{"id":20464,"date":"2022-08-18T12:35:45","date_gmt":"2022-08-18T17:35:45","guid":{"rendered":"https:\/\/blog.planview.com\/product-based-software-delivery\/"},"modified":"2023-03-09T15:03:03","modified_gmt":"2023-03-09T21:03:03","slug":"product-based-software-delivery","status":"publish","type":"post","link":"https:\/\/blog.planview.com\/product-based-software-delivery\/","title":{"rendered":"7 Ways to Ensure Success When Shifting from Project to Product-Based Software Delivery\u00a0"},"content":{"rendered":"
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\"7<\/div>\n<\/figure>\n

 <\/span>\u201cThe software delivery efficiency of [enterprise IT organizations] is abysmal when compared to that of digital startups or the tech giants\u201d<\/span>
\n<\/span>\u2013 Dr. Mik Kersten, <\/span>Project to Product<\/span><\/i> <\/span><\/p><\/blockquote>\n

In an age where new software companies are popping up left, right, and center, traditional enterprises are ill-equipped to compete with these fast-paced digital natives. Most are burdened by legacy IT systems and the infamous <\/span>waterfall project management<\/span><\/a> model. This leaves them miles behind their digital-native competitors, without the flexibility to adapt to changing business needs. <\/span> <\/span><\/p>\n

What gives digital natives a significant advantage is that they commonly organize work around products, not projects. <\/span><\/b> <\/span><\/p>\n

Having recognized this, many traditional businesses have been funding large-scale digital transformations to harness the advantages of product-based IT. But the risk of failure is high. <\/span>According to <\/span>McKinsey<\/span><\/a>, <\/span>BCG<\/span><\/a>, <\/span>KPMG<\/span><\/a> and <\/span>Bain & Company<\/span><\/a>, the risk of failure falls somewhere between 70% and 95%.<\/span> <\/span> <\/span><\/p>\n

So, what\u2019s a company to do to avoid becoming victim to the same mistakes made by so many other organizations? Despite the high risk of failing, the answer isn\u2019t to avoid digital transformation. Rather, the best foot forward is to understand which dimensions to modify and measure throughout the transformation. <\/span> <\/span><\/p>\n

The <\/span>project to product shift<\/span><\/a> is a multi-year process, so it\u2019s important for organizations to stay focused on the end-goal. This will help prevent them from getting disoriented throughout the process.<\/span> <\/span> <\/span><\/p>\n

To be successful, there are seven particular dimensions that organizations need to focus on in terms of how they operate: <\/span> <\/span><\/p>\n

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  1. Team organization<\/span> <\/span><\/li>\n
  2. Customer centricity<\/span> <\/span><\/li>\n
  3. Definition of value<\/span> <\/span><\/li>\n
  4. Backlog management and prioritization<\/span> <\/span><\/li>\n
  5. Dependency management<\/span> <\/span><\/li>\n
  6. Feedback speed<\/span> <\/span><\/li>\n
  7. Delivery Metrics<\/span><\/li>\n<\/ol>\n

    In this article, you\u2019ll get an in-depth look at how each of these seven dimensions contribute to a successful shift from project to product.  <\/span> <\/span><\/p>\n

    Pro Tip: <\/span>Use this 5-minute self-assessment tool<\/span><\/a> to learn where you rank for each dimension. <\/span> <\/span> <\/span><\/p><\/blockquote>\n

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