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The Product Journey: Roadmaps Are Dead! Long Live Roadmaps!
- 7. WE’RE MAYBE NOT SO GOOD AT THIS. >50% OF FEATURES SELDOM USED STANDISH GROUP Never 45% Rarely 19% Someti mes 16% Often 13% Always 7%
- 8. WHY DO WE MAKE THE WRONG THING? @d8a_driven
- 10. BUILD BUILD BUILD SHIP INSPIRED BY: W. BRÜNING
- 13. 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 “
- 15. @d8a_driven
- 17. HOW NOT TO DO YOUR ROADMAP. TONS OF INFO. NO STORY.
- 18. GIFY
- 19. WELL, I GUESS ROADMAPS SUCK. @d8a_driven
- 21. "PRODUCT ROADMAPS MATTER. YOU CAN’T BUILD A GREAT COMPANY UNLESS YOU HAVE A GREAT STRATEGY AND A PRODUCT ROADMAP IS A WAY OF CLEARLY ARTICULATING THE STRATEGY.” Jeffrey Bussgang, General partner, Flybridge Capital
- 29. WAIIIIIIIITAMINUTE. WHAT HAPPENS WHEN… @d8a_driven
- 31. A PRODUCT ROADMAP IS A PROTOTYPE OF YOUR PRODUCT STRATEGY. Janna Bastow, CEO ProdPad WHAT SHE SAID
- 36. A ROADMAP HAS MANY FORMS
- 39. PRODUCT VISION BUSINESS OBJECTIVES TIMEFRAMES THEMES DISCLAIMER Five Primary Roadmap Components
- 40. PRODUCT VISION BUSINESS OBJECTIVES TIMEFRAMES THEMES DISCLAIMER How a future world will benefit from your product when it’s fully realized.
- 41. TO ORGANIZE ALL OF THE DATA IN THE WORLD AND MAKE IT ACCESSIBLE FOR EVERYONE IN A USEFUL WAY TO GIVE EVERYONE A VOICE AND SHOW THEM THE WORLD. HELPS PEOPLE AROUND THE GLOBE ENJOY GREATER ACCESS TO INFORMATION AND OPPORTUNITY THAN EVER BEFORE. TO PROVIDE A FAST, SIMPLE, AND SECURE BROWSER FOR EVERYONE TO EXPERIENCE THE MODERN WEB.
- 42. PRODUCT VISION BUSINESS OBJECTIVES TIMEFRAMES THEMES DISCLAIMER What will be measurably different for your organization?
- 44. PRODUCT VISION BUSINESS OBJECTIVES TIMEFRAMES THEMES DISCLAIMER Sequencing and guidance on timing, broad for flexibility.
- 46. PRODUCT VISION BUSINESS OBJECTIVES TIMEFRAMES THEMES DISCLAIMER Makes it clear that change is possible, even likely.
- 48. PRODUCT VISION BUSINESS OBJECTIVES TIMEFRAMES THEMES DISCLAIMER The problems to be solved in order to realize your product vision.
- 49. THEMES ARE
- 50. WHAT ARE THEMES!? PROBLEMS. NEEDS. JOBS TO @iamctodd
- 52. vempathy.com
- 53. SOURCE: THREADS STYLING 2019 ROADMAP
- 55. NOW NEXT FUTURE 1. GATHER INPUTS 2. ORGANIZE & PRIORITIZE 3. PLACE INTO TIMEFRAMES ON YOUR ROADMAP 4. MAP TO SPRINT OR / RELEASE PLAN THEMES @d8a_driven
- 57. Core Team Product Owner Design Engineering Operation s Customers Executives Research Customer Support Production Finance Vendors & Partners Sales Marketing & PR Other Product Teams STAKEHOLDER ATOM @d8a_driven
- 60. GOALS. REALITY. OPTIONS. WAY-FORWARD. @iamctodd
- 62. PEOPLE LIKE TO BE INVOLVED @d8a_driven
- 63. THEN THEY FEEL COMMITTED @d8a_driven
- 66. @d8a_driven NOT OUTPUT LET’S MANAGE TO OUTCOMES OK Launch Wombat 4.1 to increase sign-ups by 25% GREAT Increase sign-ups by 25% by removing obstacles X + Y BAD Launch Wombat 4.1
- 67. WHY DO WE MAKE THE WRONG THING? @d8a_driven
- 71. OUR ROADMAPS MUST BE ABOUT PROBLEMS TO SOLVE IT’S NOT WHAT YOU SHIP, IT’S WHAT YOU SOLVE @d8a_driven
- 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. PROJE CT MGMT PRODU CT MGMT ..YET THEY NEED EACH OTHER! @d8a_driven
- 74. C Todd Lombardo Bruce McCarthy Evan Ryan Michael Connors ROADMAPS ARE DEAD! LONG LIVE ROADMAPS! @iamctodd @d8a_driven @evanfryan
- 75. @d8a_driven To learn more: Visit productculture.org Sign up for my weekly nanoletter, ONE THING on Product Culture
- 76. @d8a_driven
Notes de l'éditeur
- Initially their CEO’s vision was bringing tech to Crossfit, then fitness in general. Crossfit culture is gritty and almost "anti-tech” so ripe for tech to help. They wanted to go above and beyond to provide a public roadmap so that clients would know where they are going, offer transparency, and manage expectations Public roadmap was released and maintained over 1-1.5 years
- Shipped lots of features to live up to this. They got 50% of the way through, and then realized: “Our dates and timelines were wildly off” They accumulated tech debt so they had to shift the focus to maintenance. This made it hard to continually ship customer facing features. The level of predictability didn’t provide value. Ultimately — they weren’t listening to their customers They created, unintentionally what they called ‘Product Debt’ Stepped back, redefine core-values and core purpose — "We accept that we don’t know which features we’re going to build, and give the teams the freedom." Example of new outcome/problem-based approach is... ________? Fixing an underlying culture problem: that engineers didn’t feel their work was impactful, they didn’t see the “Why” and how their day-to-day helped customers.
- More recent version lists “Coming Soon!” Fixing an underlying culture problem: that engineers didn’t feel their work was impactful, they didn’t see the “Why” and how their day-to-day helped customers.
- More recent version lists “Coming Soon!” Fixing an underlying culture problem: that engineers didn’t feel their work was impactful, they didn’t see the “Why” and how their day-to-day helped customers.
- Poll class for what components are. Write them on a board in three lists: 1º, 2º and Compl. Headlining the columns after they are nearly complete.
- Mention Sherif Mansour’s Persona-driven roadmap
- People don't buy products; they buy better versions of themselves.
- Get a piece of paper and a pen, you’ll need it later