offer Portfolio
Planning
Product and
Offer
Capability
Delivery
Marketing
Capability
Delivery
Product and
Offer
Development
and Retirement
Sales
Development
Product
Marketing
Communications
and Promotion
Service
Strategy and
Planning
Service
Capability
Delivery
Service
Development
and Retirement
Resource
Strategy and
Planning
Resource
Capability
Delivery
Resource
Development
and Retirement
Supply Chain
Strategy and
Planning
Supply Chain
Capability
Delivery
Supply Chain
Development
and Change
Management

57. August 12, 2024 57
SIPSS – Vertical Process Views
Strategy and Commit
Strategy, Infrastructure and
Product/Solution/Service
(SIPSS)
Responsible for the generation of
strategies and establishment of
business commitment in support of
the Infrastructure and
Product/Solution/Service Lifecycle
processes involving all levels of
operation from market, customer
and products/solutions/services,
through the services and the
resources on which these depend to
the involvement of suppliers and
partners in meeting these needs
Infrastructure Lifecycle
Management
Product, Solution and Service
Lifecycle Management
Responsible for the definition,
planning and implementation of all
necessary infrastructures
(application, IT and network), as
well as all other support
infrastructures and business
capabilities (operations centers,
architectures, etc.)
Responsible for the definition,
planning, design and
implementation of all
products/solutions/services in the
organisation’s portfolio to required
profit margins customer satisfaction
and quality commitments,
delivering new and retiring existing
products/solutions/services to the
market

58. August 12, 2024 58
SIPSS - Horizontal Process Functional Groups
Strategy, Infrastructure and
Product/Solution/Service
(SIPSS)
Marketing and Offer
Management
Service Development and
Management
Resource Development and
Management
Supply Chain Development
Management
Defines strategies, develops new
products/solutions/services, manages existing
products/solutions/services including retirement,
manages pricing, sales and channels and implements
marketing communications and promotion and
offering strategies
Plans, develops and delivers services to operations
domain for product/solution/service creation and
design, managing and assessing the performance of
existing products/solutions/services and ensuring that
capabilities are in place to meet future
product/solution/service demand
Plans, develops and delivers the resources - physical
and non-physical - needed by operations to support
products/solutions/services, manages and assesses the
performance of existing resources and ensures that
capabilities are in place to meet future
products/solutions/services needs
Focuses on the interactions required by the
organisation with suppliers and partners who are
involved in maintaining the supply chain network of
relationships that a service provider manages to source
and deliver products, supports sourcing decisions,
suppliers and partners selection

59. Outputs From The Solution Design Process
August 12, 2024 59

60. Outputs From The Solution Design Process
•The purpose of the solution design process is to create a
complete end-to-end solution design covering all the
components that have to be delivered to create a usable,
operable, supportable, maintainable solution that can be
used in multiple ways:
−Create realistic and achievable implementation schedule
−Understand the likely delivery costs and required resources
−Understand solution options and their implications
−Understand possible solution delivery phases
−Pass to technical delivery teams to create low-level technical
designs
August 12, 2024 60

61. Outputs From The Solution Design Process
August 12, 2024 61
Changes to Existing
Systems
New Custom
Developed
Applications
Acquired and
Reporting and
Analysis Facilities
System Integrations/
Data Transfers/
Exchanges
Acquired and
Customised Software
Products
Changes to Existing
Business Processes
New Business
Processes
Organisational
Changes, Knowledge
Management
Training and
Documentation
New Data Loads
Central, Distributed
and Communications
Infrastructure
Operational
Functions and
Processes
Existing Data
Conversions/
Migrations
Cutover/ Transfer to
Production And
Support
Parallel Runs
Information Storage
Facilities
Sets of Installation
and Implementation
Services
Enhanced Support/
Hypercare
Sets of Maintenance,
Service Management
and Support Services
Application Hosting
and Management
Services
Extended Organisation Change
Extended Technical Delivery
Core Technical Delivery

62. Outputs From The Solution Design Process
•The output from the solution design process is the set of
core and extended components of specific types required
to deliver an operable and usable solution combined into
an integrated and unified target
•The complete solution is:
August 12, 2024 62
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63. Solution Phases
•Completion solution
will be delivered in
phases
•Composition of the
solution deliver
phases may change
dynamically in
response to
consumer, business
and market
feedback
•The complete solution over
all its delivery phases is:
August 12, 2024 63
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64. Solution Component Specific Design And Delivery
Issues – 1/5
August 12, 2024 64
Solution
Component
Type
Description Solution Design
Considerations
Some Questions, Issues and Concerns
Changes to Existing
Systems
Modifications and enhancements to
existing IT systems, either custom
developed or acquired products, that will
form part of the overall solution, including
the definition of the scope of the work.
• What (is the minimum number of)
existing systems need to be changed
to accommodate the new solution?
• Can the proposed work be done
outside those existing systems?
• What are the options for making the
required changes?
• Ease of changing
• Ability to change
• Availability of skills and ability to make changes
• Existing change backlog
• What are the impacts and dependencies on other activities?
• Can the changes be avoided or minimised both in number and size
• How long will the changes take and how much will they cost?
New Custom
Developed
Applications
New custom developed IT applications that
will form part of the overall solution,
including the definition of the scope of the
work.
• What (is the minimum number of)
new custom applications are needed?
• Can the proposed work be done
outside those proposed new
applications?
• What are the options for the new
developments?
• Are customised applications required?
• What development and deployment platform should be used?
• Availability of skills and ability to develop new applications
• What is the long-term support and maintenance plan?
• How will then be interfaced with and used?
• How long will the new applications take and how much will they cost?
Acquired and
Configured/
Customised
Software Products
Packaged IT applications that are
configured and customised that will form
part of the overall solution, including any
product acquisition and supplier and
product evaluation and selection.
• What (is the minimum number of)
new software applications are
needed?
• What are the product options?
• Can existing products be reused?
• What are the configuration and
customisation options?
• What is the process for procuring products from suppliers?
• How good a fit is the proposed product?
• How easily and quickly can the products be implemented and customised
and what skills are needed?
• How are the customisations supported and maintained?
• What are the application and data integration issues?
• Are the products hosted internally or externally?
• What infrastructure is needed to run the product?
• How much will they cost to acquire and operate?
• Availability of skills and ability to develop new applications
System
Integrations/ Data
Transfers/
Exchanges
Scheduled and ad hoc data transfers and
exchanges of different types such, as batch
or real time, between solution components
including data transformations or
application-level integrations such as
application interfaces, remote calls,
messaging interfaces or services with
associated results and data being
communicated. This also includes the
infrastructures required to enable and
support this and its management.
• What (is the minimum number of)
new and changes to existing data
integrations are needed?
• What integration approaches and
tools should be used?
• Can existing integrations and tools be
reused?
• How many integration, data transfers and exchanges are needed?
• What is their format and content?
• What transfer approach(es) are proposed?
• Does the integration infrastructure already exist?
• What integration tools are being proposed?
• What is the proposed frequency of integrations and are they scheduled or
unscheduled?
• Who initiates the integration?
• What is the number of integration transactions and the volumes of data?

