Product Roadmaps are Hard

Product Roadmaps are Hard

We've heard it all the time: a product managers responsibility is to own the roadmap! How to manage this when there are so many competing priorities, there never seem to be enough resources, and things always take longer than initially planned. This session will review some of the gotchas commonly found in creating and updating a product roadmap, and offering some practical tips on how to approach your roadmap and engage your stakeholders effectively.

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C. Todd Lombardo

July 13, 2020
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Transcript

  1. ROADMAPS ARE EASY! C Todd Lombardo @iamctodd HARD

  2. WHAT TO COVER? HTTPS://BIT.LY/MTPROADMAP2020

  3. IT DEPENDS DISCLAIMER: THE ANSWER TO EVERYTHING IS @iamctodd

  4. A QUIZ: ROADMAP? OR NOT?

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  10. BLINDED CLIENT WORK

  11. BLINDED CLIENT WORK

  12. BUFFER.COM

  13. BUFFER.COM

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  15. ATLASSIAN

  16. ATLASSIAN

  17. Figure 1-1. Product roadmaps can take many forms, and aren’t

    necessarily a single artifact or document. In fact, it’s really not about creating artifacts at all—it’s about creating a shared understanding of where you’re going and why. Kanban board Slide deck Spreadsheet Other THEY TAKE MANY FORMS
  18. HOW-TO ROADMAP IN 30 SECONDS

  19. 1. GATHER INPUTS @iamctodd

  20. 1. GATHER INPUTS 2. ORGANIZE & PRIORITIZE THEMES @iamctodd

  21. NOW NEXT FUTURE 1. GATHER INPUTS 2. ORGANIZE & PRIORITIZE

    3. PLACE INTO TIMEFRAMES ON YOUR ROADMAP THEMES @iamctodd
  22. NOW NEXT FUTURE 1. GATHER INPUTS 2. ORGANIZE & PRIORITIZE

    3. PLACE INTO TIMEFRAMES ON YOUR ROADMAP 4. MAP TO SPRINT OR / RELEASE PLAN THEMES @iamctodd
  23. IF IT’S THAT EASY THEN WHY AM I SO…

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  27. EITHER I’M GOING TO DISAPPOINT YOU BY GIVING YOU EXACTLY

    WHAT WE THOUGHT SIX MONTHS AHEAD OF TIME WAS THE BEST SOLUTION WHEN IT’S NOT, OR BY CHANGING COURSE AND HAVING LIED TO YOU. — David Cancel, CEO, Drift “
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  30. ZOMG, THINGS WILL CHANGE!?

  31. HOW TO DEAL WITH SHORT TERM-itis

  32. HOW TO CONVINCE STAKEHOLDERS

  33. HOW TO TAILOR FOR DIFFERENT AUDIENCES

  34. FOR INNOVATION AND STARTUPS… IS IT NECESSARY?

  35. WHAT *IS* A ROADMAP?

  36. NOT A RELEASE PLAN OR A PROJECT PLAN A ROADMAP

    IS… @iamctodd
  37. A STRATEGIC COMMUNICATION TOOL A ROADMAP IS… @iamctodd

  38. A PRODUCT ROADMAP IS A PROTOTYPE OF YOUR PRODUCT STRATEGY.

    Janna Bastow, CEO ProdPad WHAT SHE SAID
  39. A STATEMENT OF INTENT AND DIRECTION A ROADMAP IS… @iamctodd

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  41. NOT A LIST OF FEATURES WITH DATES A ROADMAP IS…

    @iamctodd
  42. Source: wodify.com/roadmap

  43. Source: wodify.com/roadmap

  44. Source: wodify.com/roadmap

  45. Source: wodify.com/roadmap

  46. Source: wodify.com/roadmap

  47. FEATURES ON A ROADMAP ARE OK. SOMETIMES. HOWEVER… @iamctodd

  48. WHHAAAAAAT!?

  49. LEVEL OF MATURITY A ROADMAP LOOKS LIKE LOW: JUST STARTING

    FEATURES, MAYBE DATES MEDIUM: AT THIS A WHILE FEATURES, BROAD TIMESCALES HIGH: WE’RE EXPERTS THEMES, BROAD TIMESCALES
  50. WHAT MAKES UP A ROADMAP?

