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Listen to the audio version of this article: [link] What is a Portfolio Roadmap and Do You Need One? Neither is a singular atomic product. Microsoft 365 is a product portfolio, a suite that contains productivity tools like Word, PowerPoint, and Excel. This is where product portfolio roadmaps come in. [2]
1 The ProductRoadmap is a Feature-based Plan. Traditional productroadmaps 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. I don’t think so.
Goal-oriented (a.k.a. Traditionally, productroadmaps 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. Listen to this article: [link]. Outcome-based).
Listen to the audio version of this article: [link] Traditional vs Outcome-based Roadmaps Before I share the four steps, let me briefly describe the main differences between a traditional, feature- and an outcome-based productroadmap. A traditional roadmap is essentially a list of features, which are mapped onto a timeline.
Based on this insight, I have come up with the product strategy cycle shown in the picture below. It’s a model of an iterative process that systematically links the product strategy with the productroadmap , the product backlog , the development work, and the key performance indicators (KPIs).
There is no point in worrying about the product details and writing user stories if a sound product strategy is missing. But what exactly is a product strategy? How does it differ from a productroadmap and how do the two plans relate? And what’s their relationship to the product vision and the product backlog?
Third and most importantly, focus the backlog on a specific productgoal. Then decline and remove items that do not serve this goal, as I discuss below. The Product Backlog is Too Detailed. The former means that there is no productgoal that guides the decision if an item should be added to the product backlog or not.
In practical terms, involve stakeholders and dev teams in decisions that affect the product strategy and the productroadmap —be it that you create the plans or that you make bigger changes to them. Additionally, include the development team members in product backlog decisions , and always choose sprint goals together.
This includes a sound understanding of the market, the user and customer needs, and the competition as well as solid product management skills such as the ability to develop an effective product strategy and an actionable productroadmap (as I explain in more detail in the article The T-Shaped Product Professional ).
For example, a product strategy workshop might have the objective to identify the key changes required to achieve product-market fit. Contrast this with a sprint review meeting , which might help you determine if users can easily sign up for the product. Listen to this article: [link]. 1 Set an Objective.
To build such a stakeholder community, try the following techniques, which I discuss in more detail in my book How to Lead in Product Management : Bring people together and have joint workshops instead of holding separate conversations with the individual stakeholders, see also the section below.
Goal-oriented (a.k.a. Traditionally, productroadmaps 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. Listen to this article: [link]. Outcome-based).
And finally, Tali was so convinced of the power of opportunity solution trees that she started leading workshops at product events to teach others how to use this tool. We were so inspired by Tali’s enthusiasm that we just had to share her story here on the Product Talk blog. It was a great experience,” says Tali.
To select the right KPIs, I recommend taking the following three steps: First, use the user and business goals in the product strategy to select an initial set of indicators. Then take into account the productgoals on the productroadmap to discover additional KPIs. Step 3: Add Health Indicators.
What’s more, the decisions captured in the product strategy are crucial to achieve product success: I view them as prerequisites for deriving an actionable productroadmap with specific, measurable productgoals or outcomes that direct the development of the product.
Consequently, your focus shifts from managing a product to looking after the product people on your team and empowering them to do a great job. For instance, you might show the individuals how they can make effective strategic product decisions, create an actionable productroadmap, and effectively use the right KPIs.
This includes sprint planning , Daily Scrum , sprint review , and sprint retrospective , as well as product strategy and productroadmapworkshops. Having an effective Scrum Master allows you to focus on your job—to maximise the value the product create. The same is true for setting productgoals.
Consider These Product “Owner” Teams Effective product owners need to collaborate with several kinds of teams: They work with “their” feature/product team, to write stories and create good backlogs for the near-term work. See the roadmap series. So the product owner works alone.
Additionally, you may want to ask the team to help refine product backlog items or update the productroadmap , for instance. [2]. Therefore, don’t turn it into a product backlog or roadmappingworkshop. Do you doubt the team’s ability to meet the sprint goal?