65. Solution Component Specific Design And Delivery
Issues – 2/5
August 12, 2024 65
Solution
Component
Type
Description Solution Design
Considerations
Some Questions, Issues and Concerns
Reporting and
Analysis Facilities
Reporting and analysis facilities including
the implementation and configuration and
customisation of any underlying toolsets,
associated reporting tools and data
structures, specific report and analyses and
related functionality.
• What reports and analyses are
needed?
• What (new and existing) tools are
needed?
• What data is needed for reporting
and analysis?
• How will reports and analyses be
accessed and distributed?
• How repeatable and reproducible will
reports and analyses be?
• Who can access what reports and
analyses and the underlying data?
• Can existing reporting, visualisation and analytics facilities be used or are
new ones required?
• How will reporting and analytics be deployed
• Can existing data reporting structures (data warehouses, data marts) be
used or are new ones required?
• What data extraction, transformation and load facilities are required to
enable and support reporting and analytics?
• How many data sources will be used for reporting
• How much reporting and analysis is required?
Sets of Installation
and
Implementation
Services
Services acquired from third party suppliers
to install, implement, configure and get
operational hardware and software
components of the solution, including the
specification of these services.
• What needs to be installed and
where?
• What are the installation options?
• What solution components require installation and implementation?
• From whom will the services be procured?
• What handover will be required?
• What long-term support arrangements will be required?
• How long with the installation and implementation take?
Information
Storage Facilities
Internally installed data storage
infrastructure, either existing or new, or
externally provided data storage facilities
including their installation, customisation
and provision of data access. This includes
any data storage software such as database
management systems and other elements.
• What data of what types will be
stored?
• What applications are storing data?
• What data security is required?
• How many data storage facilities – hardware and software - will be
required?
• Where will they be located?
• Are they existing or new facilities?
• If they are new, what are the provisioning issues, requirements and costs?
• What are the expected data volumes and throughputs?
• What is the approach to data backup, recovery, retention and archival?
Existing Data
Conversions/
Migrations
Migration of data held in old systems to the
new solution, including data transfer and
aggregation/transformation and the design
and specification of associated target data
structures.
• What is the proposed approach to
the migration(s) and conversion(s)?
• How complex will the migration(s)
and conversion(s) be?
• Who will perform the migration(s)
and conversion(s)?
• How much data needs to be migrated?
• How well-defined is the source data?
• What are the data quality and transformation requirements and issues?
• What data conversion/migration facilities are available?

66. Solution Component Specific Design And Delivery
Issues – 3/5
August 12, 2024 66
Solution
Component
Type
Description Solution Design
Considerations
Some Questions, Issues and Concerns
New Data Loads
Modifications and enhancements to
existing IT systems, either custom
developed or acquired products, that will
form part of the overall solution, including
the definition of the scope of the work.
• What is the proposed approach to
the new data loads?
• How complex will the new data loads
be?
• Who will perform the new data
loads?
• How much new data is required to make the solution usable?
• Where will the data come from and how much processing is required to
make it usable?
• What is the approach to data governance and management?
• What is the approach to master and reference data management?
Central,
Distributed and
Communications
Infrastructure
Information technology infrastructure,
either installed on-premises or in co-
located or outsourced facilities or provided
by an XaaS arrangement, of any type,
dedicated or shared, that is required to
allow components of the solution to
operate.
• What is the proposed approach to
the design and sourcing of the
communications infrastructure?
• How complex will the new
communications infrastructure?
• Who will provide and configure the
communications infrastructure?
• What technology infrastructure is required?
• Where will the infrastructure be located?
• How much existing infrastructure can be reused?
• What infrastructure installation and configuration services are required?
Cutover/
Transfer to
Production And
Support
Sets of services required to put the solution
and its constituent components into
production including organisational
readiness, go live preparation and
operations acceptance testing.
• Who will manage service transition?
• Will there be multiple phased
transitions over time?
• How long will service transition take?
• What is the approach to transferring the solution to production?
• What is the approach to organisation change management?
Operational
Functions and
Processes
Service management processes required to
enable the solution to operate including
incident, problem, change, service request,
asset and other processes and the
resourcing of the support and operational
functions. This includes the implementation
of new operational processes and the
integration of the solution into existing
processes.
• What will the approach to service
management be?
• Who will perform the required levels
of service management?
• What service management processes need to be updated to
accommodate the operation of the solution?
• Who will made the service management process changes?
• What changes – training, staffing, new structures - need to be made the
operational functions to accommodate the solution?
• Who will made the operational function changes?

67. Solution Component Specific Design And Delivery
Issues – 4/5
August 12, 2024 67
Solution
Component
Type
Description Solution Design
Considerations
Some Questions, Issues and Concerns
Enhanced Support/
Hypercare
Immediately after the solution goes live, an
enhanced level of support may be required
for a defined interval or until defined exit
criteria have been met. This includes the
definition of the hypercare required and
how long it should last.
• What will the approach to initial
hypercare be?
• Who will perform the hypercare?
• What level of enhanced support will be required after the solution goes
live?
• What will be the approach to providing enhanced support?
• How long will enhanced support be required for?
• What are the exit deciding factors to stop the enhanced support?
• Who will provide enhanced support?
Sets of
Maintenance,
Service
Management and
Support Services
Different solution components will require
different types of maintenance and support
arrangements. These services may be
provided internally or acquired from
external suppliers. This includes the design
and specification of the support and
maintenance arrangement and their
acquisition from third parties and the
implementation of the arrangements.
• What will the approach to solution
component maintenance, support
and management?
• What maintenance, support and
management services will be
insourced and outsourced?
• What service levels will be required?
• How automated will component
maintenance be?
• How will upgrades be handled?
• What solution components will require maintenance services?
• Who will provide the maintenance services?
• What is the scope and extent of the maintenance services?
• What maintenance service transition is required?
• How will the maintenance services be managed and reported on?
• What solution components will require support services?
• Who will provide the support services?
• What is the scope and extent of the support services?
• What support service transition is required?
• How will the support services be managed and reported on?
Application Hosting
and Management
Services
Some of the solution components may be
hosted outside the organisation either
through cloud service providers or
outsourcing arrangements. This includes
the design and specification of the hosting
services and their acquisition.
• What are the options for externally
hosted solution components?
• What will the selection evaluation
factors be?
• What will the approach be to
integration?
• How will security be handled?
• What solution components will be hosted externally?
• Who will provide the hosting services?
• What connectivity will be required to the hosting service provider(s)?
• How will security be managed?
• What hosting model(s) will be adopted?
• How will the hosting services be managed and reported on?
Parallel Runs
If the solution replaces or extends an
existing solution, the old and new solutions
may need to operate in parallel for a
defined interval or until defined exit criteria
have been met. This includes the definition
of the parallel run processes, the exit
criteria and the additional resources
needed to perform the parallel runs.
• What will the approach be to the
parallel operation of the existing and
new be, if needed?
• How long will parallel runs be?
• How will the results of the parallel run(s) be evaluated?
• What will be the evaluation factors used to exit the parallel run(s)?
• What resources will be required to perform the parallel run(s)

