Using Price-Value Tools to Help Determine your Pricing Strategy by Scott Miller (Pre-Conference Workshop)
Apr
8
2:00 PM14:00

Using Price-Value Tools to Help Determine your Pricing Strategy by Scott Miller (Pre-Conference Workshop)

This workshop is designed for product, pricing, & marketing experts that are interested to improve their skills in developing pricing and monetization strategies for their company’s software offering. Whether it’s B2C or B2B, this workshop will ensure attendees are familiar with best-in-class approaches to creating value-based pricing strategies with the use of leading-edge pricing tools.

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Frank Stockx, COO ING Benelux
Apr
9
to Apr 10

Frank Stockx, COO ING Benelux

Frank Stockx (1969) was appointed in the executive team of ING Belgium in January 2011, first as Chief Information Officer and then as Chief Operating Officer as of mid 2013. In this role, he is one of the driving forces of ING’s transformation to deliver an unbeatable customer experience via one banking platform in the Benelux.

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How to overcome the orchestration challenges in a large software organization like SAP by Timo Wagenblatt, SAP
Apr
9
to Apr 10

How to overcome the orchestration challenges in a large software organization like SAP by Timo Wagenblatt, SAP

Many hands and many brains are required to build for, introduce to and keep software products in the market. Software Product Managers are ultimately representing the product and are accountable for sustainable success of their products. Software Product Managers are information brokers, discoverers, prioritizers, communication hubs, subject matter experts and, yes, humans. Everyone in the software industry knows that it is already a challenge to manage all required activities and tasks for one product with one team. Learn how Timo introduced a software product management methodology at SAP that enables his product managers and the whole product teams to overcome the orchestration challenges which are coming at scale within a global enterprise like SAP.

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Lean Product- and Portfolio-Management in SAFe by Thorsten Janning, Kegon
Apr
9
to Apr 10

Lean Product- and Portfolio-Management in SAFe by Thorsten Janning, Kegon

Lean Portfolio Management (LPM) is the backbone of the portfolio level, which implements its responsibilities through a series of three collaborations: 1) strategy & investment funding, 2) Agile portfolio operations and 3) Lean governance. Of these three primary collaborations, strategy and investment funding is arguably the most important. In this talk, Thorsten Janning, SPCT at Kegon, AG shares his real-world experience and knowledge about the strategy and investment funding collaboration, focusing on the Portfolio Kanban, which defines the flow of portfolio epics, the largest and most important initiatives. He will present his findings and best practices that goes beyond the current guidance in the framework, which will enable participants to improve their strategic planning and budgeting, react faster to changing markets and make value based portfolio decisions without losing control and transparency.

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How Al is changing the Product Management Role by Mayukh Bhaowal, Director Product Management, Salesforce Einstein
Apr
9
to Apr 10

How Al is changing the Product Management Role by Mayukh Bhaowal, Director Product Management, Salesforce Einstein

Being in product management in AI/ML for sometime and most recently in Salesforce Einstein, I have seen first hand the lack of skills and awareness about what it takes to be a good product manager in this space. Product managers who are new in this field or aspiring can benefit a lot from this session. They can learn data nuances, how to define the AI problem, bias in AI, explainability of AI products etc which are applicable in the real world products leveraging AI and Machine Learning.

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Growth Pains: Agile Product Management in the Context of Transition from Service to Product Organization by Zornitsa Nikolova, Agile Coach, Leanify
Apr
9
to Apr 10

Growth Pains: Agile Product Management in the Context of Transition from Service to Product Organization by Zornitsa Nikolova, Agile Coach, Leanify

Growing from a startup into cooperation involves effort on all levels of the company and is usually not a straightforward process. Growing in parallel to changing your business model is even harder.
In this case study Zornitsa will share the experience at a fintech company preparing for growth by adopting Agile while striving to move from the service-oriented business model into a product company. We'll discuss key aspect of the transformation effort:
- scope of Agile transformation 
- required changes and change management in the organization
- Product Management importance and challenges
Zornitsa will share lessons learned, successful and unsuccessful experiments that have accompanied the process as we go.

