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Product Roadmapping

Product Roadmapping

Workshop from Fresh Tilled Soil on March-30th

C. Todd Lombardo

March 30, 2017
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  1. Product Roadmapping

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  2. 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]

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  3. talk do talk
    9:00 12:00
    do
    Agenda

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  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!

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  5. Teams of Four (4)
    (people from the same org. in different teams)

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  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

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  7. Strategic communication artifact that conveys the
    path you’ll take to fulfill your product vision.

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  8. evaluate opportunities
    define goals
    align organization around a future vision

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  9. a promise
    release plan or backlog
    waterfall dinosaur

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  10. business 

    strategy
    portfolio
    release 

    plan
    feature 

    based
    Types
    theme 

    based

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  11. release 

    plan
    feature 

    based
    Types
    theme 

    based
    PRODUCT
    business 

    strategy
    portfolio

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  12. 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…

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  13. Chef Customers Tools
    Ingredients
    Recipe

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  14. Chef Customers Tools
    Ingredients
    Recipe
    (Product Manager)

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  15. Chef Customers Tools
    Ingredients
    Recipe
    (Product Manager) (Users)

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  16. Chef Customers Tools
    Ingredients
    Recipe
    (Product Manager) (Users) (Roadmap)

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  17. Chef Customers Tools
    Ingredients
    Recipe
    (Product Manager) (Users) (Features)
    (Roadmap)

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  18. Chef Customers Tools
    Ingredients
    Recipe
    (Product Manager) (Users) (Features)
    (Roadmap) (JIRA, Heroku, etc)

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  19. Structure
    Alignment
    Approach
    Prioritization
    Prepare
    Guiding
    Principles
    Needs
    Update

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  20. How to Prepare

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  21. If I had asked people what they
    wanted, they would have said
    faster horses.
    Henry Ford
    FOUNDER FORD MOTOR COMPANY


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  22. evidence-based decision making over HIghest Paid Person’s Opinion

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  23. Ecosystem
    illustrate and compare individual understandings of
    current systems or processes
    PURPOSE

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  24. 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

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  25. 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.

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  26. To compose a better understanding of who the
    stakeholders is and what compels them.
    Empathy Mapping
    PURPOSE

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  27. To define and understand characteristics of different
    groups of people that share the same role.
    Personas
    PURPOSE NAME
    BACKGROUND FRUSTRATIONS
    NEEDS
    QUESTIONS

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  28. Jane
    decides to
    travel
    research
    online
    talk to
    friends
    make
    reservations
    pack
    go to
    airport
    Idea Plan Execute Trip
    Journeys

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  29. Critical Path
    What’s the one thing, or set of things, we need to get right in order for this product to be valuable?

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  30. Guiding Principles

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  31. 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

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  32. 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

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  33. 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.

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  34. 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.

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  35. 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

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  36. Expand the customer base
    Extend user time in app
    Grow advertising around restaurants
    Enhance user experience
    1-5 Strategic Objectives
    1)
    2)
    3)
    4)

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  37. 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.

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  38. 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

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  39. 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.

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  40. Uncover Needs

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  41. Know your customer’s needs!

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  42. Job #1:
    Job #2:

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  43. Job #1:
    Job #2:
    Job #3:
    Job #4:
    Job #5:

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  44. When… [situation / motivation]
    I need… [desire]
    So I can… [result / outcome]

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  45. 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.

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  46. 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

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  47. 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”

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  48. 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

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  49. Solve for Needs

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  50. design centric agile
    If you’re doing it well, the ideal scenario is that you’re doing both 100%.

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  51. 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

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  52. 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

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  53. Ruthless Prioritization

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  54. How do you prioritize?

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  55. 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

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  56. Delighters

    (wows)
    Satisfiers

    (wants)
    Basic

    Expectations 

    (musts)
    Satisfaction
    Did it very well
    Didn’t do it at all
    Dissatisfaction

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  57. • 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.

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  58. 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

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  59. T-Shirt Sizing
    X-Large Large Medium Small X-Small

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  60. 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

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  61. Value / Effort = Priority
    ROI Scorecard
    Define both “bang” and “buck” to ensure you do the most leveraged things first.

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  62. 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.

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  63. 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

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  64. 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.

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  65. 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.

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  66. 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?

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  67. Buy-in & Alignment

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  68. Executives
    Sales
    Marketing & PR
    Research
    Customer Support
    Product Marketing
    Production
    Customers
    Users
    Vendors
    Partners
    Operations
    Finance
    Human Resources
    Product Core
    Product Owner
    Design
    Engineering

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  69. 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

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  70. 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

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  71. Roadmap Structure

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  72. EPIC NOW NEXT LATER
    Onboarding
    Authentication
    User Setup
    Empower User
    Security

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  73. EPIC NOW NEXT LATER
    Onboarding
    Authentication
    User Setup
    Empower User
    Security
    Objective 1
    Objective 2 Objective 4
    Objective 3

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  74. Portfolio Roadmap

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  75. Keep It Fresh

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  76. Living Document
    Punctuated Equilibrium: “A theory that evolution proceeds with long
    periods of relative stability interspersed with rapid change.”

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  77. Unplanned Change
    The “iron triangle”: what lever will you pull to make the proper adjustments?
    Quality
    Schedule
    Scope Resources

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  78. Unplanned Change
    The “iron triangle”: what lever will you pull to make the proper adjustments?
    Quality
    Scope Resources
    Schedule

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  79. Unplanned Change
    The “iron triangle”: what lever will you pull to make the proper adjustments?
    Scope Resources
    Quality
    Schedule

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  80. Light. Cheap. Fast. Pick two.
    KEITH BONTRAGER
    FOUNDER, BICYCLE PRODUCT MANUFACTURER

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  81. Communicating Change
    Don’t shy away from discussing change. Embrace it and get everyone on board.
    Buy-in & Alignment

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  82. 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?

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  83. 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

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  84. 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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