Enterprise Software Blogs

In an effort to continue improving the performance and usability of our solutions, we are proud to announce the release of DX App Synthetic Monitor 10.3. This release continues to build upon the features of version 10 to improve your ability to monitor your sites and applications.  The primary new enhancements in this release include:  New: Webdriver Agent  Webdriver Agent is a command-line tool used to execute Selenese XML scripts on a desktop PC using a locally installed web browser. WebDriver agent allows you to test and fine-tune your scripts before uploading them to DX App Synthetic Monitor. By using Webdriver agent, you can be sure that ...
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By Marla Schimke Head of Product Marketing | Clarity PPM Well that headline got your attention didn’t it! But seriously, we are convinced digital product management, or DPM, is going to change how you create value for your business. It will define your business investment strategy, and how you transition from a traditional project-based approach to a modern product-centric business model. In this blog series, we’re going to introduce you to the five steps to DPM and highlight how Broadcom’s solution is designed to support your journey. We’ve been investing in Clarity PPM and Rally Software for several years, building an integrated platform ...
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Coming off my soapbox about Agile from my last post, I do believe that the concept of agility leads to better products. There's one significant enabler, however, that is required in order to make this happen: Your developers (and development teams) need to be able to build things quickly and make changes quickly. There are a number of routine impediments to his enabler that many products have: Technical debt from older features/code Poor documentation Inflexible platform or technology Lack of experience due to turnover In an ideal world, a product manager, product owner, and development team would work iteratively day-by-day (or at most ...
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OK. At this point, we've laid out some basic product management definitions, talked about some important product management skills, and highlighted a few key differences between project and product management. Now let's address a popular topic: How does this relate to all this Agile stuff I keep hearing about? As with most things, the answer depends. It  can relate but doesn't always. A lot depends on whether your organization just has the trappings or ceremonies of Agile or actually has absorbed its spirit. (If you're the former, you're not alone; that describes any organization that practices Scrumfall or Wagile.) First though, some real talk about Agile ...
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In my last post , I highlighted a first critical difference between project managers and product managers: the former tend to pull on the cost & schedule levers of the iron triangle, while the latter pull on the scope lever. In this post, I'll address the psychological differences of stakeholders to projects vs products and why that matters to the managers involved. We can use an analogy to help illustrate the difference: Projects are like running a marathon while products are like participating in a league sport. With a marathon (like a major migration project), you decide to run the race, train for it, gather supporters who provide encouragement ...
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I've made over 2 dozen blog posts already, but I don't think I've addressed the key question that's probably on your mind: What's the real difference between project management and product management anyway? Addressing that question is - on some level - the point of this blog's existence, so it'll take months if not years to arrive at a final answer, but I think I can highlight (in this post and the next) 2 critical differences that illustrate why making the transition is not just about changing people's titles. First up is the difference in the way that project managers and product managers address complexity and potential overruns. Consider the following ...
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Hi In our continues effort to allow our customers to be able to use our products on the latest platforms, we are pleased to announce to we are now officially supporting Symantec Privileged Access Manager Server Control version 14.1 as a Identity Manager and Identity Governance connector. Platform support matrix link: Identity Manager 14.3:  http://techdocs.broadcom.com/content/broadcom/techdocs/us/en/ca-enterprise-software/layer7-identity-and-access-management/identity-manager/14-3/platform-support-matrix/connectors-and-endpoint-types.html Identity Manager 14.2: http://techdocs.broadcom.com/content/broadcom/techdocs/us/en/ca-enterprise-software/layer7-identity-and-access-management/identity-manager/14-2/platform-support-matrix/connectors-and-endpoint-types.html ...
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Following on my last post about brands and brand management, I thought it might be an interesting exercise to look at the state of PMO branding in many organizations. By this, I mean the overall reputation that PMOs have or perception of them across firms. *Fair warning: Some of these numbers may be troubling if you're a PMO fan.* According to statistics from industry research firms (such as Gartner and PMI), here is what we know: 68% of organizations have a PMO, down from 80% 3 years ago Only 49% of organizations with a PMO say that it is an enterprisewide PMO 60% of organizations with an enterprisewide PMO say it is focused on business strategy ...
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I would be remiss if I did not include at least some discussion of brands in a conversation about product management. For the uninitiated, a brand has been traditionally defined as a particular product that is manufactured by a particular company. McDonald's is a specific brand of fast food; Starbucks is a specific brand of coffee. In recent years, however, the concept of branding has been expanded to encompass any " particular identity or image regarded as an asset." By this definition, the term brand essentially serves as both (1) a definition of what makes your particular offering unique compared to other alternatives and (2) a substitute for a person's ...
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Hi In our continues effort to allow our customers to be able to use our products on the latest platforms, we are pleased to announce to we are now supporting SAP S/4 HANA as a Identity Manager and Identity Governance connector. Notes: That this certification is only relevant for customers who are running versions 14.2 and 14.3 of our solutions. Covers AS ABAP type servers In the Identity Manager User Console, the SAP NetWeaver (R/3) endpoint type represents the SAP HANA(S/4) endpoint. Platform support matrix link: Identity Manager 14.3:  http://techdocs.broadcom.com/content/broadcom/techdocs/us/en/ca-enterprise-software/layer7-identity-and-access-management/identity-manager/14-3/platform-support-matrix/connectors-and-endpoint-types.html ...
