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The 60 Second Business Case

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The 60 Second Business Case

  1. 1. The 60 Second Business Case Jason Brett @jbrett www.linkedin.com/in/iJasonBrett
  2. 2. #prodmgmt stuff I’ve done… 15 years in Product Management Founder and Chief Architect, SiteTamer Product Manager, AT&T/BellSouth Senior Product Manager, Silverpop, an IBM Company Founder, ProductCamp Atlanta
  3. 3. Obligatory transition slide while I relay a somewhat 3 relevant anecdote…
  4. 4. Your List
  5. 5. Your List
  6. 6. Your List
  7. 7. Your List
  8. 8. Your List
  9. 9. Your List
  10. 10. Your List
  11. 11. Your List
  12. 12. 12
  13. 13. 13
  14. 14. *this slide intentionally left blank 14
  15. 15. 15
  16. 16. 60 Second Business Case Full Business Case? Roadmap Feature Planning Release Candidate Release 16 !
  17. 17. 17
  18. 18. 18
  19. 19. 19 Weight
  20. 20. 20 Weight
  21. 21. 21
  22. 22. 22
  23. 23. 23 Strategic Alignment
  24. 24. 24 Strategic Alignment
  25. 25. Strategic Alignment • High - Meets all three of the following: – Company Mission – Moves Toward Product Vision – Correlates to at least one of the specific Strategic Objectives (or quarterly/annual Goals) as defined by the leadership team • Medium - Meets two of the above criteria • Low - Meets one of the above criteria • 0 - Meets none of the above criteria. 25
  26. 26. Silverpop Mission To bring Behavioral Marketing to every marketing department in the world
  27. 27. Silverpop Vision Silverpop is the unified Digital Marketing Platform that delivers superior overall return on relationship powered by the deepest insight into the way each customer behaves.
  28. 28. Silverpop Vision Silverpop is the unified Digital Marketing Platform that delivers superior overall return on relationship powered by the deepest insight into the way each customer behaves.
  29. 29. Strategic Objectives or Goals 29 Reduce Time to Market Enter Vintage Toy Market Sunset Legacy Systems
  30. 30. Strategic Alignment • High - Meets all three of the following: – Company Mission – Moves Toward Product Vision – Correlates to at least one of the specific Strategic Objectives (or quarterly/annual Goals) as defined by the leadership team • Medium - Meets two of the above criteria • Low - Meets one of the above criteria • 0 - Meets none of the above criteria. 30
  31. 31. Technical or Operational Necessity • Keeping the Lights On • No distinction between various levels • Yes – Must Have – Something we must do to remain in operation – Mostly driven by architecture or operations • No – Is not a Technical or Operational Necessity – Most PM requirements will fall in this category 31
  32. 32. Revenue Value • High – $1MM per year (or more) of attributable revenue impact • Medium – $250K - $1MM per year of attributable revenue impact • Low – Revenue impact expected, but cannot or need not be quantified • 0 – No expected revenue impact 32
  33. 33. Customer Experience / CSAT Improvement • High – Positive experience or satisfaction impact to at least 80% of our customer base • Medium – Positive experience or satisfaction impact to at least 30% of our customer base • Low – Positive experience or satisfaction impact to a fairly small percentage of our customer base (less than 30%) • 0 – No expected impact to experience or satisfaction 33
  34. 34. Innovation Value • High - Meets all three of the following: – Early (or First) to market with a feature or capability – Has high visibility (PR, Marketing or “Buzz”) Value in the marketplace – Has a new and positive business impact for our customer • Medium -Meets two of the above criteria • Low - Meets one of the above criteria • 0 - Meets none of the above criteria. 34
  35. 35. Cost Savings • High – $250K per year (or more) of attributable cost savings • Development/maintenance cost, support, operations, licenses, etc. • Medium – $50K - $250K per year of attributable cost savings • Low – Cost savings expected, but cannot be easily quantified • 0 – No expected cost savings 35
  36. 36. 36
  37. 37. 37 The Science of PM
  38. 38. 38
  39. 39. AKA Fudge Factor 39
  40. 40. The Art of PM 40
  41. 41. The Art of PM 41 The Science of PM
  42. 42. 42
  43. 43. 43
  44. 44. 44
  45. 45. 45
  46. 46. 46 “A Happy Hippo” Photo by Leszek Leszcynski (Flickr) http://www.flickr.com/photos/leszekleszczynski/4849608064
  47. 47. “HIPPO” Photo by Anita Ritenour (Flickr) http://www.flickr.com/photos/puliarfanita/6002022840/
  48. 48. “Businessman in a Conference Room ” Photo by Victor1558 (Flickrhttp://www.flickr.com/photos/76029035@N02/6829298111/
  49. 49. HiPPO
  50. 50. “Hippo Piss” Photo by Anthony Easton (Flickr) http://www.flickr.com/photos/pinkmoose/1492220990/
  51. 51. #60secbizcase #pcampatl
  52. 52. fin

Editor's Notes


  • ----- Meeting Notes (5/22/13 09:23) -----
    Need to add slides for
    Where the 60 second biz case lives in the overall process flow

    do we need to change the criteria or is there more information that we don't

    hippo

  • ----- Meeting Notes (5/22/13 09:23) -----
    Need to add slides for
    Where the 60 second biz case lives in the overall process flow

    do we need to change the criteria or is there more information that we don't

    hippo
  • Behavior – that is the core of more relevant interactions, better relationships AND results for you!
    Individual behaviors!!
  • http://www.flickr.com/photos/76029035@N02/6829298111/
  • ×