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Listen to the audio version of this article: [link] Overview The GO Product Roadmap consists of five elements, as the image below shows: Date, name, goal, features, and metrics. The checklist I’ve created offers criteria for each element as well as the entire roadmap. Avoid using multiple goals that are worked on concurrently.
Overview of the Learning Roadmap. Like a modern product roadmap, a learning roadmap states the specific outcomes or benefits you’d like to achieve to become a more competent product person, and it captures them in form of learning goals. To make these ideas more concrete, let’s look at a sample learning roadmap.
What are Product Roadmaps? A product roadmap is an actionable plan that describes how a product is likely to evolve. [3] Fortunately, in the last ten years, outcome-based, goal-oriented roadmaps have become more popular. Below is an example of how such a product roadmap might be captured and the elements it might contain.
How product managers can create product names that make people smile. Not many product managers get involved in naming products, and that is a mistake. You can be a great brainstorming resource to help Marketing or a naming consulting. . You can be a great brainstorming resource to help Marketing or a naming consulting. .
Then, hearing the idea repeated — delete, delete, delete — I started to think about products in general and roadmaps specifically. We have a roadmap that is largely, if not entirely, focused on releasing new stuff while maintaining what we have. A reverse roadmap. About the idea of a reverse roadmap? Challenge accepted.
1 The Product Roadmap is a Feature-based Plan. Traditional product roadmaps are usually output-focussed plans that map a list of features, like registration, search, and reporting, onto a timeline. Such a roadmap essentially states when a piece of functionality will be delivered. 2 Roadmap Goals are Features in Disguise.
Traditionally, product roadmaps are output-focussed plans that map features like registration, search, and reporting onto a timeline. Such a roadmap essentially states when a piece of functionality will be delivered. This makes the product roadmap more susceptible to change and it increases the effort to update it.
Whenever you are faced with an agile, dynamic environment—be it that your product is young and is experiencing significant change or that the market is dynamic with new competitors or technologies introducing change, you should work with a goal-oriented product roadmap, sometimes also referred to as theme-based. 2 Do the Necessary Prep Work.
Roadmap alignment naturally decays. Subscribe to my weekly Nano-letter: Sign Up Subscribe to One Thing Weekly Name * First Name Last Name Email * Our Privacy Policy * You can change your mind at any time by clicking the unsubscribe link in the footer of any email you receive from us, or by contacting us at bruce@productculture.com.
The individuals whose buy-in to strategy and roadmap decisions is crucial are the players: They are interested in your product, as they, for example, will have to market and sell it. Smaller strategy updates and product roadmapping decisions, however, are not as critical. I refer to this group as key stakeholders.
Product Roadmaps, in general, are confusing. Three years ago I wrote a blog post about Rethinking the Product Roadmap , in which I advocated for a focus on solving customer problems instead of listing out features with deadlines. But first, let’s talk about Roadmaps in general, and how they got us on the wrong track to begin with.
Roadmaps don’t need to be complex, nor should you need a PhD to create one. Photo by Matt Duncan on Unsplash Ahh the dreaded word roadmap… The mere mention of a roadmap can divide the room, and send Product Managers into a world of panic. Let’s face it, roadmaps have a bad reputation. the simple roadmap by David Webb 1.
so my investor said that I need a product manager to do our product roadmap?”. When I worked as a product management consultant clients would often talk about “needing a product roadmap ASAP”. In reality, asking for a product roadmap was shorthand for “please help me with my strategy”.
When creating your roadmap, you need to consider what’s important to the company (not just to the product) and what is the best way to make progress across these multiple needs. These are the exact questions you need to ask when creating your roadmap. In startups, it is actually the company roadmap.
Note that Ive decided not to state the names of the tools I found, partly as the AI landscape is changing rapidly and partly as you should research and select the tools that work best in your context rather than trusting my judgment. [2] 5] What about Product Roadmap Generation? And does it effectively direct the product roadmap?
Product Strategy Discovery As its name suggests, product strategy discovery is about finding an effective product strategybe it for a brand-new product or an existing one whose current strategy is no longer valid. The GO Product Roadmap is the template I have developed to capture an outcome-based roadmap.
Traditionally, product roadmaps are output-focussed plans that map features like registration, search, and reporting onto a timeline. Such a roadmap essentially states when a piece of functionality will be delivered. This makes the product roadmap more susceptible to change and it increases the effort to update it.
Photo by AP Vibes Outcome-based roadmaps are considered the best practice; however, they are not as common as you would expect. Each team would have had its own roadmap and priorities, and any real results would have taken years to materialize. I’m sure you know that outcome-based roadmap planning is a good idea.
Insights on roadmaps, metrics, OKRs, and more for product managers. It is a new year and this podcast is getting a new name. In a few weeks, the name will change to Product Masters Now. Joining us for this episode is a CPO who shares some of the tools he uses, including roadmaps, metrics, and OKRs. What is the solution?
As its name suggests, a product owner in Scrum is in charge of a product. Note that the choice of the name is intentional. The other product people involved should have roles whose names correctly reflect their scope of ownership, as I discuss below. Scrum Product Owner. SAFe Product Owner.
Successful product leaders use workshopping to develop strategy, roadmaps, and anything else where input and feedback are valuable. More sample ground rules in Chapter 5, Roadmaps, from Aligned: Stakeholder Management for Product Leaders. But how often should you update your roadmap?
On this episode of Intercom on Product myself and Paul Adams, our SVP of Product, take a look at roadmapping. Knowing how and when to define a roadmap, who to include and how long to plan for are key elements to finding the balanced approach that you need. As you grow functions, the audience for your roadmap widens.
