SOFTWARE PLATFORM PRODUCT MANAGEMENT IN CORPORATE IT: Framework Enhancement and Evaluation
Teste 1
Rationale Argument
Teste 2
The beginning
26-06
Direcionamento meu trabalho para gestão de produtos no âmbito de software.
Pode ter uma pegada de fazer uma pesquisa ação…
Fiz contato com as seguintes empresas:
C6 - Bonzo
XP - Igor
PlugTo - André F.
Gupy - Socia ..
Mutuus - Daniel N.
gestão produto digitais
From https://mail.google.com/mail/u/0/#inbox/QgrcJHsbflnNjnRsrBrCLfgbGXVMXXxZxLq
https://pesquisa-eaesp.fgv.br/teses-dissertacoes
From https://mail.google.com/mail/u/0/#inbox/QgrcJHsbflnNjnRsrBrCLfgbGXVMXXxZxLq
Potential 1
Como fazer gestão de produtos de software em uma empresa não tech business
Problema ou oportunidade: Empresa precisa passar a gerenciar um “ativo de software” como um produto internamente. Qual o caminho/processo para isto?
A implementação de gestão de produtos de software dentro de uma área de TI
What are the roles of software product managers? An empirical investigation
Maglyas2013.pdf
Ideia que faça sentido.
Potential 2
Como fazer gestão de produtos de software em uma empresa não tech business
Problema ou oportunidade: Adequação de métricas para serem alinhadas com o valor aos clientes?
Hmmm…that’s an interesting question. One area that might be really interesting to try to dive in there would be the transition from output-oriented metrics to outcome-derived measures. A lot of product teams measure themselves on things like on-time delivery, in-scope delivery, etc (traditional project management metrics) or on things like revenue, retention, and other metrics that the business cares about, but customers don’t. There’s an increasing focus on trying to move toward more direct measures of the value that customers are deriving from the products themselves.
Já existem varias metricas… Testar entre uma categoria de produto ou outro.
From https://teams.microsoft.com/multi-window/?agent=electron&version=22060614805
Projeto de Pesquisa
Colocar aqui o template e orientações que eu escrevi em amarelo
Campo competitivo do mundo plataformas, que direciona porque as empresas devem ser movimentar seus esforços a capturar os benefícios deste “platform-thinkg”
Pergunta de pesquisa inicial
Alinhar o que o produto vai entregar com as necessidades? Como mapear estas necessidades?
Como fazer a gestão de requisitos de produtos-plataforma dentro de uma TIC?
Quais as especifidades de fazer a gestão de requisitos de produtos-plataforma dentro de uma TIC?
Gestão de requisitos é muito ampla… em qual estágio do processo? Inicial?
Quais as especifidades de fazer a gestão de requisitos de produtos-plataforma dentro de uma TIC a fim de aprovar defender o investimento de um produto-plataform?
- Interessante, mas pode estar limitado, e a defesa não implica em sucesso, pode ter sido uma porcaria, mas porque tinha gente “comprada” na idéia. Estou buscando ao mais “longiquo”
PARA CRIAÇÃO?
Teroricam
Poderia ser, como fazer um business case, visão?
Duvida cruel… é mais vision or planning?
No vision tem product definition.
Aparentement, gestão de requisitos não teria nenhuma mudança… a questão é se está sendo praticado, ai é outro metodogolia de pesquisa… quantitativa, etc… e não é meu interesse como pesquisador neste momento.
Tenho que pensar na contribuição que eu quero… quero ajudar as pessoas a conseguirem vender produtos plataforma ou fazer uma bom escopo, visão, para que o produto plataforma seja entregue.
Me deparei com um problema… gestão de requisitos não tem um bom artefato…
Qual é o problema? Assunto novo, e pouca liteturatura especifica… isto não deveria ser um problema.
O problema deveria ser tipo, uso de plataforma gera um beneficio, mas se não for bem feito, pode sair pior. Então, o requisito é a chave para a definição do valor.
Granuralidade / Reflexões
- Qualquer plataforma? Não, uma custom. Bem especifico.
Anotações / Reflexões
No fundo esta pergunta tem a ver com o valor a ser gerado
Um produto contem os seguintes artefatos:
- MRD
- PRD
Estes artefatos são válidos? Foram utilizados? Se não foram, porque não foram? Haveria utilizada?
Algum outro artefato foi utilizado?
Em algum lugar eu falo de artefato, qual seria este artefato?
No inicio eu pensava no framework… ai o prof…
The alignment between product concepts and stakeholder needs is essential for a product’s value creations and to win the support of the stakeholders.
Especificidades: Olhar para o lançamento de uma plataforma, pessoas que lançaram um plataforma interna, então já tem algum tempo do lançamento e uma reflexão.
Elas tem ou não tem um artefato? Ajudou? O que faltou, o que incluiria ou revisaria hoje?
O artefato não é o forma, mas o que contém ele.
Não é como ele fez, mas o que tinha como OUTPUT final?
product planning in operationalizing product vision and strategy
Quick Answer: What Makes a Good Product Manager?
Products and platforms: Is your technology operating model ready? | McKinsey
Literature Review Work
How to do Lit Review
(1844) VEJA ESTA DICA DE REVISÃO DE LITERATURA ANTES DE FINALIZAR SEUS ESTUDOS - Mari Ella - YouTube
(171) Revisão bibliográfica: como fazer? - Pesquisa na Prática 38 - YouTube
literatura ou de referencial teórico
revisão bibliográfica é um tipo de revisão de literatura
vai buscar na bibliografia ou seja na literatura na nas publicações científicas nos artigos em livros assuntos definições conceitos relacionados à temática que você vai pesquisar mas como que funciona
ela utilizada porque ela é mais livre, o que isso significa você vai escolhercomo que você vai buscar esses artigos você vai escolher de que forma você vai , incluir ou excluir esses documentos do, teu trabalho você vai definir até que, ponto você vai continuar buscando ou não , então é muito mais uma decisão sua, algumas pessoas eu por exemplo começa a, minha revisão fazendo buscas nas bases de dados
ela não tem muito assim um método a ser seguido porque é muito mais do pesquisador saber se existe necessidade de buscar outras literaturas ou se o que ele já encontrou é o suficiente pra ele poder então construir o argumento dele
equilíbrio você tem um equilíbrio entre dois tipos de artigos os artigos que a gente chama seminais que são aqueles que foram primeiro publicados no teu na tua área na tua a temática no assunto você
tal conceito nosso fulano de tal é o pai desse conceito não posso iniciar um trabalho se eu não falar do fulano de
publicado hoje porque isso é importante porque a ciência sempre busca estar na fronteira do conhecimento
bibliográfica é escolher a dedo os
artigos publicados em revistas mais relevantes
revisão bibliográfica tem a ver com o meu método tudo é tudo e isso nenhum
qual é o problema de pesquisa ?
- Uso de livros, pode?
- Estabeler formula para qualidade das menções?
Template Sugerido
Referência completa: autor, data, título, periódico, volume, número, páginas
Tema, Objetivo, Metodologia, Resultados e conclusões, Observações
| Tema | Objetivo | Metodologia | Resultados e conclusões | Observações |
|---|---|---|---|---|
| a | ||||
Literature Review Section
Literature Review Index
[“G:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\66 Lit\Lit Methodology Index.xlsx”](
Introduction
The revised theory for this proposed research is divided as follows:
a) essential information about the practice of product management;
b) defining the platform and presenting a special type of product referred as a “Software platform product”;
c) software product management;
d) understanding why product management has gained attention in information systems/information technology;
e) outlining the research project aims and objectives.
Whats my Point
My focus is on the unique issues and challenges associated with building technology-powered products, services, and experiences.
a) Use platform as an aproach for value creation
b) Use Software Product Management to make an platform approach more sucessfull
- Literatura deveria resolver isto
- O que tem de indicação/orientação em relação ao primeiro ponto
- E ao segundo ponto
Frames em relação a beneficios:
Aprimora comunicação, cooperação e dá mais foco na entrega de valor.
Dentro de um produto-plataforma também há sub-tipos, plataformas que são construíras e outras que são aplicadas.
a) essential information about the practice of product management;
- origins
- brief definition and scope
- introduction of the hierarchy, because of the product platform concept
b) defining a product platform and software platform product as an software platform managed as a product
What I want in this section: that the reader have a very clear vision of what an software platform product is.
A chave: Introduz funcionalidade.
-
product platform definition HARLAND; UDDIN; LAUDIEN, 2020
-
honda example, is the best?
- The problem with honda example is that it is a product-line engineering - it is limited
-
Influenced IT:
- platform in IT - Computing platform
- Product Line Engineering
-
Key aspect: Not part of the product
-
evolution of technology, making possible and market stimulated for using products platforms
-
Payments platform example
-
innovation platform
-
transactional platform
This research focuses on studying how product management practices applied to product platforms differ from managing non-platform products.
-
c) software product management;
- what is says about plataform
d) understanding why product management has gained attention in information systems/information technology;
e) outlining the research project aims and objectives.
Literature Review Index
[“G:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\66 Lit\Lit Methodology Index.xlsx”](Lit Methodology Index)
Literature Review - Basic Concepts
Basic Concepts
Artifact
Artifact: an object made by a human being, typically an item of cultural or historical interest. “gold and silver artifacts”
something observed in a scientific investigation or experiment that is not naturally present but occurs because of the preparative or investigative procedure.
Definição de artefato de TI.
IT artifacts are broadly defined as constructs (vocabulary and symbols), models (abstractions and representations), methods (algorithms and practices), and instantiations (implemented and prototype systems).
hevner2004_Design Science in Information Systems Research
Framework, Framework Utility and Difference in regards process
frame·work
-
an essential supporting structure of a building, vehicle, or object. “a conservatory in a delicate framework of iron” Semelhantes: frame
substructure structure skeleton chassis shell body bodywork support scaffolding foundation
- a basic structure underlying a system, concept, or text. “the theoretical framework of political sociology”
A framework, on the other hand, is a loose and flexible structure which leaves room for other practices, ideas and tools to be included. A framework is a real or conceptual structure intended to serve as a support or guide for the building of something that expands the structure into something useful
Whereas processes create uniformity, frameworks create uniqueness. If you want to create real relationships and real emotional-value, you have to break from uniformity and embrace uniqueness.
Ref: [Brand Development Process vs. Framework | Jeremiah Gardner](http://jeremiahgardner.com/blog/brand-development-process-vs-framework/#:~:text=Whereas processes create uniformity%2C frameworks,from uniformity and embrace uniqueness.)
What is the difference between a framework and a process?
A process model is a way you can describe the execution of your process. It may contains its activities, transitions, roles, etc. On the other hand, a process framework, e.g. CMMI, is a collection of goals, practices, sub-practices, CLs, appraisal methods, etc to help you implement a mature process.
Ref: [How we distinguish process model and process framework?](https://stackoverflow.com/questions/6215359/how-we-distinguish-process-model-and-process-framework#:~:text=A process model is a,you implement a mature process.)
Good explanation about Frameworks
According to Stackexchange :
A framework is a loose but incomplete structure which leaves room for other practices and tools to be included but provides much of the process required…where a methodology is set of principles, tools and practices which can be used to guide processes to achieve a particular goal.
Along the same lines, the Federal Enterprise Architecture Framework defines a framework as:
A logical structure for classifying and organizing complex information
A framework is a picture or a model that guides you to understand which artifacts you should produce when. It doesn’t tell you what to do though. In other words, a framework is a structured problem-solving approach. In many ways, it helps focus your attention on certain aspects of a problem. A framework is a general guideline that an organization can adopt. It could include many components.
For example, in Project Management, the PMBOK guide presents processes and knowledge areas and offers guidelines on how to develop a scope statement, communication plan, etc. But, you do not have to do everything mentioned in the PMBOK for each project. A framework is like a guideline for you to select only those parts that you feel will help you to manage your client engagement.
Among consultants, frameworks are more popular than methodologies because they allow a far greater deal of leeway how they apply the individual components of a framework. However, this approach come risks and issues. Process defects may occur. Inconsistent outcomes are likely. And, you may find that performance and compliance metrics are difficult to enforce. However, frameworks provide the structure and guidance that consultants need to achieve superior client outcomes.
According to Stackexchange :
A framework is a loose but incomplete structure which leaves room for other practices and tools to be included but provides much of the process required…where a methodology is set of principles, tools and practices which can be used to guide processes to achieve a particular goal.
Along the same lines, the Federal Enterprise Architecture Framework defines a framework as:
A logical structure for classifying and organizing complex information
A framework is a picture or a model that guides you to understand which artifacts you should produce when. It doesn’t tell you what to do though. In other words, a framework is a structured problem-solving approach. In many ways, it helps focus your attention on certain aspects of a problem. A framework is a general guideline that an organization can adopt. It could include many components.
For example, in Project Management, the PMBOK guide presents processes and knowledge areas and offers guidelines on how to develop a scope statement, communication plan, etc. But, you do not have to do everything mentioned in the PMBOK for each project. A framework is like a guideline for you to select only those parts that you feel will help you to manage your client engagement.
What Is The Difference Between A Methodology And A Framework?
Among consultants, frameworks are more popular than methodologies because they allow a far greater deal of leeway how they apply the individual components of a framework. However, this approach come risks and issues. Process defects may occur. Inconsistent outcomes are likely. And, you may find that performance and compliance metrics are difficult to enforce. However, frameworks provide the structure and guidance that consultants need to achieve superior client outcomes.
Ref: What Is The Difference Between A Methodology And A Framework?
Process framework
A next logical step is to create a process framework. A process framework is a mechanism for identifying and arranging all the existing processes within an organization. It is constructed in such a way as to help show relationships and dependencies between those processes – both horizontal and vertical.
ref: Using a framework to identify and organize your processes — Simplifying Processes
Literature Review - Platforms
Platforms
What is the most impacfull quote from Michael A Cusumano about The business of platforms:
“The success of platform businesses lies in their ability to facilitate interactions and create value for both producers and consumers, while leveraging network effects to drive growth and maintain a competitive advantage.”
Benefits drafts:
- Commit to product discipline by isolating custom tech from reusable application service to maximize technology investments, minimize technical debt and accelerate time to market
A practical guide to the new economy that is transforming the way we live, work, and play.
Uber. Airbnb. Amazon. Apple. PayPal. All of these companies disrupted their markets when they launched. Today they are industry leaders. What’s the secret to their success?
These cutting-edge businesses are built on platforms: two-sided markets that are revolutionizing the way we do business. Written by three of the most sought-after experts on platform businesses, Platform Revolution is the first authoritative, fact-based book on platform models. Whether platforms are connecting sellers and buyers, hosts and visitors, or drivers with people who need a ride, Geoffrey G. Parker, Marshall W. Van Alstyne, and Sangeet Paul Choudary reveal the what, how, and why of this revolution and provide the first “owner’s manual” for creating a successful platform business.
Platform Revolution teaches newcomers how to start and run a successful platform business, explaining ways to identify prime markets and monetize networks. Addressing current business leaders, the authors reveal strategies behind some of today’s up-and-coming platforms, such as Tinder and SkillShare, and explain how traditional companies can adapt in a changing marketplace. The authors also cover essential issues concerning security, regulation, and consumer trust, while examining markets that may be ripe for a platform revolution, including healthcare, education, and energy.
As digital networks increase in ubiquity, businesses that do a better job of harnessing the power of the platform will win. An indispensable guide, Platform Revolution charts out the brilliant future of platforms and reveals how they will irrevocably alter the lives and careers of millions.
The 7 Key Principles of Platform Design | by Simone Cicero | Stories of Platform Design
Types of Platforms
Protecting Web Applications and APIs From Exploits and Abuse (gartner.com)
These platform categories include:
- Cloud-based web application and API protection platforms: Platforms that combine WAF, DDoS protection, API threat protection and bot mitigation capabilities as the core offering, but may also provide some CDN functionality. These platforms are currently the leading option where CDN isn’t a critical requirement. Examples include Akamai, Barracuda, Cloudflare, F5, Fastly, Fortinet, Imperva, Radware, Reblaze and ThreatX. See Magic Quadrant for Web Application and API Protection for more details.
- CDNs: Primarily used for content caching, acceleration and routing, but also provide various levels of DDoS protection, bot mitigation and WAF capabilities. These platforms currently are a prominent option where CDN is a critical requirement. Vendors include Akamai, Cloudflare, Fastly and Imperva.
- ADCs: Technology used for load balancing, but often have add-on modules that provide WAF capabilities. ADCs are currently the starting point for teams that want to deploy exploit mitigation and basic access control for on-premises deployments. F5’s Big-IP Platform and Citrix ADC are common examples.
- Cloud workload protection platforms (CWPPs): Solutions that provide comprehensive protection against risks within workloads deployed in cloud infrastructure and platform services (e.g., container services). They offer a very broad set of capabilities focused almost solely on infrastructure workloads. Some solutions in this space will also provide cloud security posture management (CSPM) capabilities, which focus on management and deployment configuration of cloud infrastructure. See How to Protect Your Clouds With CSPM, CWPP, CNAPP and CASB for a list of vendors.
- API gateways: Solutions that provide some combination of mediation and management for APIs, but that often have varying levels of security capabilities. These platforms should be used to complement other solutions, specifically for access control to public-facing APIs. Examples include IBM DataPower Gateway, MuleSoft Anypoint Platform, Google Cloud (Apigee) and Software AG. See How to Evaluate API Management Solutions for more details.
A significant challenge with these network-based platforms is that the web application security capabilities often vary greatly from vendor to vendor — even more so than for dedicated solutions. While some organizations are able to implement just an API gateway and a security platform, many will find themselves looking to fill basic capability gaps or go above and beyond what the platforms are able to offer. These technologies include:
- Bot mitigation: A solution that provides advanced capabilities across many types of functionality abuse. These solutions are more capable in this area than the average platform or WAF, which makes them a possible first choice or complement for abuse prevention. Example vendors include Cequence Security, F5 Silverline Shape Defense, HUMAN, Imperva (Advanced Bot Protection), PerimeterX Bot Defender and Radware Bot Manager.
- WAF: A solution for exploit protection and, in some cases, mitigation of Layer 7 DoS attacks. These solutions should be considered when platform-based WAF is not an option due to cost or capability. Example vendors include Akamai, Barracuda, Imperva, F5 and Radware.
- API threat protection: A solution that provides API abuse and exploit protection, protection against sensitive data exposure through APIs, and in some solutions, dynamic API discovery. Many vendors in this space are using machine learning techniques to discover APIs in an environment and protect them against anomalous and abusive access. Example vendors include 42Crunch, Akamai, APIsec, Cequence Security, CriticalBlue, Data Theorem, Imperva (CloudVector), Noname Security, Ping Identity and Salt Security.
- RASP: A workload protection solution that can overlap with a WAF for exploit protection. This makes RASP a possible candidate for an additional layer of security. Examples include Contrast Security, Hdiv Security, Imperva, Rapid7 (tCell), Trend Micro, Virsec and Waratek.
- A****pplication shielding and application wrapping: Solutions that typically complement the other security capabilities listed above. They are a necessity when client-side application code tampering would present a risk to the server-side web APIs, even though some of the other solutions already provide partial client-side protection. Example vendors include Appdome, Build38, Digital.ai, Guardsquare, KOBIL, OneSpan, Promon, Verimatrix and Zimperium.
- IAM: Provides an identity fabric that consists of authentication, authorization and single sign-on capabilities. Example vendors are CyberArk, ForgeRock, IBM, Micro Focus, Microsoft, Okta, OneLogin and Ping Identity.
Gartner clients also ask about security features that are part of other solutions and platforms — specifically, for those solutions relating to application development, hosting and integration. Although it would be beneficial to have strong security capabilities as part of these solutions, current capabilities are limited. These solutions include:
- Cloud providers: Solutions that provide various application security features, commonly in the form of API gateways and WAF capabilities. However, except for DDoS protection, they tend to be less capable than more dedicated solutions. These solutions make more sense when an organization standardizes on one cloud provider for hosting its applications and services, as opposed to hybrid or multicloud strategies. Vendors include Amazon Web Services (AWS), Microsoft Azure and Google Cloud Platform.
- iPaaS and middleware platforms**:** Solutions that provide some security capabilities, but typically only in the form of basic access controls, rate limiting, static IP blocking and encryption. They do not have strong-enough capabilities to replace any of the external solutions other than API gateways, which are typically deployed in tandem with API management. Examples include Boomi, MuleSoft (Anypoint Platform) and Informatica Platform.
- Open-source solutions: Solutions that can provide some exploit protection and access control, but often don’t meet the capability levels of commercial offerings. However, clients should still consider open-source libraries and SDKs to implement security functions in software.
Literature Review - Product Management
Product Management
Product Management Books
[https://books.google.com.br/books?hl=pt-BR&lr=&id=uY6qp2fV2GsC&oi=fnd&pg=PR1&dq=%22digital+product+management%22&ots=YhaDF-Bx2_&sig=1wKIgKAgEZAFB0ltfe_jIdbk9P0#v=onepage&q=%22digital%20product%20management%22&f=false](https://books.google.com.br/books?hl=pt-BR&lr=&id=uY6qp2fV2GsC&oi=fnd&pg=PR1&dq=“digital+product+management”&ots=YhaDF-Bx2_&sig=1wKIgKAgEZAFB0ltfe_jIdbk9P0#v=onepage&q=“digital product management”&f=false)
My Literature Review
Procter and Gamble
The Product Manager’s Desk Reference: Steven Haines: 9780071591348: Amazon.com: Books [[local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Tema[STEVEN-HAINES]-The-Product-Manager’s-Desk-Referen(BookFi).pdf)]
The Product Manager’s Desk Reference 2nd Edition greatly expands on the body of knowledge, with new tools, graphics, and emphasis on areas that include:
- The role of the product manager and how he or she engages cross-functionally
- How the complexity of global teams can be made easier
- An updated Product Management Life Cycle Model that includes “discovery and innovation”
- Expanded focus on product design and definition, including the use of prototypes and early designs to engage customers and to get to market sooner!
- Improved methods to help you garner market insights and influence strategy
- Amplified focus on managing the business and financial performance of your products
- Use of storytelling to gain support and lead teams
- New career development tools
So what is Product Management? Based on the answers to the first two key questions, Product Management is business management at the product, product line, or product portfolio level. Products are like small businesses inside of a bigger business. Sometimes an organization has one product; sometimes it has several. You will often see references to the expression “product as a business” throughout this book.
(18) Do Product manager need Domain experience? | LinkedIn
Adrienne Tan, CEO of BrainMates, a popular product management consultancy based out of Australia, rightly replied regarding requirement of domain experience to Product Manager, “As a product management consultancy we work with varied domains every day. Product Management as a practice is domain agnostic. The principles are so robust and unfailing that they apply to every industry sphere and benefit it. Product Management is no rocket science. All it needs is practice.”
The evolving role of product management – O’Reilly
This post is an excerpt from Chapter 1 of “Product Leadership.” Read the full book on Safari.
Product Management in other industries
Strategy, structure and performance in product development: Observations from the auto industry☆
From https://www.sciencedirect.com/science/article/abs/pii/0048733392900205
https://www.sciencedirect.com/science/article/abs/pii/0048733392900205
Platform Types
Platform terms
Platform Ecosystem
From R2D2:
A platform ecosystem refers to a complex network of interconnected organizations, technologies, and individuals that collaborate and interact within a particular platform. This ecosystem typically revolves around a central platform that serves as a foundation for various services, applications, and products to be developed, distributed, and used. These ecosystems have become increasingly prevalent in the digital age and are often seen in technology and business contexts.
Key components of a platform ecosystem include:
- Core Platform: This is the central technology or infrastructure that serves as the foundation for the ecosystem. It could be an operating system, a cloud computing service, a social media platform, or any other foundational technology.
- Developers: Developers create applications, services, or products that run on the platform. They use the platform’s APIs (Application Programming Interfaces) and tools to build and integrate their offerings.
- Third-Party Providers: These are external organizations or individuals that offer complementary services, applications, or products that enhance the platform’s value. They may provide add-ons, extensions, or integrations that expand the platform’s capabilities.
- Users or Customers: These are the individuals or organizations that use the platform and the services or products built on it. Users may include end consumers, businesses, or other stakeholders.
- Regulators and Standards Bodies: In some cases, government regulators or industry standards organizations may play a role in shaping and governing the platform ecosystem, ensuring compliance with regulations and standards.
- Data: Data is often a crucial component of platform ecosystems. Data generated by users and applications within the ecosystem can be used for analytics, personalization, and improving the overall user experience.
- Community and User Groups: Platforms often foster communities of developers, users, and enthusiasts who collaborate, share knowledge, and provide support. These communities can be essential in driving innovation and solving problems within the ecosystem.
- Monetization Strategies: Ecosystems often involve various monetization models, such as subscription fees, advertising, in-app purchases, or transaction fees. These revenue streams can benefit platform owners, developers, and third-party providers.
Examples of platform ecosystems include:
- Apple’s iOS ecosystem: Centered around the iOS operating system and App Store, it includes developers creating apps, users, and various services like Apple Music and Apple Pay.
- Amazon Web Services (AWS): AWS serves as a cloud computing platform, with a vast ecosystem of developers, third-party providers offering cloud services, and businesses using AWS for hosting and infrastructure.
- Google’s Android ecosystem: Built around the Android operating system, it includes app developers, device manufacturers, and users of Android smartphones and tablets.
- Facebook (now Meta) ecosystem: Including the Facebook social media platform, Oculus VR, and other acquisitions, with developers creating apps and experiences for these platforms.
Platform ecosystems are dynamic and can evolve over time, with new participants joining, technologies changing, and business models adapting to meet evolving market demands. Successfully managing and nurturing a platform ecosystem can lead to significant innovation and growth opportunities.
Key insight: Managing a platform product encompasses functions of managing an platform ecosystem?
Book - Platform Ecosystems - TIWANA 2014
Platform ecosystem: iOS + App Store, Chrome+Plugins
This book was motivated by the disproportionate attention in the popular press to a few superstar platforms, such as Amazon, Apple, Google, and Facebook, and the alarming overuse of phrases such as “competitive advantage” and “disruptive innovation.” “Be more like them,” urge the pundits. Advising companies to follow the examples of such companies is like advising me to emulate Tom Cruise! Good in theory, but utterly unrealistic and impractical. Attempting to emulate superstar platforms put on a pedestal by the business press is a futile exercise for most companies that lack their heft and resources, and because popular press admonitions overlook their humble and scrappy beginnings. Such anecdotes make enjoyable reading but are a hazardous basis for running a business. Instead of attempting to generalize lessons from a few outlier superstar platforms, this book distills a few enduring principles for developing and sustaining platform businesses designed and run by mere mortals like you and I. The book targets an unfilled void for an actionable managerial guide to orchestrating the evolution of software-based platform ecosystem
Orchestrator
2.2.10 Governance Governance broadly refers to who decides what in a platform’s ecosystem. This encompasses three facets: (1) how decision rights are divvied up between the platform owner and app developers, (2) what types of formal and informal control mechanisms are used by the platform owner (e.g., gatekeeping, performance metrics, processes that app developers are expected to follow, and informal clannish pressure), and (3) pricing structures, including decisions about which side gets subsidized. (Chapter 6 focuses on governance.) Governance impacts the evolutionary dynamics in platform ecosystems, and the competitive advantage generated by governance choices can strengthen or diminish with the choice of architecture for the platform (Chapter 10) and for apps (Chapter 11).
WHY PLATFORMS NEED A DIFFERENT MINDSET
The most successful software platforms started out as stellarly successful products that subsequently evolved into platforms.
10.4.1.2.3 Evolving the platform’s boundary The platform owner’s choice of the platform boundary discussed in the earlier chapters—where the platform ends and its ecosystem begins—is important to remain mindful of as the ecosystem evolves. Boundaries in complex systems cannot remain static (de Weck et al., 2011, p. 99). The platform boundary itself must evolve over time using the simple heuristic described in Chapter 5: Highly reusable functionality used by a lot of apps goes into the platform itself; all else remains outside it (see Figure 10.11). Where change and variability are low, you want to create a stable, reliable, and robust foundation for apps to build on. As long as a platform continues to free app developers from the responsibility of provisioning the supporting infrastructure and building undifferentiating, redundant functionality, a platform is likely to remain valuable to them (Messerschmitt and Szyperski, 2003, p. 204). Therefore, the evolving platform must emphasize genericness with respect to the functionality that it provides to apps in its ecosystem. It is important that the platform continue to provide capabilities that are generic enough to be of value to a large pool of app developers, and that they evolve to support a wide variety of current and future applications. As a platform’s ecosystem evolves, widely shared services must be moved into it and those that are no longer used must be moved out of it.
Plasticity is a way to measure the level of innovation that is successfully realized around a platform.
Book - Team Topologies: Organizing Business and Technology Teams for Fast Flow - 2019
Complicated-subsystem and platform teams reduce load for stream-aligned teams, where the latter are internal customers of the former’s subsystem or platform capabilities (supporting all phases of development, delivery, and operations for multiple stream teams). Enabling teams likewise serve other teams, but they are service providers, helping stream-aligned teams learn new techniques, investigate new technologies, and so forth, allowing stream-aligned teams to retain focus while growing effectiveness.
The other 20% were dedicated to a central-platform team taking care of engineering platforms and technical evolution, as well as consulting and onboarding new professionals. Adidas was able to increase release frequency of their digital products sixtyfold, while positively impacting software quality as well.1
Product Platform
Meta
Google Scholar:
“product platform” software, 2002 - 394 resultados (0,04 s)
Sumário de caracteristicas interessantes
flexibility, efficiency, and scalability
Analysis
Initially I though about using the term Platform-Product.
Then, Kittlaus convinced me with the following statement:
P. 3: Your use of the word “platform-product” is unusual. Semantically, it implies that you talk about a product, but what you describe is not necessarily a product by itself. I suggest that you go with the term “product platform” which is also used by HARLAND, P. E.; UDDIN, Z.; LAUDIEN, S. and by ISPMA
In the paper HARLAND; UDDIN; LAUDIEN, 2020, they provide some definitions for for platform: The literature provides a broad variety of definitions of the term “product platform”
Finally, he finishes using partial same authors definition:
platform is a “collection of modules or parts that are common to a number of products, and this commonality is developed intentionally to attain certain effects” to create customer value.