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The RE4SA model: Supporting Product Management  with Software Architecture by Sabine Molenaar & Sjaak Brinkkemper, Utrecht University
Apr
9
to Apr 10

The RE4SA model: Supporting Product Management with Software Architecture by Sabine Molenaar & Sjaak Brinkkemper, Utrecht University

Miscommunications between product management and software architecture can lead to incorrect implementations and/or reworking. Utrecht University has developed the so called Requirements Engineering for Software Architecture (RE4SA) model. An integrated method that helps to realize product ideas in software production, by relating requirements engineering to software architecture. The requirement engineering aspect focuses on Epic Stories and User Stories, which are to be transformed into Modules and Features in the software architecture respectively. In the light of this approach, the Product Domain Ontology links all artifacts of architecture and requirements through a domain ontology. Industrial projects have shown that tools are needed to ensure consistency between the exchanged artifacts, to avoid misunderstandings, and the traceability of requirements, without introducing more work for the stakeholders involved. The projects also showed a continuous flow of requirements and, therefore, a continuously changing architecture. Smooth communication between product managers and software architects is key for software product success.

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How to Build a Bottom-Up Revenue Forecast - When the Forecast Cannot be Extrapolated from the Past by Barbara Hoisl, Virtual Strategy Officer, barbara hoisl / strategy & business planning
Apr
9
to Apr 10

How to Build a Bottom-Up Revenue Forecast - When the Forecast Cannot be Extrapolated from the Past by Barbara Hoisl, Virtual Strategy Officer, barbara hoisl / strategy & business planning

The revenue forecast is a critical part of the P&L-style financial model which is needed for profitability analysis and as a sanity check for the pricing model.
For new products, or when key elements of the product strategy or the market have changed, we cannot build a credible revenue forecast by extrapolating from the past. In these cases, the revenue forecast needs to be built “bottom-up”. 
The “bottom-up”-approach forecasts revenue based on planned sales and marketing activities, using assumptions such as success rates of sales people and average deal sizes, as well as conversion rate modeling for web-based sales.

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The Power of Product Workshops by Stefan Wenzel, SAP
Apr
9
to Apr 10

The Power of Product Workshops by Stefan Wenzel, SAP

If you are in the software industry you also know full or multi-day workshops dealing with product planning.

These workshops can be the most boring useless event of the year or they can be a true source of inspiration and key pillar in product planning.

How to design, prepare, run product workshops in a way that will truly boost and professionalize your entire product planning is topic of this session.

Get inspired and learn from hands-on, real-world examples and best practices.

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How to scale high-performing product teams in enterprise software by Peter Krmpotic, Adobe
Apr
9
to Apr 10

How to scale high-performing product teams in enterprise software by Peter Krmpotic, Adobe

When software products achieve a certain size in terms of revenue, many organizations struggle with scaling their product teams accordingly. This struggle often prevents them from maintaining or even improving their growth rates.

Adobe has a very strong track record of acquiring promising startups, which go on to develop market-dominating software products. This requires continued strong growth rates and ruthless customer focus.

This session will talk about how product teams can maintain and reinforce their customer-centricity as they scale for growth.

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Apr
9
to Apr 10

Infusing Security Awareness into Agile Product Management by Efrat Wasserman & Elena Kravchenko

It is a common illusion that Product Managers in the current reality, can continue working to define products, without thinking about security aspects, and that this can be done at a much later stage in the product lifecycle. How can we turn the Product Manager to be a real security ambassador?

We’d like to show how a very comprehensive security program, managed by a dedicated security office in cooperation with a professional Product manager, can raise the “security organizational conscience” and can successfully integrate in security aspects in every product, with emphasis on agile development lifecycle! The uniqueness and innovation of our topic, is the attempt to break this illusion, explain how important it is to change the product development culture and mindset starting from Product managers and then percolate it to the product development teams themselves. We would like to propose a process\technique to bring security to the most early stages of product lifecycle and definition, starting from the planning stages, there for implementing the well-known “shift left”, which is impossible without full cooperation of end to end functions within the organization. We believe the Product managers should be the pioneers to start a more “security driven product management” approach, leading to better and secured products, in a world of cyber security growth and Big data sharing and analytics, which cannot survive without security elements intact as the basis of every product design and architecture. We will address the security from the process point of view and from the content point of view. We want to provide a real example illustrating why, when and how the changes should happen.

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Product Management in the Era of IoT by Hans-Bernd Kittlaus, Innotivum
Apr
9
to Apr 10

Product Management in the Era of IoT by Hans-Bernd Kittlaus, Innotivum

Traditionally, hardware and software product companies have been quite different with regard to processes, structures, product design, time-to-market, KPIs, pricing. With software turning into the number 1 value driver even for hardware companies in the era of IoT, a combined approach is needed. In this interactive session, we compare typical traditional models and an IoT approach based on servitization.