68. Solution Component Specific Design And Delivery
Issues – 5/5
August 12, 2024 68
Solution
Component
Type
Description Solution Design
Considerations
Some Questions, Issues and Concerns
Changes to Existing
Business Processes
Solutions exist to enable business processes
to be operated. Existing business processes
may need to be redesigned to take
advantage of or to efficiently use the
facilities of the solution and its
components. This includes the redesign of
the processes, the implementation of those
changes and any process or standards
documentation and training required.
• Is there an inventory of business
processes that need to be changed?
• What are the options for business
process change?
• What existing business processes will need to be changed to support the
use the solution?
• Who will design, validate and implement the changed business processes?
• What training will be required in the changed business processes?
• What additional material will be required to support the changed business
processes?
New Business
Processes
New business processes may need to be
defined, either entirely new ones or ones to
replace existing processes, to operate the
solution. This includes the redesign of the
processes, the implementation of those
changes and any process or standards
documentation and training required.
• Is there an inventory of new business
processes that need to be created?
• What are the options for
implementing and operating the
required new business processes?
• What new business processes will need to be implemented to support the
use the solution?
• Which existing business processes will be replaced by the new processes,
if any?
• Who will design, validate and implement the new business processes?
• What training will be required in the new business processes?
• What additional material will be required to support the new business
processes?
Organisational
Changes,
Knowledge
Management
Organisation changes may be required to
operate the solution. This can include
additional resources or redeployment of
existing resources, new role types, new
organisation structures and new locations.
This includes the design of these
organisation changes. New knowledge
management facilities may be required to
support the business operation and use of
the solution.
• Who will be responsible for defining
and agreeing the required
organisation changes?
• What are the options for
implementing and operating
organisation changes?
• What organisational changes – new or changed functions, new locations,
new or changed roles – will be required to enable the effective use of the
solution?
• What effort will be required to implement the changes?
• What approach to organisation change management will be adopted?
• What approach to knowledge management will be adopted?
• What knowledge management facilities will be required?
• How will knowledge management be initially loaded with information?
Training and
Documentation
Training and supporting documentation
may be required across some or all of the
solution components at different levels and
aimed at different solution consumer types,
both business and operational.
• Who will be responsible for defining
and agreeing the required training
and documentation?
• What are the options for sourcing the
training and documentation?
• How much training of what types and formats will be required?
• What approach to training will be adopted?
• What documentation of what types will be required?

69. Application Of Product Development Processes To
Solution Architecture
August 12, 2024 69

70. Product Management And Solution Architecture
•Solution architecture can use the product management
approach in two ways:
1.To ensure that the process to design the solution takes account
of the wider solution operational and deployment landscape
•Treat the solution design and implementation as a more commercial
exercise that regards internal solution consumers as customers
2.To manage the process for deciding which solutions should
proceed to implementation using a rational stage-gate process
August 12, 2024 70

71. Internal Solution Design And Delivery And The
Stage/Gate Process
•When used internally within organisations, the stage/gate
process typically operates in a much-reduced format
−Gates are treated largely as progress review checkpoints – they
are not concerned with the survival of the fittest solutions and
the cancellation of the rest
−There tends not to be any portfolio solution assessment
August 12, 2024 71

72. Solution Delivery Of The Internal IT Function Needs
To Mirror That Of The Organisation
August 12, 2024 72
Manage Information Technology
Develop Vision
and Strategy
Design, Develop
and Manage
Products, Services
and Solutions
Market and Sell
Products, Services
and Solutions
Manage Supply
Chain for
Products, Services
and Solutions
Deliver Products,
Services and
Solutions
Manage Customer
Service
IT Function Delivering Solutions to Other Business Functions
IT Function Delivering Solutions to Other Business Functions

73. Solution Pipelines And Horizons
•Need structured process to manage the pipelines of solutions
needed by the organisation
•The sum of the solution pipelines represent the portfolio of
current and future solution
•The pipeline process is also concerned with allocating sufficient
resources to long-term research and speculative solution
identification
•Use production development and management concepts and
approaches to assist with managing the solution design and
selection process
•One of the concerns regarding the product development stage
gate process is that too many projects pass gates with too few
resources to move the portfolio of projects forward
August 12, 2024 73

74. Short-Term
Mid-Term
Longer-Term
Long-Term
Solution Pipelines
•Solution architecture function needs to maintain multiple solution pipelines, each
with different timelines reflecting solution implementation priorities
•Not all solutions reach the end of their pipeline and are implemented
•Solutions can move between pipelines as priorities change
React to immediate organisation, market and
regulatory needs and changes, defend the
organisation, replace existing ageing/inefficient
solutions, mandatory upgrades
Focus on organisation growth, expansion,
diversification, development, creation and
delivery of new products and services, develop
target solution landscape and roadmap
Research and development,
grow through partnerships,
plan for growth and change
scenarios
Blue-sky explorations,
defensive planning
against seismic and
tectonic changes, take
risks
August 12, 2024 74

75. Applying Stage Gate Processes To Solution Pipelines
•A structured
product stage
gate process
can be used to
manage the
prioritisation
of projects
within and
across the
various
solution
pipelines
August 12, 2024 75

76. Solution Horizons
•Solution pipelines
apply to different
time horizons
•Multiple balances
are required
between short term
anticipation, to
planned
diversification, new
relationships and
strategy
development to
investment in
research and
planning to long-
term risk taking and
experimentation
August 12, 2024 76
Short-
Term
Mid-
Term
Longer-
Term
Long-
Term

77. Core, Extended And Supporting Product/Solution/Service
Management And Development Capabilities And Practices
August 12, 2024 77