SRC: Harland and Uddin (2014)
Product platforms as a lever of competitive advantage on a company-wide level: a resource management perspective | SpringerLink - 2018- [[local](“g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Tema\harland_2018_Product platforms as a lever of competitive advantage.pdf”)]
In many industries, companies use product platforms as a means to reduce costs and obtain access to multiple market segments by developing different product variants. Product platforms are a collection of modules or parts that are common to a number of products. This commonality is developed intentionally to achieve desired effects in order to create value. The existing product platform literature provides many insights from a product-level perspective. Here, we analyze the strategic role of product platforms on a company-wide level. We discuss product platforms in the context of resource management approaches and analyze whether and to what extent understanding product platform as resources can help companies improve their strategic market position. The results are integrated into an adapted framework for product platforms as manageable resources. We emphasize the role of product platforms in the resource portfolio transition of a company: companies can use resources like skilled employees to create product platforms as superior resources. To ensure the productive use of these resources during product development, a systematic management process is required. Within that process, product platform resources have to be bundled with other resources and/or capabilities. Sustainable success for a company is achieved when its platform knowledge is synchronized with other units across management levels over time. Thinking of product platforms as resources helps companies to better understand the strategic value of these platforms and find ways to make use of them to create competitive advantages.
Com certeza o artigo do HARLAND; UDDIN; LAUDIEN, 2020 é o artigo central do tema para minha tese.
Highlights in the introduction
- Therefore, the product platform approach is, on the one hand, a concept that enables economy of scale not by standardization on a product level but by standardization on a module level.
- On the other hand, this standardization on a module level economically enables, in certain market situations, more variety on the product level
- the product platform literature has contributed almost exclusively to the understanding of product platforms from the product-level perspective
- In most cases, platforms are considered to be merely used in products to address market-specific needs such as cost reduction or the rapid creation of variety
- However, without company-wide strategic consideration and coordination it is not assured that investments in a number of product platforms will lead to sustainable competitive advantages on a companywide level. Halman et al. (2003) referred to this as a lack of a clear understanding about the potential of product platform in practice.
- The company-wide platform thinking can be easily traced in the stories of successful product platforms.
- However, a managerial framework that gives an overview of platform management from development to value creation of product platforms for customers as well as the link to competitive advantages on a company-wide level is still lacking. The present study fills this gap with the help of a framework based on the resource management perspective.
Tiwana (2013, p. 5) defines a software platform as a “software-based product or service that serves as a foundation on which outside parties can build complementary products or services.”
Product platform is a set of parts, subsystems, interfaces, and manufacturing processes that are shared among a set of products (Meyer and Lehnerd 1997).
Anotações perdidas
The longevity of a platform or modular approach to meet future customer needs
A platform approach dilutes the perceived value of premium products
The magnitude of a product recall due to faulty platform
Implementation into existing business processes or systems
href=“https://www.sciencedirect.com/science/article/abs/pii/S0164121214000156”>
Platform Based Product Development | SpringerLink [[local](“g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Tema\Postema_2001_Platform_Based_Product_Development.pdf”)]
More and more business groups in Philips are moving towards platform-based product development, or are planning to do so. This report contains the results of an inventory of the lessons learned and experiences that have been gained thus far from the development and deployment of four product platforms within Philips.
The Power of Product Platforms: Lehnerd, Alvin P.: 9781451655308: Amazon.com: Books
What Is a Software Platform & How Is It Different From a Product?
A platform is a set of software and a surrounding ecosystem of resources that helps you to grow your business. A Platform enables growth through connection: its value comes not only from its own features, but from its ability to connect external tools, teams, data, and processes.
Platforms are often a more accessible alternative to investing in a suite of products. Not only do platforms make data more readily available throughout your company, but they also enable non-developers to create and maintain advanced, interconnected ecosystems of tools.
Product and Platform Engineering Services | Accenture
Traditionally, the technology infrastructure used by a company for building a series of products for its users was called a platform. The beneficiaries were often restricted within the product or service to fulfill a task. However, the evolution of technology has led to a proliferation of innovative business models and cross-industry vertical partnerships, which has brought about a complete evolution in platform thinking.
Boa discussão!
Product Platform Strategy
Product Platform Strategy - Product Bookshelf - 2011
This article is a review of Product Strategy for High Technology Companies book from McGrath
Product Strategy for High Technology Companies is a comprehensive guide to building your product strategy. McGrath begins with discussing vision, which must precede strategy. He discusses various types of vision, including “impaired”, “tunnel” and “shortsighted” vision symptoms. Once vision is established, it must be aligned with strategy in order to be effective.
A product platform is not a product. It is a collection of the common elements, especially the underlying core technology, implemented across a range of products
Product platform strategy sits between the product vision and product line strategy which guides individual product development. A product platform is not what is sold to customers. It is the foundation of product strategy because in high tech companies, many products are typically built from a core technology.
Characteristics of product platform strategy include:
- defining product generations (not just individual products)
- supporting extension through periodic improvements
- ability to create derivative platforms (e.g., Mac Powerbook)
- creating opportunities for exploiting entirely new markets (“product platforms are essential, not incremental”)
McGrath notes that, like products, product platforms have life cycles and must go through planning processes similar to those of individual products. As the product platform is designed, the core technology is selected and the primary vector of differentiation is chosen.
A product line is an integrated set of products with a similar, but somewhat different, purpose…The primary objective of product-line strategy is to cover the market by penetrating the appropriate market segments.
Product Platform Examples
Plataformas de Integração
Sasonabilidade de uso.
Plataformas de Dados
Plataformas de Aplicação
Zup - Command line tool (StackSpot) - https://stackspot.com/pt Nike - Plataformas intermediária Amazon - AWS McDonalds - China Ally: Carrefour : Dolphin Monsanto
DigiBee… economizar 80% desenvolvimento integração sistemica.
API Gateway
Pode ser infraestrutura, dados, aplicação, vale tudo?
Contrastes que podem confundir em relação ao termo Product Platform
Platforms vs. Applications: What’s the Difference? - Ponto de SaaS e Host ou Base Platform
Traz o ponto de falar de tipo de plataforma, desenvolver para uma unica plataforma, para multiplas pré-definidas, ou ser agnostico, por exemplo,
Software-as-a-Service is becoming the dominant delivery model. This is due to the flexibility, efficiency, and scalability it provides. Software is hosted on the cloud and accessed remotely by users. This means businesses don’t have to invest in hardware. It also ensures that software updates can be installed seamlessly.
Difficulty to change? A platform is there to be built upon and connect with external systems
platform’s function is to perform meaningful work within an organization.
PaaS creates a foundation for adaptive applications that can be rapidly changed to meet new expectations or market conditions.
Software Platform
General concepts, from an marketing written blog
What Is a Software Platform & How Is It Different From a Product?
distinct needs play nice together
A platform is a set of software and a surrounding ecosystem of resources that helps you to grow your business. A platform enables growth through connection: its value comes not only from its own features, but from its ability to connect external tools, teams, data, and processes.
it can be helpful to imagine a platform as a central place where different products connect
Aqui ele tendeu a um principio que não é necessariamente meu caso:
Platform as HUB, Products to it centers
a software product is a set of tools from one company that comes in one package. Everything contained within that package is designed to work together, but it can be challenging to add on new tools that didn’t originally come in the package.
a software product is a set of tools from one company that comes in one package.
One-off integrations are useful if most of the tools you need already exist within your product suite
a platform is more like an electrical outlet with the potential to easily plug in as many tools as you need
Simply put, a successful suite provides two things at once: a core set of features that maintain stability, and an identifiable target audience.
SRC: What Is a Software Platform & How Is It Different From a Product?
Software Product Management
what are the seminal articles for software product management R2D2*
Software product management is a dynamic field, and there are several influential articles that have contributed to its development. Here are some seminal articles that have shaped the understanding and practice of software product management:
- “The New New Product Development Game” by Hirotaka Takeuchi and Ikujiro Nonaka (Harvard Business Review, 1986): This article introduced the concept of “Scrum” and emphasized the importance of cross-functional teams, iterative development, and customer collaboration in product development.
- “The Importance of the Product Champion” by Theodore Levitt (Harvard Business Review, 1980): This article highlights the significance of a product champion—a person who takes responsibility for a product’s success—and discusses their role in driving innovation and managing product development processes.
- “Getting Real: The Smarter, Faster, Easier Way to Build a Successful Web Application” by Jason Fried, David Heinemeier Hansson, and Matthew Linderman (37signals, 2006): This influential article emphasizes simplicity, rapid prototyping, and focusing on core features to build successful web applications.
- “The Lean Startup” by Eric Ries (Harvard Business Review, 2008): This article introduces the principles of lean startup methodology, emphasizing the importance of validated learning, continuous experimentation, and iterative development to build successful products.
- “A Framework for Software Product Line Practice” by Paul Clements, Linda Northrop, Robert E. Kazman (Software Engineering Institute, 2001): This article presents the concept of software product lines, which involve developing a portfolio of related software products based on shared assets and common features.
- “The Cathedral and the Bazaar” by Eric S. Raymond (First Monday, 1998): Although not explicitly focused on software product management, this essay explores the benefits of open-source software development and the collaborative nature of product development, which has influenced modern product management practices.
- “Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers” by Geoffrey A. Moore (Harper Business, 1991): While primarily discussing technology marketing, this book introduces the concept of the technology adoption lifecycle, helping product managers understand the challenges of transitioning from early adopters to mainstream customers.
These articles have played a significant role in shaping the understanding of software product management, and many of the concepts and principles they present are still relevant today.
Ele publicou este book chapter, Kitlaus
Books on Product Management
“enterprise product management”
Product Management in Practice: A Real-World Guide to the Key Connective Role of the 21st Century
SPM Today and Tomorrow | SpringerLink
| Title | Objetivo | Metodologia | Resultados e conclusões | Observações (Colocar ano) |
|---|---|---|---|---|
| B) Concepts of Product Software: Paving the Road for Urgently Needed Research. | provide a software product development framework | urgent need for more research on product software | 2005 | |
| D) On the Creation of a Reference Framework for Software Product Management: Validation and Tool Support | 2006 | |||
| F) Software Product Management | 2014 | |||
| (Book) Fricker, S.A. (2012). Software Product Management. In: Maedche, A., Botzenhardt, A., Neer, L. (eds) Book Software for People. Management for Professionals | 2012 | |||
| Software Product Management Book | 2017 | |||
| E) Towards a Reference Framework for Software Product Management | 2006 | |||
| A) Software product management – An industry evaluation | role of the product manager | We found that with increasing institutionalization of a consistent and empowered product management role, the success rate of projects in terms of schedule predictability, quality and project duration improves. | 2014 | |
| G) The impacts of software product management | 2007 | |||
| C) A Bibliographical Study of Software Product Management Research | ||||
| F) What are the roles of software product managers? An empirical investigation |
2022 Stream
Articles
Articles
Articles
A)href=“https://www.sciencedirect.com/science/article/abs/pii/S0164121214000156”>[Software product management – An industry evaluation](https://www.sciencedirect.com/science/article/abs/pii/S0164121214000156) [[local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Tema\ebert2014_Software product management – An industry evaluation.pdf)]
Abstract Product management is a key success factor for software products as it spans the entire life-cycle and thus ensures both a technical and business perspective. With its many interfaces to various business processes and stakeholders across the life-cycle, it is a primary driver for requirements engineering in its focus on value-orientation and consistency across releases. This article provides an overview on product management in software and IT. It summarizes experiences with introducing, improving and deploying the role of a product manager. In order to get a profound industry overview we performed a field study with interviews and concrete insight across fifteen different organizations world-wide on the role of the product manager and its success factors. As a technical solution we present four success factors identified from the research and show how they address the challenges we identified in practice. The novel part of this research and technical study is the industry survey and evaluation of resulting solution proposals. We found that with increasing institutionalization of a consistent and empowered product management role, the success rate of projects in terms of schedule predictability, quality and project duration improves.
B) href=“https://www.sciencedirect.com/science/article/abs/pii/S0164121214000156”>Concepts of Product Software: Paving the Road for Urgently Needed Research. [[local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Tema\xu2005_Concepts of Product Software_ Paving the Road.pdf)]
Software products are an everyday phenomenon. Yet, there are very few scientific studies reported on the engineering of software as a product in particular. This paper stipulates the urgent need for more research on product software. The various terms used for software products are reviewed and some categorizations of software products are presented. Moreover, we provide a software product development framework to position the key business domains in a product software company.
C) A Bibliographical Study of Software Product Management Research [[local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Tema\Hyrynsalmi_2022_A_Bibliographical_Study_of_Software_Product_Management_Research.pdf)]
Software Product Management (SPM) is a relatively young research area which aims to understand how to productise a software product or a service as well as how to align it with the organisation’s strategy. While the research of an academic discipline of SPM started to emerge as yearly as 1990s, the most impactful works have been published during 2006–2007. To understand how this young field has emerged and developed, this paper presents a bibliometric study on SPM publications found from Scopus ( n=142 ). The identified studies have been produced by a small set of authors and institutions, which are mainly located in Europe. By using Bibliographic Coupling and Co-Citation metrics, the study shows that Software Product Management literature is drawing from several different related fields. Furthermore, the studied literature is tightly interconnected. The study also shows that the SPM field might be lacking a coherent intellectual background and new openings due to scattered research foci. To prevent this development, this work calls for a formation of a shared research agenda for the Software Product Management field.
D) On the Creation of a Reference Framework for Software Product Management: Validation and Tool Support [[local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Tema\bijlsma_2006_On the Creation of a Reference Framework for Software Product Management.pdf)]
Software product management does not get as much attention in scientific research as it should have, compared to the high value product software companies ascribe to it. In this paper, we give a status overview of the current software product management domain by performing a literature study and field studies with product managers. Based on these, we are able to present a reference framework for software product management, in which the key process areas, stakeholders and their relations are modeled. To validate the reference framework, we perform a case study in which we analyze the stakeholder communication concerning the conception, development and launching of a new product at a major software vendor. Finally, we propose the Software Product Management Workbench for operational support for product managers in product software companies.
E) Towards a Reference Framework for Software Product Management [[local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Tema\vandeweerd2006_Towards a Reference Framework for Software Product Management.pdf)]
In the last decade, software product management has received much practical attention, though research in this area is still scattered. In this paper, we present a reference framework for software product management, in which the key process areas, namely portfolio management, product roadmapping, release planning and requirements management, are identified, as well as the stakeholders and their relations. With this reference framework, we provide a structure for a body of knowledge for software product management
F) Software Product Management [[local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Tema\ebert_2014_software-product-management.pdf)]
(Foco no Product Manager)
No final ele diz Acknowledgments:
Some portions of the text were first published in C. Ebert, Global Software and IT: A Guide to Distributed Development, Projects, and Outsourcing, IEEE Wiley, 2012. Used with permission. - Verificar citação dupla
NO MATTER WHAT business you’re in, you’re also in the software business. From the tangible IT systems found in finance and industry to the multiple applications we use on an almost daily basis to the ubiquitous computers in smart-phones, cars, and consumer electronics, software provides all the features andfunctions. Increasingly, the entire system’s functionality is implemented in software. Where we used to split hardware and software, we now see flexible boundaries entirely driven by business cases that determine what we package at which level in which component, be it software or silicon.
G) The impacts of software product management [[local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Tema\ebert2007_The impacts of software product management.pdf)]
The success of any product depends on the skills and competence of the product manager. This article evaluates the relevance of good product management on the success of a product. The empirical study is supported by data from 178 industry projects from telecommunication industry over a period of three years throughout which the product management role and competency was defined, deployed and improved. The behaviors and project performance before and after strengthening the product management discipline are compared. We found that with increasing institutionalization of a consistent and empowered product management role, the success rate of projects in terms of schedule predictability, quality and project duration improves. To allow better transfer of achieved results to other settings, the article provides concrete guidelines about key success factors for good product management.
de previsibilidade de cronograma, qualidade e a também reduz a duração dos projeto → Ebert 2007, duracao
H) What are the roles of software product managers? An empirical investigation [[local](“g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Tema\maglyas2013_What are the roles of software product managers_ An empirical.pdf”)]
Software product management covers both technical and business activities to management of products like roadmaps, strategic, tactical, and release planning. In practice, one product manager is seldom responsible for all these activities but several persons share the responsibilities. Therefore, it is important to understand the boundaries of product managers’ work in managing software products, as well as the impact a product manager has on the company business. The purpose of the study is to clarify what roles of software product managers exist and understand how these roles are interrelated with each other and the whole structure and business of an organization. The study is designed as an interpretative qualitative study using grounded theory as the research method. Based on the gathered data we developed a framework that reveals the role of a product manager in the organization and shows how this role can evolve by extending the level of responsibilities. Using the framework, we identified four stereotypical roles of product managers in the studied organizations: experts, strategists, leaders, and problem solvers. The presented framework shows that product managers’ roles are not limited to the conception of the “mini-CEO.” The results allow product managers and top management to collaborate effectively by assigning responsibilities and managing expectations by having a common tool for understanding the role of product managers in the organization.
Books
Livro Bulding Products for the Enterprise, aqui estão os meu highligts
https://learning.oreilly.com/highlights/9781492024774/
Software Product Management - Book Chapter - Software for People [[local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Tema\fricker_2012_book_section_software_product_management.pdf)]
Fricker, S.A.: **Software Product Management.**In: Maedche, A., Botzenhardt, A., and Neer, L. (eds.) Inside book - Software for People. p. 53-81.Springer Berlin Heidelberg. (2012). [pdf]
Software organizations evolve and maintain software solutions with more than a single development project. The delta specifications and artifacts that result from each project make reuse difficult and challenge a company’s ability to innovate. Software product management is a growing discipline for understanding how to productize and align software with company strategy, how to evolve software, and how to coordinate product stakeholders. With product focus, in addition to project focus, planning accuracy can be improved, time-to-market reduced, product quality enhanced, and economic success sustained. This chapter provides an overview on software product management and discusses what today is known about this discipline.
Product Management in Practice: A Real-World Guide to the Key Connective Role of the 21st Century [[Local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Tema\kittlaus2017_Software Product Management Book.pdf)]
“enterprise product management”
Each chapter has a summary
Include the TOC here
Book description
If you’re new to software product management or just want to learn more about it, there’s plenty of advice available—but most of it is geared toward consumer products. Creating high-quality software for the enterprise involves a much different set of challenges. In this practical book, two expert product managers provide straightforward guidance for people looking to join the thriving enterprise market.
Authors Blair Reeves and Benjamin Gaines explain critical differences between enterprise and consumer products, and deliver strategies for overcoming challenges when building for the enterprise. You’ll learn how to cultivate knowledge of your organization, the products you build, and the industry you serve.
Explore why:
- Identifying customer vs user problems is an enterprise project manager’s main challenge
- Effective collaboration requires in-depth knowledge of the organization
- Analyzing data is key to understanding why users buy and retain your product
- Having experience in the industry you’re building products for is valuable
- Product longevity depends on knowing where the industry is headed
Highlights
From https://www.oreilly.com/library/view/building-products-for/9781492024774/
We’re going to cover, for example, how we decide what products or features to build, how we build a roadmap, how we organize a product team, how we work with other key teams in our organizations, and much more.
From https://learning.oreilly.com/library/view/building-products-for/9781492024774/preface01.html
Consumer web businesses often operate very differently than we do in enterprise, in ways that have big implications for how product management is done.
From https://learning.oreilly.com/library/view/building-products-for/9781492024774/preface01.html
Even if you’re a seasoned product manager, from the business model to the meaning of the word “customer,” building products for companies is substantially different than building products for consumers. Here’s why.
From https://learning.oreilly.com/library/view/building-products-for/9781492024774/ch01.html
There are really three big elements that make product management in enterprise software different: our business model, our specialization, and the split between our customers and users
Product management is always about solving customer problems.
From https://learning.oreilly.com/library/view/building-products-for/9781492024774/ch02.html
shipping product; the process of deciding what you are going to build, and why; getting it “funded” by your development, product marketing, and other teams;
From https://learning.oreilly.com/library/view/building-products-for/9781492024774/ch02.html
who our product is for and why it adds value.
Where should you focus?
Yet, as Winston Churchill once said, “You will never reach your destination if you stop and throw stones at every dog that barks.”
If we had to boil down product management into two things, it would be these: figure out who you are building for by deeply understanding customer problems, and figure out how to build by driving alignment across teams.
good product management involves recognizing and deeply understanding problems
Software Product Management Book - The ISPMA-Compliant Study Guide and Handbook [[Local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Tema\kittlaus2017_Software Product Management Book.pdf)]
Hans-BerndKittlaus· SamuelA.Fricker
2.2.1 Product Platform, Family, and Line
Product Platform- the technical foundation on which several software products are based. An example of a product platform is the SAP core system that serves as the basis for all SAP components.
Product Line - A set of products based on a common platform with defined (static or dynamic) variability tailored to different markets and users.
Mensão ao framework “towards/on the creation”
We consider this framework as very helpful and shall come back to it when we discuss the individual activities. However, it does not cover all tasks of a software product manager.
7.3.5 Software Managed by Corporate IT Organizations
3.5 Product Definition
3.5.4 Outcome and Impacts
3.5.5 Summary and Conclusions
Product definition is an important activity for understanding what the product is about at any point in time, and how focus and priorities change over time. It covers intended use and users, functional scope, quality scope, UX design scope, compatibility scope, customization scope, and the delivery model. The Whole Product Offering needs to be considered. Developing the product definition requires an iterative process that involves all relevant stakeholders.
4.2 Product Requirements Engineering 4.2.1 Overview
The alignment between product concepts and stakeholder needs is essential for a product’s value creations and to win the support of the stakeholders.
4.2.2 Concepts
Requirements are characteristics of the product.
A goal describes the desired impacts of the product.
Goals are as important as requirements because goals describe the value proposition of the product.
Requirements engineering is concerned with eliciting the goals that the product should achieve and the requirements the product should implement to satisfy the product goals.
Product managers are not only confronted with requirements and goals, but also with constraints for product design.
4.2.3 Requirements Engineering Methodology
Requirements engineering is the systematic process of aligning a software product with stakeholder needs.
Requirements engineering may be performed at the level of the whole product, at the level of features, or at the level of a software release.
4.2.5 Documentation of the Requirements
What is important is the right methodology for building a strong business case and aligning the software product with the needs of the product stakeholders.
Agile, RUP…
Whatever approach has been chosen to document the requirements, a product manager has also to decide about the depth of the requirements specification. This depth, or the level of detail, should be adapted to the maturity of the requirements understanding and the knowledge of the requirements receivers.
• Customer requirements: business development, customer management. • Product requirements: software product management. • Project requirements: development.
4.2.7 Summary and Conclusions
This chapter has outlined the contexts and ways that requirements are engineered and managed at the product level. Each of the product scenarios has its specific approaches to requirements engineering. The powerboat scenario features a lightweight, flexible experimentation process; the speedboat scales creativity supported by user feedback; the icebreaker follows a product development process that generalizes from individual customer projects; and the cruise ship has a continuous inflow of customer requirements that are triaged into product requirements. Requirements documentation has to be adapted to the specific circumstances of the organization. Whether a formal standard is followed for requirements documentation may not matter for requirements engineering success. However, for efficient and smooth work, the requirements specification needs to be well integrated into the corporate work processes, culture, and toolchain. The product manager will specify and handle requirements in the context of agile development differently compared with a Waterfall development context. For mature product companies, requirements represent an important input for process development. Time-to-market measurements, product backlog size, and confidence in the requirements will allow planning and balancing capacities and influence the way requirements decisions are taken.
[Towards a Reference Framework for Software Product Management](“g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Metodologia\vandeweerd2006_Towards a Reference Framework for Software Product Management.pdf”)
van de Weerd, I., Brinkkemper, S., Nieuwenhuis R., Versendaal, J., Bijlsma, L.: On the Creation of a Reference Framework for Software Product Management: Validation and Tools Support. International Workshop on Software Product Management (IWSPM 2006). [pdf]
Book - Inspired - How to Create Tech Products Customers Love, Second Edition - 2018 - Marty Cagan
Let’s say you’re a growth stage marketplace company, and you have roughly 10 product teams. You may likely have those 10 teams split up into three types: a platform/common services group, and then a group for each side of the marketplace (e.g., buyers and sellers, riders and drivers, or hosts and guests).
For larger companies, especially, it’s typical to have one or more teams that provide common services to the other product teams. We often label these teams common services, core services, or platform teams, but they primarily reflect the architecture. This is very high-high leverage, which is why so many companies have these types of teams at scale. However, it is also a difficult type of team to staff because these teams are dependencies (by design) of all the other teams, as they are there to enable the other teams. Be sure to staff these common services teams with strong and highly technical product managers (often called platform product managers).
“high-high leverage” suggests an intensified level of financial risk and amplification of outcomes.
Moreover, at scale, it is very common to have some significant number of product teams that are there in support of the other product teams. These are often called platform product teams, or shared services product teams. They are very high leverage, but they are a little different in that they generally don’t directly serve customers. They serve customers indirectly, usually through the higher-level, solution-focused product teams. These platform teams will get requests from most or even all the higher-level product teams, and they are there to help them succeed. But, again, leadership will need to help coordinate the objectives for these teams and make sure we coordinate the dependencies and align the interests.
The Power of Reference Customers …
There are four main variations of this technique for four different situations:
- Building products for businesses
- Building platform products (e.g., public APIs)
- Building customer-enabling tools used by employees of your company
- Building products for consumers
Platform/API Products For developer products, the program is very much like the one for busi- nesses, but the main difference is that we work with the development teams (engineers and product managers) that will use our APIs to get them successfully using our product. The result of the program is a set of reference applications rather than reference customers. We focus on the successful applications created with our APIs.
I consider developers to be one of the consistently best sources of truly innovative product ideas.
ISPMA - Association Overview
The International Software Product Management Association (ISPMA®) is an open non-profit association of experts, companies, and research institutes with the goal to foster software product management excellence across industries.
ISPMA® establishes software product management as a discipline in both academia and industry, and disseminates and maintains a curriculum and a certifiable Body of Knowledge (SPMBOK).
The SPMBOK is documented in syllabi that are the basis for training courses and certification exams. All syllabi are available for free. Training courses can be offered by commercial training providers and universities. Certification exams are conducted by independent certification agencies that issue the certificates on behalf of ISPMA®.
ISPMA® also provides a platform for communication and exchange between its members, be it on conferences, in workshops and working groups, or on the internet.
Recommended SPM Overviews
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Kittlaus, H.-B., Fricker, S.A.: Software Product Management: The ISPMA-Compliant Study Guide and Handbook. Springer (2017). [www] OK
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Ebert, C.: **Software Product Management.**Software, IEEE. 31, 21-24 (2014). www OK
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Ebert, C., Brinkkemper, S.: Software Product Management – An Industry Evaluation. Journal of Systems and Software. 95, 10 – 18 (2014). [pdf] OK
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Ebert, C.: The Impacts of Software Product Management.Journal of Systems and Software. 80, 850-861 (2007) OK
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Fricker, S.A.: **Software Product Management.**In: Maedche, A., Botzenhardt, A., and Neer, L. (eds.) Software for People. p. 53-81.Springer Berlin Heidelberg. (2012). [pdf] OK
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Kittlaus, H.-B., Clough, P.: Software Product Management and Pricing – Key Success Factors for Software Organizations. Springer (2009). [[www](Software Product Management and Pricing: Key Success Factors for Software Organizations | Amazon.com.br)] NO
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Maglyas, A., Nikula, U., Smolander, K.: What are the roles of software product managers? An empirical investigation. Journal of Systems and Software. 86, 3071 – 3090 (2013). [[pdf](http://enact.lut.fi/esdnet/sites/default/files/Maglyas et al. - 2013 - What are the roles of software product managers A.pdf)] OK
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van de Weerd, I., Brinkkemper, S., Nieuwenhuis R., Versendaal, J., Bijlsma, L.: On the Creation of a Reference Framework for Software Product Management: Validation and Tools Support. International Workshop on Software Product Management (IWSPM 2006). [pdf] OK
Product Manager
Textos que escrevi sobre:
Por trás da função, existe o papel, que precisa ter Dominio da função, mas own it, fazer fulgamento da proposta de valor e das prioridades. Tem que fazer um balanço entre tudo.
Um estudo realizado traz informações sobre Lack formal educação, carreira profissional, o papel não estar aderente à definição e escopo nas organizações, a falta de exploração de certificações externas comparado a outras práticas, como gestão de projetos e como é tailored para questões especificas das organizações. (Ebert, 2014)
Cursos de Product Manager
Cursos de Product Manager I Cursos PM3
Product Templates: Product Requirements Document (PRD) - Product School
WALI (2018) - Productization of customer specific
software in an IT company
Master Thesis que trabalha em cima do processo de “produtização”. Ele usa o processo de entrevistas e recomendações.
Fonte de referência para validar literatura.
In developing software in the current IT industry, basically two types of business models are most prevalent. The first one is the service business model in which software companies develop customized software for a specific customer need, and the second one is the software business model that caters for a variety of market needs by developing standardized software which is sold as products (Guvendiren, Brinkkemper & Jansen 2014).
Producing software as a product is receiving more and more attention from both academics and practitioners all over the world. With the huge success of companies like Microsoft and Apple, software companies are gradually recognizing the advantages and importance of delivering their software as a product. This has triggered software companies into a transition from developing customer-specific software (service based) to selling product-based solutions in order to improve their offerings (Artz 2010).
<> Pontos sobre a distinção sobre Domain Engineering
- Make or buy seria um argumento?
- Algo mais Introspectivo?
- Que domain engineering precisa de alguem para dar a visão de “negócio”
- Que outros?
- Pode dizer que é custoso? É trabalhado?
Source: Internet
Platform Product Management: Difference between Platform & Product, Features | Mindtree
Modularity is the ability to interchange value-added features of a product or service.
Platforms are the standard process (or component) used across a product line or service.
primeiro traz uma visão mais de demanda, de interagir com os stakeholders e definir muito bem os requisitos, o valor gerado para o negócio. O segundo, mais técnico e profundo, explora com inspiração e referências na manufatura, como exemplo a Boeing, que conseguiu desenvolver dois aviões (757 e 767) com peças comuns entre os dois na taxa de 60%.