After the introduction of the challenge, participants can interactively describe and discuss their own situations. Approaches for improvement are developed interactively. Session addresses the following topics in the topics of interest list:

·        Product Management in an IOT Environment

·        The successful product manager: Benchmarks, Organization Targets and KPIs

·        Product Management in the Automotive Environment

·        Product Market Fit Analysis

·        Pricing as part of the Product Manager’s role

Hans-Bernd Kittlaus is the chairman of ISPMA e.V. He is also the owner and general

manager of InnoTivum Consulting (www.innotivum.com) which he founded in 2001. Before, he was Director of SIZ GmbH (Computing Center of the German Savings Banks Organization, Germany) and Head of Software Product Management and Development units of IBM. His main focus area is software product management. Hans-Bernd has been working as a trainer, coach and consultant for both corporate IT organizations and companies in a number of industries. He has trained hundreds of product managers in more than 70 SPM trainings including all five ISPMA-based training modules. He is a frequent presenter at conferences and has published numerous books and articles, his latest being “Software Product Management: The ISPMA-Compliant Study Guide and Handbook” (with Samuel Fricker, Springer 2017). He is Diplom-Informatiker (corresponds to M.S. in Computer Science) and certified as ISPMA Certified Software Product Manager, Certified Scrum Product Owner (CSPO), and PRINCE2 Practitioner. He is the head of the SPM group in ASQF (Arbeitskreis für Software-Qualität und Fortbildung e. V., Germany), a member of ACM (Association for Computing Machinery, USA) and GI (Gesellschaft für Informatik, Germany).

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Product Software in Court – Lessons Learnt for Product Managers by Oliver Stiemerling, eCambria
Apr
9
to Apr 10

Product Software in Court – Lessons Learnt for Product Managers by Oliver Stiemerling, eCambria

Selling a software as “standard software” or “software product” raises justified customer expectation concerning software quality and future releases, which – if not met – often end up hotly disputed in courts of law. This presentation will present typical court cases concerning software products, their technical root causes and the current guidelines for court appointed experts to assess these types of disputes. The presentation closes with specific advice to software product managers.

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Apr
9
to Apr 10

Your best Product Manager self: A toolkit for a post-Agile world by Chris Rodd & Holly Bowman, Just Eat

Product management is awesome, but it’s also a relatively new discipline, so it can be quite daunting, full of icons and superheroes. We will dispel the mystery and reveal a few ugly truths about product management.

We start with a data-led piece of analysis into the current state of development methodologies, and our hypothesis that a lot of people are not in Agile any more. We’ll explore this concept of a post-Agile world and its consequences for product management.

We then explore how simple tools can fill the intellectual vacuum created by the ideas of impostorism and confident incompetency and give you the courage to succeed, while exploring common product management pitfalls and failings.

Finally, we will offer some ideas and techniques to enable everyone to their best possible product manager self.

Chris Rodd: FinTech Product Manager for restaurant payments at Just Eat. I’ve been here for over two years and my team is responsible for paying all our restaurants across nine different markets. I'm a keen student of product management and have been involved in agile software development for over eight years. I also like running and watching rugby with my cat.

Holly Bowman: Senior Product Manager for Global Opportunities at Just Eat. I’ve worked here for two years and am responsible - along with my team - for discovery and investigation of new product opportunities in our core European markets.

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How non-IT Companies could master the Challenges in the Management of Platform-based Software Products by Georg Herzwurm, University of Stuttgart
Apr
9
to Apr 10

How non-IT Companies could master the Challenges in the Management of Platform-based Software Products by Georg Herzwurm, University of Stuttgart

Progress in ICT technologies and the potentials of value creation through software-intensive business simultaneously generate new challenges for non-it companies. Platforms could be a solution to address these challenges and this is why a platform approach receives an increasing attention in many industries, changing the traditional collaboration structures. The complexity to choose the right platform from the variety of the market-available solutions on the other hand, is a complex decision for non-IT companies, which is influenced by the variety of the specific functional characteristics offered by each platform or each hosting system and other characteristics. Previous research has mostly taken the platform-provider perspective and focused on the attractive platform design for the complementors. However, the question of how decision makers in non-IT companies as BMW, Siemens, Telekom or Deutsche Post set up the choice of a platform and what they should consider in terms of product development and management for platform-based software products still remains unanswered and forms the main focus of this contribution.

