Author: cprime-admin

Cprime Expands Its IT Portfolio Management and FinOps Offering with the Acquisition of Vincerion

Strategic acquisition further expands Cprime’s digital transformation services with Technology Business Management solutions

 

CARY, N.C., Oct. 19, 2023 /PRNewswire-PRWeb/ — Cprime, a global leading provider of agile ways of working and technology consulting services, today announced the acquisition of Vincerion, a portfolio optimization and financial transformation consulting company based in San Francisco, California.

This strategic acquisition cements Cprime’s leadership in guiding enterprises to maximize business value from digital transformation investments. Together, Cprime and Vincerion empower organizations to align technology spending with growth objectives, accelerate innovation cycles, gain real-time visibility into IT costs, and realize the full transformative potential of digital across increasingly complex technology environments.

temp.cprime.com Acquires VincerionVincerion brings a wealth of experience implementing new portfolio management models that align technology investments directly to strategic business objectives and shift to product-driven portfolio management models that accelerate growth and revenue. Their financial transformation capabilities, including outcome-based budgeting processes and lean portfolio management, complement Cprime’s strengths in evolving both ways of working and supporting technology ecosystems.

“We’re excited to integrate Vincerion’s strategic capabilities into Cprime’s solutions to help clients optimize every technology dollar spent while rapidly adapting to market changes,” said Zubin Irani, CEO of Cprime. “Companies today need real-time visibility and advanced analytics to navigate disruption. Converging technology business management with financial operations and customer-centric product development is now imperative to enable the agility, responsiveness, and resilience needed to navigate disruption and manage costs.”

With organizations increasingly facing challenges demonstrating value from technology investments, siloed planning, inefficient allocation of resources, and lack of data integration between finance and development, this acquisition will uniquely position Cprime to help clients overcome these hurdles with solutions tailored to their specific digital goals.

“Together, we can equip more organizations to realize the full potential of their digital modernization efforts,” said Konstantin Popov, CEO of Vincerion. “We look forward to collaborating with Cprime’s talented team to create impactful synergies for our clients. We could not be more excited to contribute our strategic alignment capabilities to support Cprime’s leadership in IT advisory and implementation.”

“With this acquisition, our combined capabilities can facilitate lean portfolio management supported by Apptio’s suite of technology products, so organizations can synchronize strategy, execution, and governance,” added Irani. “This leads to the business agility and IT responsiveness that allows companies to rapidly innovate and adapt. As a result, our clients are better equipped to drive the digital transformation required to compete and grow in today’s fast-changing markets.”

About Cprime

Cprime is a full-service global consulting leader helping clients modernize ways of working and gain the best out of their processes, people, and technology to innovate and thrive. Cprime’s team of experienced practitioners helps businesses achieve agility, improve visibility and alignment, speed time to market, and realize significant operational and cost saving improvements. With over 20 years of experience, Cprime is trusted around the globe to provide strategic, agile, and technical consulting, coaching, and training to businesses leading their industry in digital transformation.

About Vincerion

Vincerion is a digital transformation company that helps businesses accelerate their growth. We offer a wide range of services, including strategy consulting, change management, and technology implementation. Our team of experts has a proven track record of helping businesses succeed in the digital age. We believe that digital transformation is not just about technology. It’s about changing the way businesses operate. We help businesses to adopt new ways of working, to build new capabilities, and to create a culture of innovation. Our goal is to help businesses achieve their full potential in the digital age. We believe that every business can benefit from digital transformation, and we’re here to help you make it happen.

Media Contact

Lisa Flattery, Cprime, 1 (408) 579-9914, Lisa.Flattery@cprime.com, www.cprime.com

Atlassian Cloud for Small Business – Why Make the Move?

As a small or medium business owner, you’re facing unique challenges. From scaling your operations to ensuring compliance and managing limited resources, the hurdles are many but not insurmountable.

If, like many other organizations today, you rely on Atlassian solutions to run your business, you may be researching migrating to Atlassian Cloud. For most small businesses, it’s the best choice to future-proof your Atlassian tech stack. Let’s see why.

This article is based in part on the webinar, “Are You Ready for Growth? Driving Success With Atlassian Cloud. Watch the webinar-on-demand for a deeper dive.

Why SMBs Are Moving to the Cloud

The cloud has become an attractive solution for SMBs looking to mitigate these challenges. The allure of lowered operational costs, the ability to scale effortlessly, and the convenience of remote access are compelling reasons for this shift.

Now, let’s delve into why Atlassian Cloud could be the right choice for your business.

Atlassian Cloud’s Reach and Reliability

Atlassian Cloud has established itself as a robust and reliable platform, serving a diverse range of businesses across the globe. With over 10 million active users each month, the platform demonstrates its ability to handle high volumes of traffic, ensuring that your business operations run smoothly. This extensive reach is further evidenced by its customer base, which includes 150,000 businesses in over 190 countries.

The platform’s reliability is not just about numbers; it’s also about performance. Atlassian Cloud has undergone significant optimization to ensure that it can support multiple users and large planning events effectively. Real-time dashboards keep you updated, and the platform’s high availability ensures that your team can work without interruptions.

Simple Scalability

One of the most compelling features of Atlassian Cloud is its simple scalability, designed to meet the needs of businesses of all sizes. The platform operates on a Software as a Service (SaaS) model, making it accessible and flexible. Whether you’re a startup or a growing SMB, Atlassian Cloud scales with you.

The platform offers free versions for up to 10 users, providing an entry point for smaller businesses. As your team grows, you can easily transition to paid plans to unlock additional features and capabilities. This flexibility ensures that you’re not locked into a one-size-fits-all solution but have the room to grow and adapt as your business needs change.

Advanced Security

Security is a critical aspect for any business, especially when considering a move to the cloud. Atlassian Cloud has invested in advanced security features to ensure that your data and operations are protected. The platform is in compliance with both U.S. and international security standards, making it a reliable choice for businesses operating across borders.