Diference, ele conseguir ter uma proposição de volução continua do tema, que leva em consideração as necessidades dos seus “clientes” e ou produtos. Outro ponto importante é o acomplamento, uma plataforma não pressupõe a incorporação de aspectos de um produtos que eles servem em seu desenho, enquanto que em arquitetura de domínio, a base do produto é grande parte do próprio produto.
Custo de troca.
Focado em desenhar um produto … e o outro é focado em desenar uma capacidadr, cujo escopo e abrangencia pode ser maior do que a que pode ou seria definida dentro de um produto.
O que me inspira…
Posso ir para o caminho de plataformas, mas parece que vai dar um volta vem grande.
Platform versus Non-Platform Company Performance: Some Exploratory Data Analysis, 1995-2015
Mastering Disruption and Innovation in Product Management | SpringerLink
- Explains product management and development using a blend of Innovation Theory, Form follows Function (System Architecture), Market Understanding, Design Thinking, Design to Value, Modularization and Agile approaches
- Provides guidance in turbulent markets, when innovation and disruption are essential
- Includes various step-by step tutorials
Enterprise Product Management in the Digital World | SpringerLink
In the digital era, businesses in any industry are being transformed fundamentally to stay competitive. Innovation is increasingly shaped by changes in technology, development methodologies, and the ways in which consumers make purchase decisions, demanding changes throughout the entire lifecycle of a digital product. The lifecycle of digital products becomes more and more complex with the need to embrace new business models for creative businesses, including the increasing role of business networks and collaboration to offer related products and services. Product management in the digital world is thus transformed to include data-driven decision making, collaborative ownership, incremental thinking, and continuous learning.
Productization of an IT Service Firm | SpringerLink
Two types of businesses dominate the landscape of the IT industry: service businesses that develop tailor-made software based on customer specific needs on the one hand, and software businesses that develop standard software products based on market needs on the other hand. The so-called productization process enables software companies to perform a business transformation from customer specific service-driven to a product business. This research aims to evaluate to what extent the proposed productization process is applicable in a service-oriented company using seven theory-testing case studies within the context of one IT service firm. The results indicate that the productization process cannot be applied to its full extent, since most of the product-driven processes are not mature, which is largely caused by a lack of knowledge about the productization process in service firms.
Product-Oriented, Use-Oriented, and Result-Oriented Business The present study provides an example of using this kind of product structure to model a physical product offered as part of product-oriented, use-oriented, and result-oriented product-service systems.
Productization of legal services
http://jultika.oulu.fi/files/nbnfioulu-201908212782.pdf
Automatization and information systems enables unprecedented value creation for customer and service provider by making new ways of communication and interaction with customer possible. (Lenka 2016)
In the literature review by Härkönen et al. (2015) productization seems to be most commonly defined to be: “process of analysing a need, defining and combining suitable elements, tangible and intangible, into a product-like object, which is standardised, repeatable and comprehendible”
Platform Engineering
Gartner Paper Notes:
Platform engineers help end users navigate complex and siloed systems by building curated self-service layers that improve user experience, delivery speed, process agility and business value. This research helps IT leaders adopt the platform engineering discipline in their organizations.
IT leaders and other executives responsible for medium- to long-term IT strategy should:
- Ensure high quality and consistency of IT solutions by establishing dedicated platform teams who can curate and build internal platforms with reusable, composable, configurable application components and services.
- Treat the platform as a product. Work with end users to identify and prioritize whatever technical capabilities, tools and processes are most useful to them, then build a platform around that.
- Build a product management culture, with routine collaboration between engineers and the end users they serve, where they can share bidirectional feedback in a safe and productive environment.
- Address platform-building skill gaps by instituting communities of practice and recruiting new hires who can help upskill existing staff.
In response to these challenges, many organizations have implemented platforms that sit between end users and the backing services on which they rely. Platforms provide a curated set of tools, capabilities and processes selected by subject-matter experts and packaged for easy consumption by end users. The goal is a frictionless, self-service experience that offers the right capabilities to enable users to do valuable work with as little overhead as possible.
Platforms are internal products built, maintained and improved by dedicated teams. Designing and adapting the platform is an exercise in product management.
Implications
- Platforms are internal products. They must provide services that are useful to the target audience, with a user experience that is demonstrably better than the DIY solutions they use now. Users’ own assessment of a platform’s usefulness is a key measure of its success.
- A platform is a shared service. This benefits the organization by eliminating redundancy, and allowing for rationalization of tools and processes across teams. Unfortunately, this also engenders the typical fights about shared services (e.g., Who is responsible? Whose budget is tolled?).
- Platforms vary widely. One company’s ideal platform may be useless to another. Even within the same company, different teams may have entirely different needs. What works for one may not work for another.
- Skills shortages will hinder efforts. Most veteran IT staff have no experience in building a platform, nor in product management. They will likely need to learn these skills on the job as the platform grows and evolves.
- Missing capabilities are a shortcoming of the platform, not the user. If there is a legitimate business need for functionality that isn’t available in the platform, treat that as a defect of the product that should be corrected — not as a deliberate attempt by the user to avoid constraints.
- Standardization is not necessarily the goal. The goal of the platform is to enable workflows, which may vary from team to team. Trying to enforce a single common workflow on all users is not the purpose of the platform, and is unlikely to succeed.
- Cost savings are unlikely. The platform should improve productivity, cycle time and speed to market, among other important metrics. Expect a good return on investment, but not less investment overall. Direct, cash-out-of-pocket savings are unlikely to materialize.
Presentation Notes:
By 2026, 80% of software engineering organizations will establish platform teams as internal providers of reusable services, components, and tools for application delivery.
Platform engineering is the discipline of building and operating self-service internal developer platforms (IDPs) for software delivery and life cycle management. Each platform is a layer, created and maintained by a dedicated product team, designed to support the needs of software developers by interfacing with tools and processes. The goal of platform engineering is to optimize the developer experience and accelerate product teams’ delivery of customer value.
●As the development team attempts to deploy, // all these problems create friction in the process.
●The solution is our next trend - Platform Engineering. // A platform architected to remove development and deployment issues and improve the developer experience. The platform provides libraries of common components, brings together the tools a developer needs, and integrates a self-service portal that allows developers to // consume solutions on demand, automating the deployment and management of the underlying infrastructure.
The key to making this work is to treat the platform as a product and create a new function with a specific responsibility to build and maintain it. The result is an optimized developer experience and accelerated digital delivery.
•Interview end users to discover their needs. The platform is an internal product. It must be managed as a product.
Src: Gartner
Software Product Lines
CLEMENTS (1999) - Software Product Lines - A New Paradigm for the New Century
Good article, it explains one case of Us DoD, defines product lines, details what is needed, practices, benefits, organizational needs and the role customer management takes.
Mentions SEI Product-Line Practice Framework
Abstract
Summary: Software developed as a product line promises to be a dominant development paradigm for the new century, one that the Department of Defense (DoD) can leverage when acquiring software-intensive systems. This article discusses the advantages of product lines, uncovers some of their pitfalls, and shows by example the kinds of successes the organizations can enjoy
Some highlights, others highlighted direct in the document:
They had to build two large command and control systems, each larger than anything they had attempted before, and they had barely enough resources to build one.
A product line is a set of products that together address a particular market segment or fulfill a particular mission. Product lines promise to become the dominating production software paradigm of the new century.
Empirical software product line engineering: A systematic literature review - ScienceDirect
Software product lines (SPLs) aim to support the development of a family of software products through the systematic reuse of shared assets [1].
Software Product Line Engineering (Book) - [[Local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Tema\2005_Bookmatter_SoftwareProductLineEngineering_SPLE-Book.pdf)]
- Presents a concise framework, covering not just the technical aspect of the development, but also business, organisation and process aspects
- Highlights key differences of software product line engineering compared to traditional single software system development, as the need for two distinct development processes for domain and application engineering respectively, or the need to define and manage variability
- Gives an extensive overview of the most important industry projects
Chapter 9 - Product Management
In this chapter you will learn: o The economical background of product management. o The principles of designing a product portfolio and managing it over the lifetime of the software product line. o The relation between product management and product line scoping. o The challenges for product management in software product line engineering
Product management is responsible for enforcing entrepreneurial goals throughout the software engineering process.
Criação de uma Product Line | Estudo Geral [[local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Tema\BrunoFernandes_Relatório Estagio_ProductLine.pdf)]
A ISA é uma empresa especializada no desenvolvimento de soluções de telemetria e telegestão nas áreas da energia, saúde e combustíveis. Ao longo dos anos foi desenvolvendo soluções autónomas para estas áreas distintas de negócio. Actualmente está apostar num novo leque de produtos na área da saúde, a linha OneCare, tendo como objectivo o acompanhamento à distância de pessoas através da monitorização remota dos seus parâmetros de saúde e de bem-estar. O facto de os produtos disporem de características semelhantes, permite uniformizar as necessidades de processamento e tratamentos de sinais das aplicações da linha OneCare, numa plataforma comum. A ISA identificou então a oportunidade de construir uma arquitectura comum para as aplicações da linha OneCare, através do desenvolvimento de uma Product Line. Foi neste contexto que surgiu este projecto de estágio. Tornou-se indispensável efectuar um estudo aprofundado da Product Line e da ACDM (Architecture-Centric Design Method) para a obtenção das tarefas necessárias para o cumprimento do objectivo principal deste estágio, a construção da arquitectura da Product Line. A aplicação da metodologia ACDM permitiu a recolha dos requisitos das aplicações a desenvolver, a elaboração da sua respectiva documentação, a produção da arquitectura, a sua avaliação, a identificação de problemas, bem como a elaboração um plano de acção de modo a colmatar esses mesmos problemas. Ao cumprir as várias etapas da ACDM foi então possível elaborar a documentação da arquitectura da Product Line, para as aplicações da linha OneCare que a ISA pretende comercializar.
A systematic review of domain analysis solutions for product lines - ScienceDirect
ABSTRACT:
Domain analysis is crucial and central to software product line engineering (SPLE) as it is one of the main instruments to decide what to include in a product and how it should fit in to the overall software product line. For this reason many domain analysis solutions have been proposed both by researchers and industry practitioners. Domain analysis comprises various modeling and scoping activities. This paper presents a systematic review of all the domain analysis solutions presented until 2007. The goal of the review is to analyze the level of industrial application and/or empirical validation of the proposed solutions with the purpose of mapping maturity in terms of industrial application, as well as to what extent proposed solutions might have been evaluated in terms of usability and usefulness. The finding of this review indicates that, although many new domain analysis solutions for software product lines have been proposed over the years, the absence of qualitative and quantitative results from empirical application and/or validation makes it hard to evaluate the potential of proposed solutions with respect to their usability and/or usefulness for industry adoption. The detailed results of the systematic review can be used by individual researchers to see large gaps in research that give opportunities for future work, and from a general research perspective lessons can be learned from the absence of validation as well as from good examples presented. From an industry practitioner view, the results can be used to gauge as to what extent solutions have been applied and/or validated and in what manner, both valuable as input prior to industry adoption of a domain analysis solution.
Criação de uma Product Line | Estudo Geral
Software product lines são técnicas de engenharia aplicadas a um conjunto partilhado de recursos comuns, para a criação de um portfólio de sistemas de software semelhantes e que irão usar meios comuns para a sua produção (Carnegie Mellon Software Engineering Institute, 2008).
As software product lines são constituídas por um conjunto de componentes de software, que serão reutilizadas em todas as aplicações a produzir pela product line, e por um conjunto de componentes de software específicos para a produção de determinadas aplicações. Estes componentes são guardados num repositório que posteriormente serão seleccionados e configurados consoante a aplicação a produzir. A product line prevê a elaboração de uma estratégia de mercado, onde são seleccionados os produtos a incluir na product line e a construção de testes reutilizáveis como forma de validação das aplicações produzidas. (Clements, 1999)
SEI Software Product Lines Course Materials Now Freely Available
Não vi nada aqui
Algumas outras notas perdidas, sem referência:
A linha de produto de software visa apoiar o desenvolvimento de uma família de produtos de software através da reutilização sistemática de ativos compartilhados
que possuem como fim a decisão ou não de
decide what to include in a product and how it should fit in to the overall software product line.
que instituem plataformas como parte de sua solução, e, por isso, podem trazer a ideia de que a prática de Gestão De Produto possa ser dispensável ou redundante no contexto de plataformas.
Product Platform Development
Product Manager
Tem que pensar se é algo genérico ou especifico (Software)
What are the roles of software product managers? An empirical investigation - ScienceDirect [[local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Tema\maglyas2013_What are the roles of software product managers_ An empirical.pdf)]
Software product management covers both technical and business activities to management of products like roadmaps, strategic, tactical, and release planning. In practice, one product manager is seldom responsible for all these activities but several persons share the responsibilities. Therefore, it is important to understand the boundaries of product managers’ work in managing software products, as well as the impact a product manager has on the company business. The purpose of the study is to clarify what roles of software product managers exist and understand how these roles are interrelated with each other and the whole structure and business of an organization. The study is designed as an interpretative qualitative study using grounded theory as the research method. Based on the gathered data we developed a framework that reveals the role of a product manager in the organization and shows how this role can evolve by extending the level of responsibilities. Using the framework, we identified four stereotypical roles of product managers in the studied organizations: experts, strategists, leaders, and problem solvers. The presented framework shows that product managers’ roles are not limited to the conception of the “mini-CEO.” The results allow product managers and top management to collaborate effectively by assigning responsibilities and managing expectations by having a common tool for understanding the role of product managers in the organization.
Produto-Plataforma
Para exemplificar: um banco tem um aplicativo de celular, no qual seus clientes interagem e fazem suas transações e interações com o banco; por trás deste aplicativo, existem diversas plataformas, umas mais técnicas, como uma plataforma que monitora a experiência do cliente, e outras mais funcionais, como aquelas que viabilizam a transferência entre bancos. Estes últimos dois exemplos, são os nossos focos de interesse.
Tipos de produto-plataforma: dadso, integração, API
Exemplo: Validação Eletrônica
REF: Executive Essentials: Deploy Data and Analytics, Artificial Intelligence and Digital Platforms
Digital platforms are defined as an assembly of capabilities to improve business operations and to deliver business value at scale. “Platforms” are typically derived from the following 11 domains. For example, a digital workplace platform is derived from the first three platforms in the following list, while digital experience platforms, digital banking platforms or digital healthcare platforms are broadly derived from a variety of platforms.
- Cloud management platforms
- Analytics and business intelligence platforms
- Enterprise low-code application platforms
- Industrial IoT platforms
- Content services platforms
- Endpoint protection platforms
- Data science and machine learning platforms
- Digital experience platforms
- Multi-experience development platforms
- Mobile marketing platforms
- Content marketing platforms
Literature Review - Similar Practices
Conflicts / Desabinguation
My conclusions:
- Product lines → A product line is a set of products that together address a particular market segment or fulfill a particular mission.
“domain engineering” and “product management”
In the Product Line Bible - Software Product Line Engineering | SpringerLink
Definition 9-3: Product Management (In the Software Product Line Framework) Product management is the sub-process of domain engineering for controlling the development, production, and marketing of the software product line and its applications.
Product-family engineering (PFE), also known as product-line engineering, is based on the ideas of “domain engineering” created by the Software Engineering Institute, a term coined by James Neighbors in his 1980 dissertation[1] at University of California, Irvine. Software product lines are quite common in our daily lives, but before a product family can be successfully established, an extensive process has to be followed. This process is known as product-family engineering.
Domain Engineering
A systematic review of domain analysis solutions for product lines - ScienceDirect
Domain engineering - Wikipedia
Domain engineering, is the entire process of reusing domain knowledge in the production of new software systems. It is a key concept in systematic software reuse and product line engineering. A key idea in systematic software reuse is the domain. Most organizations work in only a few domains. They repeatedly build similar systems within a given domain with variations to meet different customer needs. Rather than building each new system variant from scratch, significant savings may be achieved by reusing portions of previous systems in the domain to build new ones.
Software Engineering or Product Management: Which Is Best for You? - Two Sigma
| Tema | Objetivo | Metodologia | Resultados e conclusões | Observações |
|---|---|---|---|---|
| Domain engineering book | The most co**mprehensive and up-to-date work on domain engineering ** Cover’s all important technological aspects, including software product lines, domain-specific languages, and conceptual modeling Introduces novel approaches and techniques, and includes a wealth of pointers for further research | |||
Domain Engineering | SpringerLink Book | 2013 [[local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Tema\Reinhartz-Berger_2013_Domain Engineering_book.pdf)]
The most comprehensive and up-to-date work on domain engineering
Covers all important technological aspects, including software product lines, domain-specific languages, and conceptual modeling
Introduces novel approaches and techniques, and includes a wealth of pointers for further research
Domain Engineering - Chapter - Same author, 2009 [[local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Tema\berger_2009_Domain Engineering_chapter.pdf)] Inside Book - Formal Methods: State of the Art and New Directions
Before software can be designed we must know its requirements. Before requirements can be expressed we must understand the domain. So it follows, from our dogma, that we must first establish precise descriptions of domains; then, from such descriptions, “derive” at least domain and interface requirements; and from those and machine requirements design the software, or, more generally, the computing systems.
ISO - Reference model for product line engineering
ISO/IEC 26550:2015(en), Software and systems engineering — Reference model for product line engineering and management - Tem definições importantes
product line platform
product line architecture, a configuration management plan, and domain assets enabling application engineering to effectively reuse and produce a set of derivative products
Note 1 to entry: Platforms have their own life cycles. ISO/IEC/IEEE 15288 may be used to manage a life cycle.
product line platform
product line architecture, a configuration management plan, and domain assets enabling application engineering to effectively reuse and produce a set of derivative products
Note 1 to entry: Platforms have their own life cycles. ISO/IEC/IEEE 15288 may be used to manage a life cycle.
Digital Product Management
Digital Product Management | Emerald Insight [[local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Tema\digital-product-management2015-2-kristofer-layon-digital-product-2015.pdf)]
In the cluttered Website and mobile application (“app”) landscape, it can be challenging to create something useful that will help users solve problems. This book introduces the concept of product management as a process that will improve the likelihood that digital content will indeed solve problems for users.
An assumption is made early in this book that the reader is very familiar with the technical process of developing and testing content for Websites and mobile apps. The focus of this book is to get the reader to go beyond these technical steps in the development process to comprehend how the process could be enhanced using product management. A forward written by Whitney Hess highlights the need for developers to determine the purpose of their products and suggests that product management is the “art and science of crafting a product with purpose” (p. xiii). After the forward, a brief introduction elaborates on the idea of product management, and eight concise chapters and an appendix of product design resources guide the reader through the digital product management process.
Literature Review - Background
Background
A que eu usei na versão do projeto
- MONTGOMERIE; ROSCOE, 2013 - Owning the consumer-Getting to the core of the Apple business model
- com perspectiva de atingir 70% de adoção em 2024 (GARTNER, 2022).
- HARLAND; UDDIN; LAUDIEN, 2020 - Product platforms as a lever of competitive advantage on a company-wide level: a resource management perspective
Information Systems / Information Tecnology
Geração de valor pelo uso de TI: influência do uso de TI na valorização de empresas para fusões e aquisições | col:22976 | com:2197 [Local](“g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Metodologia\Ricardo Ferraz - TA - v.Final.pdf”)
A framework for management information systems,
My Highlights:
we are arguing, above all, that each organization should share some coninon framework among its members
Generally these systems have done little to effect the way in which management makes decisions\
What changes withing Procut Platform in IT Context
Qual o grande problema no contexto, priorização… investimento mais razo… falta de visibilidade invisto isto tenho isto.,
Qual a missão: Mix, comprar e desenvolver… como colocar na prateleira.
No fundo geral economia de escala
Não se se vale a pena explicar (visualmente?) a diferença de uma empresa de TI e outra não
You can think that what changes… the universe does not “flow” around the tech products.. tech products are a “medium” .. compete for a large number of other priorities
Dimensions
money - the money historically, and probably most part of it will always come from the main business, wich is not tech
People of the organization - they are not from the tech industry
Irrationality -
Non-SME → Asking people to take decision they have no background
Dificuldade de apurar valor
Questoes orcamentarias se esbarram em questoes corporativas
Um corte de orçamento por exemplo … dificilmente vai no nivel de detalhe que um corte vai impactar.. vai ser distribuido pela TI … menos conexão entre o plataforma e o beneficio da mesma
Using an product management framework means moviing the frames on how you define an problem and you work around then. IT backed by service oriente (or other origins) call “users” … in product management we call “customers” , value oriented approach … consiring people who can “choose” to use or not what we offer … versus jailled, you you what we define you need to use. This can be an small word swithing, but it refers a lot on behaviour…
Digital Transformation
Understanding digital transformation: A review and a research agenda - ScienceDirect
[local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Pano de Fundo\Understanding digital transformation_ A review and a research agenda.pdf)
Highlights:
- Reviewing a comprehensive body of IS literature on digital transformation.
- Building a conceptual definition of digital transformation.
- Offering a research agenda for future research on digital transformation.
Abstract
Extant literature has increased our understanding of specific aspects of digital transformation, however we lack a comprehensive portrait of its nature and implications. Through a review of 282 works, we inductively build a framework of digital transformation articulated across eight building blocks. Our framework foregrounds digital transformation as a process where digital technologies create disruptions triggering strategic responses from organizations that seek to alter their value creation paths while managing the structural changes and organizational barriers that affect the positive and negative outcomes of this process. Building on this framework, we elaborate a research agenda that proposes [1] examining the role of dynamic capabilities, and [2] accounting for ethical issues as important avenues for future strategic IS research on digital transformation.
My Highlights:
Although the idea of fostering collaboration across business units and breaking functional silos is by no means new in IS research, the literature on DT highlights the reality that in many instances, a significant chasm must still be crossed for these forms of collaboration to emerge and to fuse organizational and IS strategy together
Conceptual Framework
… Miles and Huberman (1994) defined a conceptual framework as a visual or written product, one that “explains, either graphically or in narrative form, the main things to be stud- ied—the key factors, concepts, or variables—and the presumed relationships among them” (p. 18)…
The most important thing to understand about your conceptual framework is that it is primarily a conception or model of what is out there that you plan to study, and of what is going on with these things and why—a tentative theory of the phenomena that you are investigating. The function of this theory is to inform the rest of your design— to help you to assess and refine your goals, develop realistic and relevant research questions, select appropriate methods, and identify potential validity threats to your conclusions…
From: [Ch3MawellConceptualFramework.pdf](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Metodologia\Ch3MawellConceptualFramework.pdf)
Value and IT
A. Barua, C.H. Kriebel, T. Mukhopadhyay, Information technologies and business
value: an analytic and empirical investigation, Information Systems Research 6
(1), 1995, p. 3-3
M.J. Davern, R.J. Kauffman, Discovering potential and realizing value from information
technology investments, Journal of Management Information Systems
2000, pp. 121–143.
The crux of the issue of IT value is a problem of measurement
M.J. Davern, C.L. Wilkin, Towards and integrated view of IT value measurement,
International Journal of Accounting Information Systems 11, 2010, pp. 42–60.
An alternative stream of research, which draws on the behavioural sciences, uses more subjective, perceptual measures such as assimilation, user satisfaction, perceived net benefit, and perceptions and expectations of quality. These measures are often more closely connected to the underlying IT and are often more diagnostic with respect to how effectively IT is used and value is realized.
N. Melville, K.L. Kraemer, V. Gurbaxani, Review: information technology and
organizational performance: an integrative model of IT business value, MIS
Quarterly 28 (2), 2004, pp. 283–322
P.P. Tallon, K.L. Kraemer, V. Gurbaxani, Executives’ perceptions of the business
value of information technology: a process-oriented approach, Journal of Management
Information Systems 16, 2000, pp. 145–173
Co-author of “IT Portfolio Management: Unlocking the Business Value of Technology”
From https://www.gartner.com/analyst/25745
Literature Review - Product Management - Deeper Details
Requirements Management
[5] P. Carlshamre and B. Regnell, “Requirements Lifecycle → Incluir a Referência fator critivo de sucesso da proposta
Requirements management is a key area in product software companies [5]
Este foi o que eu inclui na citação:
The product manager needs a systematic approach to shaping the prod-uct definition. The product requirements process is fairly well docu-mented, especially for the technology industry (from desk reference)
Escopo
A gestão de requisitos contém atividades de obter, identificar e organizar requisitos de vários stakeholders (van de Weerd et al., 2006).
Tem uma pequena diferença com o texto do desk:
Os passos gerais deste processo são:
· Obter requisitos
· Definir requisitos
· Organizar os documentos que compõem os requisitos
· Gerenciar requerimentos do início ao fim para assegurar que existe uma rastreabilidade completa.
Requirements engineering for product families | IEEE Conference Publication | IEEE Xplore
Gestão de requiritos vs Requirements Engineering?
Home - IREB – International Requirements Engineering Board
Fundamental Principles of Requirements Engineering: The Key to Product Success - Product School
Tools:
ProductVision® - Requirements.com
Best prototyping tool | Wireframing | Integrated Requirements Management
Integrated requirements engineering: a tutorial | IEEE Journals & Magazine | IEEE Xplore
Textos que eu rippei da sessão do livro Desk Reference
Isto também tem um processo evolutivo, quando a oportunidade de um produto aconteça, já tem algumas definições sobre os problemas que o produto deve endereçar e conseguintemente pode trazer alguns pontos de requisitos. . Versão preliminar… Depois isto vai para um baseline final de requerimentos do produto.
Conteudo do produto, função e desenho.
Lidar com o conteúdo de cada requisito.
PRF → Product Requirements documents?
PSD → Product Specifications document → Limite, não é escopo. Delinear que não estamos falando da especificação.
Decidir um ou não por investir no produto.
Consolidando a definição conjunta de SPM e PM.
No fundo, estou falando de como fazer uma PRD que tenha altas chances de ter o produto construído para cumprir a sua missão.
Release Planning
Management and Release Planning in Market-Driven Requirements Engineering Processes”, DEXA’00, 2000, p. 961.
Product Requirements Document
Precisa organizar:
Fiz uma busca para encontrar algum modelo, template de Product Requirements Document:
Integrated requirements engineering: a tutorial | IEEE Journals & Magazine | IEEE Xplore
Modelling requirements variability across product lines | IEEE Conference Publication | IEEE Xplore
Research Methodology Literature Review
Backlog
Venable et al. (2017) mention 6 possible methodologies that can be followed when doing design science research.
(GIBSON; ARNOTT, 2007) → Follow
Expert Evalulation (Peffers)
Todos os exemplos usam Design Science Research Methodology (DSRM)? Precisa usar ou é so o metodo?
Actions from the multimdeia paper:
- Preciso entender o que ex-ant e ex-post, para amarrar ainda mais com o conceito do multimedia.
- Confirmar se o framework é um process artifact
- Confirmar se bate as semanticas escolhas (SNQ e PMQ) com o outro paper que coloquei
- Adorei a referëncia Pragmatica quality, enable learning and action … que tal usar para justificar a escolha ?
Possiveis melhorias→
- However, Pries-Heje et al. (2008) clearly state that “evaluation is not limited to a single activity conducted at the conclusion of a design-construct-evaluate cycle. In fact, there are at least two evaluation episodes available: design-evaluate construct-evaluate”.
Structure of the project methodology
Metodologia é o caminho que será seguido em toda a execução do projeto, a implementação de planejamento do que precisa ser executado e em que ordem; já o método é um modo de colocar em prática alguma ação específica, em alguma parte pontual do projeto.
Explanation: Method; a particular procedure for approaching or accomplishing something, particularly a systematic or established way to do it. Methodology: a system of methods used in a particular area os study or activity, like teaching.
In the Lit review - (Info and WHY)
- Overview of DS Research… why I’ve choose it
- Will not include details of methods (example), survey with video
- More global overview
- How I will enable (make viable) and measure this dimensions
- Important to demote that since DSR expects that the research projects also contributes with design theory, we will refer to others studies that are not specific methods, but had contributions that helped give backing our proposed methodology, as following
- Since the methods are not available (?), etc…
- Quantitative / qualitative or later?
In the research methodology (HOW)
- Will start with : DSR .. used this method… and that .. why I’ve used
- will use an DS … with these method… and these…
- Why I’ve choose, X ,Y, Dimensions
Research Goal: X Research Methodologies: How we reach the goal
Choices:
| Theme | Choice | Why |
|---|---|---|
| Research Approach | DSR | |
| Objective | ||
| Processes for conducting the DSR | ||
| Presenting results | ||
| Principles? | Hevner |
Theory contribution?
Introduction of a methodology to improve/enhance an artifact… update to current time, certain way operating in optimized mode , next research that can use it, maybe will expend less time with designing the process and more including other evaluation perspectives…
Literature Table Checks
Design Science Teses FGV verificado se as referencias de design science estão equivalentes.
[]: G:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Metodologia\Design Science Teses FGV
GREGOR, Shirley; HEVNER, Alan R. Positioning and presenting design science research for maximum impact. MIS Quarterly, v. 3, n. 2, p. 337-355, 2013.
(HEVNER et al., 2019).
Metodology Inspiration
Resumo:
| O que eu uso | Referências de uso |
|---|---|
| DS Process | |
| overall research methodology structure | (Pelt et al., 2021) |
| Framework evaluation | (Pelt et al., 2021) |
| Semi-structured expert Interview | (Pelt et al., 2021, Albrecht, 2021) |
| Quantitative evaluation of framework artifact survey | (Albrecht, 2021) |
[click on this link](#my-multi-word-header)Subsequently, an interactive questionnaire is conducted with experts, as this is perceived as an effective and one of the most common approaches (Robson & McCartan, 2016).
Pensar em definir, porque é inspiração??
Possibilidades procuradas para a metodologia:
- Extensão de um framework
- Criação de um framerwork
(Pelt et al., 2021) O paper alvo
Full article: Defining Blockchain Governance: A Framework for Analysis and Comparison
Primeiro a estrutura completa, minha referência.
Texto copiado!!
First, we conduct an ex-ante, artificial design product evaluation through a series of expert interviews. According to Wieringa (2014), eliciting expert opinions using interviews is a useful research method in the conceptual stage of artifact evaluation. Interviews can be used as a primary data gathering method to collect information from experts about their own practices, beliefs, experiences or opinions (Harrell & Bradley, 2009).
