Product Roadmapping

Product Roadmapping

Workshop from Fresh Tilled Soil on March-30th

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C. Todd Lombardo

March 30, 2017
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Transcript

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    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
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    ◦ 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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    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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    release 
 plan feature 
 based Types theme 
 based

    PRODUCT business 
 strategy portfolio
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    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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    If I had asked people what they wanted, they would

    have said faster horses. Henry Ford FOUNDER FORD MOTOR COMPANY “ ”
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    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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    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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    To compose a better understanding of who the stakeholders is

    and what compels them. Empathy Mapping PURPOSE
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    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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    Jane decides to travel research online talk to friends make

    reservations pack go to airport Idea Plan Execute Trip Journeys
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    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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    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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    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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    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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    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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    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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    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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    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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    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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    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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    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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    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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    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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    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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    design centric agile If you’re doing it well, the ideal

    scenario is that you’re doing both 100%.
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    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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    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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    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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    • 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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    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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    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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    Value / Effort = Priority ROI Scorecard Define both “bang”

    and “buck” to ensure you do the most leveraged things first.
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    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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    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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    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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    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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    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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    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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    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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    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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    EPIC NOW NEXT LATER Onboarding Authentication User Setup Empower User

    Security Objective 1 Objective 2 Objective 4 Objective 3
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    Living Document Punctuated Equilibrium: “A theory that evolution proceeds with

    long periods of relative stability interspersed with rapid change.”
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    Unplanned Change The “iron triangle”: what lever will you pull

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

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

    to make the proper adjustments? Scope Resources Quality Schedule
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    Communicating Change Don’t shy away from discussing change. Embrace it

    and get everyone on board. Buy-in & Alignment
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    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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    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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    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?