  51. FIVE PRIMARY COMPONENTS

  52. PRODUCT VISION BUSINESS OBJECTIVES TIMEFRAMES THEMES DISCLAIMER @iamctodd

  53. vempathy.com

  54. vempathy.com

  55. vempathy.com

  56. BLINDED CLIENT WORK TIMEFRAMES

  57. MANAGES OUTCOMES MANAGES OUTPUTS

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  59. WE REMOVE FEATURES AND DATES!? WAITAMINUTE. WHAT HAPPENS WHEN… @iamctodd

  60. @iamctodd

  61. WTF ARE THEMES?!? @iamctodd

  62. WTF ARE THEMES?!? PROBLEM + @iamctodd

  63. WTF ARE THEMES?!? PROBLEM + USER OUTCOME + @iamctodd

  64. WTF ARE THEMES?!? PROBLEM + USER OUTCOME + BIZ OUTCOME

    + @iamctodd
  65. WTF ARE THEMES?!? PROBLEM + USER OUTCOME + BIZ OUTCOME

    + OUTPUT @iamctodd
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  67. THE PROBLEM Majority support tickets are for billing & invoicing

    issues
  68. THE PROBLEM Majority support tickets are for billing & invoicing

    issues Less customer issues with billing USER OUTCOME
  69. THE PROBLEM Majority support tickets are for billing & invoicing

    issues Less customer issues with billing USER OUTCOME BIZ OBJECTIVE Reduce support tickets related to billing
  70. THE PROBLEM Majority support tickets are for billing & invoicing

    issues POSSIBLE OUTPUTS Shared payments Recurring Invoices Membership payments Less customer issues with billing USER OUTCOME BIZ OBJECTIVE Reduce support tickets related to billing
  71. THE PROBLEM Majority support tickets are for billing & invoicing

    issues POSSIBLE OUTPUTS Shared payments Recurring Invoices Membership payments Less customer issues with billing USER OUTCOME BIZ OBJECTIVE Reduce support tickets related to billing Improve Invoicing Options or Expand Payment Types THEMES
  72. WE ACCEPT THAT WE DON’T KNOW WHICH SPECIFIC FEATURES WE’RE

    GOING TO BUILD, AND WE GIVE THE TEAMS THE FREEDOM. [ TO FIGURE IT OUT ] Elli Rego, Product Manager @ Wodify WHAT SHE SAID
  73. WAIT. WHAT ARE WE GOING TO BUILD?!

  74. DELIVERY ≠ DISCOVERY BUILD THE RIGHT THING BUILD THE THING

    RIGHT
  75. WE SHIP THE WRONG THINGS @iamctodd

  76. Always 7% Often 13% Sometimes 16% Rarely 19% Never 45%

    STANDISH GROUP ALMOST HALF OF WHAT WE SHIP IS NEVER USED
  77. BUT.. LEAN STARTUP!?

  78. LEARN BUILD MEASURE PRODUCT DATA IDEAS

  79. BUILD BUILD BUILD PRODUCT PRODUCT PRODUCT THANKS: W. BRÜNING

  80. THIS ASSUMES YOU KNOW WHAT PRODUCT TO BUILD

  81. OUTPUTS OUTCOMES IMPACT I DON’T THINK YOU MEAN WHAT YOU

    THINK IT MEANS… @iamctodd
  82. YOU’LL SHIFT FROM THE STANDARD APPROACH OF ‘LOOK AT US

    AND WHAT WE CAN DO’ TO ‘WE UNDERSTAND WHAT YOU’RE DEALING WITH AND WE CAN HELP YOU.’ ROADMAPS WILL BE YOUR COMPANY’S COMPETITIVE STRATEGIC ADVANTAGE. Jared Spool CEO of UIE “
  83. UNIVERSAL BUSINESS OBJECTIVES THREE DRIVERS AND TEN OBJECTIVES GROWTH Improve

    recurring revenue Grow market share Fulfill more demand Develop new markets PROFIT Support higher prices Improve lifetime value Leverage assets Lower costs VALUE Support core value Barriers to competition
  84. THINK IN PROBLEMS NOT SOLUTIONS

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  86. THE FLOOR IS WET

  87. THE FLOOR IS WET I NEED A MOP

  88. THE FLOOR IS WET I NEED A MOP KEEP THE

    FLOOR DRY OBJECTIVE PROBLEM NEED
  89. PROBLEM SOLUTION THANKS: W. BRÜNING! AKA — FEATURES!

