10-06-2014, 12:20 PM
Process Interaction RAD Assignment - Annual Portfolio Review Process
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In the Carry out Annual Portfolio Review process, the Product Development Manager is told of a change in their budget as decided by the Product Portfolio Management (PPM)Committee. As far as the process model for it is concerned, we are not interested in how the Product Development Manager responds to that (i.e to committee’s decisions), simply understand that they are left totop management’s decision on Budget Change. The next process with regard to the response to the change would be “Handle a Product”. The PDMs plays a part in that too, and it is in the model of that process that we map their response. Note how the two interacting roles appear in both models, as does their interaction. The Product Development Manager and the Product Portfolio Management Committee are the two roles common to these processes. Their respective post-states are – budget change received and budget change notified. In the Carry out Annual Portfolio Review we have seen the role interaction between the PPM Committee and the PDM explicitly: Notify required budget change. The PDM is then in the state Budget Change receivedafter the interaction. In Handle a Product we have used the action Take part in annual portfolio review process to stand for the interaction that the PDM has in Carry out Annual Portfolio Review. The PDM is then in the state Budget Change received after the action. This leads to the extension of the role of the PDM, which can be explained with regard to the actions he accomplishes to react to the change in the budget. One of the activities could be convening planning review group that works on the plan for product development from the revised budget perspective. The whole activity of convening planning review group can be viewed from two perspectives. One from the viewpoint of this group being a part of PDM’s actions within his role, while the other from the viewpoint of being a separate role formed for this purpose, depending upon the complexities of time, effort involved in planning the product development process.
[attachment=64545]
In the Carry out Annual Portfolio Review process, the Product Development Manager is told of a change in their budget as decided by the Product Portfolio Management (PPM)Committee. As far as the process model for it is concerned, we are not interested in how the Product Development Manager responds to that (i.e to committee’s decisions), simply understand that they are left totop management’s decision on Budget Change. The next process with regard to the response to the change would be “Handle a Product”. The PDMs plays a part in that too, and it is in the model of that process that we map their response. Note how the two interacting roles appear in both models, as does their interaction. The Product Development Manager and the Product Portfolio Management Committee are the two roles common to these processes. Their respective post-states are – budget change received and budget change notified. In the Carry out Annual Portfolio Review we have seen the role interaction between the PPM Committee and the PDM explicitly: Notify required budget change. The PDM is then in the state Budget Change receivedafter the interaction. In Handle a Product we have used the action Take part in annual portfolio review process to stand for the interaction that the PDM has in Carry out Annual Portfolio Review. The PDM is then in the state Budget Change received after the action. This leads to the extension of the role of the PDM, which can be explained with regard to the actions he accomplishes to react to the change in the budget. One of the activities could be convening planning review group that works on the plan for product development from the revised budget perspective. The whole activity of convening planning review group can be viewed from two perspectives. One from the viewpoint of this group being a part of PDM’s actions within his role, while the other from the viewpoint of being a separate role formed for this purpose, depending upon the complexities of time, effort involved in planning the product development process.