fresh tilled soil CPS big idea enthusiast Evan Ryan HELLO my name is [email protected] design geek. product nerd. fresh tilled soil CDS speaker & author C Todd Lombardo HELLO my name is [email protected]
○ One conversation ○ Everybody participates ○ All voices equal ○ Be timely ○ No devise peeping ○ Phone stack ○ Write BIG & clearly Rules of Conduct ○ No TPS (jargon) ○ No Hippos ○ Tough on ideas, not on people ○ No “Yes, but…” ○ Be comfortable ○ Have fun!
Identify what’s wrong with your roadmapping process.. Dear John Letter 1. On your own, pen a “Dear John” style letter explaining why you want to breakup with a Your roadmapping 2. Swap letter with neighbor. 3. Read letters aloud to the group 4. Identify top 3 issues per group PURPOSE OUTPUT 10 minutes INSTRUCTIONS DEAR _________, IT’S NOT ME, IT’S YOU … SINCERELY, - DISGRUNTLED USER
To define all the user, customers, and stakeholders and their responsibilities. Who / Do WHO DO PURPOSE Not what we want them to do, but what they do now.
To define and understand characteristics of different groups of people that share the same role. Personas PURPOSE NAME BACKGROUND FRUSTRATIONS NEEDS QUESTIONS
Why? What? How? Execution Mission, Vision, & Values Product Vision Product Strategy Problems/Needs What you will build that solves for these needs. What you need to solve for in order for your product to be valuable. How your product will create value and contribute to your mission (internal + external). Why your product exists in the world. The future world your product seeks to create. The change you want to see in the world COMPANY LEVEL PRODUCT LEVEL
When: at a time when ___________ What: our product is the only ___________ How: that _____________ Who: for ______________ Where: in ______________ Why: who ____________ Supports: ______________ (company mission) Product Vision Source: Jeffrey Moore
At a time when travel is frequent, but travelers plan less… our product is the only international restaurant recommendation engine… that gives immediate recommendations based on location and review… for the everyday traveler… from countries all over the world… who need to save time and energy on finding local eateries.
Strategic Objectives Description: what you hope to accomplish with this next version or release of your product. Purpose: to set clear and realistic goals that relate directly to your product vision.
Key Results Description: numerically-based expressions of success or progress towards an objective. Purpose: to provide a reference for evaluating how well you did in executing your objectives.
Objective: Expand customer base • Increase customer base in each region by 10% • Increase traveler average session to 26 hours / week in all active regions Objective: Increase geographic coverage of hotel product • Increase coverage of North America to 100% • Increase coverage for all major cities to 75% • Decrease pickup time to < 10 mins in any coverage area during peak hours of usage Objective: Enhance user experience • Define and measure user happiness score • Increase user happiness score to 75th percentile
SpaceX Example Mission: Make going to Mars a reality in this lifetime. Product Vision: Create a high efficiency, low cost space travel vehicle that can carry passengers to Mars. Key Result: Get cost to travel to Mars under $200,000. Objective: reduce the cost of space travel to what an average American family can afford.
When… I’m traveling and don’t have a lot of time to find a place to eat I need… a quick way to search and vet restaurants near me So I can… choose a place and enjoy a good meal.
When… I’m traveling and don’t have a lot of time to find a place to eat I need… a quick way to search and vet restaurants near me So I can… choose a place and enjoy a good meal. Find restaurant at the last minute
When… I’m traveling and don’t have a lot of time to find a place to eat I need… a quick way to search and vet restaurants near me So I can… choose a place and enjoy a good meal. Find restaurant at the last minute “Theme”
SpaceX Example Mission: Make going to Mars a reality in this lifetime. Product Vision: Create a high efficiency, low cost space travel vehicle that can seat multiple civilian passengers. Key Result: Get cost to travel to Mars under $200,000. Objective: reducing the cost of space travel to what an average American family can afford. Themes: • Full reusability • Refueling in orbit • Propellent production on Mars • Right propellant
List of Cuisines Pictures of food by cuisine Select country of origin on a map Auto-populate search box Select flag for country of origin Ask a local Ask hotel concierge Find a restaurant by cuisine
List of Cuisines Pictures of food by cuisine Select country of origin on a map Auto-populate search box Select flag for country of origin Ask a local Ask hotel concierge Find a restaurant by cuisine
• Must Haves are requirements that must be met for the product to be launched. These are the critical path items or dissatisfiers, without which no one will buy or use your product. • Should Haves are not critical to launch, but are important and may be painful to leave out. • Could Haves are features that are wanted, but not as important as should haves. These are the first items you would cut if they introduce budget or deadline risk. • Won’t Haves are requirements deemed “out of scope” for a particular release. MoSCoW NOT a prioritization method, but a way to clearly communicate priorities on release criteria.
Feasibility Desirability Viability Engineering Manufacturing Supply Chain UX Design Research Sales & Marketing Customer Support Product Owner Executives Founders F-V-D Complexity of technology, value to business, value to customer
Value / Effort = Priority Expected contribution to customer needs and business objectives ROI Scorecard Define both “bang” and “buck” to ensure you do the most leveraged things first.
1 pager for each theme What? Why? Who? Purpose: get alignment on theme before it hits roadmap • What is the theme’s scope (including success criteria)? • Why a theme is important and how it adds value? • Who will need to work on it to get it done?
INTERNAL EXTERNAL DETAILED HIGH LEVEL C-LEVEL, EXECUTIVES PRODUCT MARKETING CUSTOMER SUPPORT GENERAL PUBLIC SALES & MARKETING TRUSTED CUSTOMERS PARTNERS DEV OPS Product Core Source: Jana Bastow
Shuttle Diplomacy Individually meet with all stakeholders to come to decisions that involves compromise and trade- offs. Authorship: Opportunity for early input means they have authorship too Trust: Build trust and rapport with each of these stakeholders Politics: Get exposure to key, or even hidden, politics
Velocity of Change Frequency and type of roadmap adjustments are directly related to … • Type of Product? • Stage of Product? • Pace of change in market? • Speed of development cycle?
Review Quarterly Review Every 3-6 Months Review Monthly Review Quarterly Mature Product Young Product Dynamic Market Stable Market Frequency of Use How often should we review and adjust our roadmap?
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