Life Cycle and Portfolio Management

Life Cycle and Portfolio Management Why should NRENs bother at all? TERENA General Assembly, Catania, 18 May 2006 2006 © SWITCH Terminology Life Cyc...
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Life Cycle and Portfolio Management Why should NRENs bother at all? TERENA General Assembly, Catania, 18 May 2006 2006 © SWITCH

Terminology

Life Cycle and Portfolio Management Product Life Cycle Management Lifecycle management steers the process in which a concept evolves into a new service, including the ensuing production phase and the phase in which a service is closed down

Product Portfolio Management Portfolio management is steering the process that should result in a well-balanced and well-aligned set of services, offered to the connected institutions 2006 © SWITCH

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The Life of Sir Viss at an NREN • The cool open source tool Sir Viss is announced • A NREN staff member untars the piece and gets Sir Viss running • He shows Sir Viss to some colleagues at University IT departments • He convinces his boss, that Sir Viss is cheap to operate and that Universities are interested in Sir Viss • So Sir Viss becomes the official status as an NREN Sir Viss • And Sir Viss lifes forever

2006 © SWITCH

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Technology Push versus Demand Pull Your logo here

NREN

User

2006 © SWITCH

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Technology Push versus Demand Pull Demand Pull

Technology Push

more features higher availability new services

things we want to push things we feel necessary things we got funded to do

User not enough resources

generally enough resources

2006 © SWITCH

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Another view at new services EU/national funding bodies

fund new projects

offer innovative services User 2006 © SWITCH

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Another view at new services

Funding request

EU/national funding bodies

need demanding User

fund new projects

offer innovative services

2006 © SWITCH

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Another view at new services

Funding request

EU/national funding bodies

need demanding User 2006 © SWITCH

fund new projects

Pros: Works for 2-3 years Cons: High cost Small customer base Stochastic portfolio

offer innovative services

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The classical model

Service Sales

Producer

Consumer

Product

Customer Value

Pricing

Costs

Place

Convenience

Promotion

Communication

Time Introduction Growth Maturity Decline

(Theodore Levitt – 1965) 2006 © SWITCH

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Introduction stage Building service awareness and develop market for the product:

Services Sales

Product: branding and quality level established, Pricing: low penetration pricing or high skim pricing Distribution: selective until the product is accepted Time Introduction Growth Maturity Decline

2006 © SWITCH

Promotion: aimed at innovators and early adopters – building awareness and learning

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Growth Stage Building the brand preference and increasing the market share:

Services Sales

Product: maintaining the quality, additional features and services may be added Pricing: maintaining the initial strategy Time Introduction Growth Maturity Decline

Distribution: new channels are added, demand is increasing Promotion: aimed at broader audience

2006 © SWITCH

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Maturity Stage

Defending the market share while maximizing profit:

Services Sales

Product: feature may be enhanced to differentiate the product from that of competitors

Time Introduction Growth Maturity Decline

Pricing: lower because of the competition Distribution: more intensive, some incenitves offered Promotion: emphasizes the product differentiation

2006 © SWITCH

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Decline Stage

Services Sales

Sale is declining so there are several options: Maintain the product, possibly rejuvenating it by adding new features and finding new uses Time Introduction Growth Maturity Decline

Reduce costs and continue the offer Discontinue the product

2006 © SWITCH

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Life cycle of a service

LifeCycle Technologydevelopment Customer requirements

Technology Scouting -------------Scoping of Customer Requirements 1 Research study

2006 © SWITCH

Impact Analysis

ServiceServicedevelopment production

2 Servicedevelopment plan

Serviceshut-down

3

4

Start of service

Service discontinuance plan

5 Turn-off service

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Areas of potential synergies Joint Development? LifeCycle

What is promising?

Synchronisation?

Technology Scouting -------------Scoping of Customer Requirements

Impact Analysis

ServiceServicedevelopment production

Requirements?

Serviceshut-down

Joint Operation?

2006 © SWITCH

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Deliverables Joint Development? LifeCycle

What is promising?

Synchronisation?

Technology Scouting -------------Scoping of Customer Requirements

BoF on new Ideas: low profile, first contact, no blame 20 attendees 2006 © SWITCH

Impact Analysis

ServiceServicedevelopment production

Serviceshut-down

Joint Operation? Service Descriptions Service Level Agreements 16