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  Hi We are proud to announce that we are now accepting users to our Layer7 Identity Suite CABI 7.1.1 program for customers who are running our solutions (Identity Manager and Identity Governance) on versions 14.2 and 14.3. This BETA will allow you to install and configure this new versions of CABI 7.1.1 on your system and then connect your existing IM/IG 14.2/14.3 solution to it. How to join? Please click on the following URL to automatic register to our validation site: https://validate.broadcom.com/key/IdentitySuiteCABI711BETA   Why this program is being hosted on validate.broadcom.com? Hosting this validation on ...
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In Q4, Broadcom will roll out the next generation of two of the key components of the award winning Layer7 API Management: API Gateway v10, and API Developer Portal v4.4. On Tuesday, December 3rd, at 9am PST, the Layer7 Product Management team is going to tell you all about it!  We'll start with a brief overview of full lifecycle API management and why it's a crucial component of any API strategy, and then introduces the product management team behind the API Gateway and API Developer Portal - when they'll discuss the up-to-date feature set enabling - a modern API Developer Experience, multi-cloud and broad platform support, and operational excellence in achievening ...
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Before we move on, there's one more marketing (or sales) model that I think makes sense to consider as a Product Manager. In 1910, John Dewey introduced the concept of the buyer's decision process -- the mental/psychological steps that a person goes through when deciding what products to purchase and use. Over the years, the concept has been popularized under the phrase the "buyer's journey" My favorite version of the buyer's journey is broken into 6 key steps or phases. (Some models have more or less; feel free to let me know if you prefer a different breakout.) Awareness -- Exactly what it sounds like. The buyer becomes aware that a particular product ...
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Hi All, The Layer7 Identity Suite team are proud to announce the general availability the Identity Suite v 14.3 Cumulative Patch (CP) 1 (Identity Manager,  Identity Portal  and  Identity Governance) and JBoss 7.2 and WildFly 15 Migration Utility.  Notes: The JBoss 7.2 and WildFly 15 migration utility is also available for customers who are running version 14.2 This utility is only for customers who are running a non-vApp (Standalone) solution. A vApp upgrade will be evaluate at a later time. Installer support for JBoss 7.2 and WildFly 15 will be available in our next major release. This release contains around  100 customer ...
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So if we build on my previous two posts about Crossing the Chasm ( here and here ), you might take away that the vast majority of customers prefer incremental changes that preserve the existing value they have -- adding new value only inasmuch as it remains non-disruptive. This leads me to the second product marketing model that I find valuable: The Innovator's Dilemma by Clayton Christensen. Again, paraphrasing ruthlessly (with apologies to the author), what makes your product successful up until today may doom it in the future because sustaining innovations -- smaller incremental improvements in a previous model -- are almost always overwhelmed eventually ...
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In my last post , I introduced the concept of Geoffrey Moore's Technology Adoption Life Cycle as outlined in his book Crossing the Chasm . Here I will discuss the actual "chasm" -- and why it is an important concept for technology product managers to understand. Moore's research found that once you get past your Innovators and Early Adopters -- which are about 1/4 to 1/3 of all potential customers combined -- there is a significant drop off in adoption rate. Paraphrasing liberally (and if you disagree with my interpretation, please let me know in the comments), the psychological drivers for the Early Majority are significantly different than for Early Adopters ...
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The first popular product marketing model comes from Crossing the Chasm by Geoffrey Moore. I will be ruthlessly paraphrasing Moore's conclusions here for the sake of time and space, but I highly recommend reading both this work and his follow up, Inside the Tornado , if you want a keen understanding of what causes many startup products to succeed or fail. Luckily, many of you reading this post will not be trying to startup a new business entirely from scratch. Instead, you will be attempting to define or expand a product model within your (large) organization. So why the reference to Crossing the Chasm? Simply put, Moore identified through extensive research ...
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Before I jump into the models I promised, I felt like I should quickly clarify something because -- when you bring up the topic of marketing -- many tech people's brains immediately begin thinking of tradeshow booths and cool swag (or similar fun & games as immortalized in this Dilbert comic strip ) rather than the steps in the product management process. Event marketing is the most visible type of marketing, which is also why (I believe) that people in technology most associate marketing with what they see during large events -- colorful booths with demo/discussion stations and giveaways that compete for your attention. This type of marketing works well ...
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It’s crunch time and you’ve only got a few hours to test a new payment feature added to your massively successful retail web site. Any mistake could be catastrophic for the company’s revenues…and your job. You know you need to test this functionality prior to launch and yet you dread having to build a new virtual service to test this feature. If only someone else had previously created a service to test this functionality. If only there were a catalog to view and select a service from a list of pre-built services. If only there were a central location where services could be uploaded and shared across all our teams! I could review the pre-built services, see ...
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RSVP HERE From Projects to Products: A new way to manage business outcomes Under pressure by disruptive competitors and discerning customers, more companies are focused on delivering tangible business outcomes. To effectively manage business outcomes, organizations need to transition from traditional project management to product-based funding and delivery. Indeed, 85% of businesses have already adopted, or plan to adopt, a digital product-centric delivery model, according to Gartner. Join Clarity PPM product manager @Brian Nathanson for a 30-minute primer on Digital Product Management. RSVP HERE   ​
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