78. Core, Extended And Supporting Product/Solution/Service
Management And Development Capabilities And Practices
August 12, 2024 78
Design,
Develop and
Manage
Products,
Services and
Solutions
Engineering and
Technical
Expertise
Innovation and
Adaptability
Lifecycle
Management
Product and
Service Design
Project
Management
Quality
Management
Sales and
Marketing
Expertise
Market and
Sell Products
and Services
Bid and Proposal
Management
Competitive
Intelligence
Contract
Negotiation and
Management
Cost Estimation
and Pricing
Market
Research,
Analysis and
Customer
Understanding
Proposal Writing
and Presentation
Skills
Relationship
Building,
Networking and
Customer
Engagement
Sales Strategy
Development
Technical
Expertise and
Solution/Service
Design
Manage
Supply Chain
for Products
and Services
Efficient
Material
Planning and
Procurement
Inventory
Management
and Tracking
Just-in-Time (JIT)
Delivery
Logistics and
Transportation
Material
Handling
Equipment
Procurement
and Sourcing
Reverse
Logistics, Waste
Goods
Management
Supplier
Relationship
Management
Supply Chain
Visibility and
Analytics
Sustainability
and Ethical
Practices
Finance and
Project
Integration
Warehouse and
Distribution
Management
Deliver
Production
and Services
Delivery Project
Management
Solution Delivery
Impact
Assessments
Quality Control
and Assurance
Resource
Planning and
Allocation
Stakeholder
Engagement and
Collaboration
Sustainable
Design Practices
Supply Chain
Collaboration
and
Management
Manage
Customer
Service
Customer
Relationship
Management
Effective
Communication
Empathy and
Customer Focus
Knowledge and
Expertise
Measurement
and Feedback
Analysis
Multichannel
Support
Problem Solving
and Conflict
Resolution
Process
Improvement

79. Core, Extended And Supporting Product/Solution/Service
Management And Development Capabilities And Practices
•These describe the key generic capabilities required across
the major capability groups:
−Design, Develop and Manage Products, Services and Solutions
−Market and Sell Products and Services
−Manage Supply Chain for Products and Services
−Deliver Production and Services
−Manage Customer Service
•This presents an alternative view of the capabilities
required to be good at the spectrum of solution design and
delivery-related activities
•This approach is intended to be comprehensive and
detailed
August 12, 2024 79

80. Core, Extended And Supporting Product/Solution/Service
Management And Development Capability Groups
•Capabilities
and their
practices map
to the
previously
identified core
and extended
capability
groups
August 12, 2024 80

81. Structure Of Streams, Capabilities And Practices
•Each capability
within each stream
has a defined set of
practices that
comprise what is
required within that
capability
•The practices for
each capability are
initially listed in
isolation
•The important
cross-capability
practices can then
be identified
Stream
Capability Capability Capability Capability
Individual
Capability
Practice
Individual
Capability
Practice
Individual
Capability
Practice
Individual
Capability
Practice
Individual
Capability
Practice
Individual
Capability
Practice
Individual
Capability
Practice
Individual
Capability
Practice
Individual
Capability
Practice
Individual
Capability
Practice
Individual
Capability
Practice
Individual
Capability
Practice
Common
Practice
Across
Capability
Common
Practice
Across
Capability
Common
Practice
Across
Capability
Common
Practice
Across
Capability

82. Design, Develop and Manage Products, Services and
Solutions Capabilities and Practices
•This expands the capability Design, Develop and Manage
Products, Services and Solutions capability group into its
constituent capabilities and practices and provides more
detail on the
•This is the core solution design capabilities within the
extended set of solution-related capability groups
August 12, 2024 82

83. Design, Develop and Manage Products, Services
and Solutions Capabilities
August 12, 2024 83
Product,
Solution and
Service
Development
Technical
Expertise
Lifecycle
Management
Product,
Solution and
Service Design
Product,
Solution and
Service
Delivery
Management
Product,
Solution and
Service
Quality
Management
Sales and
Marketing
Expertise
Innovation
and
Adaptability

84. Core Solution Management And Development
Capabilities Generalised Model
•Generalised model consists of the following key capability areas:
1.Product, Solution and Service Development Technical Expertise
2.Innovation and Adaptability
3.Lifecycle Management
4.Product, Solution and Service Design
5.Product, Solution and Service Delivery Management
6.Product, Solution and Service Quality Management
7.Sales and Marketing Expertise
•This is a logical view - these are not discrete capabilities – there are
overlaps
•There are many ways to define key capabilities – this is one way
−Focus on the substance and content of the capabilities rather than on the
superficial structure
•This represents a set of skills, capabilities, talents and proficiencies
an organisation needs to possess to
August 12, 2024 84

85. Design, Develop and Manage Products, Services and
Solutions Capabilities and Practices
August 12, 2024 85
Design, Develop and Manage Products, Services and Solutions Capabilities and Practices
Product, Solution and Service
Development Technical
Expertise
Strategic Planning and Vision
Talent Acquisition,
Development and
Management
Standardisation and Best
Practices
Technology Adoption and
Integrated Technology
Platforms
Quality Assurance and Control
Risk Management
Collaboration and
Communication
Sustainability and
Environmental Responsibility
Innovation and R&D
Project Management and
Execution
Performance Metrics and KPIs
Regulatory Compliance
Supply Chain and Vendor
Management
Continuous Improvement
Client and Stakeholder
Engagement
Crisis and Risk Preparedness
Data Analytics and Reporting
Budget and Resource
Management
Ethical and Responsible
Practices
Adaptability and Resilience
Customer-Centric Approach
Cybersecurity
Ecosystem Partnerships
Innovation and Adaptability
Strategic Alignment
Cross-Functional Collaboration
Innovation Culture
Research and Development
Investment
Idea Management
Technology Scouting
Customer-Centric Innovation
Innovation Teams
Prototyping and Rapid Testing
Agile Project Management
Open Innovation
Data-Driven Decision-Making
Change Management
Intellectual Property
Management
Resource Allocation
Innovation Metrics and KPIs
Sustainability and
Environmental Innovation
Market Research and
Competitive Analysis
Continuous Improvement
Regulatory Compliance
Scenario Planning
Technology Adoption
Lifecycle Management
Strategic Alignment
Cross-Functional Collaboration
Clear Product and Service
Lifecycle Phases
Standardised Processes
Lifecycle Cost Management
Lifecycle Documentation
Quality Assurance and Testing
Sustainability Integration
Regulatory Compliance
Continuous Improvement
Lifecycle Metrics and KPIs
Customer Feedback
Integration
Supplier, Vendor, Partner and
Sub-Contractor Management
Risk Management
Change Management
Employee Training and
Development
Lifecycle Assessment and
Reporting
Innovation Integration
Asset Management
End-of-Life Planning
Data Management and
Analytics
Digital Twin Technology
Technology Adoption
Standardisation and
Modularisation
Cybersecurity
Scalability
Product, Solution and Service
Design
Strategic Alignment
Cross-Functional Collaboration
Customer-Centric Approach
Clear Design Processes
Design Thinking and
Innovation
User Experience (UX) Design
Sustainability Integration
Regulatory Compliance
Quality Assurance and Testing
Rapid and Iterative
Prototyping and Simulation
Data-Driven Design
Change Management
Resource and Budget
Management
Risk Management
Innovation Metrics and KPIs
Talent Development
Supplier and Sub-Contractor
Collaboration
Market Research and
Competitive Analysis
Continuous Improvement
Innovation Integration
Value Engineering
Modular Design
Lifecycle Cost Analysis
Scalability
Product, Solution and Service
Delivery Management
Strategic Alignment
Leadership and Governance
Digital Integration
Cross-Functional Collaboration
Project Management
Methodology
Customer-Centric Approach
Project Planning and
Scheduling
Resource Allocation
Risk Management
Quality Assurance and Control
Change Management
Performance Metrics and KPIs
Stakeholder Communication
Contract and Vendor
Management
Project Management Software
Project Documentation and
Knowledge Management
Lessons Learned and
Continuous Improvement
Regulatory Compliance
Sustainability Integration
Conflict Resolution
Budget and Cost Control
Resource and Workforce
Development
Cybersecurity
Product, Solution and Service
Quality Management
Strategic Alignment
Leadership and Governance
Digital Integration
Quality Standards and Metrics
Risk-Based Quality
Assessment
Supplier and Subcontractor
Quality
Documentation and
Traceability
Continuous Improvement
Change Management
Data Analytics and Reporting
Sustainability and
Environmental Quality
Regulatory Compliance
Quality Culture
Customer-Centric Quality
Innovation and Research
Benchmarking and Best
Practices
Third-Party Certification
Quality Audits and Inspections
Root Cause Analysis
Transparency and Reporting
Sales and Marketing Expertise
Strategic Alignment
Market Research and Analysis
Cross-Functional Collaboration
Customer-Centric Approach
Digital Marketing Strategy and
Social Media Engagement
Data-Driven Decision-Making
Personalisation
Marketing Technology
Collaboration with Technical
Teams
Content Marketing and
Thought Leadership
Sales Enablement
Lead Generation and
Nurturing
International Expansion
Strategy
Partnerships and Alliances
Sustainability and Green
Practices
Customer Feedback and
Satisfaction
Brand Management
Regulatory Compliance
Budget and ROI Analysis
Innovation and Technology
Adoption
Case Studies and Testimonials
Local Market Adaptation