(ALBRECHT, 2021) - DSR Referência de como estruturar os resultados da metodologia
ALBRECHT, R. A Framework for Data Quality Management in the Delivery & Consultancy of CRM Platforms. [s.l: s.n.].
1.4.4 Validation Strategy The designed CRM-DQMF and underlying perspectives need to be validated to ensure credibility of the artifacts. By utilising the expert opinion approach the artifacts are validated. The design is applied to a simulated problem context to establish a design theory (Wieringa, 2014). Subsequently, an interactive questionnaire is conducted with experts, as this is perceived as an effective and one of the most common approaches (Robson & McCartan, 2016). A more elaborate explanation on the validation strategy can be foung in Chapter 5. Expert Opinion By applying the expert opinion approach, the artifact is subjected to and validated by experts. Those experts “imagine how such an artifact will interact with problem contexts imagined by them and then predict what effects they think this would have. If the predicted effects do not satisfy requirements, this is a reason to redesign the artifact.” (Wieringa, 2014, p. 63). Opinions of experts are extracted by means of confirmatory focus groups (Tremblay, Hevner, & Berndt, 20
Within the case study, interviews are conducted with several stakeholders as a data collection vehicle. The interviews are exploratory in nature, since their aim is to understand the field and identify design opportunities. A semi-structured approach is applied, because it facilitates probing questions depending on the specific interview (Kvale, 1996). Questions are prepared beforehand, but rather function as a guidance. In order to prevent maturation, the interviews are limited to 45 minutes up to one hour. The design of the interviews adheres to nine types of questions designed by Kvale (1996). This includes the following: introductory questions to gain background knowledge; structuring questions to structure the interview; followup questions based on a previous answer; probing questions to gather in depth information; specifying questions to request factual information and stay in scope; direct questions to directly introduce topics of interest; indirect questions looking for e.g. opinions or experiences; silence to let the interviewee think and possibly follow up with additional information; and interpreting questions to inspect whether the interviewee’s answer is interpreted correctly. The interview protocol can be found in Appendix B.
Quinta inspiração de metodologia - MIS
Porque inspiração?
Expert interviews…
Within DSR, a distinction can be made between design science (which reflects and provides guidance on artifact construction and evaluation) and design research (which constructs and evaluates specific artifacts) (Winter, 2008).
Cancelado - ERA A Primeira - Saiu porque não uso mais focus group
inspiração de metodologia - DSR com artefato existente + focus group confirmatório e exploratório
Este é bem próximo do meu projeto porque ele parte de artefato existente.
BURTON; O’RAGHALLAIGH; NAGLE, 2021
BURTON, K.; O’RAGHALLAIGH, P.; NAGLE, T. Developing a Green IS to support the move to eco-effective packaging: A Design Science Research study. Proceedings of the 54th Hawaii International Conference on System Sciences. Anais…2021.
Multiple interactions
**Cancelado ** inspiração de metodologia - DSR com grupo focal para avaliação de artefato
Trabalho de mestrado, fizeram o ciclo completo DSR e usaram grupos focais na etapa de validação, que é uma boa referência para esta etapa para mim, lembrando que eu não proponho rodar o ciclo inicial do DSR, uma vez que eu parto de um artefato existente e eles não.
GARCIA et al., [s.d.]
GARCIA, V. M. B. et al. Adoção de Métodos Ágeis com enfoque da Orientação Empreendedora em Gerenciamento de Projetos: Proposição de um Artefato via Design Science Research. [s.d.].
Preciso avaliar, veio do OneNote
Desafios na Implementação de Projetos RPA: uma abordagem exploratória em instituição financeira
Curso:
- MPGC
Área de conhecimento:
- Gestão da Informação
Autor(es):
- Frederico Massaru Abe Matsushita
Orientador:
Ano:
2019
Na atualidade, as empresas contam com uma nova ferramenta tecnológica, o RPA (Robotic Process Automation). Tal ferramenta é responsável pela realização de atividades até então consideradas maçantes para o ser humano, como por exemplo: a atualização de planilhas, execução de cálculos extensos, checagem de e-mails, entre outras. Através do uso do RPA, o papel do ser humano passa a ser direcionado para atividades que agregam maior valor econômico para a organização, permitindo uma maior proximidade desta com as reais necessidades de seus clientes e visando a conquista e ampliação de novos mercados. Contudo, a implementação de tal ferramenta pode encontrar inúmeras barreiras, como o custo de implantação e a dificuldade de alguns usuários para interagirem com esta inovação tecnológica. Para tanto, o presente trabalho sugere explorar os fatores suportados em quatro pilares, Cliente, Organização, Tecnologia e Produto, conforme a literatura e assim entender como estes fatores podem impactar a condução de projetos para a transformação digital das empresas.
Acesse o texto integral desta tese.
Este trabalho utiliza uma pesquisa de caráter qualitativo e exploratório, com objetivo de entender quais desafios descritos na literatura podem impactar o sucesso de projetos de RPA e como estes fatores críticos de sucesso influenciam a implantação.
Lean Startup: análise exploratória sobre sua utilização por novas empresas brasileiras
Curso:
- MPA
Área de conhecimento:
- Empreendedorismo
Autor(es):
- Gabriel Ribeiro
Orientador:
Ano:
2014
Recentemente diversos empreendedores passaram a empregar uma nova abordagem na criação de empresas, denominada “Lean Startup” que, começou a ser difundida no Brasil em 2012 com o livro de Eric Ries. Seguindo a perspectiva do empreendedorismo como método, ela representa uma ruptura nos estudos de empreendedorismo, pois é diferente da abordagem preditiva utilizada até então em que elabora-se um plano de negócios e, somente depois da busca de investimentos, o produto é testado com clientes. Embora muito utilizada, existem poucos estudos acadêmicos sobre as práticas Lean aplicadas a Startups, daí a relevância do presente estudo. Com caráter exploratório, a pesquisa utiliza uma metodologia quantitativa e se vale de uma survey, respondida por 115 empreendedores, sócios de empresas de base tecnológica com até 42 meses de existência, com o objetivo de descobrir se eles conhecem a Lean Startup, o quanto suas ferramentas são adotadas e se elas trazem efeitos positivos. Como resultado, constatou-se que a Lean Startup é amplamente conhecida e utilizada, foram encontradas sinalizações de resultados positivos obtidos pelo uso de algumas de suas ferramentas - feedback acelerado, produto mínimo viável (PMV) e métricas da contabilidade para inovação, que medem o aprendizado no lugar de lucro. Dessa forma, a pesquisa contribui com o aumento do conhecimento sobre a Lean Startup, bem como por meio da formulação de perguntas para direcionar estudo futuros
CORE / Concepts
Research Design / Strategies
What Is a Research Design | Types, Guide & Examples
Parece um excelente livro:
Research Design and Methods | SAGE Publications Inc
ESTRATÉGIAS DE PESQUISA
Qualitative / Quantitative / Mixed
(Acho que tem que cair sempre em uma destas)
Qualitative
[Validity, reliability, and generalizability in qualitative research](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Metodologia\JFMPC_ReliabilityValidityandgeneralisability.pdf)
A qualitative research design is concerned with establishing answers to the whys and hows of the phenomenon in question (unlike quantitative). Due to this, qualitative research is often defined as being subjective (not objective), and findings are gathered in a written format as opposed to numerical.
Codificação na pesquisa qualitativa - Pesquisa na prática #61 https://www.youtube.com/watch?v=zelHhGORVcI
- Metodo → Precisa de mais detalhes Vinculado, processo de pesquisa, método, conceitos, processo/abordagem (indutiva) → para ajudar a responder o problema de pesquisa Recortar e agrupar.
Dedutivo ou indutivo na pesquisa qualitativa? - Pesquisa na Prática #56 https://www.youtube.com/watch?v=Va0NtL45tik Dedutivo → Mais simples de entender. Comportamento Materialista - Comportamento Experientalista → Já existia. Indutivo → Gera, este este processo gera esta informação Importante
The Choice of Qualitative Methods in IS Research
In this introductory chapter I set the stage for the remaining chapters by discussing factors that influence the choice of qualitative methods for information systems research. In doing so, I provide examples from my own work as well as that of other qualitative researchers in the IS field. I consider these influencing factors in order to highlight the interplay between methodological choices and the context within which they occur. Just as decisions about information systems need to be considered within their contexts of use, so too do choices about qualitative methods for information systems research.
Inductive Analysis
Inductive analysis is the principal technique used in the grounded theory method. “Inductive analysis means that the patterns, themes, and categories of analysis come from the data; they emerge out of the data rather than being imposed on them prior to data collection and analysis” (Patton, 1980, p. 306). Grounded theory is a very popular method in nursing research (see, e.g., Beck, 1993; Knobf, 2002; Marcellus, 2005; Nathaniel, 2006; O‟Connell & Irurita, 2000). Over the years, scholars in many other fields have embraced this research approach. Student affairs professionals, for instance, view grounded theory as a powerful research method that can produce information to increase educators‟ understanding of the complex interactions between students and college environments (Brown, Stevens, Troiano, & Schneider, 2002).
[Local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Metodologia\costa2016_Situating Case Studies Within the Design Science Research_instation_collaborative_networks.pdf)
Estudo sobre o assunto
Ref: (1603) Projeto de pesquisa - VOCÊ SABE COMO FAZER A METODOLOGIA DO PROJETO de PESQUISA? - YouTube
Coerência, se transforma um pouco naquilo, como ela funciona e como ela interpreta os fenômenos
Atleticano ou cruseirense
De caracteristicas para que o leitor entendar … o cenario.
Criterios de inclusao e exclusão. Numero de participantes, saturacao de dados.
Multiplas formas de coleta, entrevista… se for multicoleta, como elas vao se relacionar em si
Como vou apresentar os resultados: um constructor
interpretivist (or constructivist)
The interpretivist (or constructivist) believes that individuals or groups construct reality based on interactions with the social environment. This paradigm is distinguished by an interest in understanding the world of lived experience from the point of view of those who live it.[ Essay on The Constructivist-Interpretative Paradigm | Bartleby](https://www.bartleby.com/essay/The-Constructivist-Interpretative-Paradigm-P3JXLUZZVC#:~:text=The interpretivist (or constructivist) believes,of those who live it.)
Ex-ante / Ex-Post
The term ex-ante (sometimes written ex ante or exante) is a phrase meaning “before the event”.
Ex-ante é um termo do Latim. Ele quer dizer “antes do fato”.
Ao contrário do ex-post, onde a avaliação é feita com base nos dados do passado, o ex-ante é uma expectativa em relação a eventos futuros, o que o torna mais subjetivo.
Non-experimental design
Non-experimental designs include observation, survey, and other related methods of collecting numerical data that do not involve laboratory settings. The measurement of processing time, supply chain efficiency, product supply and demand, and price elasticity lend themselves to quantitative methods. An example, supply chain processing which was traditionally viewed as a linear process was measured during its transition to Internet-based ordering (Keskinocak & Tayur, 2001).
Surveys are used to collect information about variables from participants in a population. Surveys have been used to collect political poll behaviors, marketing research, and a variety of other useful information. External validity is improved when data are collected using field surveys. External validity implies that the results will generalize to a larger population because the findings are applicable across different settings and participants (Egan, 2005). Surveys include using questionnaires or structured interviews for data collection. Quantitative methods used structured interviews which repeat the same questions without deviation to each participant. Structured interview questions aim to maintain consistency and avoid bias. Surveys are instruments that collect data which makes statistical calculations possible. Statistics make use of sampling to infer results to a larger population. Surveys can be cross-sectional which collect data at one point in time or longitudinal which collects data over time. Fink (as cited in Creswell, 2003) identifies four data form collection instruments: self-administered questionnaires, interviews, structured record reviews, and structured observations. Survey development and validation is beyond the scope of this paper, but it is important to understand that surveys must have reliability and validity to be considered a feasible instrument. Most surveys have been tested for validity which means that significant and useful scores can be derived from the instrument. In other words, the instrument is measuring what it intended to measure. Validity is comprised of content validity (measurement of intended purpose), predictive validity (correlation with other results using the same instrument), and construct validity (measurement of constructs or concepts) (Creswell, 2003). Surveys must also be reliable which means that the results are repeatable and that retests provide stable responses.
Research Methodologies: A Comparison of Quantitative, Qualitative and Mixed Methods
Foundational Methods
Qualitative Research
The process of coding qualitative data is an important part of the analytical process of analyzing qualitative research. When you generate data from qualitative methods such as semi-structured interviews, qualitative coding allows you to interpret, organize, and structure your observations and interpretations into meaningful theories. Coding in qualitative research allows you to be reflexive, critical, and rigorous with your findings. Continue reading to learn more about coding in research.
Ref: Essential Guide to Coding Qualitative Data — Delve
Qualitative sample
O que é amostra de pesquisa quantitativa e como definir a sua?
Qualitative data collection methods
Semi-structured interviews In depth interviews Focus groups Observations Ethnographies Diary studies Case studies
Types of qualitative data
- Audio recordings
- Transcriptions
Src: https://delvetool.com/guide
Some Types of coding method
Descriptive Coding
With Descriptive coding, you summarize the content of the text into a description. The code name should be a word or a noun that encapsulates the contents of the data.
In Vivo Coding
Using the participant’s own words
With In Vivo coding, you code an excerpt based on a participant’s own words, and not your own interpretation as a researcher. You’re trying to utilize the participant’s own spoken language and stay as close to their intent and meaning as possible. In Vivo coding is often used as a first step to summarize passages into single words or phrases extracted from the interview itself.
Process Coding
Capturing an action
With Process coding, you use codes to communicate an action in the data. Codes will typically be gerunds that end with “ing”.
*Collate codes with excerpts
Anotações Livro Cresswell - Capitulo 9 - Métodos Qualitativos
Fiz higlights direto no [PDF](“G:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\66 Lit\Lit Metodologia\cresswell2014_Research-Design_Qualitative-Quantitative-and-Mixed-Methods-Approaches.pdf”), página 245
Outline
→ Estratégia de pesquisa → papel do pesquisador → passos da coleta e análise de dados → estratégias de validade → precisão dos resultados e estrutura narrativa
Procedimentos de coleta
→ Seleção intencional → Entrevista → Informações históricas sobre sua experiência. Tem limitações.
Usar um protocolo de entrevista
1 Questão quebra gelo
4-5 Questões, final declaração conclusiva
Explicar suas idéias mais detalhamedamente ou elaborar sobre o que disseram
Please share your comments and observations on: não é uma pergunta, tudo bem?
Data Analysis
(Da referencia do Thomaz, 14-03-2023)
[G:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Metodologia\Design Science Data Analysis](G:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Metodologia\Design Science Data Analysis)
Analise descritiva… acredito que seja mapear todo o conteudo inferido. … Descrever algo que encontrou.
Fases
Codificação→ Categorização →
Como pesquisas de data
Codifição, pegar os trechos e alocar
Modelo como Base para codificar.
Categorização →Transformar os códigos em algo mais conceitual, mais abstrato, mastigar os dados. Processo de pensar.
Dedutiva ou Indutiva?
Abardan muito conhecida no Brasil→ Analise de conteudo, analise tematica.
Você conhece a técnica do prego e parafuso para codificação de dados qualitativos?
Essa foi uma ideia brilhante que o Felipe teve enquanto estava arrumando uma caixa cheia de pregos, parafusos, porcas e buchas durante a mudança! Para separar tudo mais rápido, ele começou primeiro separando só os parafusos. Depois, separou só os pregos e quando se deu conta, haviam sobrado poucas partes na caixa para terminar de separar!
Na codificação, essa técnica pode ser aplicada! Com frequência, nos sentimos perdidos no início da codificação, sem saber o que codificar. Escolha um código e leia todas as entrevistas codificando apenas com esse código (ou um grande tema, se sua codificação for indutiva). Depois, volte ao início e leia todas as entrevistas para codificar somente trechos que se encaixam no segundo código (ou segundo grande tema). Vá repetindo esse processo até terminar todos os códigos!
O que “sobrar” são trechos das entrevistas que poderão conter outros códigos que não estavam previstos na literatura ou não precisam ser codificados, pois não trazem dados para sua pesquisa.
Gostou de conhecer a técnica do prego e parafuso? Assista o novo episódio de Diário de uma Doutoranda, onde a Amália conta como aplicou essa técnica e conseguiu codificar 7 entrevistas em apenas 1h30min!
https://www.facebook.com/academicapesquisa/posts/3590305020980007/\
Codificação - O que é
Dois pontos:
- Unidade de Registro → O que vou analisar
- Unidade de Contexto → Onde a unidade de registro está
Cavalo - Separo tudo sobre cavalo. Fala sobre o cavalo em qual temática. Cavalo de corrida ou coleciondor.
Só contar e separar.
from: Full article: Defining Blockchain Governance: A Framework for Analysis and Comparison
This is the one that defined the method:
Thematic Analysis
(134) Thematic Analysis | Explanation and Step by Step Example - YouTube
Thematic analysis is one of the most common forms of analysis within qualitative research.[1][2] It emphasizes identifying, analysing and interpreting patterns of meaning (or “themes”) within qualitative data.[1] Thematic analysis is often understood as a method or technique in contrast to most other qualitative analytic approaches - such as grounded theory, discourse analysis, narrative analysis and interpretative phenomenological analysis - which can be described as methodologies or theoretically informed frameworks for research (they specify guiding theory, appropriate research questions and methods of data collection, as well as procedures for conducting analysis). Thematic analysis is best thought of as an umbrella term for a variety of different approaches, rather than a singular method.
Src: Thematic analysis - Wikipedia
The version of TA we’ve developed provides a robust, systematic framework for coding International Journal of Qualitative Studies on Health and Well-being æ#2014 V. Braun & V. Clarke. This is an Open Access article distributed under the terms of the Creative Commons CC-BY 4.0 License (http://creativecommons.org/licenses/by/4.0/), allowing third parties to copy and redistribute the material in any medium or format and to remix, transform, andbuild upon the material for any purpose, even commercially, provided the original work is properly cited and states its license.1Citation: Int J Qualitative Stud Health Well-being 2014,9: 26152 - http://dx.doi.org/10.3402/qhw.v9.26152(page number not for citation purpose)qualitative data, and for then using that coding to identify patterns across the dataset in relation to the research question.
Src: Full article: What can “thematic analysis” offer health and wellbeing researchers?
Quantitative
Cresswell:
Tamanho da amostra:
O que é amostra de pesquisa quantitativa e como definir a sua?
Duvida: validação com ou sem comparação? Vantagens e desvantagens.
- Sem comparação
Faço a pesquisa quantativa em cima do novo artefato, avaliando Perceived Completeness, Perceived Usefulness, Intention to Use. Resultado: Artefato novo com qualificação.
- Com comparação
Faço a pesquisa quantativa em cima do artefato antigo e do novo artefato simultaneamente, avaliando Perceived Completeness, Perceived Usefulness, Intention to Use. Resultado: Artefato novo com qualificação, e demonstrar em numeros o progresso que a pesquisa fez, em traduzir o artefato existente em uma nova realidade.
Zaidan: Com comparação tem mais rigor, e no mestrado cobra-se isto.
Evaluation Research
Evaluation Research: Definition, Methods and Examples | QuestionPro Qualitative Vs. Quantitative Methods of Verification and Evaluation — Class Central Guide: Step 4 - Quantitative Evaluation Methods | Monitoring and Evaluation in Art for Social Change
Qualitative Vs. Quantitative Methods of Verification and Evaluation — Class Central
Method: Semi-structured interviews
Interview
3.0.5 Interview Interviews collect data with the context of the problem. It allows interaction between the researcher and interviewee to understand the causality of the response in detail and helps evaluate complex studies in software engineering. There are three types of interviews: fully structured, semi-structured, and unstructured. Since RQ3 demands exploring the perspective of practitioners on OSS assessment and monitoring problems and our automated solution, we are implementing a semi-structured interview to allow discussions and opinion sharing through open-ended questions (ref)
Interview is an important data-gathering method in qualitative research because of its reliance on direct, usually immediate, interaction between the researcher and participant (Salmons, 2011). Academic people with a good knowledge of IS, system architectures, and quality requirements in the public sector were successfully interviewed to validate and verify the new architecture framework by Svahnberg and Wohlin (2005). Therefore, this method is used in this study to interpret research participants’ views of their experience regarding the quality attributes of the new framework (ref)
Semi-structured interviews
Semi-structured interviews are when the interviewer prepares a research discussion guide ahead of time to guide the conversation, but allows flexibility in the interview to go off-script. This allows for a balance between the structure of standardized questions, while allowing the interviewee to take the interview beyond the discussion guide. Learn more about semi-structured interviews.
Src: https://delvetool.com/guide
These interviews were conducted to pro vide (1) further understanding and motivation for the business and organizational IT problem we address, (2) an evaluation of the utility of our proposed approach in real-world settings, and (3) suggestions for improvements and future work.
Our proposed artifacts provide a novel approach to IT land scape analysis. This approach is not directly comparable to existing technology forecasting techniques on any specific quantitative performance measures because of its fundamentally different focus on technological change within an IT ecosystem (as opposed to other forecasting techniques that typically focus on evolution of either individual technologies or entire industry sectors). Therefore, we must rely on qualitative evaluation techniques. In an ideal evaluation scenario, a prediction of IT evolution would be made using the pro posed techniques followed by a wait and then an assessment of the accuracy of the prediction. Since the ideal evaluation scenario is not possible in this context, combining case studies with interviews and comparative analysis provides the next best evaluation approach.
Conducting interviews is a key technique for performing IS case study research (Benbasat et al. 1987; Eisenhardt 1989)
Métodos Mistos
O que precisa levar em consideração???
Sampling
A Typology of Mixed Methods Sampling Designs in Social Science Research Anthony J. Onwuegbuzie Sam Houston State University, Huntsville, Texas Kathleen M. T. Collins University of Arkansas, Fayetteville, Arkansas
(fiz downl)
https://www.researchgate.net/publication/333207786_Strengths_and_Weakness_of_Online_Surveys)
Questionnaire Design
[a-n-oppenheim-questionnaire-design-interviewing-and-attitude-measurement-1992.pdf](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Metodologia\a-n-oppenheim-questionnaire-design-interviewing-and-attitude-measurement-1992.pdf)
https://www.sciencedirect.com/science/article/pii/S0195666315300969)
Attention Check Questions
The only 4 question types you need to know (and how to use them!) — Centiment
Design Science
good intro here
[Design Science - an overview | ScienceDirect Topics](https://www.sciencedirect.com/topics/engineering/design-science#:~:text=Broadly speaking%2C design science or,et al.%2C 2018).
Broadly speaking, design science or design thinking is an approach for structured and collaborative development of new solutions, knowledge about them, and their use and environment (Schallmo et al., 2018). It is an iterative creative process, a solution-based approach, a human-centered way of thinking and working for addressing problems that are ill-defined or unknown. Fig. 16.1 presents a generic model of design as an iterative process (aligning Holmström et al., 2009).
ref: [Design Science - an overview | ScienceDirect Topics](https://www.sciencedirect.com/topics/engineering/design-science#:~:text=Broadly speaking%2C design science or,et al.%2C 2018).
Design Science Reseach (DSR)
Design Science Research Books
| Design Research Books | |
|---|---|
 | 2010 Citations 1881 Design Research in Information Systems: Theory and Practice |SpringerLink Hevner and Chatterjee are two most prominent names in the field Suitable as a text or reference, bringing field completely up to date Contributing authors selected from best papers presented at DESRIST conferences Alan Hevner , Samir Chatterjee |
 | 2021 Design Science Research Methodology: Theory Development from Artifacts |SpringerLink Explores the concepts, activities, and techniques that constitute the DSR research method Addresses the challenges in each phase of the development of scientific research and how they can be overcome Highlights new avenues for continuing DSR research José Osvaldo De Sordi |
 | 2015 Design Science Research: A Method for Science and Technology Advancement |SpringerLink Relevant and accessible to engineers, architects, managers and researchers dealing with design and problem solving Consolidates existing knowledge in the Design Science Research field Provides a methodology which overcomes the dichotomy between theory and practice Aline Dresch , Daniel Pacheco Lacerda , José Antônio Valle Antunes Jr |
| 2014 [Design Science Methodology for Information Systems and Software Engineering Describes research methodologies for design science research in information systems and software engineering Provides guidelines for how to structure your research goals and analyse your research problem into design goals and knowledge questions Gives guidelines for investigating design problems and for validating new technology |
(Takeda 1990 )Modeling Design Process | AI Magazine -
(Kuechler & Vaishnavi, 2008) - On theory development in design science research: anatomy of a research project | SpringerLink [local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Metodologia\Design Science\kuechler2008_On theory development in design science research_ anatomy of a research project.pdf)
Hevner e chatterjee → o mencionam este cara:
The common understanding of design science research in information systems (DSRIS) continues to evolve. Only in the broadest terms has there been consensus: that DSRIS involves, in some way, learning through the act of building. However, what is to be built – the definition of the DSRIS artifact – and how it is to be built – the methodology of DSRIS – has drawn increasing discussion in recent years. The relationship of DSRIS to theory continues to make up a significant part of the discussion: how theory should inform DSRIS and whether or not DSRIS can or should be instrumental in developing and refining theory. In this paper, we present the exegesis of a DSRIS research project in which creating a (prescriptive) design theory through the process of developing and testing an information systems artifact is inextricably bound to the testing and refinement of its kernel theory.
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Design Science in IS
(Hevner et al., 2004) Design Science in Information Systems Research
Insights
Apresenta 6 guidelines.
Tambem apresenta uma tabela com design evaluation methods.
Pelo que entendi, a minha é esta.
Depois ele apresenta três estudos exempleares
Highlights Our objective is to describe the performance of design-science research in Information Systems via a concise conceptual framework and clear guidelines for understanding, executing, and evaluating the research.
(Venable, 2006) - A framework for design science research activities
Importante: Ele publicou posteriormente com outros autores, com um titulo praticamente igual, vou assumir que ele lá está a informação mais relevante.
Insights
Descreve o Naturalistic Evaluation, suporta o survey, e descreve o tipo de pesquisa que ”e
Justifica tb a questao de custo e dificuldade de fazer uma pesquisa ampla neste escopo
Amei esta frame:
As noted in Hevner et al (2004), design science research is informed both by existing theory and by business needs. This paper asserts that theory building should occur both as a precursor and as a result of design research.
Highlights
3.5 Naturalistic Evaluation
Naturalistic evaluation enables a researcher to explore how well or poorly a solution technology works in its real environment – the organisation. It is the real ‘proof of the pudding’ in that it includes all of the complexities of human practice in real organisations. Studies of solution technologies in use, but also of technology transfer and adoption of the new technology, can point out new problems introduced by the technology or its introduction.
Studies can also focus on organisational or societal impacts, even after a technology has been in use for many years.
Naturalistic Evaluation may be difficult (and costly) because it must discern the effects of many confounding variables in the real world. It may be impossible to compare with other solution technologies, because a project can only be done once with the same people, in the same state of mind, etc. Naturalistic Evaluation can be conducted using research methods including
• Case or Field studies • Surveys • Ethnography • Action research
…
Naturalistic evaluation is empirical and may be interpretivist, positivist, and/or critical. What is observed or studied are sometimes people’s opinions or perceptions rather than the phenomenon itself. For example,successfully solving a problem is often about whether people perceive it to be solved rather than some objectively verifiable phenomenon.
The results of evaluation need to be fed back to the Theory Building activity. Results can confirm or disconfirm existing utility theories. Where results disconfirm existing theories, new or extended theories may be put in their place. Where new organisational benefits or undesirable organisational or societal impacts are found, new theories may be put forward. It is desirable that such new theories should be integrated with existing theories.
(Baskerville et al., 2018) - Design science research contributions: Finding a balance between artifact and theory
My Insight
- Intro text - DSR as research approach with the object of product an design artifact, that will be build taking taking an existing artifact as an starting point, and evaluate. Need guidance principles… we adapted the high level from…
- Choices table, see Structure of the project methodology
- Need to contribute with the theory… did the process helped to achieve the goals? Lessons learned, recommendations. DSR emergent… and does not fulfill the regular “approach” of research. It’s not given. It is because of it’s state. Example: this process worked… observing this aspect.
- Design Theory → To improve an artifact → That running the process improve Design Theory
Highlights
(Wieringa, 2009) - Design Science as Nested Problem Solving
Insights
In terms of the regulatory cycle, design science as de¯ned by March & Smith [20, page 254] and Hevner et al. [13, page 77] is the design and validation of solution proposals to practical problems.
Highligs
ABSTRACT Design science emphasizes the connection between knowl- edge and practice by showing that we can produce scienti¯c knowledge by designing useful things. However, without fur- ther guidelines, aspiring design science researchers tend to identify practical problems with knowledge questions, which may lead to methodologically unsound research designs. To solve a practical problem, the real world is changed to suit human purposes, but to solve a knowledge problem, we ac- quire knowledge about the world without necessarily chang- ing it. In design science, these two kinds of problems are mutually nested, but this nesting should not blind us for the fact that their problem-solving and solution justi¯cation methods are di®erent. This paper analyzes the mutual nest- ing of practical problems and knowledge problems, derives some methodological guidelines from this for design science researchers, and gives an example of a design science project following this problem nesting.
Figure 6 lists the claims of this paper in the form of guide- lines for the design science researcher. They are consistent with and can be added to the guidelines provided by Hevner et al. discussed above. Each of the guidelines in ¯gure 6 has been argued in a section of the paper, as indicated in the table. [G6], [G7] and [G8] are additionally justi¯ed be- cause they are sound engineering practice; [G2] and [G5] are injunctions to be rational; [G1], [G3] and [G4] are de¯ni- tions, which I claim help the design scientist become aware of what he or she is doing. Using these guidelines in our own research, such as the thesis of Mutschler discussed in this paper, helps researchers clarify what goals they want to achieve and which methods are appropriate for reaching these goals.
