Informatik
Refine
Year of publication
- 2021 (11) (remove)
Document Type
- Conference proceeding (8)
- Journal article (2)
- Book chapter (1)
Language
- English (11)
Is part of the Bibliography
- yes (11)
Institute
- Informatik (11)
Publisher
Context: Many companies are facing an increasingly dynamic and uncertain market environment, making traditional product roadmapping practices no longer sufficiently applicable. As a result, many companies need to adapt their product roadmapping practices for continuing to operate successfully in today’s dynamic market environment. However, transforming product roadmapping practices is a difficult process for organizations. Existing literature offers little help on how to accomplish such a process.
Objective: The objective of this paper is to present a product roadmap transformation approach for organizations to help them identify appropriate improvement actions for their roadmapping practices using an analysis of their current practices.
Method: Based on an existing assessment procedure for evaluating product roadmapping practices, the first version of a product roadmap transformation approach was developed in workshops with company experts. The approach was then given to eleven practitioners and their perceptions of the approach were gathered through interviews.
Results: The result of the study is a transformation approach consisting of a process describing what steps are necessary to adapt the currently applied product roadmapping practice to a dynamic and uncertain market environment. It also includes recommendations on how to select areas for improvement and two empirically based mapping tables. The interviews with the practitioners revealed that the product roadmap transformation approach was perceived as comprehensible, useful, and applicable. Nevertheless, we identified potential for improvements, such as a clearer presentation of some processes and the need for more improvement options in the mapping tables. In addition, minor usability issues were identified.
Selecting a suitable development method for a specific project context is one of the most challenging activities in process design. To extend the so far statistical construction of hybrid development methods, we analyze 829 data points to investigate which context factors influence the choice of methods or practices. Using exploratory factor analysis, we derive five base clusters consisting of up to 10 methods. Logistic regression analysis then reveals which context factors have an influence on the integration of methods from these clusters in the development process. Our results indicate that only a few context factors including project/product size and target application domain significantly influence the choice. This summary refers to the paper “Determining Context Factors for Hybrid Development Methods with Trained Models”. This paper was published in the proceedings of the International Conference on Software and System Process in 2020.
Entrepreneurial software engineering: towards a hybrid development method for early-stage startups
(2021)
A considerable share of innovative software-intensive products is developed by startups. However, product development in an early-stage startup is not a sequential process. A business idea is usually based on a number of assumptions. The riskiest assumptions need to be tested. Depending on the test results, a product strategy may change several times. This raises the question of how to create sufficiently stable software using engineering principles despite a dynamic product strategy that is subject to many uncertainties. Hybrid development methods that combine agile aspects with classical engineering methods seem to be a good choice in such a start-up context. This paper proposes a lightweight hybrid development method that provides early-stage startups with a framework to support the development of single-feature minimum viable products. The method was derived from a start-up company's founding case and evaluated in expert interviews. The proposed method is intended to provide a basis for discussion between practitioners and scientists with the aim of better understanding the application of software engineering principles in software start-ups.
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.
How to prioritize your product roadmap when everything feels important: a grey literature review
(2021)
Context: A key factor in achieving product success is to identify what and in which order outputs must be launched in order to deliver the most value to the customer and the business. Therefore, a well-established process to discover and prioritize the content of the product roadmap in the right way is crucial for the success of a company. However, most companies prioritize their product roadmap items based on opinions of experts or the management. Additionally, increasing market dynamics, rapidly evolving technologies and fast changing customer behavior complicate the conduction of the prioritization process. Therefore, many companies are struggling to finding and establishing suitable techniques for prioritizing their product roadmap.
Objective: In order to gain a better understanding of the prioritization process in a dynamic and uncertain market environment, this paper aims to identify suitable techniques for the prioritization in such environments.
Method: We conducted a Grey Literature Review according to the guidelines of Garousi et al.
Results: 18 techniques for the prioritization of the product roadmap could be identified. 15 techniques are primarily used to prioritize outputs by considering factors such as the expected impact or effort. Two technique are most suitable for prioritizing risky assumptions that need to be validated and one technique focuses on the prioritization of outcomes. All techniques have in common that they should be conducted as cross-functional team activity in order to include different perspectives in the prioritization process.
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: 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.
Product roadmaps in the new mobility domain: state of the practice and industrial experiences
(2021)
Context: The New Mobility industry is a young market that includes high market dynamics and is therefore associated with a high degree of uncertainty. Traditional product roadmapping approaches such a detailed planning of features over a long-time horizon typically fail in such environments. For this reason, companies that are active in the field of New Mobility are faced with the challenge of keeping their product roadmaps reliable for stakeholders while at the same time being able to react flexibly to changing market requirements.
Objective: The goal of this paper is to identify the state of practice regarding product roadmapping of New Mobility companies. In addition, the related challenges within the product roadmapping process as well as the success factors to overcome these challenges will be highlighted.
Method: We conducted semi-structured expert interviews with 8 experts (7 German company and one Finnish company) from the field of New Mobility and performed a content analysis.
Results: Overall the results of the study showed that the participating companies are aware of the requirements that the New Mobility sector entails. Therefore, they exhibit a high level of maturity in terms of product roadmapping. Nevertheless, some aspects were revealed that pose specific challenges for the participating companies. One major challenge, for example, is that New Mobility in terms of public clients is often a tender business with non-negotiable product requirements. Thus, the product roadmap can be significantly influenced from the outside. As factors for a successful product roadmapping mainly soft factors such as trust between all people involved in the product development process and transparency throughout the entire roadmapping process were mentioned.
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: 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.
Together with many success stories, promises such as the increase in production speed and the improvement in stakeholders' collaboration have contributed to making agile a transformation in the software industry in which many companies want to take part. However, driven either by a natural and expected evolution or by contextual factors that challenge the adoption of agile methods as prescribed by their creator(s), software processes in practice mutate into hybrids over time. Are these still agile In this article, we investigate the question: what makes a software development method agile We present an empirical study grounded in a large-scale international survey that aims to identify software development methods and practices that improve or tame agility. Based on 556 data points, we analyze the perceived degree of agility in the implementation of standard project disciplines and its relation to used development methods and practices. Our findings suggest that only a small number of participants operate their projects in a purely traditional or agile manner (under 15%). That said, most project disciplines and most practices show a clear trend towards increasing degrees of agility. Compared to the methods used to develop software, the selection of practices has a stronger effect on the degree of agility of a given discipline. Finally, there are no methods or practices that explicitly guarantee or prevent agility. We conclude that agility cannot be defined solely at the process level. Additional factors need to be taken into account when trying to implement or improve agility in a software company. Finally, we discuss the field of software process-related research in the light of our findings and present a roadmap for future research.