Data residency has been a significant focus, ensuring that your data is securely located and accessible more regionally. This feature has been enhanced in the last six months, making Atlassian Cloud a more global platform rather than just a U.S.-based one.

In addition to compliance and data residency, the platform offers built-in audit functionality. This allows you to have a clear understanding of how your data is being used and accessed, providing an extra layer of security.

User Management and Add-Ons

Managing users and extending functionalities are critical aspects of any cloud-based platform. Atlassian Cloud excels in both these areas, offering a user management system that is not only flexible but also easy to use, manage, and license. The platform has been designed to make the management of users as straightforward as possible, allowing for seamless onboarding and offboarding processes.

In addition to its robust user management features, Atlassian Cloud also offers a large marketplace of add-ons. Unlike other platforms that try to be a one-size-fits-all solution, Atlassian adopts an 80-20 rule. The platform provides most of the essential functionalities, but for specialized needs, you can turn to their marketplace. 

This approach allows you to customize your Atlassian Cloud experience to suit your specific business needs, ensuring that you have all the tools and functionalities you require to operate efficiently.

Updates

Keeping your platform up-to-date is crucial for maintaining its efficiency and security. Atlassian Cloud simplifies this process by automatically updating your system. This means you don’t have to worry about manual updates, which can be both time-consuming and prone to errors.

The updates are not just about adding new features; they also include necessary changes to policies and vital security patches, both of which are essential for maintaining the platform’s integrity. Custom dashboards and reports can help you keep track of these updates, allowing you to manage risks effectively.

This automated update system ensures that you are always working with the latest features and security measures, making your platform more robust and reliable over time.

Total Cost of Ownership

When considering a move to the cloud, the total cost of ownership (TCO) is an essential factor to weigh. Atlassian Cloud offers a compelling value proposition in this regard. One of the key benefits is that much of the work is done for you, reducing your investment in terms of both time and resources. This leads to a better return on investment (ROI) for your business.

The platform’s automatic updates and maintenance further contribute to lowering the TCO. You don’t have to allocate resources for planning, managing, and communicating updates, as these happen automatically in your instance without any risk to you. This not only saves time but also minimizes the potential for downtime, enhancing the overall efficiency of your operations.

Considerations for Cloud Adoption

While the benefits are numerous, it’s essential to consider a few factors before making the leap to the cloud. These include backend access, system administration, and compliance requirements. Each of these elements requires careful thought to ensure that the cloud solution aligns with your business objectives.

Knowing which plan suits your business is crucial. Atlassian Cloud offers different plans, each with its unique set of features designed to meet varying business needs.

Don’t stop learning

Understanding the intricacies of cloud adoption is vital for any SMB looking to scale and innovate. Atlassian Cloud offers a robust, secure, and scalable solution that can be tailored to meet your specific needs. To get a more comprehensive understanding and to help you make an informed decision, we highly recommend watching the full webinar available on demand.

Or, if you’re ready to take the next step in your cloud journey, speak to a migration expert today by clicking the link below.

Cprime Monthly Migration Customer Story Round-Up | Autumn 2023

Welcome to our new Monthly Migration Customer Story Round-Up! In this first edition, we’re excited to share a collection of some of our most recent impactful migration tales. Each of the following stories reflects the unique challenges that our diverse range of clients face, and the creative solutions our dedicated delivery teams developed to overcome them.

 

Ensuring healthcare compliance for a dual server consolidation and Atlassian Cloud migration at Molina Healthcare

  • Industry: Healthcare
  • Company Size: 10,000+
  • Location: California
  • Type of Migration: Jira Server to Cloud

The Problem:

Molina Healthcare, an enterprise California-based company, was concerned about maintaining health compliance in considering a cloud migration. They were operating on two separate Jira Server instances with extensive user bases and data. To enhance collaboration and streamline operations, Molina Healthcare sought to consolidate these instances into one. 

Additionally, with EOL approaching for the server platform, they recognized the need to migrate to Atlassian Cloud. This decision was driven by Atlassian’s promise to manage maintenance and aligned with the company’s healthcare compliance requirements.

The Solution:

We helped to devise a comprehensive consolidation and migration strategy for the client. 

First, we merged Molina Healthcare’s two server instances into a single, optimized environment. Subsequently, this unified instance was migrated to Atlassian Cloud, ensuring a seamless transition for the company. 

One of the standout features of this engagement was the intricate documentation and security requirements unique to the healthcare industry. To comply with those regulations, including the Business Associate Agreement (BAA) critical for HIPAA compliance, our dedicated engineers meticulously provided all necessary documentation. This effort was instrumental in obtaining BAA compliance, allowing Molina Healthcare to confidently move forward with their cloud migration and resulting in a resounding success.

 

SPS Commerce’s Jira and Confluence Server to Data Center migration

  • Industry: Information & Technology Services
  • Company Size: 2,000+
  • Location: Minnesota
  • Type of Migration: Jira & Confluence Server to Data Center

The Problem:

When faced with the notice that their server was being decommissioned at the end of the year, SPS Commerce needed to decide if they should migrate to Data Center or Cloud. To safeguard their data, address unique security concerns, and maintain zero downtime during maintenance, they opted to migrate to Data Center. 

Additionally, they were interested in improved governance for user management and permissions control and sought an Atlassian partner to help develop a solution that met all their requirements.

The Solution:

As long-time partners, SPS Commerce came to Cprime to help tackle these issues and create a comprehensive migration strategy. 

Cprime performed an analysis of its DC infrastructure, making recommendations that would ensure seamless data transmission and high availability during the transition while also implementing advanced security measures specific to SPS Commerce’s security requirements.

One of the most challenging aspects of the project was managing five complex, external-facing integrations vital to the client’s operations. Cprime’s extensive experience ensured a seamless transfer, preserving customer functionality with limited impact.

As a result of this migration, SPS Commerce successfully transitioned to a new Data Center, bolstered security, achieved its goal of zero downtime, and streamlined user management.