86. Design, Develop and Manage Products, Services and
Solutions Capabilities and Practices
•Generalised and comprehensive set of capabilities and
their constituent practices
•A framework such as this can be used for both external
and internal solution development
•It can be used to identify those practices that are relevant
to your organisation and its solution delivery
circumstances – internal or external, the importance of
those practices and their current state of implementation
and operation
August 12, 2024 86

87. Design, Develop and Manage Products, Services and
Solutions Capabilities and Practices Assessment
•An assessment can
identify what
practices to focus on
establishing or
improving
•You can map phased
target future state(s)
and define the
activities and tasks
required to achieve
them
•You can then look at
acquiring and
implementing
technologies that
support the efficient
operation of those
practices
August 12, 2024 87
Practices That Are
Important To Solution
Design For Your
Organisation
Practices That Are
Poorly Performing
Or Not
Implemented Or
Operated
Practices That Are
Relevant To Your
Organisation

88. Practices Within Capability – Product, Solution and
Service Development Technical Expertise
August 12, 2024 88
Strategic Planning and VisionDevelop a clear and forward-looking strategy for the Engineering and Technical Expertise capability that aligns with the company's overall goals and market
demands and define a vision for digital transformation within your industry
Talent Acquisition, Development
and Management
Recruit, develop and retain top engineering and technical talent and foster and provide a culture of continuous learning and skill development/professional
development to keep your team up to date with the latest industry trends
Standardisation and Best PracticesEstablish standardised processes and best practices for design, construction and operation across subsidiaries, ensure knowledge sharing and transfer between
different units, stay updated on global product and solution design and development standards, best practices and industry benchmarks and align your operations
with these standards to ensure consistency and quality across subsidiaries, ensure that innovative solutions can be scaled up and standardised for broader use
across different subsidiaries and regions and develop clear implementation guidelines
Technology Adoption and
Integrated Technology Platforms
Stay current with emerging technologies in product and solution design and development and engineering and invest in digital tools) and other software that
streamline processes
Quality Assurance and ControlImplement rigorous quality control processes to ensure high standards in product and solution design and development and operations and continuously monitor
and improve quality
Risk Management Develop robust risk assessment and mitigation strategies for product and solution design and development and operational phases and ensure compliance with
local regulations and safety standards
Collaboration and CommunicationFoster strong communication, knowledge sharing, cross-functional teamwork and collaboration between subsidiaries, departments and sub-contractors and use
project management tools and software for efficient communication
Sustainability and Environmental
Responsibility
Incorporate sustainable product and solution design and development practices and stay informed of and compliant with environmental regulations and
certifications and aim for green certifications
Innovation and R&D Invest in research and development to stay at the forefront of industry innovation and encourage teams to propose and pilot new technologies and methods to test
and validate new technologies and processes before full-scale implementation and collect data and feedback to refine and improve your innovations
Project Management and ExecutionImplement efficient project management processes to ensure projects are delivered on time and within budget
Performance Metrics and KPIsDefine key performance indicators (KPIs) to measure the effectiveness of the Engineering and Technical Expertise function and regularly assess and report on these
metrics
Regulatory Compliance Stay up-to-date with local, national and international regulations and ensure all projects and operations comply with legal requirements
Supply Chain and Vendor
Management
Establish strong relationships with sub-contractors and suppliers and implement vendor evaluation and management processes
Continuous Improvement Encourage a culture of continuous improvement and learning and regularly review and optimise processes and practices
Client and Stakeholder EngagementKeep clients and stakeholders informed and engaged throughout the project lifecycle and seek feedback to drive improvements
Crisis and Risk PreparednessDevelop contingency plans for crisis situations, such as natural disasters or unexpected delays
Data Analytics and ReportingUtilise data analytics to make informed decisions and identify trends insights into product and solution design and development processes, cost management and
project performance and create insightful reports for better decision-making
Budget and Resource ManagementEfficiently allocate resources and manage budgets for different projects and monitor financial performance closely and design cost-effective solutions and monitor
costs carefully to ensure a competitive edge in the market
Ethical and Responsible PracticesUphold ethical and responsible business practices, such as fair labour, diversity and community engagement
Adaptability and ResilienceBe prepared to adapt to changing market conditions, technological advancements and unforeseen challenges
Customer-Centric Approach Focus on understanding and meeting the needs of your customers and use customer feedback to improve your products and services continually
Cybersecurity Invest in robust cybersecurity measures to protect sensitive project data and intellectual property
Ecosystem Partnerships Collaborate with technology providers, startups and industry associations to gain insights and access cutting-edge solutions