On this episode of Intercom on Product myself and Paul Adams, our SVP of Product, take a look at roadmapping. Knowing how and when to define a roadmap, who to include and how long to plan for are key elements to finding the balanced approach that you need. As you grow functions, the audience for your roadmap widens.
Heres a resolution: If you are starting this year with a product roadmap (or at least working on one), update regularly throughout the year. Regular roadmap updates set the expectation within your organization that you are constantly learning and adjusting accordingly. But how often should you update your roadmap?
It forced me to question a belief, as a product leader, I treated as an absolute — that products always require roadmaps. Do you think every company and product needs a roadmap?” Then I thought further; maybe scenarios exist where roadmaps are optional. Roadmaps are not always needed. Roadmaps early on tend to box you in.
A good roadmap is a statement of strategy that helps stakeholders understand the destination and the obstacles along the way. See Chapter 5, Roadmaps, in Aligned: Stakeholder Management for Product Leaders. It provides guidance for navigating those hurdles without prescribing an exact route. We will treat your information with respect.
As we move into 2021, the name of this podcast is changing to better reflect our objective here—product managers becoming product masters. That new name is Product Masters Now. . Managing pricing and roadmaps. That new name is Product Masters Now. . Managing pricing and roadmaps. Building business cases.
Test stakeholder alignment on your roadmap by asking a trusted outsider’s opinion before you finalize. We go deep into the gritty contact sport of roadmapping in Chapter 5, Roadmaps, in Aligned: Stakeholder Management for Product Leaders. Bring someone in with fresh eyes who may spot holes or problems the group missed.
Listen to the audio version of this article: [link] Organise the Team around a Product As the name suggests, a product team is focused on a product. Additionally, the team should have ownership of the plans that contain the goals: the product strategy and the product roadmap , as shown in Figure 2 above. [4] This sounds simple enough.
Talk to any of the product managers, and one of the main problems they will share how difficult it is to create an achievable product roadmap. I have mentioned “achievable” in the title because, most of the time, the product team comes up with a roadmap only to realize that it’s not achievable. This could happen for multiple reasons.
So either we work together to understand your objectives, call them goals if you’d like, and the outcome you are looking for from the product, or we will end the discussion, and you won’t get a committed set of work on the roadmap.” We went away from detailed, long-term, feature-committed roadmaps. I explained this many times.
Not tied to a solution : Despite its name, I recommend keeping the product vision free from assumptions about the actual product or solution. Contrast this with the product strategy and the product roadmap. The former will change at least once per life cycle stage, and the roadmap is likely to change several times per year.
You likely already know his name, which is Todd Olson, who joined us previously in episode 185. 20:16] What are your suggestions for structuring and using roadmaps? Especially for B2B software, roadmaps are a critical part of communicating with customers. We’re buying the roadmap. We’re buying the roadmap.
This podcast is getting a new name to better align with its purpose of helping product managers become product masters. That new name is Product Masters Now. . I oversee product planning, product roadmap, vision, and strategy for our products. That new name is Product Masters Now. . 4:42] Where do your ideas come from?
As its name suggests, the grid analyses the stakeholders by taking into account their power and interest; it assumes that people take a low or high interest in your product and have low or high power. Collaboratively set goals , for example, user and business goals on the product strategy and product goals on the product roadmap.
company name] expands its AI coach language to 96, the most in the industry. company name] introduces fully integrated video that expands the power of the [company name] technology platform. Play the role of prospective customer and see if any of these headlines give you a reason to read the body of the press release.
When running a roadmap meeting (or really, any meeting), Ive found it useful to set up a parking lot list of topics that should be saved for another day. More meetings help in Chapter 5, Roadmaps, from Aligned: Stakeholder Management for Product Leaders. This helps keep the discussion on track by parking distractions for later.
That’s why we are so proud to announce we have been named a “Strong Performer” in The Forrester New Wave™: Conversation Automation Solutions Q3 2022. Strategy: Roadmap , how strong the company’s ability to define specific time frames, milestones, and benchmarks in its strategy. What is Forrester New Wave?
For product strategy and roadmap meetings, I recommend involving the key stakeholders , for example, someone from sales, marketing, support, and finance, as well as development team representatives—ideally members who know about the user experience (UX), architecture, and technologies. 2 Involve the Right People. Close the meeting.
Third, product goals help you connect the product roadmap and the product backlog , assuming that you use a goal-oriented plan like my GO product roadmap. Choose the next outcome on the roadmap as your product goal and copy it into the product backlog. Will any of them impact the product roadmap and require an update?
Every idea, request, bug, maintenance chore, user story, you name it — gets included. Here’s how we do it: Our team follows a workflow heavily inspired by the one used at UserVoice ; We keep 4 main boards: Roadmap — it contains 2 or 3 lists, each representing the epics we’ll be working on over the next 2 to 3 quarters 3.
Kris Gale As a wise man once said, no roadmap survives contact with reality. Firefighting while staying on course on the strategy and commitments of the roadmap is difficult. Like a forest never cleaned, filled with leaves, debris, and branches catches fire quickly, managing a roadmap left to rot is challenging.
His name is Steve McIrvin and we met a few years as we both had kids competing in Science Olympiad. A group of passionate users in our social media and forum communities drives our roadmap and and helps us understand the problems we need to solve. For the last few months, I’ve been sharing our roadmap.
If that’s not the case, then it will be difficult to encourage the individuals to agree to more specific goals and to follow a product strategy and a product roadmap that are based on the vision. Despite its name, a product vision should not describe the product or solution. Note that such a product vision is not measurable.
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