 

Strategic cloud migration for a global software leader

  • Industry: Software
  • Company Size: 10,000+
  • Location: Colorado
  • Type of Migration: Jira and Confluence Server to Cloud

The Problem:

A Colorado-based software industry firm embarked on an ambitious journey driven by their IT department’s cost-saving directive. Their primary goals were twofold: reduce operational expenses and consolidate their Jira and Confluence instances to enhance future scalability. 

However, this transformation came with certain challenges: the client had a diverse range of use cases, each with distinctly different requirements. Convincing the corporate stakeholders to embrace the cloud migration was another hurdle, as they were deeply accustomed to their legacy data center infrastructure and processes.

The Solution:

To address the complex challenges of merging instances while also accommodating the diverse use cases, a meticulous, phased approach was taken. 

We worked closely with the client to conduct exhaustive testing. The thousands of nested macros in the Confluence environment were addressed and remediated. The migration was executed over two separate weekends, minimizing disruptions and allowing for seamless adoption. 

The client achieved their goals of reducing cost by limiting administrative responsibilities and infrastructure maintenance. They ultimately realized the many benefits of migrating to Cloud, understanding its long-term investment in improved scalability and putting themselves in a position for improved growth and innovation.

 

Cloud Migration for California-Based Financial Institution

  • Industry: Financial
  • Company Size: 11-50
  • Location: California
  • Type of Migration: Jira & Confluence Server to Cloud

The Problem:

In sunny California, a medium-sized financial institution faced a pressing challenge. The impending end-of-server support and license expiration meant they needed to migrate their critical systems from Jira and Confluence Server to Atlassian Cloud. 

However, this company had stringent security policies and a unique requirement that set them apart—they conducted all written communication exclusively through email, both internally and externally. The complexity arose from a critical add-on that enabled email-based communication within their existing server environment, as there was no straightforward path that also migrated all the required rules and automations.

The Solution: 

The Cprime delivery team tackled the challenge head-on. 

After conducting several test migrations it became evident that the necessary email rules were not being successfully transferred. A strategic pivot was made and the team leveraged native automation functionality in Jira Cloud. They meticulously rewrote all the mail rules, eliminating the need for the problematic add-on in the cloud environment. This solution not only ensured compatibility with the financial institution’s strict communication policies, but also resulted in substantial time and budget savings.

Customer Feedback, one month post-migration: “Things are going smoothly thanks to Cprime’s help. We appreciate Cprime’s knowledge of the system and willingness to help however possible. Communication was very good and I feel all team members were on the same page throughout the project. Our experience with Cprime was good and we will keep you in mind for future projects and initiatives.”

If you’re still in the information gathering phase of your migration journey, check out our Atlassian Cloud or Data Center Migration FAQ page.

If you’re ready to move forward and see results like the above, click Let’s Get Started below.

Real Life Examples of Successful Atlassian Cloud Migrations

If you rely on your Atlassian stack as mission critical applications for your daily operations—as thousands of companies do—but you’re not yet operating within Atlassian Cloud, you should at least consider it. The Cloud isn’t the best solution for every business, but it definitely is for most. And, if you’re running an on-prem Server instance right now, you’re running out of time to migrate before your Server apps lose all support and quickly become a security risk.

But what makes an Atlassian Cloud migration successful? And what factors do you need to consider when deciding how to approach your migration? We’ll cover the answers to those questions in the context of four real-life examples of Cprime clients who have successfully migrated to the Cloud with excellent results.

This content is drawn, in part, from the recent webinar, Successful Atlassian Cloud Migrations and Optimizations. Watch the webinar on demand for more details.

What makes an Atlassian Cloud migration successful?

Atlassian migrations are no small feat, especially for large enterprises with years of accumulated data, and complex integration infrastructure and automation requirements. It’s easy for a large migration to go very bad very quickly if it’s not handled properly.

After nearly a thousand successful migrations, the experts at Cprime have the process down to a science:

Atlassian Cloud Migration process

Planning and preparation

Following a thorough assessment of the client’s current and optimal future states, the Migrations team will supply a detailed plan to facilitate the most important factor in migration success: adequate organization and preparation.

Here are some factors that need to be considered long before the actual migration takes place:

  • Apps and add-ons – What Atlassian marketplace apps and add-ons are you currently relying on? Are they available on the Cloud? Are the configurations and functionality identical, or will adjustments need to be made?
  • Integrations and APIs – What about non-Atlassian applications that are currently integrated with your Atlassian tools? Are there equivalent connectors available for Cloud, or do you need to consider switching apps, reconfiguring, or having new custom integrations built?
  • User management and administration – Administration of the Cloud environment is quite different from what’s needed for Server or Data Center, so it’s best to determine who is going to be responsible for the limited necessary admin tasks and prepare to adjust permissions accordingly. 

Although the Migrations team from Cprime will do the heavy lifting in terms of setting up the testing environment and running test migrations as needed, you should also plan to invest some time into user acceptance testing (UAT)—letting your power users get into the test environment to poke around and find issues with the data, the functionality, or the user experience. This allows us to resolve those issues before the migration is completed and your teams start actively working with production data in Cloud.

Change management

Change management is another vital piece of the puzzle because moving to Atlassian Cloud may involve some significant changes in process, which can take time. To minimize any disruption to getting your work done day-to-day, you’ll want to partner with our Migration team for:

  • Training and enablement – Moving from Atlassian Server or Data Center to Cloud will involve minimal (but important) changes in the interface for most users; the Admin interface is more different, requiring more extensive training. If you’re moving to Atlassian from a different tool—such as moving from Rally to Jira—the need for training and enablement becomes far greater.
  • Process and configuration optimization – A large part of migration success involves ensuring that your way of working aligns closely with how your new cloud-based tools are set up, and that that configuration takes the best advantage of Atlassian Cloud’s powerful feature set.

This optimization process is different for each company based on their unique data and business goals. So, deciding how to go about it deserves special attention. One of the key decisions you’ll need to make is whether to focus on optimization before or after the production migration. Your migration partner can help you decide which is best. 

