Software product roadmapping in a volatile business environment

Suomalainen, Tanja; Salo, Outi; Abrahamsson, Pekka; Similä, Jouni

doi:10.1016/j.jss.2011.01.031

Cited by 24 publications

(22 citation statements)

References 18 publications

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“…Roadmaps can be expressed in various forms, types and with different taxonomies (Kameoka et al, 2003) and should answer a common set of 'why-what-how-when' questions that generally relate to markets, products and technologies (Phaal et al, 2005). A more detailed summary of existing roadmapping processes along with their main areas of focus (i.e., goals and main phases) is presented in Suomalainen et al (2011).…”

Section: Roadmappingmentioning

confidence: 99%

Continuous planning: an important aspect of agile and lean development

Suomalainen

Kuusela

Tihinen

2015

IJASM

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Continuous planning is a relatively new and not yet fully studied field of research, especially from the perspective of agile and lean development organisations. To augment the knowledge in this field, this article presents both a literature review and empirical findings from three case studies that reveal how companies conduct continuous planning. The results indicate that continuous planning is not commonly adopted and applied throughout these organisations and that it currently involves only a certain kind of planning (e.g., release planning). The results of this study bring to light that the main elements of continuous planning (i.e., organisational, strategic and business planning) are tightly related to each other and thus should be considered when companies seek to improve their planning processes and practices. The importance of continuous planning will only increase dramatically in turbulent business environments that include ever shorter planning cycles and the need to improve transparency and knowledge-sharing in organisations.

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Section: Roadmappingmentioning

confidence: 99%

Continuous planning: an important aspect of agile and lean development

Suomalainen

Kuusela

Tihinen

2015

IJASM

Self Cite

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“…Grande parte dos estudos sobre roadmap se referem à aplicação desta técnica em empresas industriais, tais como o estudo de Barker e Smith (1995) na British Petroleum, Groenveld (1997) na Philips, Albright e Kappel (2003) na Lucent Technologies, Grossman (2004) na GM, entre outros. Assim sendo, para atingir este objetivo específico identificaremos as particularidades da atividade de elaboração de roadmaps nas empresas estudadas em relação aos demais estudos da literatura que abordam o uso desta técnica em outros setores, ou em relação aos poucos estudos encontrados sobre roadmap em empresas de software (SUOMALAINEN et al, 2011;FLEURY et al, 2006).…”

Section: Objetivos Do Estudounclassified

“…Grande parte dos estudos sobre roadmaps mostram que ela é uma importante prática de gestão tecnológica verificada em diversos outros setores industriais (ALBRIGHT;KAPPEL, 2003;BARKER;SMITH, 1995;GROSSMAN, 2004;GROENVELD, 1997;KOSTOFF et al, 2004;PETRICK;ECHOLS, 2004;PHAAL et al, 2004;RADNOR, 2003;WHALEN, 2007). Em nossa revisão de literatura, encontramos poucos estudos sobre roadmap tecnológico específicos sobre empresas de software (SUOMALAINEN et al, 2011;FLEURY et al, 2006). Assim sendo, este estudo permitirá complementar uma literatura muito escassa.…”

Section: Justificativas Do Estudounclassified

“…A literatura também aborda dificuldades e barreiras encontradas pelas empresas na elaboração dos roadmaps, as quais estão sintetizadas no quadro 11. Existe uma dificuldade inicial em começar a atividade ou estruturar o processo (FLEURY et al, 2006;SUOMALAINEN et al, 2011). Muitas empresas carecem de uma visão de futuro e têm dificuldade em prever a evolução tecnológica, e assim identificar as funcionalidades de seus produtos que serão importantes no futuro (GROSSMAN, 2004;SUOMALAINEN et al, 2011).…”

