Organizational Maturity

Timo Wagenblatt ()

Chapter Chapter 9 in Software Product Management, 2019, pp 407-439 from Springer

Abstract: Abstract This chapter details PYPR’s Organizational MaturityPYPR dimension Organizational Maturity dimension that represents “The Environmental Conditions of your Software Product Manager Role.” I will outline how even the best product managers cannot provide full value to their organizationOrganization , if the organization doesn’t provide some basic environmental qualities. Product managers and product teams that can’t provide their best deliver products that are not at their full potential. Consequently, PYPR considers organizational maturity as one significant dimension that determines product success. I will focus on the kind of environmental conditions in software organizations that are good or bad for product managers, product teams, and product success. We will discover and evaluate what are the most important areas necessary to become a more mature product organization as well as how to attract and retain the best Software Product Management talent. No two organizations are alike and organizational systems are complex. Therefore, maturity modelsMaturity model are used to explain organizational systems. Product Organization Maturity models are, like any model, simplifications that highlight the importance and existence of maturity enablers across: Product Management LeadershipLeadership , VisionVision Software Product Management and StrategyStrategy Software Product Management Organizational Set-upOrganizational Set-up , ProcessesProcesses and GovernanceGovernance People MindsetPeople mindset supported by Key PrinciplesKey principles TemplatesTemplates and ToolsTools

Date: 2019
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DOI: 10.1007/978-3-030-19871-8_9

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