Optimizing before or after your Atlassian Cloud migration

At first blush, it could seem that simply moving exactly what you have now into the new system is the easiest and fastest way to complete a Cloud migration. And, to some extent, that’s true. What we call a “lift and shift” migration can usually be done more quickly, and at a lower cost (although that doesn’t count the potentially higher total cost when you factor in slowdowns and missed opportunities caused by working with a dataset that’s not optimized for the Cloud environment.)

Again, we’ve completed nearly a thousand successful migrations, and, although there are rare circumstances where a “lift and shift” is the right play, we almost always recommend that our clients take the time to optimize their data, processes, and configurations before moving to the cloud. Why?

  • Reduces complexity – The more complex the data and configurations you move to the Cloud, the more potential there is for problems in the migration; likewise, the greater complexity generally means you’ll need to dedicate more admin time to navigating the system post-migration. Both issues have real costs and headaches associated with them.
  • Provides standardization – By cleaning up the data, users, and configurations prior to migrating, you enter the new environment with things standardized and organized. This helps you avoid silos, which supports robust governance and reporting; standardization also improves efficiency by streamlining processes and shortening the learning curve.
  • Reduces total cost and effort – Excess users, projects, and add-ons can add to the total cost of your Atlassian Cloud license, and an overly complex environment requires far more time and effort to manage. So, investing the time into cleaning up the data and optimizing everything before the migration will actually save you money overall in the long run.

The importance of governance

Finally, we find over and over again that clients heading into a Cloud migration have either lax, inconsistent governance, or no governance in place at all around their Atlassian data and workflows. 

Resolving this situation is a vital aspect of a successful migration because failing to set up robust governance before heading into the new environment means that all the same problems you faced in your previous environment will eventually be duplicated in the cloud. So, we always include strong governance recommendations in our initial migration plan, and help our clients set that up prior to the move to Atlassian Cloud.

Two real-life examples of successful Atlassian Cloud migrations

Let’s take a quick look at two real-life examples of Cprime clients who went through large Atlassian Cloud migrations that proved very successful. We’ll analyze what was required to make them work, and what benefits they received from doing so.

Client #1 – Fortune 500 financial services organization

Challenge

This global finserv enterprise was a longtime user of Jira. They had several siloed instances across various business units with a total of over one million Jira issues in their combined databases. The data was not standardized, they had no formal governance in place, and they had a lot of stringent security requirements to consider for regulatory compliance.

Their initial plan when they brought us on was to do a “lift and shift” migration to the cloud and focus on optimization later on.

Solution

We recommended they instead focus on optimization, implement a governance protocol, and arrange for training and enablement of their user base ahead of the production migration. Our analysis revealed that doing so would significantly lower the overall cost of the migration while better ensuring a successful migration and lay a stronger foundation for smooth operation and robust security once they were set up in Cloud.

Results

Although it was not initially a popular decision, they agreed to follow our recommendations. In the end, the optimization efforts resulted in cutting the total number of issues in half and dropping the project and user numbers down significantly as well. This combined with standardization efforts to facilitate a smooth consolidation of instances. In total, these efforts cut about 40 percent of the total cost of the migration, so the client was thrilled with the outcome.

Client #2 – Fortune 500 life insurance organization

Challenge

This insurer was at the beginning of a multiyear digital transformation, and part of that initiative involved streamlining their way of working to reduce complexity, create efficiencies, and lower costs in the long run. 

They had some business units using Jira, but many others relying on Rally. Their Rally investment was becoming unsustainable, so they chose Jira Cloud to become their single source of truth for the entire organization’s use. 

Solution

Rally and Jira do the same thing—manage projects and tasks through a ticketing system—but their user interface, configurations, and functionality are very different. There were aspects of Rally’s functionality they wanted to maintain following the move. To facilitate this consolidation and migration to Cloud, we recommended 

  • Extensive preparation and optimization to establish which issues were necessary for ongoing work and which could be archived, and how to map Rally data to Jira via custom fields and other features. 
  • Creating standardized processes and supporting governance so the new consolidated environment could be easily learned and maintained post-migration.
  • A phased approach to the production migration so the users could hit the ground running on Day One with current tickets, and then an archive of past tickets could be brought over for data retention purposes. 
  • Targeted enablement to help existing Jira users get familiar with the new Cloud interface, and to fully train Rally users on Jira.

Results

In the end, the client was very happy with the new Jira Cloud environment. We consolidate over 800,000 issues from both systems and enabled over 5,000 users so they could move smoothly onto Atlassian Cloud with minimal disruption and zero downtime. The company saved money on their licensing fees, and their new Atlassian solution has provided a strong technology foundation for their continued digital transformation.

What’s next?

If you’re in the information-gathering stage of planning a move to Atlassian Cloud, we recommend watching the full webinar this article is based on. You’ll get a lot more detail about the topics we touched on here, plus two additional real-world examples not included in this article.

If you’re ready to move ahead with your migration, we’d like to help. Schedule a Migration Impact Assessment by clicking the link below. 

Optimal ESM: Automation and Integration are Key

Also check out the first article in this 3-part series, The Customer Journey is Key to ESM Success

Enterprise Service Management (ESM) represents an optimized combination of the right software solution, well-thought-out processes and workflows, and customized automation that effectively supports a customer-centric, data-driven approach to each service an internal business unit undertakes.

It’s quickly becoming imperative for organizations to remain competitive and satisfy increasingly demanding customers, both inside and outside the organization.

Yet, many enterprises grapple with its implementation, either hesitating at the onset or stumbling after initial attempts. This article seeks to shed light on the integral roles of automation and integration within ESM, offering a roadmap to mastery. With this foundation laid, let’s delve deeper into the transformative power of automation.

This article is based in part on the webinar, “The Keys to Optimal ESM are Automation and Integration”. Click here to watch the webinar at your convenience.

Delving deeper into the role of automation in ESM

Automation in ESM is not a mere luxury; it’s a necessity. 

