The Study of Product Team Performance, 2013

Background

Study of Product Team Performance In early 2013, AIPMM, IPMA, IIBA Chicagoland, PDMA, and Planbox sponsored a global study of product team performance which was developed and conducted by Actuation Consulting and Enterprise Agility. The survey examined the interactions of Product Managers, Project Managers, Program Managers, Business Analysts, User Experience Professionals, Engineers and others actively involved in product development projects.

The survey findings were so intriguing and relevant to improving product team performance, that a wide range of industry associations and companies have been working to support broader awareness of the findings through live meetings, webinars, and other events.



From the White Paper's Executive Summary

Actuation Consulting and Enterprise Agility conducted the second annual global survey of product teams. The goal of our research is to continuously improve our understanding of why some product teams excel while others struggle and to, once again, clarify the factors that influence the optimal outcomes.

What makes this survey so unique is the support it receives from a growing collection of industry associations and market players – groups that generally don’t collaborate. In fact, the industry participation increased significantly this
year; associations spanning product, project, business analysis, user experience, software, and information areas all supported this year’s effort.

We designed the 2013 study to further explore the dynamics of high-performing product teams by pursuing four interconnected threads. We created the first thread, demographic information, to understand respondent profiles, spans of responsibility, size of company, and market segment served.

Organization's overall success chart

The second thread, role clarification, we designed to determine what roles are most common on product teams, the relative importance of each role in relation to each other in furthering value creation, and how product teams interact with company executives.

The third thread allows us to look closely at the product development processes being used to create value as well as perceptions of which methods increase the profitability of the product.

With the fourth and final thread, we more deeply explore last year’s findings of five key factors that distinguish high performance teams from all others. These questions focus on business strategy, onboarding activities and the effectiveness of underlying processes, product launch resourcing and accountability, and where the product team’s cohesion breaks down.

This paper details these factors and offers suggestions for how you can apply them to your own product development practices.

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2012 Study

Did you miss last year's study? Download The Study of Product Team Performance, 2012 here.


"I believe that the findings should be closely examined by executives with responsibility for product development. The five factors outlined in this white paper can have a statistically significant impact on your team's product development execution and need to be taken seriously."

Lee Lambert
CEO, The Lambert Consulting Group

 

"This study illuminates some of the factors that many product organizations have overlooked or forgotten in their quest to get products out faster. It showed us what we suspected all along, that product organizations need to re-think their practices and solutions to compete in a complex, ever-changing world.”

John Hamm
CEO, Accept Software

 

"The Study of Product Team Performance is an exciting contribution to our current understanding of what differentiates high performance product teams. If you want to guarantee high performance product development teams, you need to understand the finding's five key factors!"

Cindy F. Solomon
Founder, Global Product Management