89. Practices Within Capability – Innovation and
Adaptability
August 12, 2024 89
Strategic Alignment Develop a clear strategic vision that emphasises innovation, research and adaptability as core elements of your organisation's culture and business
model and ensure that the Innovation and Adaptability capability aligns with your function's strategic goals and the broader company's mission and
overarching company objectives
Cross-Functional CollaborationFoster collaboration and information sharing between your function and other departments, such as R&D, Operations and Marketing
Innovation Culture Cultivate an innovation-focused culture that encourages engineers, architects, project managers and other teams to generate and explore new
ideas, take calculated risks and learn from failures
Research and Development
Investment
Allocate a dedicated budget for research and development initiatives, including the exploration of new product and solution materials, methods
and technologies and establish a dedicated Research and Development team with expertise in product and solution technology and emerging
opportunities and challenges
Idea Management Implement an idea management system to capture, evaluate and prioritise innovative ideas from employees and stakeholders
Technology Scouting Regularly scan the market for emerging technologies, materials and product and solution creation methods that can enhance your products and
services
Customer-Centric InnovationEngage with customers to understand their evolving needs and preferences and use this feedback to drive innovation in product and service design
Innovation Teams Form dedicated innovation teams or task forces responsible for researching, testing and implementing innovative solutions
Prototyping and Rapid TestingDevelop a process for rapid prototyping and testing of new product and service concepts to validate their feasibility and desirability
Agile Project ManagementAdopt agile methodologies to improve project flexibility and responsiveness to change during the design and development phases
Open Innovation Foster a culture of open innovation and explore collaborations and opportunities for co-innovation with external partners, startups, universities and
research institutions to leverage their expertise and technologies, set up innovation labs or centres to experiment with new technologies and
product and solution design and development methods
Data-Driven Decision-MakingUtilise data analytics to inform product and service design decisions, customer feedback analysis and performance tracking
Change Management Develop a structured change management strategy to ensure a smooth transition when implementing new technologies, processes, or products
Intellectual Property
Management
Implement clear policies for managing intellectual property generated through innovation, including patents and licensing
Resource Allocation Allocate resources, such as funding and talent, to support innovation efforts effectively and prioritise projects based on strategic goals
Innovation Metrics and KPIsDefine and track key performance indicators (KPIs) to measure the success and impact of innovation initiatives and R&D efforts and regularly review
and refine your approach based on these metrics
Sustainability and
Environmental Innovation
Incorporate sustainability and environmental considerations such as green and eco-friendly product and solution design and development
technologies into your product and service innovation efforts
Market Research and
Competitive Analysis
Stay informed about market trends, competitor innovations and emerging customer needs and use this information to identify opportunities for
product and service development
Continuous Improvement Establish a process for continuously reviewing and optimising your innovation practices
Regulatory Compliance Ensure that innovative products and services adhere to local and international regulatory requirements
Scenario Planning Develop scenarios and contingency plans to anticipate potential market changes and disruptions
Technology Adoption Keep a close watch on emerging product and solution design and development technologies and evaluate the feasibility of adopting these
technologies into your projects

90. Practices Within Capability – Lifecycle Management
August 12, 2024 90
Strategic Alignment Ensure that your product, solution and service design capability aligns with your function's strategic goals and supports the overall company strategy
Cross-Functional CollaborationFoster collaboration and communication with other departments, such as engineering, operations, marketing and R&D, to ensure seamless product, solution and
service development and delivery
Customer-Centric Approach Prioritise understanding customer needs and preferences through market research and feedback and integrate customer feedback into the design process
Clear Design Processes Develop standardised design processes that define key stages, responsibilities and deliverables for product, solution and service design
Design Thinking and InnovationImplement design thinking principles and methodologies to understand end-users' needs, pain points and preferences and to encourage innovative, user-centred
solutions and create a culture that values and promotes innovation
User Experience (UX) DesignInvest in UX design tools and skills to enhance the usability and user satisfaction of products and services
Sustainability Integration Incorporate sustainable design practices, such as using eco-friendly materials and energy-efficient solutions
Regulatory Compliance Ensure that designs comply with local, national and international regulations and standards
Quality Assurance and TestingImplement robust quality control and testing procedures throughout the design process to maintain high standards
Rapid and Iterative Prototyping and
Simulation
Use rapid prototyping and iterative design techniques and simulation tools to quickly test and refine design concepts to allow for continuous improvements based
on feedback and real-world testing
Data-Driven Design Utilise data analytics to make informed design decisions and track performance
Change Management Develop a structured approach to manage changes in product, solution and service design and development
Resource and Budget ManagementEfficiently allocate resources and manage budgets for design projects
Risk Management Identify and mitigate design-related risks, such as cost overruns or design flaws
Innovation Metrics and KPIsDefine and track key performance indicators (KPIs) to measure the success and impact of design initiatives
Talent Development Invest in training and development programs to enhance the skills and knowledge of your design team
Supplier and Sub-Contractor
Collaboration
Build strong relationships with suppliers and sub-contractors to ensure the timely and cost-effective sourcing of resources, components, materials and services
Market Research and Competitive
Analysis
Stay informed about market trends, competitor offerings and emerging technologies
Continuous Improvement Establish processes for ongoing review and optimisation of design practices based on feedback and lessons learned
Innovation Integration Continuously seek opportunities to integrate innovations and improvements into product, solution and service design
Value Engineering Implement value engineering practices to optimise product and solution design and development for cost efficiency without compromising quality
Modular Design Explore modular product and solution design and development methods to increase flexibility and scalability while reducing costs to speed up design and
development processes and facilitate future expansions or adaptations
Lifecycle Cost Analysis Consider the total cost of ownership over the lifecycle of your products and solutions that includes not only initial design and development costs but also operating
and maintenance expenses
Scalability Ensure that your Product, Solution and Service Design capability is scalable to accommodate growth, both in terms of projects and geographic expansion