Beyond simplifying processes, it plays a pivotal role in data entry, reporting, and establishing continuous feedback loops. By automating repetitive tasks, organizations can free up valuable resources, allowing them to focus on more strategic initiatives. 

A salient concept here is the identification and management of “waste.” Processes that are redundant or inefficient should be targeted. If they cannot be eliminated, they should be automated, ensuring that every step adds value and no effort goes to waste.

Integration: Laying the groundwork for automation

Before the wonders of automation can be fully realized, the groundwork of integration must be laid. 

Integration ensures that various tools, platforms, and processes within an organization communicate seamlessly. This interconnectedness is vital, as it prevents data silos and ensures that information flows smoothly across departments. 

By establishing robust integration, organizations can ensure that their systems are not just talking to each other but are also working in harmony. This sets the stage for subsequent automation, where processes are streamlined, and efficiencies are realized. 

Operationalizing ESM: A phased approach

Implementing ESM demands a phased approach: 

  1. Initiating with individual business functions and addressing their distinct service requests sets the stage. 
  2. Progressively, by dismantling silos, cross-functional value emerges. 
  3. The pinnacle is reached when design thinking is integrated, leading to regular and iterative value delivery across the enterprise. 

Key takeaways for successful ESM implementation

Cross-functional collaboration is paramount for ESM. Every stakeholder has a crucial role to play. Moreover, centering initiatives around the customer ensures that services are not only efficient but also impactful. While the benefits of ESM are manifold, it’s equally important to acknowledge the challenges that lie ahead.

Challenges and hesitations in ESM implementation

Enterprises naturally encounter obstacles. Common apprehensions span from resource allocation to securing stakeholder buy-in. However, with a lucid roadmap and insights into potential pitfalls, these challenges can be adeptly navigated.

Conclusion

ESM is not merely a competitive edge but an organizational imperative. By leveraging automation and integration to align non-IT teams, enterprises can streamline operations and deliver unmatched service to both internal and external customers.

Dive deeper by watching the full webinar on demand: The Keys to Optimal ESM are Automation and Integration.

5 Practical Tips for Technical Product Managers

In the world of technical product management, you need to master a diverse set of capabilities. From understanding code to pitching executives, effective PMs have to toggle between technical details and high-level strategy daily.

But aside from core skills like communication and prioritization, what practical tips help PMs deliver technical products in the real world?

In this post, we’ll cover five tactics for navigating common technical PM challenges including:

  • Selling refactoring work
  • Managing engineers without coding expertise
  • Speeding up development velocity
  • Staying in touch with what matters to the customer

Master these practical tricks of the trade to step up your technical product management game.

Tip #1: Sell refactoring by highlighting value

Here’s a familiar scenario: your engineers want to pause feature development for a few months to pay down technical debt. This refactoring work will improve stability and enable long-term velocity. But your executives want to see exciting new capabilities first and foremost.

How do you sell mandatory refactoring in this situation?

First, avoid leading with tech jargon like “technical debt” and “refactoring” in the boardroom. Those terms are meaningless to non-technical leaders. Instead, quantify the business value impact in their language:

  • “By rebuilding our messy legacy code now, we can accelerate releases by 15% next quarter.”
  • “This infrastructure upgrade will reduce service outages by 30%, improving customer retention.”

Second, frame large refactoring projects as enablers of critical business outcomes:

  • “Re-architecting our monolith platform is required to launch our mobile apps with the needed performance.”
  • “Migrating to microservices is essential for entering the Asian market and achieving our growth goals.”

In other words, paint a clear line between refactoring and tangible business results. Technical debt may not be sexy, but investing now enables outcomes they want tomorrow, which is.

Tip #2: Call out B.S. (without being a developer)

Even without a development background, you’ll need to challenge engineering assumptions and call out B.S. occasionally. So how do you effectively push back on technical experts?

First, get smart on the basics of the codebase and architecture. Learn enough to understand the fundamentals and ask intelligent questions. Lean on architects willing to teach.

Next, find your “translator”—an engineer willing to advise you honestly when things sound fishy. Develop trust with them to validate gut feelings that something is off.

Finally, focus on collaboration, not confrontation. Say, “I want to make sure I understand the risks here fully so I can support you.” Rather than accusing them directly, use ignorance to extract the truth politely.

You don’t need to be a coder to push back on engineers. Build foundational knowledge, find internal allies, and lead with curiosity.

Tip #3: Learn enough tech details to manage well

We’ve established you don’t need to be a coder. But how much time should PMs spend digging into the technical details?

As a rule of thumb, strive to understand:

  • The overall architecture and infrastructure
  • How major components and services interact
  • Key quality attributes like scalability, security, and performance

Avoid getting dragged into minor implementation details or trying to micromanage. But major architectural decisions, technical trade-offs, and infrastructure choices should be on your radar.

Knowing the high-level landscape helps you make better product decisions and have meaningful technical discussions. Shooting for the “30,000-foot view” is a good goal.

Tip #3: Fix velocity by improving discovery

Slow project velocity plagues many technical teams. But often, the root cause is poor discovery upfront, not dev team capacity.

Flawed discovery leads to inflated stories that are confusing to estimate and impossible to complete. If your team struggles to meet its sprint commitments, ask yourself:

  • Are large requirements being decomposed into small, testable stories?
  • Do developers understand the user value behind each item?
  • Is the backlog ordered to deliver value incrementally?

Improving your discovery practices, like story mapping and MVP definition, is the fastest way to speed up development. Right-sized, value-centric stories enable accurate estimation and rapid iteration.

Tip #5: Build a feedback loop with customers

This last tip is more mindset than actionable tactic. But savvy PMs continually connect customers back to technical decisions.

Building a tight feedback loop helps in two ways:

  1. Informs architectural choices. If your customers care most about mobile performance, that data point guides infrastructure decisions.
  2. Sells technical improvements internally. If you hear customers complaining about speed, you can sell an optimization sprint.