(Peffers et al., 2007) A Design Science Research Methodology for Information Systems Research
ABSTRACT: The paper motivates, presents, demonstrates in use, and evaluates a meth- odology for conducting design science (DS) research in information systems (IS). DS is of importance in a discipline oriented to the creation of successful artifacts. Several researchers have pioneered DS research in IS, yet over the past 15 years, little DS research has been done within the discipline. The lack of a methodology to serve as a commonly accepted framework for DS research and of a template for its presentation may have contributed to its slow adoption. The design science research methodology (DSRM) presented here incorporates principles, practices, and procedures required to carry out such research and meets three objectives: it is consistent with prior literature, it provides a nominal process model for doing DS research, and it provides a mental model for presenting and evaluating DS research in IS. The DS process includes six steps: problem identification and motivation, definition of the objectives for a solu- tion, design and development, demonstration, evaluation, and communication. We demonstrate and evaluate the methodology by presenting four case studies in terms of the DSRM, including cases that present the design of a database to support health assessment methods, a software reuse measure, an Internet video telephony applica- tion, and an IS planning method. The designed methodology effectively satisfies the three objectives and has the potential to help aid the acceptance of DS research in the IS discipline.
(Hevner & Chatterjee, 2010) Design Science Research in Information Systems
Insights
Apresenta o ” 3.1 Understanding the Natural and Artificial Worlds”
Apresenta alguns research frameworks e methodologies. as que eu me interessei:
3.4 The General Design Cycle
3.6 The Design Science Research Methodology (DSRM)
rather than justifying the research paradigm on an ad hoc basis with each new paper.
It is important to keep in mind that every design science project requires a certain level of creativity.
The DSR is organized into four stages: 1) Awareness of the problem, 2) Suggestion 3) Development 4) Evaluation and 4) Conclusion (HEVNER; CHATTERJEE, 2010).
Highlights
Comentario dele sobre o 3.6 The Design Science Research Methodology (DSRM)
Peffers et al. (2008) propose and develop a design science research methodology (DSRM) for the production and presentation of DS research in IS. This effort contributes to IS research by providing a commonly accepted framework for successfully carrying out DS research and a mental model for its presentation. It may also help with the recognition and legitimization of DS research and its objectives, processes, and outputs and it should help researchers to present research with reference to a commonly understood framework, rather than justifying the research paradigm on an ad hoc basis with each new paper.
The final objective of a DSRM process is to provide a mental model for the characteristics of research outputs.
The DS process includes six steps: problem identification and motivation; definition of the objectives for a solution, design, and development; demonstration; evaluation; and communication.
A number of different design science research frameworks and methodology are presented in this chapter. The purpose is to provide valuable guidelines that design researchers may consider. But we caution the researcher that these steps or methods are useful only when you are able to apply it to your design situation and problem context. It is important to keep in mind that every design science project requires a certain level of creativity.
(Venable et al., 2012) A Comprehensive Framework for Evaluation in Design
Insights
Evaluation Strategy then Evaluation Method.
My Evaluation Strategy … Naturalistics .. Ex-Ante, combined with Ex-Post… real users, ,,
My Evaluation Method: Ex-Post.
A Four-Step Method for DSR Evaluation Research Design → Muito bom. Em geral bateu com minhas escolhas.
Design the DSR evaluation in detail. Ex ante evaluation will precede ex post evaluation, but more than one evaluation may be performed and more than one method used, in which case the order of their use and how the different evaluations will fit together must be decided. Also, the specific detailed evaluations must be designed, e.g. design of surveys or experiments. This generally will follow the extant research methods literature
What Is the Difference Between Formative and Summative Assessment? If formative assessment measures how a student is learning during a course of study, summative assessment is designed to measure “how much” a student has learned after a unit or course has reached its completion.
Highlights
Abstract:
Evaluation is a central and essential activity in conducting rigorous Design Science Research (DSR), yet there is surprisingly little guidance about designing the DSR evaluation activity beyond suggesting possible methods that could be used for evaluation.
…
Based on the recommended evaluation strategy(ies), guidance is provided concerning what methodologies might be appropriate within the chosen strategy(ies).
Fig. 2. A DSR Evaluation Strategy Selection Framework
5 passos do uiringa, zaidan
Lista de referências obtidas nas dissertações:
WIERINGA, R. Design science as nested problem solving. New York: ACM, 2009. WIERINGA, R. Design science methodology: for information systems and software engineering. New York: Springer, 2014.
Wieringa (2009, 2014): estende o quadro teórico-metodológico de Hevner et al. (2004) e conduz o estudo DSR definindo arcabouços, como o ciclo regulador, que envolve a investigação do problema, o projeto da solução, a validação, a implementação e a avaliação. Sugere que a questão de projeto (problema de pesquisa) seja decomposta em problemas práticos e problemas teóricos, mutuamente aninhados. O que Wieringa denomina de estrutura aninhada do problema servirá de guia do método DSR para a presente pesquisa (Seção 5.3);
Bax (2014): faz um estudo na perspectiva Wieringa (2009) e Hevner et al. (2004), dentre outros, e discute a aplicação do percurso do método da DSR proposto por Wieringa (2009). Apresenta o paradigma da DSR como quadro teórico-metodológico de fundamentação científica importante para o campo da CI. Não obstante, constatou o completo desconhecimento sobre a DS na literatura do campo da CI. Embora a DS tenha se originado no campo dos sistemas de informações (MARCH; SMITH, 1995), seu uso não se limita a este domínio, surgindo propostas como a de Wieringa (2009). Levando-se em conta que a presente pesquisa seguirá a estrutura da DSR proposta por este autor, cabe esclarecer alguns pontos importantes de sua obra.
Em suma, Wieringa (2009, 2014) indica que a distinção entre problemas práticos e de conhecimento, antes de tudo, é uma questão de objetivo: os problemas práticos alteram o estado do mundo e obtém conhecimento com a mudança; questões de conhecimento modificam o estado do conhecimento e o aplica no mundo real para validar a alteração. Wieringa (2009) complementa que é difícil gerar conhecimento sem mudar o mundo. Como se percebe, é desafiador lidar com os dois tipos de problemas, pois exigem diferenças metodológicas para diferenciá-los. Wieringa (2009) vai à busca de entendimentos e propõe o “ciclo regulador”, uma estrutura lógica para a resolução de problemas. Em cada uma das cinco etapas do ciclo, existe um problema prático (útil para orientar a parte prática das pesquisas) ou uma questão de conhecimento (a fim gerar conhecimento respondendo as questões teóricas). O ciclo regulador se inicia com uma investigação de um problema prático (número 1 da Fig. 3). Contudo, nas interações, outros problemas práticos originam-se da resolução de problemas práticos anteriores e assim sucessivamente.
Recomenda-se, também, a obra de Wieringa (2014), resultante de seus estudos sobre a DSR que iniciou em Wieringa (2009). Este pesquisador é cientista da computação e concentra seus estudos na Universidade de Twente42 , na Holanda.
Design science (methodology) - Wikipedia Super boa introdução
Conceitos que tive que aprender:
Critical points - O que não é, em relação a metodo
- Instantiation - Confirmado que não é - is intendedly expressed by an example system, rather than, for example, in a modeling language. In a computer system, any time a new context is created based on some model, it is said that the model has been instantiated. Instantiation Validity refers to ”the validity of IT artifacts as instantiations of theoretical constructs” (Lukyanenko et al. 2014 )
- Homomorphism - is a structure-preserving map between two algebraic structures of the same type. The concept of homomorphism has been generalized, under the name of morphism, to many other structures that either do not have an underlying set, or are not algebraic. This generalization is the starting point of category theory.
Tem uma confusão em torno de um tema: Design research vs design science
What is design science research methodology?
The terms quantitative and qualitative research are more applicable to the analysis of data rather than the creation of an artefact. If you subsequently wish to validate or evaluate the artefact you have designed then you could use either of these approaches.
Design science research is a qualitative research approach in which the object of study is the design process, i.e. it simultaneously generates knowledge about the method used to design an artefact and the design or the artefact itself.
On theory development in design science research: anatomy of a research project: European Journal of Information Systems: Vol 17, No 5 Vaishnavi
Design Science é a metodo
Quer conhecer uma metodologia robusta para projetos? Design Science - Papo zom Zaidan
Prof Zaida mandou duas referências:
Michele - 2022
KM Canvas
Design Science - Different Perspectives
Design science research (DSR) is a research paradigm with great potential in information systems (IS) research, but it may be challenging for researchers wanting to apply this relatively new approach, to choose and then apply a methodology to a specific problem. The aim of this paper is to describe an example of how the design science research paradigm, as well as a design science research framework, can be applied to a specific research problem. The ontological and epistemological assumptions of design science research, as well as different perspectives of design science research are discussed. The design science research framework, guidelines established by authors known for their contribution in design science research can offer researchers the opportunity to easily utilize this research paradigm in their research. A study investigating data modelling approaches in data warehouse is used as an example of the application of design science research. This example should provide students and researchers early in their research career with one example of how to apply all of these to do design science research.
Ref: USING DESIGN SCIENCE RESEARCH AS PARADIGM FOR INFORMATION SYSTEM RESEARCH: AN APPLICATION - 2022
Papers to read:
Constructive Master’s Thesis Work in Industry: Guidelines for Applying Design Science Research, Knauss
Not read: “Construction of Design Science Research Questions” by Nguyen Hoang Thuan, Andreas Drechsler et al.
Nunamaker, J. F. J., Chen, M., and Purdin, T. D. M. 1991. “Systems development in information systems research,” Journal of Management Information Systems (7:3), pp 89-106.
As just one of many available methodologies, systems development takes its place in a multi methodological approach to IS research.
A) Design Science Research Frameworks [[local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Metodologia\Design Science\hevner2010 - Design Science Research Frameworks.pdf)] - Hevner chartnet
O que trouxe de importante - Este gráfico, Design Science Research Framework
Ele declara que Peffers et al. (2008) propose and develop a design science research methodology (DSRM) for the production and presentation of DS research in IS.
Ele explica o que é “The Design Science Research Methodology (DSRM)” é.
The DS process includes six steps: problem identification and motivation; definition of the objectives for a solution, design, and development; demonstration; evaluation; and communication.
3.7 Concluding Thoughts A number of different design science research frameworks and methodology are presented in this chapter. The purpose is to provide valuable guidelines that design researchers may consider. But we caution the researcher that these steps or methods are useful only when you are able to apply it to your design situation and problem context. It is important to keep in mind that every design science project requires a certain level of creativity.**
Decision : Este é o frame base?
Design Science Research Methodology (DSRM)
[]: G:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Metodologia\Design Science
This study is conducted with the help of the Design Science Research Methodology (DSRM) created by Peffers et al. (2007)
Não sei
Peffers et al. (2008) propose and develop a design science research methodology (DSRM) for the production and presentation of DS research in IS.
hevner2010 - Design Science Research Frameworks
Design Science in Information Systems Research on JSTOR
DSR Evaluation Methods
Não é expert interview, porque? Veja a definição do wieringa2014_Design Science Methodology for Information Systems and Software Engineering:
(Hevner et al., 2004) Design Science in Information Systems Research - Point about evaluation
Hevner et al. (2004) suggest five ways to evaluate an artifact: (i) observational (ii) analytical (iii) experimental (iv) testing, and (v) descriptive.
From: havner2004
(Peffers et al., 2012) - Design Science Research Evaluation
Insights
É antigo, 2012, por isto não vou usar para justicar o método usado, mas tem alguns insights, abaixo.
Mas ele trazem números em relação á forma de avaliação e alternativas.
Chamam de “Expert Evaluation”
Tem um produto de método, que pode ser interessante para a pesquisa, chamada de CSC, mas acredito que o outro que uso parece melhor.
Peffers, Gengler, and Tuunanen [14] demonstrated the CSC method → a referência é este
Checar depois → se é util
Ideias de como encaixar na pesquisa: Obtive uma lista de de metodos…
The results inform DS researchers of usual and customary combinations of research artifacts and evaluation methods, potentially providing them with rationale and justification for an evaluation method selection. (Peffers et al., 2012)
Highlights
Abstract. The consensus view is that the rigorous evaluation of design science (DS) artifacts is essential. There are many types of DS artifacts and many forms of evaluation; what is missing is guidance for how to perform the evaluation, more specifically, what evaluation methods to use with specific DS research outputs. Here we find and review 148 DS research articles published in a selected set of information systems (IS), computer science (CS) and engineering journals. We analyze the articles to develop taxonomies of DS artifact types and artifact evaluation methods; we apply these taxonomies to determine which evaluation methods are associated in the literature with particular artifacts. We show that there are several popular “artifact - evaluation method” combinations in the literature. The results inform DS researchers of usual and customary combinations of research artifacts and evaluation methods, potentially providing them with rationale and justification for an evaluation method selection.
The consensus view is that the rigorous evaluation of design science (DS) artifacts is essential guidance for how to perform the evaluation, more specifically, what evaluation methods to use with specific DS research outputs.
Designed artifact: system instantiation. We classified the designed artifact as an instantiation because it represents in idea or concept that is or is intendedly expressed by an example system, rather than, for example, in a modeling language.
Designed artifact: method.
The designed artifact, critical success chains (CSC), consists of a set of procedures that informs the beginning of the IS systems planning process, from initial data collection, to analysis, and to ideation, to produce a set of feasible ideas for new systems. We classify this as a method because the instructions are actionable and conceptual. CSC proceeds in a series of four phased activities: · pre-study (scope the study, determine sample participant, gather stimuli), · discovery (data collection through intensive one-on-one interviews), · analysis (aggregating and modeling the data), · integration (transforming the modeled ideas into feasible system ideas)
Peffers, Gengler, and Tuunanen [14] demonstrated the CSC method in two case studies,
Six artifact types and eight evaluation method types have emerged.
Peffers, K., Gengler, C., Tuunanen, T.: Extending Critical Success Factors Methodology to Facilitate Broadly Participative Information Systems Planning. Journal of Management Information Systems 20, 51-85 (2003)
(Venable et al., 2012) A Comprehensive Framework for Evaluation in Design Science Research
Meus insights
Tem evaluation strategy and evaluation method
The purpose of this paper is to address this evaluation gap by developing a DSR evaluation framework with clear guidance for how one could design and conduct evaluation within DSR.
There is widespread agreement that evaluation is a central and essential activity in****conducting rigorous Design Science Research (DSR). In DSR, evaluation is concerned with examining DSR outputs, including design artifacts [6] and Information Systems 424 J. Venable, J. Pries-Heje, and R. Baskerville (IS) Design Theories [3], [20]. March and Smith [6] identify “build” and “evaluate” as two DSR activities. Hevner et al [5] identify evaluation as “crucial” (p. 82). In their third guideline for Design Science in IS Research, they state that “The utility, quality, and efficacy of a design artifact must be rigorously demonstrated via well-executed evaluation methods” (p. 85). Evaluation provides evidence that a new technology developed in DSR “works” or achieves the purpose for which it was designed. Without evaluation, outcomes of DSR are unsubstantiated assertions that the designed artifacts, if implemented and deployed in practice, will achieve their purpose. Rigorous, scientific research requires evidence. If Design Science Research is to live up to its label as “science”, the evaluation must be sufficiently rigorous. But how should rigorous evaluation be designed and conducted? What strategies and methods should be used for evaluation in a particular DSR project? How can the evaluation be designed to be both effective (rigorous) and efficient (prudently using resources, including time)? What would constitute good guidance for answering these **questions?
Evaluate an instantiation of a designed artifact to establish its utility and efficacy (or lack thereof) for achieving its stated purpose March and Smith [6] define evaluation as “the process of determining how well the artifact performs.” (p. 254). The central purpose of DSR evaluation then is to rigorously demonstrate the utility of the artifact being evaluated (known as the “evaluand” [13] ). DSR design artifacts “are assessed against criteria of value or utility – does it work?” [6]. A key purpose of DSR evaluation then is to determine whether or how well the developed evaluand achieves its purpose.
Purposes of Evaluation in DSR
- Evaluate an instantiation of a designed artifact to establish its utility and efficacy (or lack thereof) for achieving its stated purpose
- Evaluate the formalized knowledge about a designed artifact’s utility for achieving its purpose
- Evaluate a designed artifact or formalized knowledge about it in comparison to other designed artifacts’ ability to achieve a similar purpose
- Evaluate a designed artifact or formalized knowledge about it for side effects or undesirable consequences of its use
- Evaluate a designed artifact formatively to identify weaknesses and areas of improvement for an artifact under development
Meu trabalho parece o 1 e 5.
Não pode ser o 1, porque não haverá um instantiation.
Vaishnavi and Kuechler [15] allow for both quantitative and qualitative methods and describe the use of a non-empirical analysis. They do not provide guidance for selecting between methods or designing the evaluation part of DSR.
Vaishnavi, V., Kuechler, W.: Design Research in Information Systems. AISWorld (2004), http://desrist.org/design-research-in-information-systems/ (accessed March 3, 2012)
Peffers et al [9] divide what others call evaluation into two activities, demonstration and evaluation. Demonstration is like a light-weight evaluation to demonstrate that the artifact feasibly works to “solve one or more instances of the problem”, i.e. to achieve its purpose in at least one context (cf. ex ante evaluation in [11]).
Analyze the context of the evaluation – the evaluation requirements As a first step, we need to identify, analyze, and priorities all of the requirements or goals for the evaluation portion of the DSR project. a. Determine what the evaluands are/will be. Will they be concepts, models, methods, instantiations, and/or design theories? b. Determine the nature of the artifact(s)/evaluand(s). Is (are) the artifact(s) to be produced a product, process, or both? Is (are) the artifact(s) to be produced purely technical or socio-technical? Will it (they) be safety critical or not? c. Determine what properties you will/need to evaluate. Which of these (and/or other aspects) will you evaluate? Do you need to evaluate utility/effectiveness, efficiency, efficacy, ethicality, or some other quality aspect (and which aspects)? d. Determine the goal/purpose of the evaluation. Will you evaluate single/main artifact against goals? Do you need to compare the developed artifact against with other, extant artifacts? Do you need to evaluate the developed artifact(s) for side effects or undesired consequences (especially if safety critical)? e. Identify and analyze the constraints in the research environment. What resources are available – time, people, budget, research site, etc.? What resources are in short supply and must be used sparingly? f. Consider the required rigor of the evaluation. How rigorous must the evaluation be? Can it be just a preliminary evaluation or is detailed and rigorous evaluation required? Can some parts of the evaluation be done following the conclusion of the project?
A Comprehensive Framework for Evaluation in Design Science Research 435 g. Prioritize the above contextual factors to determine which aspects are essential, more important, less important, nice to have, and irrelevant. This will help in addressing conflicts between different evaluation design goals.
- Match the needed contextual factors (goals, artifact properties, etc.) of the evaluation (from step 1) to the criteria in figure 2 (“DSR Evaluation Strategy Selection Framework”), looking at the criteria in both white portions relating to a single dimension and the blue areas relating to a single quadrant. The criteria statements that match the contextual features of your DSR project will determine which quadrant(s) applies(y) most or are most needed. It may well be that more than one quadrant applies, indicating the need for a hybrid methods evaluation design.
- Select appropriate evaluation method(s) from those listed in the selected, corresponding quadrant(s) in figure 3 (“DSR Evaluation Method Selection Framework”). If more than one box is indicated, selecting a method present in more than one box may be helpful. The resulting selection of evaluation methods, together with the strategy(ies) (quadrant(s)), constitute a high level design for the evaluation research.
- Design the DSR evaluation in detail. Ex ante evaluation will precede ex post evaluation, but more than one evaluation may be performed and more than one method used, in which case the order of their use and how the different evaluations will fit together must be decided. Also, the specific detailed evaluations must be designed, e.g. design of surveys or experiments. This generally will follow the extant research methods literature.
From Brandtner & Helfert, 2018)
REF: “Choosing a Design Science Research Methodology” by John R. Venable, Jan Pries-Heje et al.
Design science knowledge is manifested in the form of artifacts — constructs, models, frameworks, architectures, design principles, methods, and instantiations — and design theories (see Table 3.3). Table 3.3 Outputs of Design Science Research (reprinted from Vaishnavi, V., Kuechler, W., and Petter, S., 2004/19)
Ref1: Enviado por Zaidan, Michele - Uso grupo focal
DS é recomendada na condução de pesquisas científicas em informação, tecnologia, engenharia e gestão. Já a DSR é o método para criar, validar e implementar os artefatos, que são contribuições ao conhecimento.
Esta pesquisa considera a proposta de Roel Wieringa, um dos autores seminais da DS. Weiringa (2009)
RSL Revisão Sistemática de Literatura
Ref2: Enviado por Zaidan, Everto- Uso grupo focal (um somente) e um questionário
Sem anotações, achei bem fraquinho o trabalho.
Does Design Science Research (DSR) falls under Qualitative or Quantitative approach ?
For further reading, I would suggest the following articles:
Crotty, M. (1998). Foundations of Social Research - Meaning and Perspective in the Research Process (First Edit). Sage Publications Ltd.
Orlikowski, W. J., & Baroudi, J. J. (1991). Studying Information Technology in Organizations: Research Approaches and Assumptions. Information Systems Research, 2(1), 1–28.
Goldkuhl, G. (2012). Pragmatism vs interpretivism in qualitative information systems research. European Journal of Information Systems, 135–146.
Iivari, J. (2015). Distinguishing and Contrasting two Strategies for Design Science Research. European Journal of Information Systems, 24(1), 107–115.
Teve teses FGV-EAESP usando?
Duas:
-
Autor(es): João Akio Ribeiro Yamaguchi Orientador: Eduardo Henrique Diniz
[Local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Metodologia\Design Science Research e Blockchain no Setor de Energia_ casos da Blockc e do programa brasileiro GHG Protocol_fgv-eaesp.pdf)
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Design e Management: um estudo de ciência e tecnologia no campo dos estudos organizacionais
Autor(es): Amanda Albuquerque Gross Orientador: Isleide Arruda Fontenelle
[Local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Metodologia\gross_2016_DESIGN E MANAGEMENT_estudo_de_cience_e_tecnologia_no_campo_estudos_organizacionais.pdf)
Reusable Conceptual Models – Requirements Based on the Design Science Research Paradigm
https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.87.6777&rep=rep1&type=pdf
(Prat et al., 2015) A Taxonomy of Evaluation Methods for Information Systems
Insights
Great review of the Design Science Literature: DSR in IS builds and evaluates artifacts, which may be constructs, models, methods, or instantiations [34]. The first IS paper relating to DSR is that of Nunamaker et al. [39], who propose a multimethodological approach to IS research, centered on systems development. Hevner et al. [26] propose a framework and guidelines for A TAXONOMY OF EVALUATION METHODS FOR IS ARTIFACTS 231 Downloaded by [Orta Dogu Teknik Universitesi] at 18:50 23 January 2016 rigorous and relevant DSR. To complete these guidelines, the design science research methodology of Peffers et al. [44] specifies the DSR process.
Final Hierarchy of Evaluation Criteria
Highlights
Artifacts, such as software systems, pervade organizations and society. In the field of information systems (IS) they form the core of research. The evaluation of IS artifacts thus represents a major issue. Although IS research paradigms are increasingly intertwined, building and evaluating artifacts has traditionally been the purview of design science research (DSR). DSR in IS has not reached maturity yet. This is particularly true of artifact evaluation. This paper investigates the “what” and the “how” of IS artifact evaluation: what are the objects and criteria of evaluation, the methods for evaluating the criteria, and the relationships between the “what” and the “how” of evaluation? To answer these questions, we develop a taxonomy of evaluation methods for IS artifacts. With this taxonomy, we analyze IS artifact evaluation practice, as reflected by ten years of DSR publications in the basket of journals of the Association for Information Systems (AIS). This research brings to light important relationships between the dimensions of IS artifact evaluation, and identifies seven typical evaluation patterns: demonstration; simulation- and metric-based benchmarking of artifacts; practice-based evaluation of effectiveness; simulation- and metric-based absolute evaluation of artifacts; practice-based evaluation of usefulness or ease of use; laboratory, student-based evaluation of usefulness; and algorithmic complexity analysis. This study also reveals a focus of artifact evaluation practice on a few criteria. Beyond immediate usefulness, IS researchers are urged to investigate ways of evaluating the long-term organizational impact and the societal impact of artifacts.
Evaluation is critical in DSR.
DSR Specific Methodologies
(Ahmed2011) Design Science Research Methodology_ An Artefact-Centric Creation and Evaluation Approach
Insights
Good way to describe the methdology
Gave an insight that, in not existing an methodology “read”, use the basics.
Reviewing this search, it made clear that the methodology for our objective is a subset of an, where we start at a loop point…
Meio tosca a pesquisa em si, o produto, mas gostei como ele descreve ARTEFACT CENTRIC CREATION AND EVALUATION METHODOLOGY
Highlights
ARTEFACT CENTRIC CREATION AND EVALUATION METHODOLOGY We synthesise the ideas proposed by Nunamaker et al. (1991) and Hevner et al. (2004) to propose an interwoven artefact-centric creation and evaluation methodology (Figure 1). In particular we leverage and adapt Nunamaker et al. (1991) key design science phases of observation, theory building, systems development, and experimentation. We also rigorously apply the criteria for the design science artefacts proposed by both Nunamaker et al. (1991) and Hevner et al. (2004). This methodology begins with observation which is followed by theory building which in turn is followed by artefact creation and artefact evaluation. The artefact creation process focuses on the creation of key artefacts that include conceptual models, processes, conceptual frameworks, system frameworks, system architectures, and system implementations. The evaluation process is tightly interwoven with the artefact creation process and support evaluation of each and every artefact independently and collectively as well as against prior artefacts that influenced their creation. The methodology has been realised and validated in the context of a number of design science research projects. In this paper, we first explore the artefact creation process (Section 2) followed by the artefact evaluation process (Sections 3 and
- in the context of a Sustainable Business Transformation (SBT) design science research project.
Evaluation refers to a process that seeks to determine as systematically and objectively as possible the relevance, efficiency and effectiveness of an activity in terms of its objectives, including the analysis and the implementation and administrative management of such activity (Papaconstantinou & Polt, 1997).
Peffers et al. (2008) proposes a 6-step evaluation approach heavily focusing on the evaluation of design science research process but it lacks rigour in the research outputs evaluation process. Pries-Heje et al. (2008) also provide strategies for evaluating artefact design processes and evaluation of the research output using case study and lab experiments.
GR - Online Surveys
(Siva et al., 2019) - Strengths and Weakness of Online Surveys
(Wright, 2005) - Researching Internet-Based Populations: Advantages and Disadvantages of Online Survey Research, Online Questionnaire Authoring Software Packages, and Web Survey Services
DS - Evaluation of artifact via web based survey
(Brandtner & Helfert, 2018) Multi-Media and Web-based Evaluation of Design Artifacts
Helfert_MultuMedia_2018_Multi-Media and Web-based Evaluation of Design
| (Brandtner & Helfert, 2018) | 6 | A | Multi-Media and Web-based Evaluation of Design Artifacts - Syntactic, Semantic and Pragmatic Quality of Process Models - MURAL - Maynooth University Research Archive Library | [local](file:///G:/My Drive/Pessoal Gartner/MPA/Projeto - Produtos Digitals/66 Lit/Lit Metodologia/Inspiração Metodologia/Helfert_MultuMedia_2018_Multi-Media and Web-based Evaluation of Design.pdf) |
|---|
Insights obtidos
Porque eu preciso de uma referência para tomar como base, porque vou ter que justificar tudo sozinho, como ele fez. Porque eu preciso de referências? porque é muito dificil justificar tudo…
Referenciar como: Este é o paper que tomei como base para … adaptei, e explico depois as adaptações.
O paper traz a metodologia para ex-post.
Adaptações:
- Subset
- Convenções:
- TThe conceptual model represents the business process correctly → Inner
- Completness → Inputs and output
Animal !! Usefulness or utility of artifacts represents probably the most relevant evaluation criterion in DSR, since this research paradigm postulates for its outputs to be above all useful for practitioners (Hevner et al. 2004).
Chave: Evaluation of PU may be done qualitatively or quantitatively (Prat et al. 2014). Quantitative evaluation of PU leads to a perceived numeric value of usefulness. Perception of usefulness can either be estimated directly or through defined items that contribute to overall usefulness (Prat et al. 2014; Rittgen 2010; Davis 1989).
Perceived Usefulness (PU) is “the degree to which a person believes that using a particular system would enhance his or her job performance” (Davis 1989, p. 320)
Forma de justificar o termo processo por framework: by replacing the notion “system” with the notion “process model”.
Highlights to texto
? Interview não tem, porque será?
DS - How to communication
(Shrestha et al., 2014) - How to Communicate Evaluation Work in Design Science Research
Research Projects Using DSR
Research Projects using DSRM
USING DESIGN SCIENCE RESEARCH AS PARADIGM FOR INFORMATION SYSTEM RESEARCH: AN APPLICATION - 2022
A researcher can also combine the design science research framework by Vaishnavi and Kuechler (2007) with the design science research cycles by Hevner and Chatterjee (2010).
The integration of academic research and service development has a long tradition in IS. Methods commonly used in IT, such as DSR (Hevner et al., 2004), have been harnessed in service design and innovation. Another approach, known as DSRM, offers a roadmap to encourage designers to approach design problems systematically by first considering functional-level problems such as goals and requirements and progressing towards more specific solutions (Peffers et al., 2007). DSRM is built on a very practical philosophy - “while natural sciences and social sciences try to understand reality, design science attempts to create things that serve human purposes” (Peffers et al., 2007). With its roots in design science and practical research, DSRM purports to serve both designers and managers. The focus is on artifact design and experimentation to maximize user value. Artifact development is always based on existing theories and knowledge, and it should produce the best available solution to a defined problem. The artifacts could be services such as constructs, models, methods, instantiations, social innovations, or new properties of technical, social, and/or informational resources (e.g. Vartiainen and Tuunanen, 2016).
DSRM comprises six activities, although the process is continuous and iterative. The first activity includes identifying the problem and determining whether it is real and worth solving. The second activity involves the setting of quantitative or qualitative “solution objectives”. The focus in the third “design and development” activity is on creating the artifact based on existing knowledge, which is tested in one or more use contexts in the fourth “demonstration” activity, in which comparison of the use contexts may reveal new information on potential solutions. The performance of the artifact is evaluated against the set objectives during the fifth activity. Finally, the sixth” communication” activity includes documenting the artifact design, its utility and novelty, and sharing this knowledge with practitioners and academicians.
