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Context: The software-intensive business is characterized by increasing market dynamics, rapid technological changes, and fast-changing customer behaviors. Organizations face the challenge of moving away from traditional roadmap formats to an outcome-oriented approach that focuses on delivering value to the customer and the business. An important starting point and a prerequisite for creating such outcome-oriented roadmaps is the development of a product vision to which internal and external stakeholders can be aligned. However, the process of creating a product vision is little researched and understood.
Objective: The goal of this paper is to identify lessons-learned from product vision workshops, which were conducted to develop outcome-oriented product roadmaps.
Method: We conducted a multiple-case study consisting of two different product vision workshops in two different corporate contexts.
Results: Our results show that conducting product vision workshops helps to create a common understanding among all stakeholders about the future direction of the products. In addition, we identified key organizational aspects that contribute to the success of product vision workshops, including the participation of employees from functionally different departments.
Context: Nowadays, companies are challenged by increasing market dynamics, rapid changes and disruptive participants entering the market. To survive in such an environment, companies must be able to quickly discover product ideas that meet the needs of both customers and the company and deliver these products to customers. Dual-track agile is a new type of agile development that combines product discovery and delivery activities in parallel, iterative, and cyclical ways. At present, many companies have difficulties in finding and establishing suitable approaches for implementing dual-track agile in their business context.
Objective: In order to gain a better understanding of how product discovery and product delivery can interact with each other and how this interaction can be implemented in practice, this paper aims to identify suitable approaches to dual-track agile.
Method: We conducted a grey literature review (GLR) according to the guidelines to Garousi et al.
Results: Several approaches that support the integration of product discovery with product delivery were identified. This paper presents a selection of these approaches, i.e., the Discovery-Delivery Cycle model, Now-Next-Later Product Roadmaps, Lean Sprints, Product Kata, and Dual-Track Scrum. The approaches differ in their granularity but are similar in their underlying rationales. All approaches aim to ensure that only validated ideas turn into products and thus promise to lead to products that are better received by their users.
Context: Currently, most companies apply approaches for product roadmapping that are based on the assumption that the future is highly predicable. However, nowadays companies are facing the challenge of increasing market dynamics, rapidly evolving technologies, and shifting user expectations. Together with the adaption of lean and agile practices it makes it increasingly difficult to plan and predict upfront which products, services or features will satisfy the needs of the customers. Therefore, they are struggling with their ability to provide product roadmaps that fit into dynamic and uncertain market environments and that can be used together with lean and agile software development practices.
Objective: To gain a better understanding of modern product roadmapping processes, this paper aims to identify suitable processes for the creation and evolution of product roadmaps in dynamic and uncertain market environments.
Method: We performed a Grey Literature Review (GLR) according to the guidelines from Garousi et al.
Results: 32 approaches to product roadmapping were identified. Typical characteristics of these processes are the strong connection between the product roadmap and the product vision, an emphasis on stakeholder alignment, the definition of business and customer goals as part of the roadmapping process, a high degree of flexibility with respect to reaching these goals, and the inclusion of validation activities in the roadmapping process. An overall goal of nearly all approaches is to avoid waste by early reducing development and business risks. From the list of the 32 approaches found, four representative roadmapping processes are described in detail.
Context: The manufacturing industry is facing a transformation with regard to Industry 4.0 (I4). A transformation towards full automation of production including a multitude of innovations is necessary. Startups and entrepreneurial processes can support such a transformation as has been shown in other industries. However, I4 has some specifics, so it is unclear how entrepreneurship can be adapted in I4. Understanding these specifics is important to develop suitable training programs for I4 startups and to accelerate the transformation.
Objective: This study identifies and outlines the essential characteristics and constraints of entrepreneurial processes in I4.
Method: 14 semi-structured interviews were conducted with experts in the field of I4 entrepreneurship. The interviews were analysed and categorized by qualitative analyses.
Results: The interviews revealed several characteristics of I4 that have a significant impact on the various phases of the entrepreneurial process. Examples of such specifics include the difficult access to customers, the necessary deep understanding of the customer and the domain, the difficulty of testing risky assumptions, and the complex development and productization of solutions. The complexity of hardware and software components, cost structures, and necessary customer-specific customizations affect the scalability of I4 startups. These essential characteristics also require specialised skills and resources from I4 startups.
Context: Agile practices as well as UX methods are nowadays well-known and often adopted to develop complex software and products more efficiently and effectively. However, in the so called VUCA environment, which many companies are confronted with, the sole use of UX research is not sufficient to find the best solutions for customers. The implementation of Design Thinking can support this process. But many companies and their product owners don’t know how much resources they should spend for conducting Design Thinking.
Objective: This paper aims at suggesting a supportive tool, the “Discovery Effort Worthiness (DEW) Index”, for product owners and agile teams to determine a suitable amount of effort that should be spent for Design Thinking activities.