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A software product line in the digital transformation by Dirk Bracklow & Judith Semar, Lufthansa Systems
Apr
9
to Apr 10

A software product line in the digital transformation by Dirk Bracklow & Judith Semar, Lufthansa Systems

Since 1995 Lufthansa Systems develops software solutions for airlines worldwide. Back then the first products of the NetLine product line were created. Today NetLine serves more than 90 airlines are using NetLine to manage their aircraft and crew schedules. In the recent years, the speed of digital developments has increased, the airlines have to transform their IT landscape and their business models in order not to be left behind. 
In this presentation we want to share what we did and how we will continue renewing our product line and support our customers in their digital transformation.

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What if a company wants to scale Scrum across the whole organization? by Peter Fischbach, Executive Scrum Coach
Apr
9
to Apr 10

What if a company wants to scale Scrum across the whole organization? by Peter Fischbach, Executive Scrum Coach

Scrum@Scale enables the transformation of every division, department, and service in any organization and can efficiently coordinate an unlimited number of Scrum teams through its use of a “scale-free” architecture. Scrum@Scale naturally extends the core Scrum framework and was created by Dr. Jeff Sutherland, the co-creator of Scrum.

In this talk Peter addresses the major failing points in Scrum transformations on an organizational level.

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Benchmarking and KPI Setting - Using a Business Case as an Integral Part of the Product Management Process by Lior Zadicareo & Greg Prickril
Apr
9
to Apr 10

Benchmarking and KPI Setting - Using a Business Case as an Integral Part of the Product Management Process by Lior Zadicareo & Greg Prickril

In many organization the decisions on what kind of product investments to make are the most important decision product managers are responsible for and often these are complex and very controversial decisions. We aim to provide a set of processes and tools resulting in a business case which makes this decision more rational and scientific and ultimately enables tech organizations to make better decisions

Lior Zadicareo has 30 years of experience in hi-tech, as product developer, development manager, business manager and marketing and product manager. Created the Product Management group at Amdocs. The first to assimilate Product Management methodologies, resulting in a change in the approach to Product Management. Co-founded StarVision a Product Management Consulting firm providing training, implementation and consulting services for product organizations. Built the Marketing organization as VP Marketing and Business Development at Traffix Systems (sold to F5 in February 2012).

Greg Prickril is a software product management consultant, coach and trainer specializing in product strategy at enterprise scale. Using approaches suchas as Scrum, SAFe, Lean and Design Thinking. In a career spanning almost 20 years, Greg has delivered multiple releases of enterprise software products on three continents at IBM, Microsoft and SAP. Greg has been a guest speaker to MBA students at the University of Mannheim and the Graduate School of Management, St. Petersburg University.

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Software Platform Management by Slinger Jansen, Utrecht University
Apr
9
to Apr 10

Software Platform Management by Slinger Jansen, Utrecht University

Increasingly, software companies are realizing that they can no longer compete through product excellence alone. The ecosystems that surround platforms, such as operating systems, enterprise applications, and even social networks are undeniably responsible for a large part of a platform's success. With this realization, IT companies need to devise tools and strategies to improve their ecosystems and reinvent tools that others have invented many times before. In this session, the software platform management maturity model is presented, The model has been designed for IT companies to assess their platform management practices, set a goal for improvement, and execute an improvement plan."

Slinger Jansen is an assistant professor at the Department of Information and Computer Science at Utrecht University. He is one of the leading researchers in the domain of software ecosystems and co-founders of the International Conference on Software Business and International Workshop on Software Ecosystems. He is lead editor of the book “Software Ecosystems: Analyzing and Managing Business Networks in the Software Industry” and of several others. Besides his academic endeavors he actively supports new enterprises and sits on the boards of advisors of several start-ups.

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The Agile Product Manager by Christoph Ebert, Vector Consulting
Apr
9
10:00 AM10:00

The Agile Product Manager by Christoph Ebert, Vector Consulting

Agile actually has reached business. From the early software trials of Microsoft and IBM which eventually lead to the "agile manifesto", it is today applied across industries and organizational functions. Agile has become mainstream and is the tool for small and large organizations, as well as for collocated and globally distributed teams. Industry soon realized that critical systems need more than an agile manifesto. Industry-scale software development typically does not fit to the high constraints of early agile practices, such as extreme programming. Projects easily take several years and span teams around the globe. Global software engineering demands scalability of agile practices. Products increasingly are developed in virtual teams using agile set-up and gig economy practices. Agile in real industry environments needs scaling across sites, functions and hierarchies. The success of a product or service depends on its product management. No wonder that agile product management is demanded to synchronize backlogs towards roadmaps and to foster efficient portfolio management. What exactly are the ingredients of a successful agile product manager? This empirical field study provides results from almost thirty companies on agile product management in a global context. Industry best practices are presented to foster agile product management and thus the success of products in times of high competition and extreme flexibility towards ever-changing market needs.