Constantly gathering feedback is key. Share insights from support tickets, user interviews, and reviews to spotlight technical areas that need attention.

Help engineers deliver value

Technical product management comes with its own unique challenges. But equipping yourself with practical tips and tricks enables you to streamline processes, sell critical work, and collaborate effectively.

Try out these five techniques next time you run into roadblocks on your technical PM journey:

  • Highlight business value to sell refactoring
  • Learn enough tech to call out B.S.
  • Fix underlying discovery before velocity
  • Understand the 30,000-foot view of the architectural landscape
  • Use customer feedback to guide technical decisions

Mastering these practical skills helps you empower engineers to build products that customers love.

Creating a Strong Pipeline of New Product Owners Within Your Organization

As companies increasingly see the value of pursuing product agility over project management, the role of a Product Owner has gained significant prominence. A Product Owner serves as the customer’s advocate—the ultimate champion of value delivered—and helps coordinate between the product teams, steering the product’s vision and driving its success. While hiring external candidates with Product Owner expertise is an option, many organizations fail to train or develop their internal employees as new product owners.

We will explore some steps organizations can take to identify existing employees that have the right mindset & institutional knowledge, and equip them with the skills required to become effective Product Owners.

Identifying potential candidates

The first step in developing a strong pipeline of Product Owners is to identify employees who possess the necessary skills and mindset. Look for individuals who demonstrate a deep understanding of the organization’s products, show strong communication and collaboration skills, and possess a customer-centric mindset. 

Where to find potential new product owners

These individuals may come from diverse backgrounds, such as project management, business analysis, or software development. But there are some less obvious choices that are often overlooked: 

Call Center and or Customer Support teams are a great place to find potential new Product Owners. The people in these roles speak with your customers all day every day, and hear firsthand what they love and what they would like to see improved. They should have deep knowledge of your products that can translate well to the Product Owner role. 

Marketing roles are very similar in their product knowledge, with an added view into the market landscape and industry trends. 

Another overlooked role are your QA testers. They review changes to your products to ensure they meet the user needs and are intuitive to use.

Core skills these candidates must possess

Here are some core skills to look for:

  • Strategic Thinking: Product Owners must have a strategic mindset and the ability to think long-term. They should be able to define a clear vision for the product and develop a roadmap to achieve the desired goals.
  • Communication: Strong communication skills are essential for Product Owners to convey their ideas effectively and collaborate with various stakeholders, including engineers, designers, marketers, and executives. They should be able to articulate the product vision, gather requirements, and facilitate cross-functional teamwork.
  • Leadership: Product Owners need to lead without direct authority. They should inspire and motivate their teams, provide clear direction, and make decisions that align with the overall product strategy. Effective leadership helps drive the team towards success.
  • Problem solving: Product Owners encounter complex problems regularly and must be skilled at breaking them down into smaller, manageable parts. They should be proactive in finding solutions and evaluating potential risks and trade-offs.
  • Adaptability: The product management landscape is dynamic, and great Product Owners can adapt to changes quickly. They should be open to feedback, iterate on their approaches, and embrace new methodologies and technologies.

Providing comprehensive training for new Product Owners

Once potential candidates have been identified, it is crucial to provide them with comprehensive training tailored to the role of a Product Owner. The training should cover a range of topics, including agile methodologies, product management principles, user research techniques, and stakeholder management. Interactive workshops, seminars, and online courses can be utilized to impart knowledge and build practical skills.

Focus on enhancing key skills

Here is a list of five skills a good Product Owner should build:

  • Market and user understanding: Understanding the market landscape and the needs of the users is crucial for Product Owners. They should conduct market research, analyze user feedback, and stay up-to-date with industry trends to make informed decisions.
  • Analytical skills: Product Owners must be comfortable working with data and making data-driven decisions to determine value & opportunity. They should be able to analyze metrics, conduct A/B tests, and interpret user behavior to gain insights and drive product improvements.
  • Prioritization & time management: With numerous competing priorities, Product Owners must excel at prioritization. They should identify the most impactful features or initiatives, allocate resources effectively, and manage timelines to ensure timely delivery.
  • Technical understanding: While not always required, having a solid understanding of the underlying technologies and development processes can be advantageous. It helps in effective collaboration with the engineering team and in making informed technical decisions.
  • User experience (UX) knowledge: Product Owners should have a good understanding of UX principles and be able to advocate for a great user experience. They should work closely with UX designers to ensure the product meets user needs and is intuitive to use.

For examples of Product Owner training and certification options available, refer to our training catalog and search for “Product Owner”.

Coaching and mentoring opportunities

To supplement formal training, organizations should provide coaching and mentorship to aspiring Product Owners via coaches that specialize in product development. Product Agility Coaches are an excellent resource that can draw from their real world experience to guide the new Product Owners in their new daily activities.

Another way to help aspiring or new Product Owners is to provide shadowing opportunities. Seasoned Product Owners within the company can serve as mentors, offering guidance, company specific experiences, and providing valuable feedback. Additionally, allowing aspiring Product Owners to shadow experienced professionals during product development cycles can provide hands-on learning experiences and foster a deeper understanding of the role’s responsibilities.

Cross-functional exposure

Product Owners need to collaborate effectively with various departments within an organization. Therefore, it is beneficial to expose aspiring Product Owners to cross-functional teams and diverse projects. Encourage rotations to different departments, such as marketing, design, engineering, and customer support. This exposure will enhance their understanding of different perspectives and enable them to make more informed decisions when defining product roadmaps.

It is important to continue this communication and collaboration with these other departments. It should not only be something that prepares them for the role. Maintaining strong lines of communication with these groups will enhance the Product Owner’s broader understanding of their product’s needs.

Encouraging continuous learning

Learning should not stop after the initial training phase. Organizations should promote a culture of continuous learning and improvement among their Product Owners. Encourage them to attend conferences, participate in industry events, join professional networks, and pursue relevant certifications. Additionally, establishing internal communities of practice or knowledge-sharing platforms can facilitate ongoing learning and collaboration among Product Owners.