Method: A case study was conducted for the development of the DEW index. Design Thinking was introduced into the regular development cycle of an industry Scrum team. With the support of UX and Design Thinking experts, a formula was developed to determine the appropriate effort for Design Thinking.
Results: The developed “Discovery Effort Worthiness Index” provides an easy-to-use tool for companies and their product owners to determine how much effort they should spend on Design Thinking methods to discover and validate requirements. A company can map the corresponding Design Thinking methods to the results of the DEW Index calculation, and product owners can select the appropriate measures from this mapping. Therefore, they can optimize the effort spent for discovery and validation.
Selecting a suitable development method for a specific project context is one of the most challenging activities in process design. Every project is unique and, thus, many context factors have to be considered. Recent research took some initial steps towards statistically constructing hybrid development methods, yet, paid little attention to the peculiarities of context factors influencing method and practice selection. In this paper, we utilize exploratory factor analysis and logistic regression analysis to learn such context factors and to identify methods that are correlated with these factors. Our analysis is based on 829 data points from the HELENA dataset. We provide five base clusters of methods consisting of up to 10 methods that lay the foundation for devising hybrid development methods. The analysis of the five clusters using trained models reveals only a few context factors, e.g., project/product size and target application domain, that seem to significantly influence the selection of methods. An extended descriptive analysis of these practices in the context of the identified method clusters also suggests a consolidation of the relevant practice sets used in specific project contexts.
Product roadmaps are an important tool in product development. They provide direction, enable consistent development in relation to a product vision and support communication with relevant stakeholders. There are many different formats for product roadmaps, but they are often based on the assumption that the future is highly predictable. However, especially software-intensive businesses are faced with increasing market dynamics, rapidly evolving technologies and changing user expectations. As a result, many organizations are wondering what roadmap format is appropriate for them and what components it should have to deal with an unpredictable future. Objectives: To gain a better understanding of the formats of product roadmaps and their components, this paper aims to identify suitable formats for the development and handling of product roadmaps in dynamic and uncertain markets. Method: We performed a grey literature review (GLR) according to the guidelines from Garousi. Results: A Google search identified 426 articles, 25 of which were included in this study. First, various components of the roadmap were identified, especially the product vision, themes, goals, outcomes and outputs. In addition, various product roadmap formats were discovered, such as feature-based, goal-oriented, outcome-driven and a theme-based roadmap. The roadmap components were then assigned to the various product roadmap formats. This overview aims at providing initial decision support for companies to select a suitable product roadmap format and adapt it to their own needs.
In recent years companies have faced challenges by high market dynamics, rapidly evolving technologies and shifting user expectations. Together with the adaption of lean and agile practices, it is increasingly difficult to predict upfront which products, features or services will satisfy the needs of the customers and the organization. Currently, many new products fail to produce a significant financial return. One reason is that companies are not doing enough product discovery activities. Product discovery aims at tackling the various risks before the implementation of a product starts. The academic literature only provides little guidance for conducting product discovery in practice. Objective: In order to gain a better understanding of product discovery activities in practice, this paper aims at identifying motivations, approaches, challenges, risks, and pitfalls of product discovery reported in the grey literature. Method: We performed a grey literature review (GLR) according to the guidelines to Garousi et al. Results: The study shows that the main motivation for conducting product discovery activities is to reduce the uncertainty to a level that makes it possible to start building a solution that provides value for the customers and the business. Several product discovery approaches are reported in the grey literature which include different phases such as alignment, problem exploration, ideation, and validation. Main challenges are, among others, the lack of clarity of the problem to be solved, the prescription of concrete solutions through management or experts, and the lack of cross-functional collaboration.
A fast way to test business ideas and to explore customer problems and needs is to talk to them. Customer interviews help to understand what solutions customers will pay for before investing valuable resources to develop solutions. Customer interviews are a good way to gain qualitative insights. However, conducting interviews can be a difficult procedure and requires specific skills. The current ways of teaching interview skills have significant deficiencies. They especially lack guidance and opportunities to practice. Objective: The goal of this work is to develop and validate a workshop format to teach interview skills for conducting good customer interviews in a practical manner. Method: The research method is based on design science research which serves as a framework. A game-based workshop format was designed to teach interview skills. The approach consists of a half-day, hands-on workshop and is based on an analysis of necessary interview skills. The approach has been validated in several workshops and improved based on learnings from those workshops. Results: Results of the validation show that participants could significantly improve their interview skills while enjoying the game-based exercises. The game-based learning approach supports learning and practicing customer interview skills with playful and interactive elements that encourage greater motivation among participants to conduct interviews.
Regardless of company size or industry sector, a majority of project teams and companies use customized processes that combine different development methods-so-called hybrid development methods. Even though such hybrid development methods are highly individualized, a common understanding of how to systematically construct synergetic practices is missing. Based on 1,467 data points from a large-scale online survey among practitioners, we study the current state of practice in process use to answer the question: What are hybrid development methods made of? Our findings reveal that only eight methods and few practices build the core of modern software development. This small set allows for statistically constructing hybrid development methods.