91. Practices Within Capability – Product, Solution and
Service Design
August 12, 2024 91
Strategic Alignment Ensure that your product, solution and service design capability aligns with your function's strategic goals and supports the overall company strategy
Cross-Functional CollaborationFoster collaboration and communication with other departments, such as engineering, operations, marketing and R&D, to ensure seamless product, solution and
service development and delivery
Customer-Centric Approach Prioritise understanding customer needs and preferences through market research and feedback and integrate customer feedback into the design process
Clear Design Processes Develop standardised design processes that define key stages, responsibilities and deliverables for product, solution and service design
Design Thinking and InnovationImplement design thinking principles and methodologies to understand end-users' needs, pain points and preferences and to encourage innovative, user-centred
solutions and create a culture that values and promotes innovation
User Experience (UX) DesignInvest in UX design tools and skills to enhance the usability and user satisfaction of products and services
Sustainability Integration Incorporate sustainable design practices, such as using eco-friendly materials and energy-efficient solutions
Regulatory Compliance Ensure that designs comply with local, national and international regulations and standards
Quality Assurance and TestingImplement robust quality control and testing procedures throughout the design process to maintain high standards
Rapid and Iterative Prototyping and
Simulation
Use rapid prototyping and iterative design techniques and simulation tools to quickly test and refine design concepts to allow for continuous improvements based
on feedback and real-world testing
Data-Driven Design Utilise data analytics to make informed design decisions and track performance
Change Management Develop a structured approach to manage changes in product, solution and service design and development
Resource and Budget ManagementEfficiently allocate resources and manage budgets for design projects
Risk Management Identify and mitigate design-related risks, such as cost overruns or design flaws
Innovation Metrics and KPIsDefine and track key performance indicators (KPIs) to measure the success and impact of design initiatives
Talent Development Invest in training and development programs to enhance the skills and knowledge of your design team
Supplier and Sub-Contractor
Collaboration
Build strong relationships with suppliers and sub-contractors to ensure the timely and cost-effective sourcing of resources, components, materials and services
Market Research and Competitive
Analysis
Stay informed about market trends, competitor offerings and emerging technologies
Continuous Improvement Establish processes for ongoing review and optimisation of design practices based on feedback and lessons learned
Innovation Integration Continuously seek opportunities to integrate innovations and improvements into product, solution and service design
Value Engineering Implement value engineering practices to optimise product and solution design and development for cost efficiency without compromising quality
Modular Design Explore modular product and solution design and development methods to increase flexibility and scalability while reducing costs to speed up design and
development processes and facilitate future expansions or adaptations
Lifecycle Cost Analysis Consider the total cost of ownership over the lifecycle of your products and solutions that includes not only initial design and development costs but also operating
and maintenance expenses
Scalability Ensure that your Product, Solution and Service Design capability is scalable to accommodate growth, both in terms of projects and geographic expansion

92. Practices Within Capability – Product, Solution and
Service Delivery Management
August 12, 2024 92
Strategic Alignment Ensure that your Project Management capability aligns with your function's strategic goals and supports the company's overall strategy
Leadership and Governance Appoint experienced project managers and establish a Project Management Office (PMO) to oversee project management functions, set standards and provide
governance
Digital Integration Incorporate digital tools and technologies such as project management software, digital interaction and sharing platforms for collaboration and data analytics to
enhance project planning, execution and monitoring
Cross-Functional CollaborationFoster collaboration and communication with other departments, such as engineering, design, operations and procurement, to facilitate seamless project execution
Project Management MethodologyEstablish a clear and standardised project management methodology, which defines project phases, processes, roles and responsibilities
Customer-Centric Approach Focus on understanding and meeting the evolving needs of your clients and regularly engage with clients to gather feedback and enhance customer satisfaction
Project Planning and SchedulingDevelop comprehensive project plans and schedules that include key milestones and deadlines
Resource Allocation Efficiently allocate resources, including personnel and budget, to meet project requirements
Risk Management Identify and assess project risks, develop mitigation strategies and establish a risk management plan
Quality Assurance and ControlImplement rigorous quality control processes to ensure that project deliverables meet the specified standards
Change Management Develop a structured approach to manage changes in project scope, schedule, or budget
Performance Metrics and KPIsDefine key performance indicators (KPIs) to measure project performance and regularly assess and report on these metrics
Stakeholder Communication Maintain open and transparent communication with all project stakeholders, including clients, subcontractors and internal teams
Contract and Vendor ManagementEstablish robust contract and vendor management practices for dealing with subcontractors and suppliers
Project Management SoftwareUtilise project management software and tools to streamline processes, monitor progress and track project performance
Project Documentation and
Knowledge Management
Maintain comprehensive project and knowledge documentation, including project plans, reports and issue logs
Lessons Learned and Continuous
Improvement
Encourage a culture of learning by capturing and applying lessons learned from previous projects
Regulatory Compliance Ensure that projects comply with local, national and international regulations and safety standards
Sustainability Integration Incorporate sustainability considerations into project management, such as environmentally friendly product and solution design and development practices
Conflict Resolution Client Satisfaction and Feedback
Budget and Cost Control Implement strategies for controlling project budgets and costs to prevent overruns
Resource and Workforce
Development
Invest in training and development programs to enhance the skills and knowledge of your project management team
Cybersecurity Prioritise cybersecurity to protect sensitive project data and ensure the security of digital project management systems

93. Practices Within Capability – Product, Solution and
Service Quality Management
August 12, 2024 93
Strategic Alignment Align your Quality Management capability with the company's strategic goals and digital transformation initiatives and ensure that quality is a fundamental
component of the company's mission
Leadership and Governance Appoint experienced quality managers to oversee quality control and assurance processes and stablish a Quality Management Office (QMO) or similar governance
structure to centralise and coordinate quality efforts
Digital Integration Leverage digital tools, such as quality management software and sensors, to monitor and manage quality in real-time and use and data analytics to identify and
address quality issues
Quality Standards and MetricsDevelop and maintain a comprehensive set of quality standards and metrics specific to the your industry and ensure that these standards are consistently applied
across all subsidiaries and projects
Risk-Based Quality AssessmentImplement a risk-based approach to quality assessment, where higher-risk areas receive more thorough quality inspections and monitoring
Supplier and Subcontractor QualityEstablish clear quality expectations for subcontractors and suppliers, monitor their compliance and performance closely and be selective in choosing suppliers and
materials that meet your quality standards and align with your sustainability goals
Documentation and TraceabilityMaintain detailed records of all quality-related activities and changes to ensure traceability and accountability throughout the project lifecycle
Continuous Improvement Embrace a culture of continuous improvement in quality management and regularly review and refine quality processes based on data and feedback
Change Management Recognise that digital transformation may involve significant changes in how quality is managed and implement change management strategies to help teams adapt
to new technologies and methodologies
Data Analytics and ReportingUtilise data analytics tools to track quality performance, identify trends and make data-driven decisions and develop clear and actionable quality reports to
communicate status and areas for improvement
Sustainability and Environmental
Quality
Integrate sustainability and environmental considerations into your quality management processes and ensure that product and solution design and development
practices are aligned with eco-friendly standards
Regulatory Compliance Stay up to date with relevant regulations and standards in the countries where you operate and ensure that your quality management practices meet or exceed
these requirements
Quality Culture Promote a culture of quality throughout the organisation and encourage all employees to take responsibility for the quality of their work
Customer-Centric Quality Focus on understanding and meeting the evolving quality expectations of clients and engage with clients regularly to gain feedback and improve their satisfaction
Innovation and Research Invest in research and development to explore and adopt emerging quality management technologies, such as IoT for quality monitoring, AI for predictive quality
analysis and advanced testing equipment
Benchmarking and Best PracticesBenchmark your quality management practices against industry best practices and look to adopt and adapt successful strategies used by other leading companies
Third-Party Certification Pursue third-party certifications and quality awards to demonstrate your commitment to quality
Quality Audits and InspectionsConduct regular quality audits and inspections to monitor and verify the effectiveness of quality management practices
Root Cause Analysis Develop a process for identifying and addressing the root causes of quality issues to prevent their recurrence
Transparency and Reporting Communicate openly about quality initiatives, issues and progress with relevant stakeholders