Performance evaluation criteria

Regular performance evaluations should be conducted to assess the progress and development of aspiring Product Owners. Objective criteria, such as the ability to deliver successful products, stakeholder satisfaction, and effective collaboration with the development team, can be used to measure their performance. Recognize and reward achievements while providing constructive feedback for improvement. Additionally, organizations should create growth opportunities for Product Owners, such as advancement to senior roles or involvement in strategic initiatives.

Conclusion

Training internal employees to become new Product Owners

  • Unlocks the potential of talented individuals within an organization
  • Fosters a culture of innovation and collaboration
  • Nurtures a strong pipeline of skilled Product Owners
  • Ensures a deep understanding of the company’s products
  • Drives innovation
  • Reduces the overhead associated with external recruitment
  • Strengthens employee retention and loyalty 

By providing a clear pathway for career advancement and professional growth, organizations can cultivate a culture of internal talent development and create a competitive advantage in the market.

Debunking the Top Myths in Technical Product Management

As a Product Manager in the software industry, you’re likely all too familiar with the unique challenges of managing technical products and working with engineering teams. But despite how often you collaborate with developers and architects to deliver solutions, some persistent product management myths and misconceptions continue to create roadblocks.

These myths impact your ability to build the right product, work efficiently, and communicate effectively. And when a VP or C-suite executive holds one of these common misbeliefs, it can seriously hinder your team’s progress and value delivery.

In this post, we’ll dig into three of the most stubborn myths technical product managers face, the realities you need to know, and how debunking these myths can help you be a better PM.

Myth #1: Non-functional requirements aren’t a priority

If you’ve spent any time in a scrum meeting, you’ve probably heard developers talk about “non-functional requirements” or NFRs. They use this term to refer to aspects of the product like:

  • Usability
  • Scalability
  • Performance
  • Security

These so-called NFRs describe how the product should behave and the quality standards it must meet. But because they don’t seem to map directly to capabilities or features, many engineers view them as lower priority.

Here’s the reality: the “non-functional” label is nonsense. There’s nothing more functional and requirement-like than defining how usable, fast, and secure your product needs to be.

Take performance as an example. If your product takes ten seconds to load a simple search result, that’s clearly not performing to an acceptable level. What good is the front-end UI if the back-end can’t deliver a timely experience?

So, as a PM, don’t accept the “non-functional” misnomer.

Focusing on key user journeys and setting measurable outcomes for these abilities is just as important as delivering specific features. Make sure you incorporate these vital product aspects into planning and prioritization just like any other requirement.

Myth #2: PMs don’t need to understand the technology

Another common and dangerous product management myth is that PMs can manage products successfully without digging into the technical details. As long as you capture requirements, prioritize the roadmap, and interface with customers, you’re doing your core job. Right?

microsoft teams

Wrong. Here’s why this hands-off approach is a myth:

First, you need awareness of how the technology impacts the customer experience. If the architecture is slow and clunky behind-the-scenes, users will encounter lag and friction points that sour their perception of your product. You have to care about that entire iceberg, not just the tip.

Second, you’ll struggle to make informed trade-off decisions during planning if you don’t understand technical constraints and options. Prioritizing technical debt cleanup may not seem valuable through a non-technical lens, but your developers will know it enables future velocity.

Finally, you can’t effectively collaborate with engineers without some fluency in the technology. You need enough technical knowledge to have intelligent conversations, ask good questions, and call BS if someone tries dazzling you with inscrutable jargon.

So, while you don’t have to be a former developer, make sure you invest time to learn the tech stack, architecture, and infrastructure for the products you manage. Doing so helps you make better product decisions and partner with engineering more strategically.

Myth #3: Leadership Doesn’t Care About the Technical Details

The third product management myth relates to communication. Many PMs assume that engineering details are irrelevant to executives focused on business strategy and revenue.

Your job is to translate between these two worlds, but you may hesitate to bring up technical considerations at the leadership table. However, dismissing technical insights as too tactical can backfire:

Technology decisions have business implications that leadership needs to weigh in on. Migrating to microservices could support scale and velocity but requires upfront investment. Great PMs proactively surface these trade-offs.

The trick is to frame technical work so it connects clearly to business value. Help executives understand how improving performance and stability—while less glamorous than new features—translates to revenue by boosting customer satisfaction and lowering support costs.

In other words, get comfortable translating tech speak into business impact and cost/benefit trade-offs. Doing so ensures you get buy-in for important technical investments.

Get ahead by busting these myths

As a PM, you may feel like you’re translating between two different languages and cultures on a daily basis. But embracing the realities behind these common myths puts you in a position to bridge that gap effectively.

Remember that:

  • Managing non-functional abilities is just as important as features
  • You need to understand the technology, not just the requirements
  • Leadership cares about tech decisions that influence business success

Debunking myths helps you make better product decisions, collaborate with engineers, and secure stakeholder support. The result is a product that delights customers by delivering stellar experiences throughout.

The Customer Journey is Key to ESM Success

Organizations today are constantly seeking ways to streamline operations, enhance customer experiences, and drive value. One such approach that has gained traction in recent years is Enterprise Service Management (ESM). But what exactly is ESM, and why is it becoming a cornerstone for many businesses?

The following content is based on the webinar, ESM Foundations: Do You Understand Your Customer’s Journey. Learn more by watching the 30-minute webinar on demand.

Definition of ESM

You’re likely already familiar with IT Service Management (ITSM). The basic concepts of ITSM are present in ESM as well, but at its core, ESM offers a foundational framework that emphasizes the relevance of service management across an entire organization. It’s about breaking down silos and creating a unified approach to service delivery, ensuring that every department, from Marketing to HR to IT and beyond, operates with a service-oriented mindset.

But why consider ESM at all?

Market trends and data

The shift towards ESM is not without reason. 