Christof Ebert is managing director at Vector Consulting Services. He supports clients around the world to improve product strategy and product development and to manage organizational changes. He serves on industry advisory boards, is a professor at the University of Stuttgart and Sorbonne in Paris and author of the Wiley reference book “Global Software an IT”. He is working on a worldwide basis to improve product management and requirements engineering in order to have winning products.

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The Confusing Landscape of Product Management Job Titles by Hans-Bernd Kittlaus, Innotivum
Apr
9
to Apr 10

The Confusing Landscape of Product Management Job Titles by Hans-Bernd Kittlaus, Innotivum

ISPMA’s Software Product Management Framework is applied as a great tool to explain the different job titles that are frequently used for product management roles. The selection of job titles has correlations to the methodology used in Development, and to the organizational structure of a software organization. In agile environments, the relationship between product manager and product owner can be a challenge that needs clarification. This presentation will cover job titles Product Manager, Product Owner, Solution Manager, Commercial Product Manager, Technical Product Manager, Product Marketing Manager, Strategic Product Manager, e.a.

Hans-Bernd Kittlaus is the chairman of ISPMA e.V. He is also the owner and general manager of InnoTivum Consulting (www.innotivum.com) which he founded in 2001. Before, he was Director of SIZ GmbH (Computing Center of the German Savings Banks Organization, Germany) and Head of Software Product Management and Development units of IBM. His main focus area is software product management. Hans-Bernd has been working as a trainer, coach and consultant for both corporate IT organizations and companies in a number of industries. He has trained hundreds of product managers in more than 70 SPM trainings including all five ISPMA-based training modules. He is a frequent presenter at conferences and has published numerous books and articles, his latest being “Software Product Management: The ISPMA-Compliant Study Guide and Handbook” (with Samuel Fricker, Springer 2017). He is Diplom-Informatiker (corresponds to M.S. in Computer Science) and certified as ISPMA Certified Software Product Manager, Certified Scrum Product Owner (CSPO), and PRINCE2 Practitioner. He is the head of the SPM group in ASQF (Arbeitskreis für Software-Qualität und Fortbildung e. V., Germany), a member of ACM (Association for Computing Machinery, USA) and GI (Gesellschaft für Informatik, Germany).

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Scaling agile in practice using SAFe in a medium-sized company by René Ulbricht, Product Manager, Diamant Software
Apr
9
to Apr 10

Scaling agile in practice using SAFe in a medium-sized company by René Ulbricht, Product Manager, Diamant Software

Diamant Software is a medium-sized standard software producer specialized on accounting and controlling software. With SAFe Diamant Software addresses various challenges in its organization. Among them is the need for a flexible and scalable organization with fast feedback cycles. Another important aspect is the employer empowerment. We have introduced the SAFe process within less than three months and already saw positive effects in the first cycle and learned from there. After 6 months, the process has stabilized and we see significant positive effects. One key success is a much higher transparency on all levels and in all areas, which helps us to identify improvement areas easily.

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Product Strategy in a Transformationsal Banking Environment by Lior Zadicareo, Head of Product Management Consulting, StarVision
Apr
9
to Apr 10

Product Strategy in a Transformationsal Banking Environment by Lior Zadicareo, Head of Product Management Consulting, StarVision

The banking industry is undergoing a significant transformation, changes are generated from within where new technologies are integrated into traditional banking services and from outside where regulations enforcing new open banking practices and new technologies such as blockchain are forcing the banking industry outside its comfort zone. Technology is at the heart of this transformation.

This lecture examines the unique environment of the bank , the challenges it faces and how product management processes and product Managers should be at the heart of this transformation of banks into a new world. The lecture demonstrates how data driven product management is essential for banks to successfully transition into a new environment.

Lior Zadicareo has 30 years of experience in hi-tech, as product developer, development manager, business manager and marketing and product manager. Created the Product Management group at Amdocs. The first to assimilate Product Management methodologies, resulting in a change in the approach to Product Management. Co-founded StarVision a Product Management Consulting firm providing training, implementation and consulting services for product organizations. Built the Marketing organization as VP Marketing and Business Development at Traffix Systems (sold to F5 in February 2012).

