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Part 1: The Product Model Learn from yesterday, live for today, hope for tomorrow. The important thing is to not stop questioning. Albert Einstein. The IT transformation at Dell has gone through many iterations. We've utilized 6 Sigma, Lean, and Agile methodologies, to name a few, in previous years. We've learned, questioned, adapted, and have integrated our approach all along, creating what we call the Dell Digital Way. In this section of Product Manager training we will go through some highlights of the journey, as well as outline how Dell specifically integrates Product Model with methods we've used in the past... Every company has a unique set of business needs, and there will always be challenges that present themselves in order to execute on those needs... Dell is no different. Below you will find 3 Key Business Needs that Dell has converged around in order to be more efficient and successful.... Business Need #1: Enabling business capabilities faster,,, Challenges Release cycles historically were done on a quarterly, or sometimes monthly, cadence. The software ecosystems were often tightly coupled, and highly monolithic. There was a lack of quick, reliable, and direct end-user feedback. Business Need #2: Increase in quality, stability, and security Challenges Application expertise was held in the hands of a small number of team members The adoption of modern practices (paired programming, BDD, TDD) was varied There was a lack of dedicated time/capacity to focus on non-functional requirements Business Need #3: Reduce the cost of delivery Challenges Many, if not most teams, were not organized around agile principles Automation as a practice, was limited across the SDLC What we've learned along the way: A Time and Motion Study The Product Model transformation has evolved the way we do our work. In the following sections we will outline the benefits and rewards we gain from having undergone this transformation! Image: Infographic detailing the difference between how Product Managers and Developers had been utilizing their time during a period in 2020. Product Managers spent more than 50% of their time in Administrative, Project Management, or miscellaneous tasks when that time would be more optimal at approximately 15% of their time. Developers spent close to 60% of their time in activities that should only take 10% of their time. The efforts we have taken over the last few years of this transformation are, in large part, to close the gap between how our PdMs and Developers have historically spent their time, and what we perceive is the optimal state we should be operating in. Why Product Model? As we continue to integrate the best practices found in Product Methodology we will endeavor to continue the transformation around the way our teams work, the processes we follow, and the technological advances we can make to be more efficient. One of the key distinctions that we have made in this journey is the transition from a project mindset to the product model. Below we outline some of the main differences between those two methods. In The Project Model we find that Significant enhancements to current applications or new development. Team formed to deliver project and then disbanded Funded from portfolio and governed by stage gates Does not address technical debt Projects are driven by up-front definition, and a commitment to deliver particular features on a specific timeline for a formerly agreed upon cost. Whereas in the Product Model we find Integrated product roadmap - addresses new capabilities and support needs Cohesive team that manages product end to end until product is discontinued Funded for growth Technical debt addressed as part of product backlog Product Model is driven by the ongoing, and potentially changing, values of the customer and business, as well as quick feedback loops and an iterative cycles.