Section: Barreiras E Dificuldadesunclassified

“…Existe uma dificuldade inicial em começar a atividade ou estruturar o processo (FLEURY et al, 2006;SUOMALAINEN et al, 2011). Muitas empresas carecem de uma visão de futuro e têm dificuldade em prever a evolução tecnológica, e assim identificar as funcionalidades de seus produtos que serão importantes no futuro (GROSSMAN, 2004;SUOMALAINEN et al, 2011). A cultura existente na empresa e a resistência de algumas áreas também pode ser uma barreira, pois o roadmap obriga a empresa a alinhar a visão de mercado, produto e tecnologia (GROENVELD, 1997;GROSSMAN, 2004;PETRICK;ECHOLS, 2004).…”

Section: Barreiras E Dificuldadesunclassified

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Um estudo sobre a elaboração de roadmaps tecnológicos em empresas brasileiras de software

Ozaki¹

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The software industry is highly dynamic and competitive. Companies competing in this industry must continuously transform themselves, through the incorporation of new technologies, innovation in products and services, or the exploration of new business models. Given this scenario, in order to remain competitive, software companies should develop technological intelligence (TI) routines to enable them to collect, analyse and make decisions regarding technological opportunities and threats. Companies from different industries are adopting a TI technique named technological roadmapping, which succinctly presents a future vision that identifies a technological path, that is, the technologies to be adopted in the future, together with the products to be developed and markets to be explored. Against this backdrop, this thesis addresses the question of "How do Brazilian software companies carry out technological roadmapping activities?" Based on the literature on roadmaps it has been possible to develop a conceptual model with the main characteristics in terms of objectives, sources of information, barriers, components and benefits of roadmaps. A multiple case studies methodology was adopted, with an intentional sample. Two small, two medium and two large companies were selected. The conceptual model developed for this thesis proved effective, as it enabled the description of the cases while always analysing the same dimensions, which facilitated the comparison. It was possible to verify, for example, the characteristics of the roadmapping activity important for all the companies studied, as well as those important only for large companies. The cases show that there are two important influences on roadmapping activities stemming from the size of the firm. First, the complexity of internal and external interactions throughout the process is greater for large companies. Second, the organization of the process is also more developed in large companies. Furthermore, this study identified some characteristics unique to the software industry with regards to the development of roadmaps: a) Focus on the short term-the companies surveyed have focused on the short-term, typically working with technology decisions and features for the next version of products; and, b) Management of software codes-the company's strategy for active codes (i.e. currently used with clients) to be maintained is related to the roadmap and may limit the potential growth of the firm. With a view to bridging a gap that exists between the practice of the companies studied (focus on short-term) and literature on the subject (focus on long-term), a proposed methodology for developing a longterm technological roadmap for software companies is presented in this thesis. This study presents theoretical and practical contributions. Software companies, and possibly related industries, can benefit from this study by comparing their roadmapping activities to those from the companies studied, and identifying points for improvement as they plan to grow. From an academi...

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Product Roadmap Alignment – Achieving the Vision Together: A Grey Literature Review

Trieflinger

Münch

Bogazkoy

et al. 2020

Agile Processes in Software Engineering and Extreme Programming – Workshops

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Context: A product roadmap is an important tool in product development. It sets the strategic direction in which the product is to be developed to achieve the company’s vision. However, for product roadmaps to be successful, it is essential that all stakeholders agree with the company’s vision and objectives and are aligned and committed to a common product plan. Objective: In order to gain a better understanding of product roadmap alignment, this paper aims at identifying measures, activities and techniques in order to align the different stakeholders around the product roadmap. Method: We conducted a grey literature review according the guidelines to Garousi et al. Results: Several approaches to gain alignment were identified such as defining and communicating clear objectives based on the product vision, conducting cross-functional workshops, shuttle diplomacy, and mission briefing. In addition, our review identified the “Behavioural Change Stairway Model” that suggests five steps to gain alignment by building empathy and a trustful relationship.

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Software product roadmapping in a volatile business environment

Cited by 24 publications

References 18 publications

Continuous planning: an important aspect of agile and lean development

Continuous planning: an important aspect of agile and lean development

Um estudo sobre a elaboração de roadmaps tecnológicos em empresas brasileiras de software

Product Roadmap Alignment – Achieving the Vision Together: A Grey Literature Review

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