  90. PROBLEM SOLUTION Water on the floor Mop it up THANKS:

    W. BRÜNING! AKA — FEATURES!
  91. PROBLEM SOLUTION Water on the floor Mop it up WHY?

    Leaky pipe Fix the pipe THANKS: W. BRÜNING! AKA — FEATURES!
  92. PROBLEM SOLUTION Water on the floor Mop it up WHY?

    Leaky pipe Fix the pipe WHY? Too much pressure Lower pressure THANKS: W. BRÜNING! AKA — FEATURES!
  93. PROBLEM SOLUTION Water on the floor Mop it up WHY?

    Leaky pipe Fix the pipe WHY? Too much pressure Lower pressure WHY? Pressure regulator Replace regulator THANKS: W. BRÜNING! AKA — FEATURES!
  94. PROBLEM SOLUTION Water on the floor Mop it up WHY?

    Leaky pipe Fix the pipe WHY? Too much pressure Lower pressure WHY? Pressure regulator Replace regulator WHY? Maintenance schedule More frequent inspection THANKS: W. BRÜNING! AKA — FEATURES!
  95. STRATEGIC HIERARCHY

  96. COMPANY VISION STRATEGIC HIERARCHY @iamctodd Inspired by: Teresa Torres

  97. COMPANY VISION PRODUCT A VISION PRODUCT B VISION STRATEGIC HIERARCHY

    @iamctodd Inspired by: Teresa Torres
  98. COMPANY VISION PRODUCT A VISION PRODUCT B VISION OBJECTIVE OBJECTIVE

    OBJECTIVE STRATEGIC HIERARCHY @iamctodd Inspired by: Teresa Torres
  99. COMPANY VISION THEME PRODUCT A VISION PRODUCT B VISION OBJECTIVE

    OBJECTIVE OBJECTIVE THEME THEME THEME THEME THEME STRATEGIC HIERARCHY @iamctodd Inspired by: Teresa Torres
  100. COMPANY VISION THEME PRODUCT A VISION PRODUCT B VISION OBJECTIVE

    OBJECTIVE OBJECTIVE FEATURE THEME FEATURE FEATURE FEATURE FEATURE FEATURE THEME THEME THEME THEME STRATEGIC HIERARCHY @iamctodd Inspired by: Teresa Torres
  101. COMPANY VISION THEME PRODUCT A VISION PRODUCT B VISION OBJECTIVE

    OBJECTIVE OBJECTIVE FEATURE THEME FEATURE FEATURE FEATURE FEATURE FEATURE THEME THEME THEME THEME STRATEGIC HIERARCHY @iamctodd Inspired by: Teresa Torres OUTCOME OUTCOME OUTCOME OUTPUT OUTPUT OUTPUT OUTPUT OUTPUT OUTPUT
  102. COMPANY VISION THEME PRODUCT A VISION PRODUCT B VISION OBJECTIVE

    OBJECTIVE OBJECTIVE FEATURE THEME FEATURE FEATURE FEATURE FEATURE FEATURE THEME THEME THEME THEME STRATEGIC HIERARCHY @iamctodd Inspired by: Teresa Torres OUTCOME OUTCOME OUTCOME OUTPUT OUTPUT OUTPUT OUTPUT OUTPUT OUTPUT ROADMAP
  103. INNOVATION AND STARTUPS… DO THEY NEED ONE?