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OKRs for Product Management by Semen Arslan
Apr
9
to Apr 10

OKRs for Product Management by Semen Arslan

OKR (Objective and Key Results) is a goal setting framework that connects agile product management practices with organizations performance metrics. 
It started to be used by great companies such as Google, Oracle, Twitter, LinkedIn and Dropbox and currently OKRs are being applied worldwide from startups to large organizations. 
Defining moonshot is very important for a company to be one of the best companies on social innovation and digital transformation. OKRs are very powerful to bring forth this moonshot thanks to its core concepts: shorter cadence, alignment, transparency, focus and simplicity. 
Therefore, by using OKRs, we can set our direction to amplify motivation and unlock the ultimate human potential and growth the ground-breaking products.

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Moving from SaaS startups to an established enterprise - an experience report by Simon Zsebök, ZDF Enterprises
Apr
9
to Apr 10

Moving from SaaS startups to an established enterprise - an experience report by Simon Zsebök, ZDF Enterprises

After having worked as software product manager at various startups in the media industry, Simon Zsebök is now VP of Digital Innovation at ZDF Enterprises which is the commercial arm of the largest public broadcaster in Germany. He reports on the differences and similarities, the challenges of bringing agility and a digital mindset into an established organization with a traditional culture, and why it is still fun.

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Advocating for the Software Product Mindset - When You are a Lone Software Product Manager in a Hardware-Focused Organisation by Barbara Hoisl, barbara hoisl / strategy & business planning
Apr
9
to Apr 10

Advocating for the Software Product Mindset - When You are a Lone Software Product Manager in a Hardware-Focused Organisation by Barbara Hoisl, barbara hoisl / strategy & business planning

Are you sometimes feeling like an outlier in your organisation - because you are in charge of a software product or a software-intensive product, while the rest of the organisation is hardware-focused?
This workshop kicks off by looking at the differences in mindset and commonly used techniques that create a disconnect between software product managers and hardware-focused colleagues. There are hard economic reasons why software product management differs from management of physical products, for example regarding product life cycle, pricing and business models. 
After the initial presentation, the main part of the session will be dedicated to an experience exchange among participants, focused on the question: What can we do as software product managers to increase the success of our software-based products, given our respective organizational context?

Barbara Hoisl is a consultant and trainer, specializing in software-based business models and portfolio strategies. She supports fast-growing software and Internet businesses, as well as physical product vendors developing smart, connected products for the Internet of Things (IoT).
She draws on more than 25 years of direct, first-hand experience in the global software and Internet industry, including 14 years with HP. At HP, she worked in business planning, strategy and M&A for HP Software. 
During her career, Barbara acquired a deep understanding of growth and innovation models and of the business models that characterize the software and Internet industry. She shares this knowledge in her German-language reference book on strategies for vendors of IoT products: “Produkte digital-first denken: Wie Unternehmen software-basierte Produktinnovation erfolgreich gestalten”, Springer-Gabler 2018.
Barbara holds a master degree in Computer Science with a minor in Business Administration from Technical University of Kaiserslautern. 
Barbara is a fellow of the ISPMA (International Software Product Management Association) and partner at pd7.group, a leading provider of ISPMA-based certification training.
You find her at barbarahoisl.com, on LinkedIn and Xing.

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A different animal (Part II) – How to carve-out a software business from a professional service organization and make it independent by Jürgen Lux, BearingPoint
Apr
9
to Apr 10

A different animal (Part II) – How to carve-out a software business from a professional service organization and make it independent by Jürgen Lux, BearingPoint

Establishing a software product business in a professional service and consulting organization is always a significant challenge. Business model, KPIs, incentive systems, role definitions, processes, culture – all need to be different if the product business is to succeed. BearingPoint decided to “verticalize” the business in Q4 2017. After giving a first progress report at the SPMS2018 this presentation is the sequel how the journey continued in 2018 making the business even more independent. An exciting report on achievements, challenges and lessons learned.

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Data-Driven Product Management by Jan Bosch
Apr
10
to Apr 11

Data-Driven Product Management by Jan Bosch

Product management in many companies is based on the opinions of customers and the product managers themselves. With the rapidly shortening feedback loops, it becomes increasingly feasible to shift from opinion- to data-driven decision making. In this keynote, Jan Bosch will discuss several techniques that have been developed in the context of Software Center (www.software-center.se) and that have been adopted by the partner companies. The concepts will be illustrated with several industrial examples and cases.

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