Over the past 3-5 years, there’s been a noticeable movement of organizations adopting an ESM approach. This shift is evident in the data, which shows a 50% increase in ESM strategies being implemented. Interestingly, a majority of organizations now consider their ESM strategies to be advanced. However, it’s worth noting that a small fraction (11%) of companies still remain skeptical about its value. 

When we dive deeper into which business units are leading the ESM charge, three stand out: 

  • Customer Support
  • Business Operations
  • HR

Their inherent service-oriented functions make them natural adopters of this approach.

How to approach an ESM program

So, you’re interested in pursuing ESM in your own organization. What should you consider in your approach?

Leveraging a product mindset:

Transitioning to ESM requires more than just a change in tools or processes; it demands a shift in mindset. Adopting a product mindset can be a game-changer. This approach emphasizes iterative value creation, ensuring that businesses, customers, and users all benefit from the services provided.

Product and service roadmapping

To make ESM tangible and actionable, organizations need to invest in product and service roadmapping. This involves taking abstract service management concepts and translating them into concrete actions and strategies.

Core elements of an ESM solution:

For ESM to be effective, there are a few core elements that organizations must have in place:

  1. User Portal: A user-friendly interface where service requests can be raised.
  2. Workflow: A clear and efficient process that tracks a request from initiation to completion.
  3. Service Catalog: A detailed list of services, complete with documentation, service level agreements, and other pertinent details.

Understanding the customer journey

The heart of ESM lies in understanding the customer journey. It’s about being customer-centric, ensuring that every decision, process, and strategy is aligned with delivering the best possible outcomes and value to the customer. This means stepping into the customer’s shoes, understanding their needs, and ensuring that the services provided meet those needs effectively.

ESM design thinking

Design thinking in ESM is about empathy. It’s about understanding the customer experience from their perspective, identifying their goals, and being proactive in meeting those goals. This approach not only enhances the customer experience but also fosters innovation within the organization.

Onboarding experience

A prime example of the importance of the customer journey in ESM is the onboarding experience. A seamless onboarding process, where the end user feels valued and understands every step, can set the tone for their entire journey with the organization. Whether it’s HR providing resources or marketing sending a welcome package, every touchpoint should be orchestrated to make the new employee feel valued and integrated.

What is the future of ESM?

As we look ahead, the future of ESM is promising. It’s about scaling service management across all facets of an organization. By combining the right software with well-designed processes and automation, ESM can support a customer-centric approach in every business unit. The ultimate goal is to foster collaboration and alignment, driving efficiency, quality, and consistency in service delivery.

In conclusion, Enterprise Service Management is not just a trend; it’s a paradigm shift in how organizations view and deliver services. By understanding the customer journey, adopting a product mindset, and implementing the right tools and processes, businesses can elevate their service delivery to new heights. 

For those keen to delve deeper into the intricacies of ESM and its potential benefits, we recommend watching the full webinar on demand: ESM Foundations: Do You Understand Your Customer’s Journey. Your journey to mastering ESM starts there.

And, stay tuned for Part 2 of this blog series, Optimal ESM: Automation and Integration are Key.

Product Owner or Product Manager in SAFe – Which Do We Really Need?

Some are confused by the terms “Product Owner” and “Product Manager” What are they, and why do we need them? Must we have both? The answers are directly related to the size and scope of your project, as well as the complexity of your domain.

If you have been working within or with a Scrum team, you are likely very familiar with the role of the Product Owner, who is the person ultimately responsible for the value delivered to the customer. The Product Owner role, which may be played by a variety of people within your organization, focuses on prioritizing the work for your Scrum team and ensuring that the expectations of customers and stakeholders are met consistently.

What is a Product Manager?

As more companies embark on the journey to adopt Scrum and Agile principles into their organizations, the role of the Product Owner has become less clear because of introducing scaling. Many organizations realize that a single Agile/Scrum team is insufficient in building a large, complex solution that the customers demand and expect. Hence, the practice of “scaling agile teams” has quickly become the norm in many organizations that demand sophisticated products and services. As a result, SAFe (Scaled Agile Framework) has quickly risen to become the most popular scaling method in the world.

Within the SAFe approach, the role of the Product Owner remains relatively similar to the original definition outlined by the Scrum Guide. However, the concept of an ART (Agile Release Train) introduces a new role—the Product Manager—which may be challenging to understand for project teams that are new to SAFe. The rise of SAFe, fueled by a need for multiple Agile teams to collaborate on a single solution, requires the Product Manager to provide strategic insights into the customers’ needs.

While most ARTs will likely have a small number of teams, each having a dedicated Product Owner, the Product Manager is an essential role that will ensure the individual teams work together in a synchronized manner towards fulfillment of the greater vision. The Product Manager will help the teams stay aligned in terms of priorities and value delivered to the end customer by focusing at the Release Train level.

Do you need BOTH Product Manager and Product Owner?

One question that I have encountered many times is, “If I can only hire a Product Manager or a team of Product Owners, but not both, which should I choose?”

While launching the team with a Product Manager and no Product Owners is not ideal, it could be managed as an incremental step towards a mature, effective train. Most new ARTs have a tendency to launch without all the roles filled. One strategy is to assemble Agile/Scrum teams that are most critical to the overall solution first, so that they can deliver value as quickly as possible. Even if you have the financial resources to staff up the entire train, more than likely, recruiting and assembling the teams to support the train will require an incremental approach.

So, do you absolutely NEED both roles in order to operate an ART successfully? Yes, especially if your ART comprises five or more teams. Without effective Product Owners to manage the details, the train is at risk of fragmentation. Having skilled Product Owners and Product Managers will provide a cohesive, organized approach that gives your train the best chance for success.

Key Attributes Product Owner Product Manager
Scope Team ART (Agile Release Train)
Focus Area Team Backlog ART Backlog
Key Skills Customer engagement Market strategy, roadmap & vision
Peer Interactions Agile Team, Product Manager Business Owners, System Architect, Release Train Engineer

For help understanding and carrying out the roles of the Product Owner and Product Manager in a scaled Agile environment, reach out to our Agile product coaches.