  104. COMPANY VISION THEME PRODUCT A VISION PRODUCT B VISION OBJECTIVE

    OBJECTIVE OBJECTIVE THEME EXPERIMENT FEATURE FEATURE FEATURE FEATURE FEATURE THEME THEME THEME THEME EXPERIMENT EXPERIMENT EXPERIMENT EXPERIMENT EXPERIMENT STRATEGIC HIERARCHY — WITH EXPERIMENTS! FEATURE FEATURE EXPERIMENT FEATURE FEATURE EXPERIMENT ROADMAP @iamctodd Inspired by: Teresa Torres COMPANY STRATEGY PRODUCT STRATEGY
  105. COMPANY VISION THEME PRODUCT A VISION PRODUCT B VISION OBJECTIVE

    OBJECTIVE OBJECTIVE THEME EXPERIMENT FEATURE FEATURE FEATURE FEATURE FEATURE THEME THEME THEME THEME EXPERIMENT EXPERIMENT EXPERIMENT EXPERIMENT EXPERIMENT STRATEGIC HIERARCHY — WITH EXPERIMENTS! FEATURE FEATURE EXPERIMENT FEATURE FEATURE EXPERIMENT ROADMAP @iamctodd Inspired by: Teresa Torres RELEASE PLAN COMPANY STRATEGY PRODUCT STRATEGY
  106. SHORT TERM-itis

  107. WAIT. WHAT’S A PRODUCT VISION!??

  108. YOUR TIMELINES MAY VARY!

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  112. PathCheck Foundation Started w/ TWO products, crafting a vision they

    realized they had THREE different products. SafePaths SafePlaces
  113. @iamctodd “We help [type of customer] to [improve in some

    way] by [what we do best]”
  114. ZOMG, THINGS WILL CHANGE!?

  115. IF WE JUST HAD MORE ENGINEERS & DESIGNERS, PRIORITIZATION WOULD

    BE EASY!!
  116. IT’S NOT A RESOURCE PROBLEM. IT’S A PRIORITIZATION PROBLEM “BUT

    IF WE ONLY HAD MORE RESOURCES..” @iamctodd
  117. VALUE / EFFORT = PRIORITY

  118. VALUE / EFFORT = PRIORITY The time and resources required

    to execute the initiative
  119. VALUE / EFFORT = PRIORITY The time and resources required

    to execute the initiative Expected contribution to customer needs and business objectives
  120. VALUE / EFFORT = PRIORITY The time and resources required

    to execute the initiative Expected contribution to customer needs and business objectives (BO1+BO2+BO3..)*(CI1+CI2..)
  121. VALUE / EFFORT = PRIORITY The time and resources required

    to execute the initiative Expected contribution to customer needs and business objectives (E)
  122. (V / E) * C = PRIORITY CONFIDENCE How certain

    are you?
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  125. LIGHT. CHEAP. FAST. PICK TWO. Keith Bontrager YOU CAN’T HAVE

    YOUR CAKE (OR YOUR BIKE) AND EAT IT TOO
  126. THE ELASTIC TRIANGLE ALL ARE INTERRELATED Quality Schedule Scope Resources

    (inverse)
  127. REDUCTION IN SCHEDULE CHANGE ANY, QUALITY WILL BE AFFECTED Quality

    Schedule Scope Resources (inverse)
  128. ADD MORE RESOURCES? CHANGE OF TWO MAY NOT MAKE UP

    A DIFFERENCE Quality Schedule Scope Resources (inverse)
  129. CONVINCING STAKEHOLDERS

  130. ALIGNMENT: BE A CRISIS NEGOTIATOR

  131. STAKEHOLDERS (ONLY) LOVE THE ROADMAP WHEN THEIR FAVORITE THING IS

    ON IT WHERE’S MY FEATURE? @iamctodd
  132. HOW ARE WE GOING DO THAT? SAY ‘NO’ WITHOUT SAYING

    ‘NO’ @iamctodd Stolen from: Never Split the Difference by Chris Voss
  133. “THAT’S RIGHT” IS BETTER THAN “YOU’RE RIGHT” IT AIN’T ABOUT

    YOU @iamctodd Stolen from: Never Split the Difference by Chris Voss
  134. FORGET ‘YES’ GET TO ‘NO’ YES? NO. @iamctodd Stolen from:

    Never Split the Difference by Chris Voss
  135. SHUTTLE DIPLOMACY

  136. Core Team Product Owner Design Engineering Operations Customers Executives Research

    Customer Support Production Finance Vendors & Partners Sales Marketing & PR Other Product Teams STAKEHOLDER ATOM
  137. 1:1 FIRST

  138. 1:1 FIRST

  139. TEAM AFTER 1:1 FIRST

  140. @iamctodd MUCH THANK! Say “hi” —>