Product Roadmaps are Hard

Transcript

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

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

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

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4. A QUIZ:
   ROADMAP?
   OR NOT?
   

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10. BLINDED CLIENT WORK
    

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11. BLINDED CLIENT WORK
    

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12. BUFFER.COM
    

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13. BUFFER.COM
    

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15. ATLASSIAN
    

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16. ATLASSIAN
    

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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
    

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18. HOW-TO
    ROADMAP
    IN 30 SECONDS
    

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19. 1. GATHER
    INPUTS
    @iamctodd
    

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

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

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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
    

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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!?
    

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31. HOW TO DEAL WITH SHORT TERM-itis
    

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32. HOW TO CONVINCE STAKEHOLDERS
    

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33. HOW TO TAILOR FOR DIFFERENT AUDIENCES
    

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34. FOR INNOVATION AND STARTUPS… IS IT NECESSARY?
    

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35. WHAT *IS* A
    ROADMAP?
    

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36. NOT A RELEASE
    PLAN OR A
    PROJECT PLAN
    A ROADMAP IS…
    @iamctodd
    

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

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38. A PRODUCT ROADMAP IS
    A PROTOTYPE OF YOUR
    PRODUCT STRATEGY.
    Janna Bastow, CEO ProdPad
    WHAT SHE SAID
    

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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
    

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42. Source: wodify.com/roadmap
    

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43. Source: wodify.com/roadmap
    

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44. Source: wodify.com/roadmap
    

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45. Source: wodify.com/roadmap
    

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46. Source: wodify.com/roadmap
    

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

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48. WHHAAAAAAT!?
    
    

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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
    

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50. WHAT MAKES
    UP A ROADMAP?
    

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51. FIVE PRIMARY
    COMPONENTS
    

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52. PRODUCT VISION
    BUSINESS OBJECTIVES
    TIMEFRAMES
    THEMES
    DISCLAIMER
    @iamctodd
    

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53. vempathy.com
    

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54. vempathy.com
    

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55. vempathy.com
    

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56. BLINDED CLIENT WORK
    TIMEFRAMES
    

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57. MANAGES
    OUTCOMES
    MANAGES
    OUTPUTS
    

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

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60. @iamctodd
    

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61. WTF ARE THEMES?!?
    @iamctodd
    

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

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

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

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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
    

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

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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
    

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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
    

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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
    

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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
    

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73. WAIT.
    WHAT ARE WE
    GOING TO BUILD?!
    

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

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75. WE SHIP THE
    WRONG THINGS
    @iamctodd
    

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76. Always
    7%
    Often
    13%
    Sometimes
    16%
    Rarely
    19%
    Never
    45%
    STANDISH GROUP
    ALMOST
    HALF OF
    WHAT WE
    SHIP IS
    NEVER USED
    

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77. BUT.. LEAN STARTUP!?
    

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78. LEARN
    BUILD MEASURE
    PRODUCT
    DATA
    IDEAS
    

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

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80. THIS ASSUMES
    YOU KNOW WHAT
    PRODUCT TO BUILD
    

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81. OUTPUTS
    OUTCOMES
    IMPACT
    I DON’T THINK YOU MEAN WHAT YOU THINK IT MEANS…
    @iamctodd
    

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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
    “
    

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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
    

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84. THINK IN
    PROBLEMS NOT
    SOLUTIONS
    

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86. THE FLOOR IS WET
    

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87. THE FLOOR IS WET
    I NEED A MOP
    

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88. THE FLOOR IS WET
    I NEED A MOP
    KEEP THE FLOOR DRY
    OBJECTIVE
    PROBLEM
    NEED
    

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89. PROBLEM SOLUTION
    THANKS: W. BRÜNING!
    AKA — FEATURES!
    

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90. PROBLEM SOLUTION
    Water on the floor Mop it up
    THANKS: W. BRÜNING!
    AKA — FEATURES!
    

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

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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!
    

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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!
    

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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!
    

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95. STRATEGIC
    HIERARCHY
    

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

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97. COMPANY
    VISION
    PRODUCT A
    VISION
    PRODUCT B
    VISION
    STRATEGIC HIERARCHY
    @iamctodd Inspired by: Teresa Torres
    

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

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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
    

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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
     

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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
     

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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
     

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103. INNOVATION AND STARTUPS… DO THEY NEED ONE?
     

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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
     

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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
     

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106. SHORT TERM-itis
     

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

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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
     

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113. @iamctodd
     “We help [type of customer] to
     [improve in some way] by
     [what we do best]”
     

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114. ZOMG, THINGS WILL CHANGE!?
     

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

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116. IT’S NOT A RESOURCE
     PROBLEM. IT’S A
     PRIORITIZATION
     PROBLEM
     “BUT IF WE ONLY HAD MORE RESOURCES..”
     @iamctodd
     

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117. VALUE / EFFORT = PRIORITY
     

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

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

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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..)
     

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

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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
     

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126. THE ELASTIC TRIANGLE
     ALL ARE INTERRELATED
     Quality
     Schedule
     Scope Resources
     (inverse)
     

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

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

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129. CONVINCING STAKEHOLDERS
     

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130. ALIGNMENT:
     BE A CRISIS
     NEGOTIATOR
     

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131. STAKEHOLDERS (ONLY)
     LOVE THE ROADMAP
     WHEN THEIR FAVORITE
     THING IS ON IT
     WHERE’S MY FEATURE?
     @iamctodd
     

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132. HOW ARE WE
     GOING DO THAT?
     SAY ‘NO’ WITHOUT SAYING ‘NO’
     @iamctodd
     Stolen from: Never Split the Difference by Chris Voss
     

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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
     

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

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135. SHUTTLE
     DIPLOMACY
     

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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
     

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137. 1:1 FIRST
     

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138. 1:1 FIRST
     

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139. TEAM AFTER
     1:1 FIRST
     

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

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