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  • Efficient and effective Strategic Deployment
  • Proven ‘Best Practice’ management framework
  • Product Managers own Products
  • Market Development Managers own Market Solutions
  • Product Director is responsible for the Portfolio Matrix
  • Portfolio supported by Operational and Functional Departments
  • Programme management and Strategic alignment via multidisciplinary teams
  • Sales department strategically aligned
  • OEM Products added to the internal portfolio to further align with target market requirements / solutions
  • OEM Products added to buy development time
  • OEM products may enable the business to grow more quickly

|Business Characteristics / Traits


Product Manager (Programme Management) + Market Development Alignment

TouchPoint Management

Product Programme Plan(s)

Market Development Plan(s)

 ‘Click to Expand’

 ‘Click to Expand’



“… method ensures change is directed toward continuous improvement…”


This section provides hierarchical Orientation and Direction for the Product Management activity – the framework matrix is a starting point from which we can align the appropriate planning activities.


Once you have decided which matrix element aligns to your product activity, simply hover and click over the matrix element and you will be directed to the appropriate programme planning activity.


‘Hover and Click’ on the matrix ‘element’ for aligned programme planning information…

| LifeCycle Management

Product Management activities lie at the heart of the (Product) Lifecycle process. As the name suggests a ‘LifeCycle’ is a time related series of events managed in accordance with the requirements of an actioned strategy. Timing also plays a big part in this rationale.  The ‘ethos’ of managing the Product LifeCycle is well understood (…in theory) however in practice it becomes somewhat nebulous as there are many variables to be taken into account which are not entirely under our immediate control.

There are effectively two LifeCycles that must be managed. The first of which is the Product Management LifeCycle which is an internal management activity and comprises of six phases:


‘Hover and Click’ below to view the Product LifeCycle Programme

| Product Marketing LifeCycle - Market Development

The second LifeCycle, which is interrelated with the first, is a Product LifeCycle from a market perspective. There are five phases to this LifeCycle:


‘Hover and Click’ below to view the Market Development - Active LifeCycle Programme

Market Development Business Plan:

| Product Marketing LifeCycle - Market Development Vs Regional / Segment Development

| Programme Business Planning Architecture

The individual phases (1-6) represent the required management activities entitled: Innovation, Conceptual Planning, Development, Release, Active LifeCycle and Withdrawal. Each phase has been mapped against 5 business planning activities: End to End, Fast Track, Cornerstone, Product Manual and Management Report.


The planning process always moves from left to right, however the route taken will depend upon various conditions and proposed outcomes as described below.

|Programme End To End Business Plan:

‘Hover and Click’

End to End as the name suggests is a complete ‘Product Management’ process and begins with innovation and moves progressively through all defined phases.  All new (proposed) products joining the planning process will typically be managed using this process.

|Programme Fast Track Business Plan:

‘Hover and Click’

The ‘Fast Track’ Process, as the name suggests, is specifically designed to meet the requirements of products and services that require a Fast Track to market. The process represents a collection of key processes/tools covering the critical elements only. Entrepreneurs may find this process aligns more to their particular needs, however care must be taken if this route is chosen and will depend upon individual circumstances, as the level of risk may not have been appropriately assessed.


For Product Managers who are working in a more 'traditional' planning framework, strict entry criterion to the Fast Track process ensures that this does not become the norm for all products joining the portfolio. This is due to the additional commercial risk that may be associated with this planning route.



Once the product has been released (and moves into Active LifeCycle phase) the activity of Product Management would be to the same or very similar to the 'end to end' process as detailed above.

|Programme Cornerstone Business Plan:

‘Hover and Click’

The cornerstone business planning process is designed to accept existing products from a portfolio and enables them to synchronise to the PMM structure as indicated in the diagram above. In other words it enables existing products to effectively parachute into the planning process.


|Programme Product Manual:

‘Hover and Click’

The Product Manual is a planning document that communicates (internally) the strategic and practical aspects of the product. It is specific to the product itself and is designed to communicate and reinforce the product rationale throughout all functional areas of the company.


The Product Manual is primarily a subset of the ‘Business Plan’ and as such is compiled automatically from the Development Phase onward. Additional materials are then added in the form of scripted presentations and specific ordering procedures etc. which are then compiled. Whenever there is a deviation /change in market strategy and/or core product information, it is communicated through the Product Manual.

|Programme Management Reports:

‘Hover and Click’

The PMM structure offers genuine benefits for Product Group Managers and Directors, as consolidated reporting and executive summaries provide a comprehensive overview of each product within the planning process.


Management reporting is a dedicated document for communicating the key business / strategic aspects of the product. As the product moves through the defined phases, the management report is automatically maintained and kept up to date with every aspect concerning the strategy and expected performance which is representative of the key areas from the business plan. Essentially the management report can be considered as an active ‘executive summary’ where important information is summarised and communicated.

|Business Planning Frameworks - Professional Support