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Getting a new product to
market Action Group
23rd March 2007
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Critical Success Factors a)
* Clearly defined process that
resolves all issues identified by the
team
* Product Development Process that
enables the delivery of the
forward:five2eleven plan
¢ Appropriate and measurable KPI’s
of the process to monitor progress
[DateTime] 2 Action Project Groups
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Product Development Issue Summary
Inclear entry point for
Product Developments. Process Gaps
C, Time to market
Confused governance and
Marketing Plan Development
Identification,
research and
development
of idea
Project team
structure? ——I
Strategy interlock and governance
Budget planning interlock governance
Engagement of relevant business functions
[DateTime] 3 Action Project Groups
What goes’
into which
process? Lack of 3,000 successful change projects a year
understanding but inconsistently understood and clear,
when to use documentation not found
the process
Different
‘structures
and
terminology
Product
developments
delivered not using
the process
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Definition of a Product Development
. Product Development for the purposes of applying within Post Office Ltd under this
process;
. Covers the introduction of any new product or service offered in any
channel under the Post Office brand - covering concept to launch,
including all aspects set out below for product changes
. Changes to existing products or services which fall under the following Marketing Mix
elements
. Pricing - covering impact on sales growth and profitability
. Product enhancement, extension or development
© Channel extension or diversification into new channels outside the Post
Office environment
. Procedures covered under the customer journey/experience
. Policy, regulation or compliance measures required to support the product
offer
° Product withdrawal
. This process will NOT cover the promotional or marketing elements of the product at
any stage of the lifecycle of the product
[DateTime] 4 Action Project Groups
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One change delivery process for product @
development....... Harmony
[DateTime] 5 Action Project Groups
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Proposed Product Development Process ey
Product developments can be halted at any point
Basis for gate authorisation: -
* Market feasibility
* Strategic fit
¢ Financial return
* Capability to deliver
[DateTime] 6 Action Project Groups
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St
Decision making stakeholders
Product Development Governance
Group Investment Committee/ Holdings Board
El
POL Investment committeeI
IT Working Group
HLBP Forum
Business Change Control
Delivery stakeholders
[DateTime] 7 Action Project Groups
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Template Product Pillar Governance S
Post Office Executive
Team
Post Office Product
Board
[DateTime] a) I Action Project Groups
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Governance Meeting Terms of Reference
related to Product Development
Meeting Chair Attendees Decisions
POL Investment Finance Director ET - Cross business decision making
Committee Peter Corbett - Review/Sign off Business cases
- Meet Fortnightly - Limit of sign off £5M
Product Pillar Board
Meet monthly
Gary Hockey-Morley
Marketing Director
All directorship
represented
‘Heads of level
- Decision making within pillar
- Authority to proceed through all
Product Development gates
- Product development prioritisation
- Product development project
board
IT Working Group
Operations Director
Ric Francis
18 People across
operations
- Determine IT strategy
- Assess impact of product
development on IT strategy
- Operations resource issue
resolution
[DateTime] Action Project Groups
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Governance Meeting Terms of Reference
related to Product Development
Kevin Brothwood
- Finance
- Programme Office
Meeting Chair Attendees Decisions
HLBP Forum Head of Planning & - Change and IS - Authorisation of delivery route
Integration Business Partners - Resource planning
- Network capacity
- Operations
- Supplier
- Sign off of feasibility study
- Business change portfolio
planning
Business Change
Control Board
Head of Planning &
Integration
Kevin Brothwood
- Design Authorities
- Project Manager
according to project
- Operations Commercial
Team
- Impact assess change against
technical architecture
- Assess supplier response
IRF
Ops Control —- Change
Manager
Mandy Jepson
- Change and IS Business
Partners
- Release Implementation Tean}
- Major IT programme
board leaders
- Appropriate project managers
- Authorisation for release into
live operational environment
&
[DateTime] 10 Action Project Groups
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Template Product Development Programme @
Structure
Post Office Product Board
Product Development
Programme Manager
POL Change and Is,
I
rou? ant commercial gr S\& Operations Design
PMo Network Marketing Procurement Regulatory
rs pares lead quiet" Control Lead Authority
Cg System and
oe a Marketing P Product
Services emer Architects
[DateTime] 11 Action Project Groups
Selected
Suppliers
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Template POFS Product Development ey
Programme Structure
oduct Develop!
Programme Manager Bank Of
}———_ Ireland
POFS Change on
Manager
Product Development I_ POS Project
Programme Manager
POL Change and IS
Sales & Group
Commercial 28° Operations Design Selected
Pwo Makating Proc = qistory euclined I Avtaty Soper
a Tae
Martating mr
Slee I Comptes Invecomt I Finance
Services ‘Appraisal Architects
[DateTime] 12 Action Project Groups
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Standard Stakeholder Map
4435
How things can be delivered, not whether
they can be delivered
[DateTime] 13 Action Project Groups
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‘Lite’ Product Development Process @
(PACE?)
cma
tren
aeintal ('
alstin,
Authorised as a rapid delivery project
based on the size and scale of the
project
As a result authorised through a number
of stages at one early decision point
[DateTime] 14 Action Project Groups
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Size and Does scope of Are changes to
complexity of ca oan L1 and L2 plans portfolio being
pre-budget key initiatives mirror strategy? impact
portfolio assessed?
[DateTime] 15 Action Project Groups
Project Portfolio Management — measurement of sucess
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Principle recommendations (on)
* Single change delivery process for
product developments
¢ Introduce a product development
process
¢ Implement cross functional governance
structure including gates and
prioritisation
* Implement Project Portfolio
Management System
ate Time! q ction Project Gfoups
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Product Development Issue Summary @
Time to opétket >)
Confused gover: Ide
Inclear entnyfoit for
Product Developments. Process Gaps
Marketing Plan Development
Strategy interlock apégovernance Differey
Budget planningygferlock governance etrucpites
Engagement of relevant business functions 4
slope terminology
st¥cture? ——] \
Wha
is ich Prod
ess? Lack oF 3,000 successfufhange projects a year develogfnents
undersy4nding but inconsisteMy understood and clear, deliver§f not using
whe to use documentation not found the process
[DateTime] 17 Action Project Groups
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Implementation Plan Key Components a)
* Critical Success Factor -
Widespread understanding,
awareness, acceptance and
adherence to the process
* Identify sponsor
* Identify project manager
* Create governance structure
* Create Templates
* Test project
° Training and communication
[DateTime] 18 Action Project Groups
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