Product Portfolio Management
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1 1 Portfolio Management Andrew Reback Group Manager, Intuit QuickBooks Industry-Specific Solutions Silicon Valley Management Association Presentation 9 July 200 All Contents Copyright 200 by Andrew Reback
2 2 Personal Context
3 Introduction How do you manage and prioritize between multiple projects? Highest revenue ROI Nearest term deliverables Strongest advocate Executive mandate Randomly Prioritize? portfolio management balances funding and resources for projects to achieve the business s near and long term objectives
4 4 What is a product portfolio? An approach and a visualization 1. Assess and represent product attributes 2. More objectively and effectively balance products/project investment. Against both short and long term business needs
5 5 One model Need to balance current investments: Near and longer term product deliverables Risk revenue, market, and development
6 6 Higher Portfolio Template Market or Project Risk Incremental Direct Opportunity Lower Portfolio Template In the portfolio, the X-axis (risk or other) and Y-axis (revenue or profitability or contribution) should be specific to your business needs. Lower Risk Higher Risk Mature Maturity New Offerings
7 7 Attributes for Risk (x) A Project Risk Time to Market (1,, 5) 1 Dependence on new technology (1,, 5) Potential partner solution available (1,, 5) 5 Market Risk Current competition in market (1,, 5) B 1 C D 5 1 E F 5 5 Risk of low market adoption (1,, 5) Total Risk Value
8 8 Attributes for Risk (x) Time to Market (<1yr, 1-2yrs, 2+ yrs) Need for new subject matter expertise (L, M, H) Infrastructure + other changes required (L, M, H) Market Risk - Competitive threat A 1yr L H L B 2yr L L L C 1yr M M M D 2yr M M M E yr H L M F 1yr H M H Overall Risk Level (L, M, H) M L M M M H
9 Higher 9 Portfolio Representation Market or Project Risk Incremental Direct Opportunity Lower Sample Portfolio - Fiscal Year 1 State A portfolio with many projects under consideration, many insufficiently staffed leads to a significant amount of inappropriately directed cost and effort. 7 Circle size = approximate allocated resources. 0.25"sq= x PD resources 1 Green = fully staffed Yellow = understaffed Red = not staffed Lower Risk Higher Risk Mature Maturity New Offerings
10 10 Higher Market or Project Risk Incremental Direct Opportunity Lower Sample Portfolio - Fiscal Year 1 State Portfolio Representation 6 5 Resource shift to greater business opportunities 1 7 Goal is to shift resources to projects which will address BOTH near and longer term business objectives Lower Risk Higher Risk Mature Maturity New Offerings
11 Higher 11 Market or Project Risk Portfolio Representation Incremental Direct Opportunity Lower Sample Portfolio - Fiscal Year 1 State Skunk-works, special projects, other investigation Resource shift to greater business opportunities 1 Partner solutions Lower Risk Higher Risk Mature Maturity New Offerings For higher risk offerings with lower potential revenue, or longer term opportunities with unknown revenue potential, potential for alternate delivery vehicles
12 Higher 12 Market or Project Risk A Balanced Portfolio Incremental Direct Opportunity Lower Sample Portfolio - Balanced Proposal Skunk-works, special projects, other investigation Partner solutions 1 Lower Risk Higher Risk Mature Maturity New Offerings Funding and resource allocation should be inline with both short and longer term business objectives.
13 1 6 Easy Pieces 1. Define key product/project attributes reflective of business requirements 2. Define metrics (qualitative or quantitative) for key product attributes. Consolidate metrics as appropriate to drive trade-off between x (risk is this model) and y (revenue in this case) attributes 4. With consideration for both near and long term business objectives, evaluate whether current funding is appropriate to execute against the defined objectives 5. Rebalance current and future funding based on business objectives and shifting product attributes 6. Re-evaluate funding decisions on periodic basis (semiannually, annually)
14 14 What it is not The answer to all PM problems Still need Smart people To define appropriate attributes To decide specific investments To define execute Like any tool, product portfolio management requires good inputs, intelligent application, and valid outputs to be useful.
15 15 Future Opportunities Long-term financial assessment Success metrics and performance against expectations More rigid risk assessment + ongoing risk reevaluation
16 16 Why use portfolio management? Benefits Risks of not using a portfolio approach
17 17 Portfolio Management Andrew Reback Group Manager, Intuit QuickBooks Industry-Specific Solutions Silicon Valley Management Association Presentation 9 July 200
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