Product (and company) strategy is the backbone that guides productgoal-setting and roadmap definition, although it’s sometimes overlooked or confused with having a vision. Without it, product teams become feature teams focused on outputs and not outcomes. It is the guiding principle for OKRs and roadmaps.
To select the right KPIs, I recommend taking the following three steps: First, use the user and business goals in the product strategy to select an initial set of indicators. Then take into account the productgoals on the productroadmap to discover additional KPIs. Step 3: Add Health Indicators.
In practical terms, involve stakeholders and dev teams in decisions that affect the product strategy and the productroadmap —be it that you create the plans or that you make bigger changes to them. Additionally, include the development team members in product backlog decisions , and always choose sprint goals together.
What’s more, the decisions captured in the product strategy are crucial to achieve product success: I view them as prerequisites for deriving an actionable productroadmap with specific, measurable productgoals or outcomes that direct the development of the product.
Consequently, your focus shifts from managing a product to looking after the product people on your team and empowering them to do a great job. For instance, you might show the individuals how they can make effective strategic product decisions, create an actionable productroadmap, and effectively use the right KPIs.
Despite expert communication, workshops, a corporate intranet, and a placemat for your desk, I was clueless. There was an enormous chasm between the company’s goals and my role in executing the strategy. If you are not, think about a time, you could have used a strategist to make the company’s goals real for you.
The following 58 Product Owner theses describe the PO role from a holistic product creation perspective. They cover the concept of the Product Owner role, product discovery, how to deal with external and internal stakeholders, product portfolio and productroadmap planning, and the Product Backlog refinement.
For this reason, do not do feature prioritization as a solo activity; the more diverse a team (from product designers to business people), the better are the results from the feature prioritization session. Check the following methods because they approach a product’s functions from various perspectives.
“What is it that you would actually do, now that you won’t be responsible for one product, but a portfolio of them?”. This parallels the outcomes-versus-busyness challenge for individual product managers. Stakeholders see product managers attending meetings, writing stories, presenting roadmaps or presenting shipment data.
The Modus Kickstart is a structured, facilitated set of workshops to help accelerate a successful product release. It outlines a framework for facilitated product discussions and feature prioritization based on key assumptions, constraints, and KPIs leading to a more clearly defined plan. Product Vision and Goals.
I am ready to provide business leaders and product managers the information, access, and expert guidance that they wish they had earlier in their product journey. I share my passion for product through workshops, published articles and speaking engagements. Interested in having me speak or attend an event?
Most companies don’t have a clear picture of their roadmap. Bain Public’s SOAP™ methodology and tool offers a full picture of your product strategy, tactics, metrics and roadmap all in one place. In this 30-min demo, we’ll dive deeper into how our SOAP™ methodology and tool can help you achieve your productgoals.
Most companies don’t have a clear picture of their roadmap. Bain Public’s SOAP™ methodology and tool offers a full picture of your product strategy, tactics, metrics and roadmap all in one place. In this 30-min demo, we’ll dive deeper into how our SOAP™ methodology and tool can help you achieve your productgoals.
The better each product supports its business goal, the closer you are as an organization to making your portfolio vision a reality. Customers and prospects love you even more when your productgoals mirror their business goals! On to product strategy. Sales Training on Customers vs. Products.
Most companies don’t have a clear picture of their roadmap. Bain Public’s SOAP™ methodology and tool offers a full picture of your product strategy, tactics, metrics and roadmap all in one place. About the Demo In this 30-min demo, we’ll dive deeper into how our SOAP™ methodology and tool can help you achieve your productgoals.
value for products in growth value can mean how a feature can help you attract new users, while in the maturity stage how it can help you keep existing users. Easily done with workshops within the team. You may want to understand better what could be a delighter for the users, to boost their satisfaction with the product.
Group Product Managers are responsible for developing a group of products from its inception to market launch while also leading cross-functional teams toward achieving the company’s objectives by their productroadmap. What do you prioritize when creating a productroadmap?
But with a clear and actionable roadmap, your organization can transition from an IT-driven approach to a product mindset. Moving forward: A roadmap to transformation Transformation doesnt happen overnight, its a long journey that requires patience and commitment. Modus is your trusted partner for achieving product excellence.
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