Design Science Research Methodology (DSRM) is the most common and heavily referenced methodology in the context of innovation and development in information systems. Its application has extended from information technology systems and processes to many other sectors including services and governance. The purpose of this study is to introduce DSRM as a research tool in forest-sector research and to demonstrate how it was applied in a new service-development process in the area of forest management and in virtual reality. Two DSRM iterations and their evaluation are introduced. The first one concerns forest-owner preferences for various forest-management services including virtual options, and the second concerns an application that is developed and demonstrated to customers either remotely or in-person. The findings indicate that there is a niche group of forest owners at whom the virtual-reality service could be aimed, and that these services do have the potential to meet the objectives of forest-sector companies and forest owners in terms of resource efficiency, improved interaction and shared understanding. The contribution of the study lies in exemplifying the use of DSRM in the forest sector and enhancing understanding of design and forest-owner preferences in the realm of digital services.
GR - Pre-Qualification Interview
Ref: Why pricing matters: a design research on brazilian startups
Research Projects Considered as Methodology References
Likert
Using Likert Type Data in Social Science Research: Confusion, Issues and Challenges
The study concluded that in calculating reliability of Likert type measurement Cronbach’s alpha is better to use for interval nature of Likert data and ordinal alpha for ordinal nature.
Level of agreement is a Ordinal scale: Strongly disagree, Disagree Neither agree nor disagree, Agree Strongly agree
Src : Ordinal Data | Definition, Examples, Data Collection & Analysis
The mean of an ordinally-measured variable is a meaningful statistic BUT prefer reporting mode or median (not mean) for central tendency
Src: An introduction to the quantitative research paradigm, Stavros Demetriadis
https://www.researchgate.net/post/What_is_the_use_of_Neutral_in_a_likert_scale
Data Quality
Data Quality Testing: Ways to Test Data Validity and Accuracy](https://lakefs.io/blog/data-quality-testing/)
Newest Reflections on the quantitative part
Quantitative search
quantitative independent variable design science evaluation method
JE Van Aken - British journal of management, 2005 - Wiley Online Library
… in terms of some independent variables. Generally, the … Typically it has a qualitative format. Its more indeterminate … a new valuation method was developed by a design team in …
Salvar Citar Citado por 1141 Artigos relacionados Todas as 6 versões
Descriptive versus prescriptive knowledge Knowledge produced by academic management research can be of a descriptive or a prescriptive nature. In the first case a given organizational phenomenon is described and possibly explained in terms of some independent variables. Generally, the development of descriptive knowledge is theory-driven, focusing on existing situations. The development of prescriptive knowledge, on the other hand, is rather field-problem driven and solution-oriented, describing and analysing alternative courses of action in dealing with certain organizational problems.
A technological rule can be seen as a design proposition (Romme, 2003), linking a certain intervention (or system of interventions) to a certain outcome, while an untested technological rule can be seen as a preliminary design proposition. Such a proposition shares important similarities with a causal proposition, resulting from descriptive research, explaining the behaviour of one or more dependent variables in terms of the behaviour of an independent one. However, in order to be a design proposition, a proposition should satisfy three conditions:
-
the dependent variable must describe something of value to the organization, like financial performance or some operational performance indicator, such as in NPD the development throughput time and in operations the inventory level;
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the independent variables must describe something that can be changed or implemented by the designers, not something like the age of the organization;
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the proposition must have been tested in the intended context of application.
Generally, the results of descriptive research – Organization Theory – can be translated into technological rules – Management Theory – provided that they satisfy conditions 1 and 2. Examples are: if you want to realize a large-scale, complex strategic change, use a process of logical incrementalism (Quinn, 1980); in strategic decision-making, substantive/cognitive conflict can improve the effectiveness of the process, while interpersonal/affective conflict decreases this effectiveness. So try to defuse the latter conflict and create room for the former (Amason, 1996; Eisenhardt, Kahwajy and Bourgeois, 1997); if you want to decentralize decision-making to the level of business units, do not coordinate their activities through direct supervision, but rather through ‘standardization of output’ (Mintzberg, 1979).
However, results are still preliminary design propositions as long as they have not been field tested as such, thereby fulfilling the third condition. Almost invariably, descriptive research is research with hindsight, while testing technological rules (be it alpha or beta-testing), is research with foresight. Descriptive research tends to be analytical, breaking down complex phenomena into their component parts. It may be partial, focusing on some aspect or component of a whole. By contrast, a design proposition must be tested holistically, each and every part and aspect of it and of its context of application may effect its performance
Venable 2021:
Peffers et al [9] divide what others call evaluation into two activities, demonstration and evaluation. Demonstration is like a light-weight evaluation to demonstrate that the artifact feasibly works to “solve one or more instances of the problem”, i.e. to achieve its purpose in at least one context (cf. ex ante evaluation in [11]). Evaluation proper is more formal and extensive, and takes a fairly positivistic stance that the activity should evaluate “how well the artifact supports a solution to the problem” (p. 56). Methods for evaluation identified include the collection of “objective quantitative performance measures such as budgets or items produced, the results of satisfaction surveys, client feedback” (p. 56), or the use of simulations or logical proofs, but they provide no guidance for choosing between methods.
Peffers et al:
Activity 2: Define the objectives for a solution. Infer the objectives of a solution from the problem definition and knowledge of what is possible and feasible. The objectives can be quantitative, such as terms in which a desirable solution would be better than current ones, or qualitative, such as a description of how a new artifact is expected to support solutions to problems not hitherto addressed. The objectives should be inferred rationally from the problem specification. Resources required for this include knowledge of the state of problems and current solutions, if any, and their efficacy.
Activity 5: Evaluation. Observe and measure how well the artifact supports a solution to the problem. This activity involves comparing the objectives of a solution to actual observed results from use of the artifact in the demonstration. It requires knowledge of relevant metrics and analysis techniques. Depending on the nature of the problem venue and the artifact, evaluation could take many forms. It could include items such as a comparison of the artifact’s functionality with the solution objectives from activity 2, objective quantitative performance measures such as budgets or items produced, the results of satisfaction surveys, client feedback, or simulations. It could include quantifiable measures of system performance, such as response time or availability. Conceptually, such evaluation could include any appropriate empirical evidence or logical proof. At the end of this activity the researchers can decide whether to iterate back to activity 3 to try to improve the effectiveness of the artifact or to continue on to communication and leave further improvement to subsequent projects. The nature of the research venue may dictate whether such iteration is feasible or not.
Independent and Dependent Variables: Differences & Examples - Statistics By Jim
Provides charts for the comparission.,…
As we did when considering only one variable, we begin with a graphical display. A scatterplot is the most useful display technique for comparing two quantitative variables. We plot on the y-axis the variable we consider the response variable and on the x-axis we place the explanatory or predictor variable.
Src: [Comparing Two Quantitative Variables | STAT 800](https://online.stat.psu.edu/stat800/lesson/comparing-two-quantitative-variables#:~:text=A scatterplot is the most,the explanatory or predictor variable.)
design science research solution better than current ones quantitative likert - Vale a pena dar uma olhada a mais
design science research solution better than current… - Google Acadêmico
comparison of the artifact functionality
local: “G:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\66 Lit\Lit Metodologia\Likert\Statistical Rethinking - Likert Type.pdf”
Anotações perdidas
The consensus view is that the rigorous evaluation of design science
(DS) artifacts is essential
guidance for how to perform the evaluation, more specifically, what evaluation methods to use with specific DS research outputs.
Designed artifact: system instantiation. We classified the designed artifact as an instantiation because it represents in idea or concept that is or is intendedly expressed by an example system, rather than, for example, in a modeling language.
Designed artifact: method. The designed artifact, critical success chains (CSC), consists of a set of procedures that informs the beginning of the IS systems planning process, from initial data collection, to analysis, and to ideation, to produce a set of feasible ideas for new systems. We classify this as a method because the instructions are actionable and conceptual. CSC proceeds in a series of four phased activities: · pre-study (scope the study, determine sample participant, gather stimuli), · discovery (data collection through intensive one-on-one interviews), · analysis (aggregating and modeling the data), · integration (transforming the modeled ideas into feasible system ideas)
Peffers, Gengler, and Tuunanen [14] demonstrated the CSC method in two case studies,
Six artifact types and eight evaluation method types have emerged.
Research Methodology Choosen Details
Termos utilizados: Expert Evaluation (Peffers et al., 2012))
Estrutura para pensar:
- O que é e para o que usado? Fundamento da abordagem
- Peffers 2012 fala que é carente, continua carente em >2020?
- Componentes:
- Evaluation
| Part | Referências de uso |
|---|---|
| DS Process | |
| overall research methodology structure | (Pelt et al., 2021) |
| Framework evaluation | (Pelt et al., 2021) |
| Semi-structured expert Interview | (Pelt et al., 2021, Albrecht, 2021) |
| Quantitative evaluation of framework artifact survey | (Albrecht, 2021) |
Terms Normalization ?? Validar
Evaluation Dimension
Framework Section and Element Type
The component and its corresponding repairable spare parts were formed as a group for overall consideration
Seminal Quotes
”how well the artifact performs”(March & Smith,1995).
Big quotes in my research
most preeminent research approach
Backup
Ref: USING DESIGN SCIENCE RESEARCH AS PARADIGM FOR INFORMATION SYSTEM RESEARCH: AN APPLICATION - 2022
Ref: USING DESIGN SCIENCE RESEARCH AS PARADIGM FOR INFORMATION SYSTEM RESEARCH: AN APPLICATION - 2022
Research Objective
The research question, bearing in mind what has been presented, is: What adjustments in the product management framework, specifically requirements management, should be performed to manage platform products within an ICT? Thus, the project proposes to understand the differences and opportunities in relation to what is offered as a practice for the management of software products, and the formation of knowledge that supports this research came mainly from studies in technology companies, which business is the product itself.
Evaluation Strategy and method?
First hipotesis: Framework Comparison methods??
Framework definition
(Peffers et al., 2012)
Type of Artifact : Product or Process?
(Brandtner & Helfert, 2018)
literature divides between two types of artifacts: product and process artifacts (Ostrowski, Helfert 2012; McNaughton et al. 2010; Pries-Heje et al. 2008).
Acho que vi isto no Peffers tb
Product já esta claro aqui, que o process que ele se reference é o DSR.
What to evaluate?
link with research objetives
*Final:
Dimensions being evaluated: Perceived Completeness, Perceived Usefulness, Intention to Use
Linha de raciocionio:
Adjustments: add/remove/change to make it complete.
Once it’s completion, we want to understand if the change model increase it’s utility, because it’s more complete.
Usefull for what?
Learn and Explain how product management occurs in the study context.
And finally, getting a predictor of practical contribution, would you apply this in your real life.
“Complete in itself means ‘having all and nothing missing’ as an adjective.”
Is it correct to say ‘more complete’ in English? If not … - Quora****
Randomizing the order of your survey questions is a good way to avoid question order bias, which is the tendency of respondents to answer differently depending on the sequence of the questions.
Brainstorming
I liked the Brandtner & Helfert, 2018, because it seems to be an complete reference for my whole project.
But, I’ve already selected some criteria before I got to know it and it seems to be too big in terms of scope for the second phase data collection.
It justified what how evaluate based on quality criteria.
What I’ve chosen before:
- Efficacy – the degree to which the artefact produces its desired effect;
- Validity – the degree to which the artefact works correctly.
These two, cannot… be…
First choice: Validity, Utility
I also liked completeness, simplicity. Accuracy is also cool.
| validity | the quality of being based on truth or reason, or of being able to be accepted: |
|---|---|
| Utility | the usefulness of something, especially in a practical way: |
| completeness | the quality of being whole or perfect and having nothing missing: |
| simplicity | the fact that something is easy to understand or do: |
| accuracy | the fact of being exact or correct: |
from: https://dictionary.cambridge.org/
(ALBRECHT, 2021) → CRM
In order to observe and measure how well the CRM-DQMF supports DQ management in CRM D&C projects, the evaluation model of Moody (2003) and research by Prat et al. (2015) are utilised. The CRM-DQMF is validated on its desired qualities (Perceived Alignment with CRM D&C and Perceived Effectiveness), its Perceived Ease of Use, Perceived Usefulness, and Perceived Completeness. Additionally, the CRM-DQMF is evaluated on its Intention to Use in order to realise the intrinsic qualities and benefits of the CRM-DQMF (Moody, 2003). The definitions of the distinct constructs are provided in the following paragraphs.
Subset of they:
Perceived Completeness: The perceived degree to which the structure of the artifact contains all necessary elements and relationships between elements (Prat, Comyn- Wattiau, & Akoka, 2015). Perceived Ease of Use: The perceived degree to which experts believe that the use of the CRM-DQMF is free of effort (Moody, 2003). Perceived Usefulness: The perceived degree to which experts believe that the CRMDQMF is effective in achieving the intended objectives of the method (Moody, 2003). Intention to Use: The degree to which experts have an intention to use the CRMDQMF (Moody, 2003).
How to justify? Some exemplaes
A number of researchers have shown that perceived usefulness is a strongest predictor of intention to use a new system in both voluntary and mandatory settings (Davis et al., 1989; Taylor and Todd, 1995; Venkatesh and Davis, 2000). Studies (e.g. Hu et al., 2011; Lean et al., 2009; Sambasivan et al., 2010)
H7: Perceived usefulness will have a positive and significant effect on intentions to use e-District system.
Src: https://core.ac.uk/download/pdf/301363552.pdf
Intentions may predict behavior better than feelings and beliefs. For the most part, people’s intentions are a good (but far from perfect) predictor of behaviors under many circumstances. On average, behavioral intentions can explain a substantial amount of variation in future behavior.
Do Attitudes Predict Behavior? – MeasuringU
Because behavior intention is a well-known predictor of subsequent behavior, this gives reasons to further investigate graduating nursing students’ intentions to use research in clinical practice after undergraduate study.
…
To investigate graduating nursing students’ intentions to use research in clinical practice and, furthermore, to investigate whether intention in itself and as a mediating variable can predict subsequent research use behavior in clinical practice one year post graduation.
…
and perceived support for research use (from campus and clinical education), where intention acted as a mediating factor for those effects.
when to evaluate?
how to evaluate?
??Qualitative Data Method→ Interviews with subject matter professionals to evaluate existing artifact in context
Expert interview as evaluation method?
Confirm if the term used will be expert interview.
(Brandtner & Helfert, 2018)
Most researcher emphasize utility and usability as important criteria. However, the application of appropriate evaluation criteria is essential in scientific … in particular in design science projects where artifacts have to be assessed against criteria of value or utility (March, Smith 1995)
Previous research states that artifacts can be evaluated e.g. in terms of consistency, accuracy, reliability, fit with the organization, usefulness and other relevant quality attributes (Hevner et al. 2004; March, Smith 1995).
Content measures for artifact evaluation are often closely linked with quality cri teria, as quality can be described in terms of more or less measurable sets of criteria (Pries-Heje et al 2008).
Qualitative Data Analysis → Framework Improvement through qualitative data analysis
Procedimentos analíticos validados
I’m including
The interview transcripts were analyzed seeking points of convergence and divergence among the participants, following the following script (CRESWELL, 2010):
- Organize and prepare data for analysis: transcription of interviews, typing notes.
- Read through all the data to get a general sense of the information and reflect on its overall meaning.
- Start a detailed analysis in a coded way (organizing the material in blocks and text segments)
- Initial description from the coded material
- Description and themes presented in the qualitative narrative
- Data interpretation
The qualitative data analysis followed the 6 steps suggested by Cresswell, 2014.
Here I can make a list of things i should mention, or going direct to the description
Inductive and Deductive Coding Inductive and deductive coding are two different approaches to qualitative coding. You can choose one or the other, or utilize a hybrid approach of both.
Inductive coding - Ground-up coding
Deductive Coding - Top-down coding
Be sure to code anything that’s
- Related to your initial codes
- Interesting or surprising
- Shows a recurring pattern throughout your data
Insights from Delve:
-
How prevalent are your codes?
-
Find the quote you’re looking for
-
A better way to jot your thoughts down
-
Discover insights by comparing across segments
Quantitative Method → Improved Framework Evaluation though web based survey with subject matter professionals and potential beneficiaries of the artifact*
R2D2 - How can I describe one hypothesis for one dependent variable and two independent variables?
To describe one hypothesis involving one dependent variable and two independent variables, you would typically state the expected relationship between the variables. The hypothesis should be specific and testable. Here’s a general structure to follow:
“If [independent variable 1] and [independent variable 2] have a [positive/negative] relationship, then [dependent variable] will [increase/decrease].”
For example: “If the amount of study time (independent variable 1) and the quality of study material (independent variable 2) have a positive relationship, then the students’ exam scores (dependent variable) will increase.”
Remember to clearly define the variables and their operationalizations in your hypothesis statement.
Porque Survey??
Naturalistic Evaluation may be difficult (and costly) because it must discern the effects of many confounding variables in the real world.
Survey Design
What is our coding method ?
Survey Bias: Common Types of Bias and How to Avoid Them
Question order bias
Attention checking question
The third approach is attention checking, which embeds in a survey with the attention check questions that have obvious correct answers to identify inattentive respondents. For example, in a multiple choice question “We want to test your attention, so please click on the answer Agree”, the correct answer is explicit and those respondents who select other options will be considered as inattentive. Because they are specially designed for attention checking and they are easy to be deployed simply by requesters, attention check questions have become commonly used in online surveys as a key mechanism to filter out inattentive respondents and improve the data quality [2, 16, 18, 51].
Escolho esta:
[2] Adam J Berinsky, Michele F Margolis, and Michael W Sances. 2014. Separating the shirkers from the workers? Making sure respondents pay attention on self-administered surveys. American Journal of Political Science 58, 3 (2014), 739–753.
noun. Definition of shirker. as in idler. one who deliberately avoids work or duty even before we weighed anchor, the captain forcefully served notice that there would be no shirkers on his ship.
[16] Joseph K Goodman, Cynthia E Cryder, and Amar Cheema. 2013. Data collection in a flat world: The strengths and weaknesses of Mechanical Turk samples. Journal of Behavioral Decision Making 26, 3 (2013), 213–224.
[18] David J Hauser and Norbert Schwarz. 2016. Attentive Turkers: MTurk participants perform better on online attention checks than do subject pool participants. Behavior research methods 48, 1 (2016), 400–407.
[51] Scott M Smith, Catherine A Roster, Linda L Golden, and Gerald S Albaum. 2016. A multi-group analysis of online survey respondent data quality: Comparing a regular USA consumer panel to MTurk samples. Journal of Business Research 69, 8 (2016), 3139–3148.
Sampling decision
(_Onwuegbuzie, 2007)
Diz que o sample should be informed by research objective, research question, and research design.
Research Design/Method
[Correlational Research: What it is with Examples | QuestionPro](https://www.questionpro.com/blog/correlational-research/#:~:text=If there are multiple pizza,truck” in this particular example.)
Correlational research is a type of non-experimental research method in which a researcher measures two variables and understands and assesses the statistical relationship between them with no influence from any extraneous variable.
Research Methodologies: A Comparison of Quantitative, Qualitative and Mixed Methods
Experimental research
The experimental research design definition is a research method used to investigate the interaction between independent and dependent variables, which can be used to determine a cause-and-effect relationship. Experimental research is commonly used within the framework of the scientific method.9 de fev. de 2022
Comparing Two Software Design Process Theories | SpringerLink
The experimental research design definition is a research method used to investigate the interaction between independent and dependent variables, which can be used to determine a cause-and-effect relationship. Experimental research is commonly used within the framework of the scientific method
Tool Details
Potential Javascript Libraries
https://www.cssscript.com/best-image-zoom-javascript-css/
Doubt : Hover
More expansion:
Expert Advice
Hans-Bernd Kittlaus - InnoTivum
I want to do a research project around Software Product Management, and the theme i am pursuing is to investigate opportunities for refinement of the SPM framework in the context of Platform Managers inside IT Organizations; I see more and more often IT Organization adopting Product Management, despite the fact that SPM Framework can be used in the context, i haven’t found research projects that generates a body of knowledge that covers the specificity of this context.
Could you please share what you think about this proposal? Would it be valuable for the Software Product Management community to better understand challenges, specificity of SPM in Platforms?
Thank you for connecting. From your email, I conclude that you are already familiar with ISPMA. Correct?
To your questions:
- I think the subject of SPM is a great research area in general, because a lot of SPM topics have not been covered by research too much. SPM in corporate IT organizations is one of them.
- I agree with you that there is an increasing number of corporate IT organizations which want to move away from the traditional project approach to a product approach. Actually, one of ISPMA’s company members is the corporate IT organization of UBS, the big Swiss bank.
- Actually in the previous version (1.3) of our SPM Foundation syllabus, we had an addendum which talked about SPM in corporate IT organizations. I attach it. We dropped it from V.2, because it created some confusion with training participants, but it continues to be valid.
- My latest book on SPM which is compliant with V.2 of the ISPMA curriculum was launched just two weeks ago: https://www.innotivum.com/en/publications/spm-book/
- What do you mean by the term “platform”?
Happy to schedule a call if you want to discuss some items in more detail.
REVIEW ON SLIDES
I have looked into your slide deck. A couple of comments:
Slide 2: For the positioning, I suggest that you explain SPM in different scenarios: the primary scenario is product companies with software(-intensive) products. Another scenario is corporate IT organizations which is what you focus on. You assume that there is the role of SPM in a corporate IT organization which is often not true. You better make that explicit.
- I think you need to be more precise what you mean by product platform. In general, the defining element of a platform is that multiple parties make use of it for their offerings, either external and/or internal parties. That is why I would not call the payer communication component in your example a platform (slide 8).
- You have not included the differentiation into innovation platforms and transaction platforms that was in my input to you. From your slides, I guess you only want to talk about innovation platforms. You better make that explicit.
- You only use the Utrecht Framework (which was originally called SPM Framework. They changed the name later). Slide 20 can be interpreted such that SPM consists only of these 4 tasks which is not true. These are only the Product Planning tasks. I suggest that you include the ISPMA SPM Framework in order to show the full spectrum of SPM tasks, and then focus on Product Planning. From there you can go to the Utrecht Framework.
Hi Vitor, Sure. Happy to review.
- The general challenge of prioritization is covered in my latest book. I am not aware of an article on the platform situation. You may find something comparable under product line management.
- With the focus on prioritization yes. With the focus on req. management probably no.
Best regards, Hans-Bernd
Thank you for the reminder, and sorry for the delay.
Here is my feedback:
-
P.4: the differentiation in technology and non-technology companies may not be the right one. In my view, it makes more sense to differentiate:
-
- Software as part of the company’s product offerings which can be pure software products or products with embedded software (product development)
- Software in support of the company’s business operations (corporate IT organization)
In technology companies you usually have both. And it makes sense to have SPM in both.
-
P. 5+6: A couple of suggestions:
-
- Fricker 2012 was not the first. That was Kittlaus/Clough 2009: https://www.innotivum.com/de/publications/software-pricing-book/
- Kittlaus/Fricker 2017 has just been updated with the second edition Kittlaus 2022: https://www.innotivum.com/en/publications/spm-book/
- You may want to include this research agenda on software-intensive business from 2018: https://drops.dagstuhl.de/opus/volltexte/2018/9764/
- Van de Weerd e.a. 2006: Notice that the Dutch team no longer positions that 2006 framework as SPM Framework, but is using the ISPMA SPM Framework now. The main reason is that the 2006 framework was focused on the product planning activities, but not the whole spectrum of SPM responsibilities as shown in the ISPMA SPM Framework. Of course, you can still use the Requirements Management part of the 2006 framework.
-
P. 11: The term “platform” is usually not well defined, certainly not in LinkedIn profiles. See the definitions in my slide deck on platforms.
-
P. 12+13: The platform-specific challenge is not so much in the requirements management part. They simply get requirements from the teams that are responsible for products that use the platform. The challenge is really in prioritization, i.e. release planning. Which criteria should be used for prioritization? This usually leads to fierce fights between product teams and product managers.
On Thu, May 25, 2023 at 9:31 AM Hans-Bernd Kittlaus - InnoTivum hbk@innotivum.de wrote:
Hi Vitor,
I answered the survey.
I do not agree with the definition of the term “framework” at the beginning of the survey. I think it is closer to process than framework.
I would rather go with the framework definition from the Cambridge dictionary: the ideas, information, and principles that form the structure of an organization.
Thesis
Anotações perdidas
- Pontos para avaliar: desafios da pesquisa não sei como está a prática atualmente nas organizações (não tem um estudo atualizado) em termos de maturidade, escopo de atuação.
- Documentada de forma estruturada e disciplina, permite julgamento técnico e de negócio. É a cola que traz junto operações, marketing, engenharia, e é acountability entorno dos objetivos e resultados
- Definição de eficiente: overhead and rework. Acertar o time to Market. Produto ter sucesso.
- Importante dizer que técnicas para conceber, delinear plataformas, é antigo… a novidade é a noção de produto, tem que ele desenho que mostra a caixinha de gestão de produtos como um elemento do DDD…
- Uma plataforma é uma fundação técnica que pode ser usado por vários produtos. Um exemplo é uma plataforma de e-commerce, a qual se pode construir muitas “lojas” com base nesta plataforma. O objetivo fim da plataforma é habilitar a construção de produtos. Um outro exemplo, é sobre um ERP muito conhecido no mercado, o SAP; ele tem uma plataforma que serve como base para a construção de iversos produtos.
- O benefício de se ter uma plataforma é a possibilidade de reuso e ser uma forma de segmentação construtiva para dividir recursos dentro da organização, e geralmente é um elemento que não é um produto em si, que pode ser consumido diretamente, mas sim algo que vem embarcado em um produto; não é distintamente visível para um cliente/consumidor.
- Uma forma de atingir este objetivo é através da criação de um unidade separada que mantém um grau de independência do resto da organização (Maedche 2016; Sia et al. 2016), exatamente onde se abre a oportunidade para o uso de gestão de produtos, que está mais ligado a ideia de gerir o produto ponta a ponta do que privilegiar áreas funcionais
- Empresas de software, como Microsoft… precursoras… influenciam o mercado.
- Tecnologia Informação, Transformação Digital e Gestão de Produtos
- A tecnologia não é a única barreira para adoção da prática de gestão de produtos. Questões como estrutura organizacional, processos, relacionamento e alinhamento com o negócio são vitais.
- plataformas intermediárias?
- A pesquisa atende à chamadas de ampliação de estudos, como o realizado no IEEE, pois de fato as áreas de tecnologia da informação precisam refinar seu modelo de trabalho e aumentar ainda mais a especializada em entregar valor.
The alignment between product concepts and stakeholder needs is essential for a product’s value creations and to win the support of the stakeholders.
Talking specifically about release management, release gained a new perspective that is continuo release… sometimes you are “releasing” weekly, but just activating in another date… more responsability to PM to track whats release, and what’s being used…
Some way to put the product in the context, value chain also … an platform just exists because there are product, find an way that this can be more explicit. But at the same
Prometeu para algum cliente.z Roadmap connection with the product-ss and with the company key objectives Selling, drive adoption. Thinking about how it’s consumed and how you can streamline.
Gestão mais estruturada de backlog. Organização dos itens. DEEP → Detalhado, estimado, eee.. priorizado… Nivel de ordenação, e nível de detalhamento. Duas trilhas de Discovery, uma trilha de delivery. Detalhamento e refinamento backlog.
The project has two contributions for DSR, the first, the overall research approach, that seem to be uncommon in the aspect that we used an existing framework from other author to build upon, and because of that, we took as an assumption the awareness of the problem and move directly to evaluation step, and from data, worked on suggestions, development and evaluation again, taking the terminology (DSRR) as illustrated in figure X.
Title Choice (OK)
Current:
SOFTWARE PLATFORM PRODUCT MANAGEMENT IN CORPORATE IT: Framework Enhancement and Evaluation
PLATFORM-PRODUCT MANAGEMENT IN CORPORATE IT: Framework Enhancement and Evaluation
PLATFORM-PRODUCT MANAGEMENT IN IT: Improvement and evaluation for a basic framework
ChatGPT suggestion: Igniting Success: Elevating Platform-Product Management in IT through Advanced Framework Enhancement and Evaluation
SOFTWARE PRODUCT MANAGEMENT FOR PLATFORM-PRODUCTS IN IT ORGANIZATIONS
EXPLORATORY RESEARCH TO IDENTIFY SPECIFIC NEEDS IN KEY AREAS**
AVALIAÇÃO DE GESTÃO DE PRODUTO-PLATAFORMAS DENTRO DE UMA ÁREA DE TI CORPORATIVA – PESQUISA EXPLORATÓRIA PARA PROPOR UM FRAMEWORK ESSENCIAL
What is the problem I am solving? (Research Goals)
both reasons aligned with our research goals, evaluate an existing framework in different context it was created, evolve it to that context but at the same time ensuring it will be useful
Key Points que eu quero como outcome:
From the multimedia article: Usefulness or utility of artifacts represents probably the most relevant evaluation criterion in DSR, since this research paradigm postulates for its outputs to be above all useful for practitioners (Hevner et al. 2004). In other words, useful means that the arti- fact built has to benefit to its application environment (the FEI in the present case) and must assist in achieving certain goals of the organisation in this environ-ment (e.g.
What is the value of what I am producing?
A framework, on the other hand, is a loose and flexible structure which leaves room for other practices, ideas and tools to be included. A framework is a real or conceptual structure intended to serve as a support or guide for the building of something that expands the structure into something useful
REF: http://jeremiahgardner.com/blog/brand-development-process-vs-framework/
Research Question harmonization
Contributions harmonization
- Summary: The study’s outcomes will contribute to the body of knowledge on software product management in corporate IT organizations, which is particularly relevant given the projected increase in adoption and the strategic importance of platforms for organizations seeking a competitive advantage. Additionally, this research offers insights into the specific challenges and nuances of software product management in this context, guiding future research endeavors.
- Introduction: This work will contribute by providing a specific reference to Software Product Management in corporate IT organizations, at a moment that has a potential demand for knowledge due to the projected increase in adoption of product management practices. Along with the fact that the platform has become a strategic option for generating a competitive advantage for organizations (HARLAND; UDDIN; LAUDIEN 2020). This research also provides other researcher with perspectives on the specificities and challenges of SPM in the study context and provide directions for future research to potentially stimulate more research for the study context.
