Product Roadmapping

Workshop from Fresh Tilled Soil on March-30th

Transcript

1. Product Roadmapping
2. fresh tilled soil CPS big idea enthusiast Evan Ryan HELLO my name is evan.ryan@freshtilledsoil.com design geek. product nerd. fresh tilled soil CDS speaker & author C Todd Lombardo HELLO my name is ctodd@freshtilledsoil.com
3. talk do talk 9:00 12:00 do Agenda
4. ◦ 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!
5. Teams of Four (4) (people from the same org. in different teams)
6. 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
7. Discussion
8. Overview
9. Strategic communication artifact that conveys the path you’ll take to fulfill your product vision.
10. evaluate opportunities define goals align organization around a future vision
11. a promise release plan or backlog waterfall dinosaur
12. business 
 strategy portfolio release 
 plan feature 
 based Types theme 
 based
13. release 
 plan feature 
 based Types theme 
 based PRODUCT business 
 strategy portfolio
14. Other Types… • Time Released • Golden Feature • Marketing • Strategy • Visionary • Competitive • Market • IT • Technology • Technology across products • Trends • Platform • Matrix • Multiple product lines • Agile / feature • Product lifecycle • Finance • Hiring • Consulting • And many more…
15. Why?
16. Chef Customers Tools Ingredients Recipe
17. Chef Customers Tools Ingredients Recipe (Product Manager)
18. Chef Customers Tools Ingredients Recipe (Product Manager) (Users)
19. Chef Customers Tools Ingredients Recipe (Product Manager) (Users) (Roadmap)
20. Chef Customers Tools Ingredients Recipe (Product Manager) (Users) (Features) (Roadmap)
21. Chef Customers Tools Ingredients Recipe (Product Manager) (Users) (Features) (Roadmap) (JIRA, Heroku, etc)
22. Huh?
23. Structure Alignment Approach Prioritization Prepare Guiding Principles Needs Update
24. How to Prepare
25. If I had asked people what they wanted, they would have said faster horses. Henry Ford FOUNDER FORD MOTOR COMPANY “ ”
26. evidence-based decision making over HIghest Paid Person’s Opinion
27. Ecosystem illustrate and compare individual understandings of current systems or processes PURPOSE
28. Name: Dick Age: 55 Job: Salesman Tasks: Develop trust Motivations: Happiness Obstacles: Time Name: Jane Age: 25 Job: Advertising Tasks: Create programs Motivations: Viral reach Obstacles: Superiors Users
29. 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.
30. To compose a better understanding of who the stakeholders is and what compels them. Empathy Mapping PURPOSE
31. To define and understand characteristics of different groups of people that share the same role. Personas PURPOSE NAME BACKGROUND FRUSTRATIONS NEEDS QUESTIONS
32. Jane decides to travel research online talk to friends make reservations pack go to airport Idea Plan Execute Trip Journeys
33. Critical Path What’s the one thing, or set of things, we need to get right in order for this product to be valuable?
34. Guiding Principles
35. 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
36. 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
37. 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.
38. 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.
39. Universal Business Objectives DIFFERENTIATION ◦Support core value ◦Create barriers to competition GROWTH ◦Grow market share ◦Enter or develop a new market ◦Increase revenue ◦Increase fulfillment capacity PROFIT ◦Support higher pricing ◦Lower costs ◦Increase lifetime value ◦Leverage existing assets
40. Expand the customer base Extend user time in app Grow advertising around restaurants Enhance user experience 1-5 Strategic Objectives 1) 2) 3) 4)
41. 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.
42. 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
43. 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.
44. Uncover Needs
45. Know your customer’s needs!
47. Job #1: Job #2:
48. Job #1: Job #2: Job #3: Job #4: Job #5:
49. When… [situation / motivation] I need… [desire] So I can… [result / outcome]
50. 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.
51. 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
