Product Roadmapping - Speaker Deck

Slide 1

Slide 1 text

Product Roadmapping

Slide 2

Slide 2 text

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]

Slide 3

Slide 3 text

talk do talk 9:00 12:00 do Agenda

Slide 4

Slide 4 text

○ 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!

Slide 5

Slide 5 text

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

Slide 6

Slide 6 text

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

Slide 7

Slide 7 text

Discussion

Slide 8

Slide 8 text

Overview

Slide 9

Slide 9 text

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

Slide 10

Slide 10 text

evaluate opportunities deﬁne goals align organization around a future vision

Slide 11

Slide 11 text

a promise release plan or backlog waterfall dinosaur

Slide 12

Slide 12 text

business   strategy portfolio release   plan feature   based Types theme   based

Slide 13

Slide 13 text

release   plan feature   based Types theme   based PRODUCT business   strategy portfolio

Slide 14

Slide 14 text

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…

Slide 15

Slide 15 text

Why?

Slide 16

Slide 16 text

Chef Customers Tools Ingredients Recipe

Slide 17

Slide 17 text

Chef Customers Tools Ingredients Recipe (Product Manager)

Slide 18

Slide 18 text

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

Slide 19

Slide 19 text

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

Slide 20

Slide 20 text

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

Slide 21

Slide 21 text

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

Slide 22

Slide 22 text

Huh?

Slide 23

Slide 23 text

Structure Alignment Approach Prioritization Prepare Guiding Principles Needs Update

Slide 24

Slide 24 text

How to Prepare

Slide 25

Slide 25 text

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

Slide 26

Slide 26 text

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

Slide 27

Slide 27 text

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

Slide 28

Slide 28 text

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

Slide 29

Slide 29 text

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.

Slide 30

Slide 30 text

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

Slide 31

Slide 31 text

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

Slide 32

Slide 32 text

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

Slide 33

Slide 33 text

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

Slide 34

Slide 34 text

Guiding Principles

Slide 35

Slide 35 text

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

Slide 36

Slide 36 text

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

Slide 37

Slide 37 text

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.

Slide 38

Slide 38 text

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.

Slide 39

Slide 39 text

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

Slide 40

Slide 40 text

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

Slide 41

Slide 41 text

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.

Slide 42

Slide 42 text

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

Slide 43

Slide 43 text

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.

Slide 44

Slide 44 text

Uncover Needs

Slide 45

Slide 45 text

Know your customer’s needs!

Slide 46

Slide 46 text

No content

Slide 47

Slide 47 text

Job #1: Job #2:

Slide 48

Slide 48 text

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

Slide 49

Slide 49 text

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

Slide 50

Slide 50 text

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.

Slide 51

Slide 51 text

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

Slide 52

Slide 52 text

Slide 53

Slide 53 text

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

Slide 54

Slide 54 text

Solve for Needs

Slide 55

Slide 55 text

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

Slide 56

Slide 56 text

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

Slide 57

Slide 57 text

Test!

Slide 58

Slide 58 text

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

Slide 59

Slide 59 text

Ruthless Prioritization

Slide 60

Slide 60 text

How do you prioritize?

Slide 61

Slide 61 text

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

Slide 62

Slide 62 text

Delighters  (wows) Satisﬁers  (wants) Basic  Expectations   (musts) Satisfaction Did it very well Didn’t do it at all Dissatisfaction

Slide 63

Slide 63 text

• 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.

Slide 64

Slide 64 text

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

Slide 65

Slide 65 text

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

Slide 66

Slide 66 text

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

Slide 67

Slide 67 text

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

Slide 68

Slide 68 text

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.

Slide 69

Slide 69 text

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

Slide 70

Slide 70 text

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.

Slide 71

Slide 71 text

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.

Slide 72

Slide 72 text

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?

Slide 73

Slide 73 text

No content

Slide 74

Slide 74 text

Buy-in & Alignment

Slide 75

Slide 75 text

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

Slide 76

Slide 76 text

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

Slide 77

Slide 77 text

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

Slide 78

Slide 78 text

Roadmap Structure

Slide 79

Slide 79 text

EPIC NOW NEXT LATER Onboarding Authentication User Setup Empower User Security

Slide 80

Slide 80 text

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

Slide 81

Slide 81 text

No content

Slide 82

Slide 82 text

No content

Slide 83

Slide 83 text

ProdPad

Slide 84

Slide 84 text

Roadmunk

Slide 85

Slide 85 text

Aha!

Slide 86

Slide 86 text

Portfolio Roadmap

Slide 87

Slide 87 text

Keep It Fresh

Slide 88

Slide 88 text

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

Slide 89

Slide 89 text

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

Slide 90

Slide 90 text

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

Slide 91

Slide 91 text

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

Slide 92

Slide 92 text

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

Slide 93

Slide 93 text

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

Slide 94

Slide 94 text

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?

Slide 95

Slide 95 text

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

Slide 96

Slide 96 text

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?

Slide 97

Slide 97 text

[email protected] [email protected]