- Research approach:
- Contribute to an area of knowledge that potentially will have more future demand and to a topic not yet covered by research
- Borrowing from PRAT; COMYN-WATTIAU; AKOKA (2015)) hierarchy of evaluation criteria, we chose completeness, usefulness, and intention to use. The first, completeness, is the core of our research question: how complete the framework in a is given context, especially because it was created for a different context. We chose the second, usefulness, because our research aims to contribute to practical terms, by examining useful artifacts. Finally, intention to use is an ultimate predictor of practical contribution.
The research project’s contributions lie in enhancing the understanding of software platform product management requirements, improving the existing framework, and offering valuable insights for professionals in the field. Additionally, the project’s approach and research methodology advancements contribute to the broader field of Design Science Research.
Outros
Boa explicação sobre produto plataforma
framework e and framework utility?
Tem que ter uma desta… tinha em mais de um lugar? ::
his research goals is not to generalize, instead, is to respond ”how well the artifact performs” (March & Smith,1995) after modifications during the process. Following
Assegurar que os sete passos do mixed method estão clareamente declardos antes
As KITTLAUS noted, the last two processes, requirements and release has more potential This usually leads to fierce fights between product teams and product managers.
- Rigor in research method
- Prescriptive knowledge
Cara, se tem um potencial enorme, ao mesmo tempo traz riscos e um nivel de investimento … pq não adotar uma metodologia
Consistency
- Research Questions
- Contributions
- Abstract
- The theoretical contributions lie in enhancing the understanding of IT organizations’ software platform product management requirements through prescriptive knowledge. Making a context-aware framework proposal and offering valuable insights results in practical contributions for professionals in the study context and its organizations. Additionally, the project’s research approach contributes to the broader field of Design Science Research by bringing a unique perspective for taking multi-stage DSR research, this one focused solely on evaluation and improvement cycles and a research method to evaluate two artifacts simultaneously. The timing of these contributions makes it particularly relevant given the projected increase in product management practices adoption and software platforms as an option for IT to enhance competitive advantage in its organizations. Additionally, this research details specific challenges and nuances of software product management in this context that were not studied that includes topics and study suggestions for future research endeavors.
- Introduction
- The relevancy of the research can be described in three main areas: First: theoretical field data contributions that can be used to increase the SPM body of knowledge; Second: to provide a practical contribution for IT organizations that will make use of platforms as a strategic option and may benefit from knowledge about SPM in this context; and Finally: a contribution to research methodology, that is better explained in the next section.
- Abstract
Terms check
-
Without “We” , our, subject references directed to the study
-
Artifact → define what is its
-
Professionals working in working in corporate IT organization where software in mainly to support of the company’s business operations, which we will refer as Subject Matter Professionals (SME) from now.
-
Corporate IT organization
-
Software managed by Corporate IT organizations (for one or multiple internal customers)
software platform??
-
Modified Framework or Proposed Framework
-
Replace platform-product
- software product platforms
Tables:
Source: Author (2023)
Source: Author, adapted from Gunasekaran, A., Reichhart, A., & Holweg, M. (2007)
Source: Hallgreen et al. (2009)
Qualquer tipo de platforma? Construida ou “disponibiliza”?
Prescreening: conhecia? Tem o papel instituido?
Balance check of relevancy of the selected literature (NAO FIZ)
Nesta página tem uma forma visual de ver a qualidade da citação
ACKNOWLEDGEMENT
- Listar aqui, quem não pode faltar
FINAL CHECKLIST TO WRAP THE DOCUMENT
- All Cross-References (Figure X) are mentioned right (not missed the number link)
- Update automatic contents (TOC, List of Figures,…)
- Checar se não tem nenhum software product … aquela normalização que eu fiz (managed as product)
- Escopo definition - requirements management and roadmapping aspects
Data
Important Metadata/Context
Types of Platforms, IAM, Data, Compute related
Developer Platform Vale? DevOps vale? Não.. pq ele não roda “funcionalidade” .. ele roda o processo.
Plataforma Tecnologia em si tb não.. kubernetes,…
Plataform ownership: 100% custom, OpenSource,.. 100% acquired
Hieararchy Level
Position: IT?
Background: Tecnico, Produto
Stage of the platform
Company Size → Relevante… uma empresa como LAR… precisa
Isto vale tb a autonomia local.
Qualitative Data Collection Phase
Entrevistados
| Seq | Nome | Lang | Status | Status 2 | Url Share | |
|---|---|---|---|---|---|---|
| 01 | Renata Nobre | PT | Done | Sent | ||
| 02 | Lindolfo | PT | Done | Sent | ||
| 03 | Occhio Orsini | EN | Done | |||
| 04 | Leandro Luiz Tavolassi | PT | Done | inderect | Sent | |
| 05 | Alberto Cardinally Jr | PT | Done | Sent | ||
| 06 | Carlos Elias | PT | Done | Sent | ||
| 07 | Danilo | PT | Done | Sent | ||
| 08 | Phillipe Mutschaeweski | PT | Done | Sent | ||
| 09 | Igor Maciel Macaubas (Globo, Via Baccalla) | PT | Done | inderect | ||
| 10 | Renato Vazamin | PT | Done | Sent | ||
| 11 | Lucas Costa | PT | Done | Sent | ||
| 12 | Gustavo Taveira | PT | Done | Sent |
Expectativa: Vazamin, Igor, LAR ou Sao Martinho, Lucas da HDI, Alex da Livelo topou tb.
Agro? Education and Learning? Insurance? Legal ? Manufacturing? Oil and Gas? Services, Transportation ? Public?
Priorização
a)Contato com profissionais que tenham posição declarada como Gestor de Plataformas ou equivalente;
b)Contato com profissionais que possuem declaração específica no perfil de responsabilidade sobre o tema;
c)Contato com pessoas que fizeram publicações, retransmissões ou comentários em conteúdos ligados ao tema que sugira alguma ligação ao tema; ou
d)Postar mensagens dentro de grupos ligados ao tema
Pontos Cristoni → Vale uma pessoa que fez isto 5 anos atrás?
Prioridade A
First Batch 20
| Nome | Pq? | Lang | Status |
|---|---|---|---|
| Ricardo Seiji Sato | Tokenization platform @ ELP | PT | 2nd |
| Vinay Vittal | Product Manager - AI & ML Platform @Capital One | EN | 2nd |
| Phillipe Mutschaeweski | Platform Product Lead @ Itaú | PT | 2nd |
| Alessandro Almeida | ServiceNow Platform Owner | PT | topou |
| Eduardo Juliano | Head of Product Platform (Tribe Lead) at Itaú Seguros | PT | 2nd |
| Marcos Araujo | IT Manager of Platform and Integrations - Loyalty at Hypera | PT | 2nd |
| Vini Maciel | from scratch a data platform product @ Loft | PT | 2nd |
| Priscila Cristina dos Santos | Product Manager New Payments Platform @ Mastercard | PT | 2nd |
| Renata Nobre | Platform Product Manager @ Loft | PT | Topou |
| Gustavo Negreiros | Head of Product Platform @ Zé Delivery / Ambev | PT | 2nd |
| Enamul H. | As Head of ServiceNow Product and Platform Management at the SLC (Part of the Ministry of Education, British Government) | EN | 2nd |
| Brian Mullane | Head of Platform Product Management @ Instinet | EN | 2nd via inmail |
| Ben Herkenhoff | Director, Product Management, Azara Platform @ JLL | EN | 2nd |
| Tom Lodes | Director, Platform Product ManagementDirector, Platform Product Management @ Carrier | EN | 2nd via inmail |
| Allen Oleksak | Global Director of Product Management, Platform and Technology @ Körber Supply Chain | EN | 2nd via inmail |
| Occhio Orsini | Data Platform Management @ CVS Health | EN | Topou |
| Bruno Galletti Souza | Head of Platform @ Pernod Ricard | PT | Não me aceitou na rede, tentei contato via Totti |
| Ralph Swann | Head of Platform Product Management @ Adaptive Financial Consulting | EN | Não me aceitou na rede, tentei contato via Carol Morandini |
| Florian Böhm | Platform Manager in Product Management @ Rolls-Royce Power Systems AG | EN | 2nd via inmail |
| Tanush Sahai | Strategic Product Management for Cloud Platform @ Lenovo | EN | 2nd via inmail |
| Stephan Zimmermann | Head of ITSM Platform & Product Management @ Bayer | EN | 2nd |
| Michael Haschen | Product management Analytics platform @ Lufthansa Cargo AG | EN | 2nd |
| Jesper Pedersen | Product Owner Cloud Management Platform @ Allianz Technology | EN | Não me adicionou e eu não tinha mais incredits |
| Shreyas Ramegowda | Platform Product Management - Data Lake Platform Product Management - Data Lake @ General Motors | EN | Não me aceitou na rede, tentei contato via Thiago Paiva |
(.+)(>([0-9]+)\s*)(.+)\s+|.*<(.+)
3<$4
https://www.regextester.com/96554
Search
Technical Product **Manager ?? - Could be?
As Marty Cagan, founding partner of Silicon Valley Product Group and a 30-year veteran of product management, puts it, “The job of a product manager is to discover a product that is valuable, usable, and feasible.”
(99+) Marcos Araujo | LinkedIn
(99+) Joao Bosco Seixas | LinkedIn
(99+) Stijn (Stan) De Lathouwers | LinkedIn
History of Search
08/12/2022
First Connection - Platform search - Parei Página 15
(43) Karyna Caiado de Oliveira Freitas | LinkedIn
(43) Gustavo Negreiros | LinkedIn
(43) Priscila Cristina dos Santos | LinkedIn
(43) Eduardo Juliano | LinkedIn
(43) Alessandro Almeida | LinkedIn
(43) Phillipe Mutschaeweski | LinkedIn
En:
# Search - Product Management + Title - Title:Platform Management
Product Management → 121,000
Platform Management 1,900 results
Brazil: 10 results
About 2,200 results
Title: Product Management
Stoped in Page 7
Product Management - Platform search
About 1,500 results
First
Peguei lista de empresas dos meus contatos para tentar através dos meus contatos alguem lá
Hoje movimento:
Grupo Globo - Wanderley Baccala → Pediu para eu mandar um email fiz contato 18/Jan
Sodexo - Paulo Rodrigures → Indicou o Fernando Radünz, fiz contato 18/Jan
PagSeguro UOL - Cidão fiz contato 18/Jan
Serasa → Daniel , recomendou o Daniel Faustoni, e eu já entrei em contato com ele. fiz contato 18/Jan
XP → Tentei via Aline Falco, vamos ver 20/Jan
Geral:
Banco Carrefour - Contato lá do Symposium
Banco next Banco PAN Banco Rendimento Banco Safra Banco Safra S/A Banco Santander Banco Sofisa S/A Banco Triangulo S/A
Boa Vista
Bradesco → Aranda?
Braskem → ?
C6 Bank → Bonzo
Credit Suisse
EDP
Fintech Magalu → Pedrão?
Fleury → Fernando
Gerdau
Daniel Muller → Allied Brasil · Full-time - Não
ING - Vincent Maagdenberg
Lojas Renner S.A. - Fabiano Monteiro
Lojas Riachuelo - Carolina Leandro
MassMutual Life Ins Co.
McDonald’s - Nicolas Simone
Natura - Não tem
Boticario- Dagoberto
Nubank - Fabiola
PayPal - Não tenho
Payoneer - Não
Phillips 66 - Não tenho ninguem
PicPay - Domingos Soares Neto
Porto Seguro - Adicionei o Sirelli, vamos ver
Stone - Sem contatos bom
Stripe - Não tenho 1th
Vivo - Não
YDUQS - Bruna OK → Nem respondeu…
LexisNexis - Não encontgrei
Heineken - Floris
Qualitative Data Analysis Phase
Metadata about the Interviewes
| q | Nome | Anos | Industria | Cargo | Type of Product Platform | Know? |
|---|---|---|---|---|---|---|
| 01 | Renata Nobre | 14 | Real State | Senior Product Manager | Data Platform | No |
| 02 | Lindolfo | 35 | Retail | IT Director - Architecture & Data | Data Platform Multiple Integration platform (Ecosystem Enablement) | No |
| 03 | Occhio Orsini | 27 | HealthCare | Senior Director, Product Management, Data & Analytics Platforms | Multiple Data and Analytics Platforms | Yes. |
| 04 | Leandro Luiz Tavolassi | 21 | Media | Software Engineering General Manager SR at UOL | Sales Platform, allowing products to configure their pricing, terms, recurrency, etc. | No. |
| 05 | Alberto Cardinally Jr | 21 | HealthCare | Director, Product Owner | Data Maintenance Platform, for reducing time to market of products for CRUD databases and configurations | No |
| 06 | Carlos Elias | 21 | HealthCare | Global Program Senior Manager | Prescription Platform, Foundational Platform for complying with regulations | Não. Usa metodologias, mas não focada em produto. |
| 07 | Danilo | 23 | Consulting | Executive Partner - Director at EMEA - PPM Consulting | Payments Gateway platform | No, framework SAFE, Scaled Agile. Incluem algumas praticas, de gestão de produto |
| 08 | Phillipe Mutschaeweski | 18 | Financial Services | Tech Product Manager | Observability platform | No, Utilizar algumas técnicas e conceitos de product management |
| 09 | Igor Maciel Macaubas | 22 | Media | Director, Product & Engineering, digital platforms at Globo | Identity, Video Platform, Developer Experience Platform | Framework de desenvolvimento de gestão de produtos |
| 10 | Renato Vazamin | 24 | Financial Services | IT Associate Director | Data Platform, focusing on the non-functional | No, but Mentioned Cobit or Maturity Asssesment |
| 11 | Lucas Costa | 13 | Insurance | Architecture and Integration Manager | Integration | No |
| 12 | Gustavo Taveira | 19 | Telecom | Diretor de TI - Digital & Data Solutions | Api platform, Campaign Platform (Multibusiness) |
Industries Represented: Real State, Retail, Healthcare, Media, Financial services, Insurance and Telecom.
Insights Vitor During the Interviews
Vantagem de um framework ou pratica… como falar, extrair coisas dos usuários… será que safe faz isto?
Chamar o cara de usuário ou de cliente. O que é ter um mindset de produto?
Product Management in Practice is one book with real world examples on how an “practice” can deliver more results, prevent you do do certain things.
Ubiquitous, as project management has become … product management is a trend to solve tbs value … and platform specifically is the “jump ahead” opportunity totake value ot another level
framework e and framework utility?
Mistura entre “Delivery” e Atividades Especificas do Product “Planning”
09: Produto Requirement List → Backlog, somente existe um….. IDEIA → colocar fases que isto pode estar está logo
Frases emblematicas:
Faz sentido do ponto de vista conceitual, está ok. Não é assim que assim que o mundo funciona.
10: Representar aqui… → Backlog das squads → Delivery Methods.
12: Insight - Visão do produto externo igual ao interno? (ressignificado) - Veio deste exemplo - Meio para o produto se comunicar com o cliente.
Produtos Plataforma de campanha: Grandes vendors de produtos de campanha, dentro do produto… vc desenha a campanha… produto é a campanha… é construído point in click,,… low code… quase um fluxograma de comunicação
Insights Vitor During Data Analysis
Procurar coisas com mais “convergência” .. o que precisa ser feito… e menos se aquele é o escopo.
Stakeholders → No Control over… Regulators. Stakeholder you can influence. Stakeholders you should work with..
Framework is about “software”… need to incorporate a few dimensions related to software… version… Release Candidate…
02: trouxe a perspectiva de dimensões de priorização, que podem trancender somente o escopo do produto, mais váriáveis, como resultado estimado necessário, uso dos recursos, dependências, … complexidade
06:15% de fee para manter a plataforma… paga … cascading.
Entrada seria “money”/Funding authorization… qualquer que seja… e a saida , Bill payment…
É uma BU … tem autonomia… aonde eu hospedo… Amazon. Plataforma dita o padrão. → Way you “serve” the platform may influence? .. just the code (SDK)… as an service (you operates…).. combination…
Adopted Processs
I was reading the delve… and taking notes here…
The X .. i didn’t take note how i did …
R-Stakeholders .. etc.
And then …
06 Maio
1/ R-Stakeholders https://app.delvetool.com/projects/12578/codes/4301652
2/ P-Stakeholders - https://app.delvetool.com/projects/12578/codes/430170
3/ O-Stakeholders https://app.delvetool.com/projects/12578/codes/430175
07 Maio
1/ R- Inputs https://app.delvetool.com/projects/12578/codes/430162 2/ P- Inputs https://app.delvetool.com/projects/12578/codes/430167 3/ O- Inputs https://app.delvetool.com/projects/12578/codes/430172
1/ R- Outputs 2/ P- Outputs 3/ O- Outputs
09 Maio
Master Legend
T=Type, S=Stakeholder,I=Input…O, F=Flow O-Origin, R=Requirements, P=Release Planning,O=Overalll M=Modification , A=Add,M=Modify,E=Exclude
Improvement Plan
The method do improve it… vectors, etc…
Stakeholders solutions:
-Customer (many) more empashus
-Emplific declare products
-Grouping in Category, to become more agnostic
-
Sales, Marketing, Legal, HR, ESG, R&D, Operations, …
Stakeholders
T=Type, S=Stakeholder,I=Input…O, F=Flow O-Origin, R=Requirements, P=Release Planning,O=Overalll M=Modification , A=Add,M=Modify,E=Exclude
| T | O | M | Desc |
|---|---|---|---|
| S | R | A | Arquitetura, Cadeias de produtos.. um produto de Compliance, de Risco… Know your customer, Comunidade opensource, Times de TI, Engenharia, Arquitetura… vão usufruir da sua plataforma, Plataforma - Equipes de TI. Consumidores, Time de Produtos (da empresa, não o produto), Regulador, áreas de negócio, Legal, Compliance, Audit, Finançãs, Business Unit |
| S | R | M | o Customer – interno e externo, Sales & Marketing separado … Time de Atendimento. o Market, bem abrangente… competidores… Competidor e diferente… Market… quais são as tecnologias disponível… ChatGPT … geo politica. Company Board |
| S | R | E | --- |
| S | P | A | --- |
| S | P | M | --- |
| S | P | E | Não encaro o time de Sales & Marketing, nunca parte do time da plataforma… Quem eu tenho no release: Desenvolvimento, Suporte… documento e treinamento… Desenvolvimento participa da validação … system demo… |
| S | O | A | * Entidades de classe, associações * Externo Orgãos regulatórios, Governo. Pedido com uma priorização maior, data a cumprir. Não só em software … produtos de indústria, é comum. * Destacam bem a parte de operações. Camada de operação muito bem destacada. * Não vejo o próprio time do produto… input do produto… na formação do time. * Area…Qualidade… (Global) * Um time interno de regulatory. A gente não quer ser muito impactado pelo regulatory. Não quero que órgãos externos impactem… mas ainda não cheguei lã… * Tem uma operação especifica para a plataforma… Suporte… mantem. Impactou o hospital, bu impactou… não conseguiu entra em contato. * Outro produto da empresa vai te trazer as demandas do cliente dele… customer indireto dele. * Company Board. … Toda a liderança, o C-Level. Diretoria. Board da empresa vai falar. Cada quarter, o que é o seu produto ajude, mais estratégio, ou vai ser o Middle management. |
| S | O | M | * Market → Competidores * Sales, Marketing… teoricamente são todas as funções da empresa. * R&D … nem sempre o R&D está ligado ao tema de produto em si. * Experiência de cliente. UX / CX … forçar a barra… pode ser encaixado em um Sales & Marketing. * Externo Market, bem abrangente… competidores… Competidor e diferente… Market… quais são as tecnologias disponível… ChatGPT … geo politica. |
| S | O | E | --- |
Others-R
Vale para o stakeholder também - Todas as entradas são relevantes… mas dependendo do escopo, pode não ser necessárias. Know your customer.
Vale a pena incluir algo como “Como a sua organização está dividida” - Business Areas, Administrative Areas and IT Organization - Olhar enterprise
São áreas que tem uma relevância maior (como dar relevância?)
Others-S
(empty)
Others-O (empty)
Inputs
T=Type, S=Stakeholder,I=Input…O, F=Flow O-Origin, R=Requirements, P=Release Planning,O=Overalll M=Modification , A=Add,M=Modify,E=Exclude
| T | O | M | Desc |
|---|---|---|---|
| I | R | A | * Roadmap do(s) produto(s) * Custo de running como fator da priorização. * Custo da plataforma % em relacao ao produto e alternativas de mercado (competition) Requisito de redução de custo. Conexão com planejamento estratégico. * Data fixas de entrega ou agendas que não são controláveis (feira de negócios. Lei) |
| I | R | M | * Alterar Market para ressaltar mais amplitude Competidor / Tecnologias disponível (Eg. ChatGPT), Geo-politica, Industria |
| I | R | E | ---- |
| I | P | A | * Prometeu para algum cliente. Post-release feedback, indicacao de coleta de dados de uso * Dados sobre status de versão da plataforma sendo usada pelos clientes * Gestão de Dependências * Delivery Team - Lessons learned *Restrições e capacidade produtiva… questões que fazem do próprio time. |
| I | P | M | * Destaque para o ponto que o input de requisitos priorizados já venha com informação sufiente para de fato ser priorizado, caso contrário, pode gongar muito fácil por falta de informações |
| I | P | E | ---- |
| I | O | A | - Feedback loop, feature lançado, mas não usado (input, dados sobre a utilização do produto) - Gerenciamento de versões, que clientes estão usando qual, existe alguma questão que deve ser contemplada. - Funding 15% de fee para manter a plataforma… paga … cascading. (2x) * Direcionamento estratégico. * Direcionamento tático ( quais os objetivos do quarter) - 2x- Entender a Um adicional que fala: Portfolio → Sinto falta da estratégia… porque investiu neste não naquele… uma entrega muito importante para o Roadmap… vai me ajudar a entender o que o produto vai entregar… metas do ano, objetivos do ano… aumentar cliente, reduzir custo, aumentar receita … |
| I | O | M | ---- |
| I | O | E | ---- |
Others-Multiple
Apareceu muito forte que a priorização pode ser algo bastante complexo
- Midway → formalizar a demanda. Qualificar. Conexão com planejamento estratégico. Colocar em quadrantes. Com pontuações … qual o peso da demanda.
- Priorização, considerar várias … data fixa de entrega.Comercial… feira de negócios. Lei …não dá para negociar.
- Entradas → Acontecem de Diversas formas…. De fato definir as prioridades… Pode ser gigante… filtrando estes requerimentos (ideia de continuo?)
- Tempo todo, organizamente. Datas que o produto quer atingir… copa eleição. não temos controle sobre ela. Mais neste sentido desta gestão de dependências e gestão de datas alvo… release Planning, tempo real no tempo que vão evoluindo.
Others-R
- Todas as entradas são relevantes… mas dependendo do escopo, pode não ser necessárias - Como tornar isto flexivel
Others-S — None
Others-O
— None
Type F - Inner Flow
T=Type, S=Stakeholder,I=Input…O, F=Flow O-Origin, R=Requirements, P=Release Planning,O=Overalll M=Modification , A=Add,M=Modify,E=Exclude
O Inner flow eu já fiz diferente, eu já coloquei aqui a solução proposta:
| T | O | M | Desc |
|---|---|---|---|
| F | R | A- | - Indicação de relevância da área para dar o input, quem deve ser escutado com maiu priodade - Cliente como entrada constante > Refletir mais um engajamento/envolvimento com produto em questão, construirmos juntos uma release que seja útil, que agregue valor para os clientes - Requirements Validation Step (Hypoteses tests) - Como refletir a responsabilidade em dar o fruto esperado do que está se aprovado (fácil gerar demandas) - Validação arquitetura, TI em geral - Outcomes de negócio - Visão de dependências em contraste com a priorização - X precisa anteceder Y - Resolver o problema - Que problema - Como pode se enfatizar isto - Demandantes - entender, visualizar como feedback da minha entrada… Como ele vai ser atendido. Socialibilizar… materializar… controle de ansiedade… eveita… evita feedbacks demorados… Pudesse validar a linha de solução do desejo… feedback curto de implementar. - Representação dos “clientes” na priorização - Produto A e B, juízo de valor. Dimensão de funding. Globopay vs Revista crescer. - Como sincronizar o release do produto-plataforma com os produtos que usam (Gestor de Fluxo no caso do 10) - Processo de venda interna (vai ter ganhos), que as vezes precisa começar com um entendimento → Consumir o produto vai fazer a diferença |
| F | R | M | -Clientes e Externos. São concorrentes. Externos tem um peso a mais. Já falei com cliente externos. As demandas. - Waterfall - escadinha, vida real não reflete - Ciclo contínuo de feedback… o tempo todo. - Gestão mais estruturada de backlog. Organização dos itens. DEEP → Detalhado, estimado, eee.. priorizado… Nivel de ordenação, e nível de detalhamento. Duas trilhas de Discovery, uma trilha de delivery. Detalhamento e refinamento backlog. Entradas e ideia para o Produto … - Processo de Pesquisa, entendimento mais a fundo… Focus Group … Discovery mais a fundo… começar a descobrir se tem valor agregado… Pró-ativa, track de Discovery,… Dividiu em dois… parte focado no desenvolvimento de evolução tecnologia. Roadmap Tecnológico. - Plataforma antiga… migrar para um nova. Server based… virtualizado… migração tecnológica somente para isto. Baseado em Technologies drivers e Market trends. - Mais influenciado, Sales & Marketing: o que foi vendido… O que este pedido do cliente influencia no produto plataforma. Habilitar um ambiente, repriorizacoes. Maior impulsionar, maior driver na priorização destes requisitos. -Billing… cobrança direto. Se eu quero passar para o cliente o custo dessa nossa plataforma, eu tenho que mostrar um formato de Berlim, OKA, gente, não faz assim, a gente faz o cuida. Como cobrar? - Poderia ser agnostico a tecnologia - Inner Flow → Todas elas são … metodologias ágeis… Ideia é basicamente é a mesma. - Qualificação e priorização → Grande desafio. Ajuda a desempatar… valor… potencial resultado que aquela entrega, pode entregar de valor. Com elementos objetivos. |
| F | R | E | ---- |
| F | P | A | - Continuos deployment -Disseminação de conhecimento e suporte. Gestão de conhecimento… |
| F | P | M | - Ajudam a depurar… Antecipar o uso dele no validation. -Treinar pela BI Unit… cliente suportado pelo time de serviço e suporte… -Tempo todo, organizamente. Datas que o produto quer atingir… copa eleição. não temos controle sobre ela. Mais neste sentido desta gestão de dependências e gestão de datas alvo… release Planning, tempo real no tempo que vão evoluindo. -Treinar pela BI Unit… cliente suportado pelo time de serviço e suporte… - Divulgação, entende os benefícios adotar… rotatividade. Cliente → Está contemplando de pesquisa de satisfação, sugestões… |
| F | P | E | Não encaro o time de Sales & Marketing, nunca parte do time da plataforma… Quem eu tenho no release: Desenvolvimento, Suporte… documento e treinamento… Desenvolvimento participa da validação … system demo… |
| F | O | A | - Padrões e orientações para adoção (É uma BU … tem autonomia… aonde eu hospedo… Amazon. Plataforma dita o padrão.) * Formular/Evoluir/Apurar/Deputar o Business Value para o Produto Plataforma… como determinar… difícil achar o valor. (2) Na saída… caixinha que falta. Muito para o usuário… quais foram os números de negócio que eu mexi com a entrega … no negócio da empresa. Pode ser receita como redução de custo. |
| F | O | M | * Quebrar o produto requirement list do produto e da estratégia para aquele período. |
| F | O | E | ---- |
Others-R
--- None
Others-P
Coisas opcionais - Launch release → Opcional… até o release notes passa… foi. A galera cansou de mudar o release note. Vai te suportar ter mais clientes.
Others-O
— None
Outputs
T=Type, S=Stakeholder,I=Input…O, F=Flow O-Origin, R=Requirements, P=Release Planning,O=Overalll M=Modification , A=Add,M=Modify,E=Exclude
| T | O | M | Desc |
|---|---|---|---|
| O | R | A | * objetivos de negocio atrelados aos requisito. |
| O | R | M | * Outputs→ Lista já priorizada e enriquecida . * Saida e o Roadmap… o que são os requisitos… Roadmap já e a lista de requisitos → Talvez colocar definições de produtos que podem incluir o roadmap e requisitos do produto? * Produto Requirement List → Backlog, somente existe um….. * O próprio Roadmap ser atualizado, reciclar. |
| I | R | E | ---- |
| O | P | A | * Treinamentos para garantir adesão. * Preparação do lançamento - do ponto de vista de negócio… sincronismo técnico… n-areas que tem seus timings diferentes… se esta release mudar o comportamento. Não somente o timing… comunicação com vários consumers.. * Valor que o Roadmap está gerando para alguém. Qual a métrica que movimento com a entrega. Roadmap fala com métricas de produto, métricas de produto. * Versão candidata |
| O | P | M | * Output assincrono ? Continuos deployment… implementando, 5 deploys por dia… as coisas não são representadas para serem lançadas. Depois ativa … a funcionalidade… já foram lançadas. * Launch preparation package… processo continuo tambem. * Release notes |
| O | P | E | ---- |
| O | O | A | ---- |
| O | O | M | ---- |
| O | O | E | ---- |
Others-R
Others-S
Others-O
Framework Design
Reduz despesa, qual o degrau → Conectado com valor
Data Analysis - Preeminent Comments Selection
A-IntentionToUse+
Protocolo de entrevista 11_clean.docx
Se eu tivesse, teria cometido menos erros… mais acertos.
Protocolo de entrevista 10_clean.docx
Modelo propondo… vai te levar para algo mais especifico. Faz sentido sentido…
A-IntentionToUse-
Protocolo de entrevista 09_clean.docx
Faz sentido do ponto de vista conceitual, está ok. Não é assim que assim que o mundo funciona. Temos um framework bastante maduro de release Planning.
Protocolo de entrevista 12_clean.docx
Remete muito a um modelo cascata. Particularmente não uso mais. Me dá todo os requisitos… todas as necessidades. Não gosto desta abordagem.