52. 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”
53. 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
54. Solve for Needs
55. design centric agile If you’re doing it well, the ideal scenario is that you’re doing both 100%.
56. 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
57. Test!
58. 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
59. Ruthless Prioritization
60. How do you prioritize?
61. Needs Example Expected (Dissatisfied if missing) Windshield wipers Normal (Satisfier) Intermittent wipers Exciting (Delighter) Rain-sensing wipers Kano Classify customer needs and expectations into 3 broad categories
62. Delighters
 (wows) Satisfiers
 (wants) Basic
 Expectations 
 (musts) Satisfaction Did it very well Didn’t do it at all Dissatisfaction
63. • 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.
64. 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
65. T-Shirt Sizing X-Large Large Medium Small X-Small
66. Feasibility (technical) Desirability (human) Viability (business) TOTALS Restaurant reviews 5 5 5 15 User expertise rating 3 4 4 11 Find restaurant by cuisine 2 4 3 9 Auto-populate search 5 2 2 9 Order of priority Quick sort on short list of things. 1-5 Scale
67. Value / Effort = Priority ROI Scorecard Define both “bang” and “buck” to ensure you do the most leveraged things first.
68. 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.
69. Theme Value Effort Raw Confidence Priority Restaurant reviews 4 2 2 75% 1.5 User expertise rating 3 4 0.75 40% 0.3 Find restaurant by cuisine 5 5 1 25% 0.25 Auto-populate search 2 2 1 10% 0.1 Order of priority 1-5 Scale
70. Theme Objective 1 Objective 2 Objective 3 Effort Raw Confidence Priority Restaurant reviews 4 3 2 5 1.8 75% 1.35 User expertise rating 2 3 0 2 2.5 40% 1 Find restaurant by cuisine 0 4 1 2 2.5 25% 0.625 Auto-populate search 5 2 0 4 1.75 10% 0.175 Order of priority Obj 1 + Obj 2 + Obj 3 / E = Raw 1-5 Scale The reason for unpacking and valuing is to get alignment.
71. Theme Customer Need 1 Customer Need 2 Objective 1 Objective 2 Effort Raw Confidence Priority Restaurant reviews 4 3 5 3 2 7.5 75% 5.625 User expertise rating 2 3 1 1 1 7 40% 2.8 Find restaurant by cuisine 0 4 1 4 2 4.5 25% 1.125 Auto-populate search 5 2 0 2 4 2.25 10% 0.225 Order of priority Obj 1 + Obj 2 + Obj 3 / E = Raw 1-5 Scale The reason for unpacking and valuing is to get alignment.
72. 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?
74. Buy-in & Alignment
75. Executives Sales Marketing & PR Research Customer Support Product Marketing Production Customers Users Vendors Partners Operations Finance Human Resources Product Core Product Owner Design Engineering
76. 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
77. 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
78. Roadmap Structure
79. EPIC NOW NEXT LATER Onboarding Authentication User Setup Empower User Security
80. EPIC NOW NEXT LATER Onboarding Authentication User Setup Empower User Security Objective 1 Objective 2 Objective 4 Objective 3
83. ProdPad
84. Roadmunk
85. Aha!
86. Portfolio Roadmap
87. Keep It Fresh
88. Living Document Punctuated Equilibrium: “A theory that evolution proceeds with long periods of relative stability interspersed with rapid change.”
89. Unplanned Change The “iron triangle”: what lever will you pull to make the proper adjustments? Quality Schedule Scope Resources
90. Unplanned Change The “iron triangle”: what lever will you pull to make the proper adjustments? Quality Scope Resources Schedule
91. Unplanned Change The “iron triangle”: what lever will you pull to make the proper adjustments? Scope Resources Quality Schedule
92. Light. Cheap. Fast. Pick two. KEITH BONTRAGER FOUNDER, BICYCLE PRODUCT MANUFACTURER
93. Communicating Change Don’t shy away from discussing change. Embrace it and get everyone on board. Buy-in & Alignment
94. 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?
95. Duration How far out should our roadmap go? 1 year 2-3 years 6 Months 1 year Mature Product Young Product Dynamic Market Stable Market
96. 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?
97. evan.ryan@freshtilledsoil.com ctodd@freshtilledsoil.com