94. Practices Within Capability – Sales and Marketing
Expertise
August 12, 2024 94
Strategic Alignment Ensure that your Sales and Marketing Expertise capability aligns with your function's strategic goals and the overall company strategy
Market Research and AnalysisInvest in comprehensive market research to understand industry trends, customer needs and emerging technologies and continuously monitor the market and
competition to identify opportunities and threats
Cross-Functional CollaborationFoster collaboration and information sharing between the Sales and Marketing team and other departments, such as engineering, design and operations, to align
strategies and support successful project implementation
Customer-Centric Approach Develop a deep understanding of your customers' needs and preferences and tailor your products, services and solutions to meet their specific requirements
Digital Marketing Strategy and
Social Media Engagement
Embrace digital marketing techniques, including online presence(s), content marketing, SEO, social media and email marketing, to reach a broader audience and
engage with potential clients and engage with customers and industry peers through social media platforms to build brand awareness and credibility
Data-Driven Decision-Making Utilise data analytics to gain insights into customer behaviour and preferences and use this data to make informed decisions about your marketing strategies
Personalisation Implement personalisation in your marketing efforts to deliver targeted messages and offers to different customer segments
Marketing Technology Invest in marketing automation tools and customer relationship management (CRM) systems to streamline marketing and sales processes and enhance customer
management
Collaboration with Technical TeamsFoster strong collaboration between your sales and marketing teams and technical teams responsible for product and service development and ensure alignment
between what's marketed and what's delivered
Content Marketing and Thought
Leadership
Develop thought leadership content to establish your company as an industry authority and share valuable insights, case studies and research to build trust with
potential clients
Sales Enablement Equip your sales teams with the tools and knowledge they need to effectively communicate the value of your products and services and provide ongoing training
and resources
Lead Generation and NurturingImplement lead generation strategies to attract potential clients and nurture them through the sales funnel and develop clear processes for handling leads and
converting them into customers
International Expansion StrategyCreate a clear strategy for expanding into new European markets, taking into account local regulations, market dynamics and cultural considerations
Partnerships and Alliances Explore strategic partnerships and alliances with complementary companies to expand your reach and offer bundled solutions
Sustainability and Green PracticesEmphasise your company's commitment to sustainability and green building practices in your marketing efforts, as these aspects are increasingly important to
clients and regulatory bodies
Customer Feedback and SatisfactionCollect and analyse customer feedback to continuously improve your products and services Use testimonials and case studies to showcase your successful projects
Brand Management Develop a strong brand identity and ensure consistency in branding across all subsidiaries and monitor and protect your brand's reputation
Regulatory Compliance Stay informed about the regulatory requirements in each European country where you operate and ensure that your marketing and sales practices comply with local
laws
Budget and ROI Analysis Implement a rigorous budgeting and ROI analysis process to measure the effectiveness of marketing and sales efforts and adjust strategies based on performance
data
Innovation and Technology
Adoption
Stay at the forefront of technology adoption in marketing, such as AI-powered marketing solutions and augmented reality for showcasing products and solutions
Case Studies and TestimonialsShowcase successful projects and client testimonials to build trust and credibility
Local Market Adaptation Tailor your sales and marketing strategies to meet the specific requirements and cultural nuances of different European countries

95. Capability And Practice Assessment
Capability
Practice Within
Capability
Select Your View on
the Degree of
Practice
Automation by
Technology
Select Your
View on the
Current State of
Operation
Select Your View
on the Importance
of the Practice
Select Your View
on the Desired
Optimum State of
Operation
Select Your View
on the Priority
Select Your View
on How Satisfied
You Are With
Current Operation

96. Common Practices Across Capabilities
•There are practices that are common across the key capabilities:
−Change Management
−Continuous Improvement
−Cross-Functional Collaboration
−Customer-Centric Approach
−Cybersecurity
−Data Analytics and Reporting
−Data-Driven Decision-Making
−Digital Integration
−Innovation Integration
−Innovation Metrics and KPIs
−Leadership and Governance
−Market Research and Competitive Analysis
−Performance Metrics and KPIs
−Quality Assurance and Control
−Quality Assurance and Testing
−Regulatory Compliance
−Resource Allocation
−Risk Management
−Scalability
−Strategic Alignment
−Sustainability Integration
−Technology Adoption
•These are common skills that underpin many solution design capabilities
•This is one input into the Relevance/Importance/Not or Poorly Implemented or Operated triad
August 12, 2024 96

97. Design, Develop and Manage Products, Services and Solutions
Capability Group – Common Cross-Capability Practices – Relative
Importance
•You can prioritise the common
practices:
−Change Management
−Continuous Improvement
−Cross-Functional Collaboration
−Customer-Centric Approach
−Cybersecurity
−Data Analytics and Reporting
−Digital Integration
−Innovation Integration
−Leadership and Governance
−Market Research and
Competitive Analysis
−Performance Metrics and KPIs
−Quality Assurance and Control
−Regulatory Compliance
−Resource Allocation
−Risk Management
−Scalability
−Strategic Alignment
−Sustainability Integration
−Technology Adoption
hange anage ent
on nuous
pro e ent
ross Fun onal
olla ora on
usto er entri
pproa h
erse u
ata nal s
and epor ng
igital
ntegra on
nno a on
ntegra on
eadership
and
Go ernan e
ar et
esear h
and
o pe
erfor a
etri s
and s

ualit ssuran e
and ontrol
egulator
o plian e
esou
llo a


is anage ent
ala
trategi
lign ent
ustaina
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e hnolog
dop on

98. Summary
•The application of product development approaches for external
consumer-focussed products/solutions/services is long established and
widely used
•There are many such product development approaches and methodologies
•While there is substantial potential to apply these product development
approaches to internal solution design and implementation, this is done in
a very limited way with none of the kill outcomes present in the gate
component of a stage/gate process
•Solution architecture can use the product management approach in two
ways:
−To ensure that the process to design the solution takes account of the wider
solution operational and deployment landscape
•Treat the solution design and implementation as a more commercial exercise that regards
internal solution consumers as customers
−To manage the process for deciding which solutions should proceed to
implementation using a rational stage-gate process
•The role of the solution architect is ideally placed to perform these
functions effectively
August 12, 2024 98

99. More Information
Alan McSweeney
http://ie.linkedin.com/in/alanmcsweeney
https://www.amazon.com/dp/1797567616
12 August 2024 99