A-Usefulness+
Protocolo de entrevista 06_clean.docx
Business Value para o Produto Plataforma… como determinar… difícil achar o valor.
Protocolo de entrevista 09_clean.docx
Produto A e B, juízo de valor. Dimensão de funding. Globopay vs Revista crescer.
Protocolo de entrevista 10_clean.docx
Reforço a questão dos papeis e responsabilidade, Questão orçamentária → é dele próprio, ou subsidiado por quem consome, Outras coisas não andam… não subsidiam… formular dá certo, Quem tem a granda manda… tem mais influencia nos requisitos… ou se sente tao PO como o PO do pronto. Zona de conflito… se não for pensado. Passa ser visto como um problema e não como solução… tão difícil orçamento e priorização… tanto conflito e dificuldade que compromete o beneficio.
A-Usefulness-
Protocolo de entrevista 06_clean.docx
Market, bem abrangente… competidores… Competidor e diferente… Market… quais são as tecnologias disponível… ChatGPT … geo politica.
Protocolo de entrevista 10_clean.docx
Se o produto plataforma tiver um release… kanban… para não estabelecer o release… se não vou ter que sincronizar tudo.
Protocolo de entrevista 09_clean.docx
Seta que vai do cliente vai para requirements… feedback do cliente volta para a gestão de requisitos.
Protocolo de entrevista 09_clean.docx
Continuos deployment… implementando, 5 deploys por dia… as coisas não são representadas para serem lançadas. Depois ativa … a funcionalidade… já foram lançadas.
Protocolo de entrevista 09_clean.docx
O que me incomoda nesta imagem é esta escadinha..Como a vida real funcional… me dê os requisitos…Agora eu vou organizar… é um ciclo continuo, que acontece o tempo inteiro… Tem coisas acontecendo no mercado… área de negócios …Não é uma fase… é um feedback loop .. Muito pontuais, gigantescas… trata de forma diference. ..Colocar ordem nesta boiada… o mundo não é tão cor de rosa como está neste papel.. Ciclo contínuo de feedback… o tempo todo.
Protocolo de entrevista 08_clean.docx
Entradas e ideia para o Produto … Processo de Pesquisa, entendimento mais a fundo… Focus Group … Discovery mais a fundo… começar a descobrir se tem valor agregado… Pró-ativa, track de Discovery,…
A-Completeness+ (72)
Quantitative Phase - Recruiting
LinkedIn - Direct Messages
Europe people
Groups search
Europe cio
Middle East cio
australia cio
CIO my contacts: 493 results
Quantitative Phase - Fine details
Perceived Completeness
(x + (4-y))/2
Q1→ 0,1,2,3,4
Q5→ 4- 4,3,2,1,0 0,1,2,3,4 0,1,2,3,4+1
Perceived Completeness 1 x
Perceived Completeness 2 (4-x)
Como evitar a ambiguidade na pesquisa, mesma pergunta, várias respostas diferentes.
Principal component analysis - Wikipedia
Likert-plots and grouped Likert-plots rstats – R-Craft
(562) How to analyze Likert scale through Principal Component Analysis or Factor Analysis - YouTube
(562) The best way to analyze LIKERT SCALE and INTERPRET the results - YouTube
Likert-plots and grouped Likert-plots rstats – R-Craft
Visualize Likert Scale Survey Results | DataCamp Workspace
Chapter 20 Chart: Stacked Bar Chart (For Likert Data) | Community contributions for EDAV Fall 2019
Feedbacks pós-quantitative
Danilo
Ficou bom muito o seu framework, muito mais completo e detalhado. Parabéns! bem mais focado em IT Platforms. O outro é super genérico
Alberto
Boa tarde Tá feito chefe Meus parabéns pelo trabalho A versão final do framework ficou excelente! Abrangente e prático 👏
Grama:
estou fazendo, mas a letra é bem pequena das imagens. Estou sem o monitor grande
manda um print
para eu ver com o cara de TI
se conseguimos melhorar
responde depois
li na raça, mas é bom melhorar
Product Management Researchers and Experts Networking
-
Contato com os autores das pesquisas que li
- com certeza o harland
-
Marty Cagan
-
Autores dos livros que eu adicione
-
Cara do Platform teams
-
Autores do projeto que eu usei de referência (avanade, video)
-
Massimo Pezzini
-
Team Topologies
-
Matthew Skelton
Founder and Principal, Conflux
UK: +447815295185
IE: +353872548296
-
Manuel Pais
Team Topologies co-author, IT Organizational consultant | TeamTopologies.com
manuelpais.net | @manupaisable | InfoQ | LinkedIn | SlideShare
-
Amrit Tiwana is a professor in the Terry College of Business at the University of Georgia. He has also held joint appointments in computer science and management departments, giving him a unique vantage point to author Platform Ecosystems. Professor Tiwana regularly advises in the United States, Europe, and Japan industry consortia, government agencies, and major technology companies such as IBM, UPS, NTT Japan, Fujitsu, Hitachi, Toshiba, Mitsui, Mitsubishi Electric, Sumitomo Steel, Kansai Electric, Sony, Eli Lilly & Company, Japan Electronics and IT Industry Association, and Finland’s INFORTE. His ongoing research involves Mozilla and Blackberry developer communities. Platform Ecosystems builds on recent research developments in information systems, software engineering, and business strategy. Professor Tiwana has been a direct contributor to research in peer-reviewed journals in all three fields. He serves on the editorial boards of leading information systems journals (such as Information Systems Research, Journal of Management Information Systems, and IEEE Transactions on Engineering Management) and business strategy journals (Strategic Management Journal). Dr. Tiwana is the best-selling author of The Knowledge Management Toolkit (Prentice Hall), which is translated into several foreign languages, widely used in business schools, and has continuously been in print since it first appeared 15 years ago. He received his doctorate from Georgia State University. Home Page: PragmaticTheory.com
A TERA é uma das principais referências do país, quando o assunto é Produtos Digitais. O curso de Digital Product Leadership combina ensinamento teórico (Product Sense, Product Discovery & Market Fit, Design, Strategy & Go2Market, Arquitetura de Produtos Digitais, Liderança e Negociação) e prático, colocando a mão na massa no desenvolvimento de um Produto que resolva dores de clientes.
A PM3 é a escola referência e especializada na educação em Product Management no país. Mais de 10.000 pessoas aprendendo as melhores práticas de produto no dia-a-dia.
Adrienne Tan 12:40 AM
I don’t know anyone specifically but try the folks at ProductBoard
Será que consigo? DZone [Research Survey] Web, mobile, and low-code apps
Product Management Assessment Tool — James Whitman
Será que ele ajuda?
(9) Massimo Pezzini | LinkedIn Tentar algum contato con tafra … representante da Europa e Asiaa quem sabe
Thesis Promotion
Assunto: Agradecimento
Olá Renata,
Espero que esta mensagem o encontre bem.
Venho por meio desta expressar meu sincero agradecimento pela sua participação no meu mestrado. Sua contribuição foi fundamental para o desenvolvimento da minha pesquisa e para o meu crescimento acadêmico.
Fiquei muito feliz em saber que fui aprovado no mestrado e que minha tese já está publicada na seguinte URL: https://hdl.handle.net/10438/34533
Gostaria de convidá-lo para conhecer o meu trabalho. Acredito que ele pode ser de interesse para você.
Mais uma vez, agradeço pelo seu apoio.
Atenciosamente, Vitor Mori
Olá [nome da pessoa],
Espero que esta mensagem o encontre bem.
Venho por meio desta expressar meu sincero agradecimento pela sua participação no meu mestrado. Sua contribuição foi fundamental para o desenvolvimento da minha pesquisa e para o meu crescimento acadêmico.
Fiquei muito feliz em saber que fui aprovado no mestrado e que minha tese já está publicada na seguinte URL: https://hdl.handle.net/10438/34533
Gostaria de convidá-lo para conhecer o meu trabalho. Acredito que ele pode ser de interesse para você.
Mais uma vez, agradeço pelo seu apoio.
Atenciosamente, [Seu nome]
Olá [nome da pessoa],
Espero que esta mensagem o encontre bem.
Venho por meio desta expressar meu sincero agradecimento pela sua participação no meu mestrado. Sua contribuição foi fundamental para o desenvolvimento da minha pesquisa e para o meu crescimento acadêmico.
Fiquei muito feliz em saber que fui aprovado no mestrado e que minha tese já está publicada na seguinte URL: https://hdl.handle.net/10438/34533
Gostaria de convidá-lo para conhecer o meu trabalho. Acredito que ele pode ser de interesse para você.
Mais uma vez, agradeço pelo seu apoio.
Atenciosamente, [Seu nome]
Hi Occhio,
I hope this message finds you well.
I am writing to express my sincere gratitude for your participation in my master’s degree. Your contribution was essential to the development of my research and to my academic growth.
I was very happy to learn that I was approved for the master’s degree and that my thesis is already published at the following URL: https://hdl.handle.net/10438/34533.
I would like to invite you to check out my work. I believe it may be of interest to you.
Once again, thank you for your support.
Sincerely, Vitor Mori
- LANG
- Cris Banestes
- Bemfica/Livelo
- Filippetto
- Simone
- Wolski
- Marcio Iha CCR
- Plinio
Publication
Information Systems Management
Major IS journals, such as MISQ, JAIS, BISE, and CAIS, have not only accepted DSR papers, but also dedicated several special issues to the paradigm (March & Storey, 2008; vom Brocke, Hevner, & Maedche, 2017; vom Brocke, Hevner, Maedche, & Winter, 2017).
Ref: “Construction of Design Science Research Questions” by Nguyen Hoang Thuan, Andreas Drechsler et al.
Association for Information Systems
Potential list of good publication sources:
AIS Senior Scholars’ basket of journals: EJIS, ISJ, ISR, JIT, JMIS, JSIS, JAIS, and MISQ.
Neste artigo tb tb uma lista:
Design Science Research Evaluation | SpringerLink
Main Lessons Learned Doing an Master Thesis
Porque eu preciso usar referências? Porque é muito grande justificar tudo.
Produtividade
Tenha uma “mecanica” para se organizar, artigos para ler no backlog, fazer highlights, … o que vc já leu, organizar suas conclusões.
Uma pasta com todos os arquivos, árvore deve ser lógica, mas facil, pq ao longo do tempo, vc vai querer organizar e pode estar relacionado a mais de um tema, por exemplo, um artigo que fala de product line e product platform simultaneamente.
Usar metadado do proprio arquivo, para não ter que ficar criando uma base propria ?
Largar a caneta (Dica do General)
Passos firmes…
Writing and References
Minhas Duvidas
Objetivo deve estar apenas na introdução.
Objetivo e pergunta de pesquisa são a mesma coisa, não tem que colocar os dois (um está na forma de pergunta e o outro na forma de afirmação).
[3:08 pm, 24/08/2022] Vitor: E tenho umas duvidas pontuais
- Gestão De Produtos → Usar assim ou deixar tudo caixa baixa
- Espaço entre paragrafos → usar ou não usar?
- Como evitar ficar repetindo muito. as mesmas falas .. a gestão de requisitos… depois da gestão de requisitos, e assim por diante. [3:10 pm, 24/08/2022] +55 11 98828-8326: Eu tentei deixar em caixa alta porque você começou usando assim. O recomendado é de que deixe sempre de forma uniforme, ou tudo em caixa alta ou tudo em caixa baixa em todas as entradas que aparecer no texto.
Sobre a formatação, é importante ver qual eles usam. Se for abnt, o espaçamento entre linhas é 1.5 e não há espaçamento a mais entre os parágrafos.
Para evitar repetição, busquei usar pronomes de retomada, mas em alguns casos isso não pode ser feito porque pode ficar confuso…
Formas de citar:
- Definição por exemplo, é copy ou paste?
- Recebo o feedback de usar citações mais recentes do que aquelas antigas. Tenho uma duvida especificamente neste ponto, as vezes a primeira penso que criou o termo é de 1900 e volinha… vale uma citaçao, ou posso citar um paper recente, que traz o termo em uma certa linguagem, e que por sua vez cita aquela original (Rede, Propagação de citação)
Citação tb é algo o rastro que vc quer deixar para ser encontrado?!
Useful practices
Manter um direcionario de termos, para sempre usar os mesmos (Tecnologia da Informação, por exemplo)
Recursos de orientação de como escrever
Delane:
Você acha que a pergunta de pesquisa deve estar na introdução eu tenho que falar de objetivos ?
Alguma orientação neste caso, como modular objetivos das duas sessões, tipo, na introdução um pouco mais sintético e na sessão de literature review mais detalhado?
Resposta Delane:
Objetivo deve estar apenas na introdução.
Objetivo e pergunta de pesquisa são a mesma coisa, não tem que colocar os dois (um está na forma de pergunta e o outro na forma de afirmação).
https://acrl.ala.org/IS/wp-content/uploads/Informed-Arguments.pdf
https://login.semead.com.br/23semead/anais/resumo.php?cod_trabalho=2366)
Quotes vs Paraphrases - APA Citation Guide (7th edition) - LibGuides at Simmons University
How to justify things?
I have to admit, I never force anything. I only do what comes easy to me. I only write when I immediately know how to do it. If I falter for a moment, I put the thing aside and do something else. (original in German, p. 145–146)
Well, writing other books. I always work on multiple drafts at the same time. With this method—always working on multiple things—I never suffer from blockages.
Formas de escrever: Suggest.
Hevner et al. (2004) suggest five ways to evaluate an artifact: (i) observational (ii) analytical (iii) experimental (iv) testing, and (v) descriptive.
Plagio
Posso “copiar e colar” um trecho, fazendo referência ao autor, ou eu devo escrever o mesmo que ele em minhas palavras?
Citações
(167) Quando e onde colocar citações? - Pesquisa na Prática #72 - YouTube
O que eu preciso “comprovar”
Quem está lendo… cito… apoio no argumento… são estes caras que falam isto… são eles…
--- Alguns estudoss… (3 artigos)
--- Citação direta , Abra Aspas --- Citação indireta - Coloca o que você entende
Conexão entre os paragrafos
Afirmação categórica … uma frase : Os alunos sempre tem dificuldade de aprender a distância. Eu estou falando isto.
Citação: apoiar no seu argumento.
English Terms selection
non-technological organization → Buscar no livro
English Writting
Later / Former
Other references
Research Methodology: Complete Research Project Blueprint | Udemy
Research Project Writing | Udemy
Finish Your Research Proposal & Get Your Research Approved
How to Write an Effective Research Paper
Tools
Pyton para facilitar busca de referencias
Selenium + Google Colab error: ‘chromedriver’ executable needs to be in PATH - Stack Overflow
Archive
DSR Evaluation Methods Considerados, não usados
Below some of the methods that exists:
Informed Argument
not studied
Scenarios
Knowledge-based scenario management — Process and support - ScienceDirect
Scenario planning is a widely accepted management process for decision support activities. Though conventional decision support systems provide a strong database, modeling and visualization capabilities for the decision maker, they do not explicitly support scenario management. We propose an integrated life cycle approach for knowledge-based scenario-driven decision support incorporating three interrelated frameworks at different abstraction levels to support this process. The macro-level knowledge-based framework guides the Meso-level Scenario-driven framework, and these two in turn guide and inform the micro-level process-oriented framework. We develop a domain independent, component-based, and layered architecture to support the scenario management process and framework. The framework and architecture are realized through a concrete prototype.
Roteiro de Entrevista do Grupo Focal
Coisas que sobraram do roteiro do documento em si
Tipo de produto (Kano) Metodo Altitude
Após as discussões aqui sobre cada elemento individual, suas experiências e as experiências dos demais aqui colocadas,
· Qual foi o método utilizado para obter requisitos?
· Em qual altitude você gerenciou os requisitos?
· Você tinha conhecimento de método específicos para gerenciar produtos-plataforma? Se sim, você os utilizou?
· Onde você identifica oportunidades de melhorar a metodologia utilizada?
Apresentar o modelo – Referência
· Vocês acreditam que o modelo apresentado resolve as lacunas apresentadas?
· Que outras contribuições vocês fariam a este modelo?
Há informações adicionais a serem incluídas?
Trouxe efetividade na condução de iniciativas?
Quão aderente ele estava após a disponibilização da plataforma?
Como os insumos dos diferentes stakeholders foram incorporados no documento?
Eles foram explicitamente associados?
Tendências de mercado também foram incluídas no documento?
A relação de produtos existentes e futuros estava presente no documento?
No caso de substituição de funcionalidades existentes nos produtos, estas foram listadas e associadas com os requisitos do produto?
Essas são as questões que representam a expansão de abrangência de um produto-plataforma.
Focus Groups
Achei este aqui que fala que é o descriptive:
Descriptive – two focus groups; one with practitioners and another with the organization’s EA team (Section 4), as well as, interviews with 10 EA practitioners. (https://aisel.aisnet.org/cgi/viewcontent.cgi?article=1234&context=isd2014)
[Focus Groups for Artifact Refinement and Evaluation in Design Research]by Monica Chiarini Tremblay, Alan R. Hevner et al. → (Article) - Tremlay 2010 [[Local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Metodologia\Design Science_Evaluation_Methods_Focus Groups\tremblay2010_Focus Groups for Artifact Refinement and Evaluation in Design Research.pdf)]
[The Use of Focus Groups in Design Science Research | SpringerLink](https://link.springer.com/chapter/10.1007/978-1-4419-5653-8_10#:~:text=Focus groups to investigate new,specific goals of design research.) (Book Chapter) - Tremlay 2010 [[Local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Metodologia\Design Science_Evaluation_Methods_Focus Groups\tremblay2010_The Use of Focus Groups in Design Science Research_book_chapter.pdf)]
“The Use of Focus Groups in Design Science Research” by Marcus Gibson and David Arnott [[Local](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Metodologia\Design Science_Evaluation_Methods_Focus Groups\gibson2007The Use of Focus Groups in Design Science Research.pdf)]
The majority of research within information systems (IS) may be categorized into two key perspectives, natural science and design science. While natural science seeks to develop and verify theories that explain phenomena, design science attempts to solve human and organizational problems through the creation of innovative artefacts. An important aspect of design science investigations is the evaluation of the design artefact. Focus groups are a well-established research approach in the social sciences. However, focus groups are rarely mentioned in the IS literature addressing design science evaluation methods. Given the increased interest in design science research, this paper reports on the successful application of focus groups in the evaluation of an IS design artefact. The paper discusses the objectives and design of the focus group sessions, participant selection, the role of the facilitator, the facility used for the sessions, and the data analysis procedures. The paper then provides a set of guidelines that should assist other IS design science researchers with focus group- based evaluation.
Virtual Focus Group Research
Ferramentas & Templates
[Focus Group Templates: Top 3 Free Download]
Como fazer um focus group: passo a passo | QuestionPro
Grounded theory
Porque cheguei a conclusão de não usar:
LOG
13/Ago
Retirar grounded theory, conforme orientação do Delane que não combina, muito sofisticado.
Refinando Design Science, tentando subir o constructor e descer.
26/Jul
→ Tenho que me aprofundar melhor, se existe alguma inspiração do que eu quero fazer com o Grounded teory.
25/Jul
Estou Quantitativo para avaliação de maturidade? Tipo um heat map.
Pelo que eu entendi, uma survey como estava imaginando na linha de um ITScore não é um quantitativo puro.
Estou em busca de auto, e parece que o Ethonoly pode ser … mas parece que o amis adequado é o ground theory … entretanto não vi ele no livro projeto de pesquisa e nem nos materiais do Thomaz. Mas achei exemplos na base da GV sobre o tema…
Tenho que me aprofundar melhor, se existe alguma inspiração do que eu quero fazer com o Grounded teory.
Most compelling introduction:
Grounded Theory Method - an overview | ScienceDirect Topics
Grounded theory is a research approach or method that calls for a continual interplay between data collection and analysis to produce a theory during the research process. A grounded theory is derived inductively through the systematic collection and analysis of data pertaining to a phenomenon (Strauss & Corbin, 1990). Data collection, analysis, and theory stand in reciprocal relationship with one other. Sociologists Glaser and Strauss (1967) discovered grounded theory in the 1960s; Strauss and Corbin (who has a nursing research background) are credited with refining the approach.
Grounded Theory Method - an overview | ScienceDirect Topics
Sampling in grounded theory
JM Morse - The SAGE handbook of grounded theory, 2007 - torrossa.com
… These theories raise the question not previously considered,‘What is a gift?‘Is … SAMPLING IN GROUNDED THEORY 243 Content accessed b y IP address 192.168 … Theoretical Sensitivity …
Salvar Citar Citado por 1107 Artigos relacionados Todas as 4 versões
Fundamentação do uso
| Tema | Objetivo | Metodologia | Resultados e conclusões | Observações |
|---|---|---|---|---|
| [Putting the ‘theory’ back into grounded theory: guidelines for grounded theory studies in information systems](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Metodologia\urquhart2009_Putting the theory back into grounded theory.pdf) | The purpose of this paper is to suggest guidelines for grounded theory studies in information systems | 265 citações, muito bom artigos https://onlinelibrary.wiley.com/doi/10.1111/j.1365-2575.2009.00328.x | ||
Inspirações
| Tema | Objetivo | Metodologia | Resultados e conclusões | Observações |
|---|---|---|---|---|
| ASSÉDIO SEXUAL NAS RELAÇÕES DE TRABALHO_ um estudo com mulheres | 1.1Pergunta de Pesquisa Como as mulheres em cargo de liderança vivenciaram os casos de assédio sexual sofridos por elas durante suas trajetórias profissionais? O objetivo geral da tese é analisar as situações de assédio sexual sofridas por mulheres em cargo de liderança em suas trajetórias profissionais, e como os casos de assédio sexual foram vivenciados por elas e tratados pelas organizações em que trabalham (vam). | Ademais, a pesquisa terá natureza exploratória, pois ela investiga um âmbito ainda em desenvolvimento e pouco conhecido, visando proporcionar maior familiaridade com o problema (Gil, 2010). compreender as obscuridades… | Pesquisa Qualitativa: Denzin & Lincoln, 2005 Exemplica bem o uso da grounded theory | |
| Security Architecture Framework for Enterprises SpringerLink Local: [enterprise-information-systems-2021_security_architecture_framework_for_enterprises.pdf](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Metodologia\enterprise-information-systems-2021_security_architecture_framework_for_enterprises.pdf) | We conduct a review of existing security frameworks to evaluate the extent to which they employ EA. | Design Science Research | muito interessante, mas aqui ele fez um framework e tentou validar. A conexão com o meu seria colocar esta validação em prática, para descobrir as técnicas. | |
Grounded Theory vs Ethnography (Summary)
- Both are systematic and inductive approaches in exploring cultural phenomena
- Grounded theory is based on symbolic interaction theory while ethnography is more holistic in approach.
- Grounded theory aims to identify emerging patterns and to conceptualize a theory while ethnography seeks to generate holistic etic and emic insights.
- Unlike grounded theory, ethnography has distinct forms.
- The advantages of grounded theory include high ecological validity, novelty, and parsimony while those of ethnography include addressing unpopular or ignored issues, and providing avenue for ethnographer’s creativity.
Read more: Difference Between Grounded Theory and Ethnography | Difference Between http://www.differencebetween.net/science/difference-between-grounded-theory-and-ethnography/#ixzz7a53Vs3uR
How to Write a Perfect Product Requirements Document (PRD): Guide & Templates
Design Science and Grounded Theory
[Design Science Research and the Grounded Theory Method: Characteristics, Differences, and Complementary Uses](g:\My Drive\Pessoal Gartner\MPA\Projeto - Produtos Digitals\Lit Metodologia\DSRversusGTMfinalpaper_Design Science Research and the Grounded Theory Method.pdf) 1
“Developing grounded substantive theory about IT artifact use and its relationships with human behaviour and the organizational environment may provide the means for IT artifact evaluation (an inherent part of the design science research cycle) and leverage a design science research project to make a theoretical contribution to the knowledge base to go beyond the local solution of a problem and the implementation of an IT artifact.” from 1
Ethnography
Types
Institucional ethonography
Advantages of ethnography
The main advantage of ethnography is that it gives the researcher direct access to the culture and practices of a group. It is a useful approach for learning first-hand about the behavior and interactions of people within a particular context.
By becoming immersed in a social environment, you may have access to more authentic information and spontaneously observe dynamics that you could not have found out about simply by asking.
Ethnography is also an open and flexible method. Rather than aiming to verify a general theory or test a hypothesis, it aims to offer a rich narrative account of a specific culture, allowing you to explore many different aspects of the group and setting.
From https://www.scribbr.com/methodology/ethnography/
Samples
The theoretical concepts have contributed to our ethnographic research, in which they have been used as sensitising concepts (Bowen, 2006). Sensitising concepts are concepts driven by data, ideas, or concepts from already existing theories and literature, and are used to guide researchers in their reflections on the empirical data (Granbom et al., 2014), and in laying a foundation for the analysis and development of thematic categories drawn from the data (Bowen, 2006). Both through discussion of the theories before the empirical study as well as through discussion of the concepts within the ethnographic fieldwork we created the framework (see Fig. 3).
From [Building a framework for theory-based ethnographies for studying intergenerational family food practices - ScienceDirect](
Metodologia de Pesquisa from OneNote
Um framework existe.
Quero verificar se este framework é valido para um determinado contexto, e caso ele não seja, destacar, enaltecer o que muda.
According to the definition given by Malhorta (2012), marketing research is sought out for two reasons: (i) to identify and (ii) to solve a marketing problem
Theoretically, this means that research is often divided into two spectrums: exploratory and conclusive (Malhorta, 2012).
Research do support creation of na framework.
Additionally, according to Saunders et al. (2012), secondary data probably are the most adequate sources to meet the objectives of research projects that demand national or international level readings.
Quantitative data are used when a researcher is trying to quantify a problem, or address the “what” or “how many” aspects of a research question. It is data that can either be counted or compared on a numeric scale. For example, it could be the number of first year students at Macalester, or the ratings on a scale of 1-4 of the quality of food served at Cafe Mac. This data are usually gathered using instruments, such as a questionnaire which includes a ratings scale or a thermometer to collect weather data. Statistical analysis software, such as SPSS, is often used to analyze quantitative data.
Qualitative data describes qualities or characteristics. It is collected using questionnaires, interviews, or observation, and frequently appears in narrative form. For example, it could be notes taken during a focus group on the quality of the food at Cafe Mac, or responses from an open-ended questionnaire. Qualitative data may be difficult to precisely measure and analyze. The data may be in the form of descriptive words that can be examined for patterns or meaning, sometimes through the use of coding. Coding allows the researcher to categorize qualitative data to identify themes that correspond with the research questions and to perform quantitative analysis.
From https://libguides.macalester.edu/c.php?g=527786&p=3608639
Types of Research Data
Data may be grouped into four main types based on methods for collection: observational, experimental, simulation, and derived. The type of research data you collect may affect the way you manage that data. For example, data that is hard or impossible to replace (e.g. the recording of an event at a specific time and place) requires extra backup procedures to reduce the risk of data loss. Or, if you will need to combine data points from different sources, you will need to follow best practices to prevent data corruption.
Observational Data
Observational data are captured through observation of a behavior or activity. It is collected using methods such as human observation, open-ended surveys, or the use of an instrument or sensor to monitor and record information — such as the use of sensors to observe noise levels at the Mpls/St Paul airport. Because observational data are captured in real time, it would be very difficult or impossible to re-create if lost.
Image courtesy of https://dorothyjoseph.com
Experimental Data
Experimental data are collected through active intervention by the researcher to produce and measure change or to create difference when a variable is altered. Experimental data typically allows the researcher to determine a causal relationship and is typically projectable to a larger population. This type of data are often reproducible, but it often can be expensive to do so.
Simulation Data
Simulation data are generated by imitating the operation of a real-world process or system over time using computer test models. For example, to predict weather conditions, economic models, chemical reactions, or seismic activity. This method is used to try to determine what would, or could, happen under certain conditions. The test model used is often as, or even more, important than the data generated from the simulation.
Derived / Compiled Data
Derived data involves using existing data points, often from different data sources, to create new data through some sort of transformation, such as an arithmetic formula or aggregation. For example, combining area and population data from the Twin Cities metro area to create population density data. While this type of data can usually be replaced if lost, it may be very time-consuming (and possibly expensive) to do so.
From https://libguides.macalester.edu/c.php?g=527786/&p=3608643
Pragmatismo
Overlooking the conceptual framework
From https://www.tandfonline.com/doi/full/10.1080/14703290601081407?scroll=top&needAccess=true
Framework Validation
The best way to validate a conceptual model is to do good empirical research with your framework and competing frameworks to see which fit reality better. Structural Equation Modeling is great for this if your data fits. This is known as the scientific method.
I agree with John. Conceptual frameworks require a stringent process of validation. The sample size has to be large (refer to Tachbacnick: Multivariate Analysis). You need to determine the scale that you intend to analyze too. If you are using a dichotomous scale (Yes/No or Likert Scale), you will need other programs other than SPSS (STATA/R Statistics) to perform polychoric/tetrachoric correlations.
You need to be fluent in factor analysis, validity and reliability assessment. Most importantly, you need to pilot your questionnaire well before even attempting to perform formal data collection.
Hope this helps.
Rabin
From https://www.researchgate.net/post/What_are_the_validation_methods_for_conceptual_frameworks
The difference between theoretical and conceptual frameworks is scale — referring to the Big Ideas and the smaller ones. The conceptual framework is a set of specific ideas that can be used within the larger theoretical framework. A theoretical framework may contain many ideas that are not explored within the paper or experiment it structures. However, by definition, all aspects of the conceptual framework are used in the process of research.
Note that a theoretical framework often informs the conceptual framework. For instance, a Freudian psychologist is likely to place a great deal of importance on early childhood data from their subjects. On the other hand, the theoretical framework may also determine what ideas are not considered by a conceptual framework: A behaviorist is unlikely to consider a subject’s dreams.
ICONS
aa
| Name | Maths | Science | |
|---|---|---|---|
| 0 | Martha | 87 | 83 |
| 1 | Tim | 91 | 99 |
| 2 | Rob | 97 | 84 |
| 3 | Georgia | 95 | 76 |