The document discusses best practices for creating and managing product roadmaps. It emphasizes starting with a clear product vision and goals focused on solving user problems rather than features. When creating a roadmap, it is important to consider dependencies, risks, and flexibility for changes. Managing stakeholders and updating the roadmap based on feedback and learning are also discussed as critical aspects of effective roadmapping.
The product roadmap is a plan of action that outlines of tactical steps to execute the product strategy pushing the product ahead in the trajectory of planned direction in alignment with the product vision while accomplishing short-term and long-term product objectives
Behind every great product is a great team doing work in a way that guarantees results. They are following a roadmap from the starting point to the end product. But a product roadmap can be elusive. This talk addresses why it is important and presents an approach to make one.
This document provides an introduction to product roadmaps and discusses best practices for planning and communicating a product roadmap. It covers defining the key role of product managers, tying a roadmap to product strategy and goals, and planning and prioritizing initiatives for the roadmap. The document emphasizes establishing a clear product vision and goals before beginning the roadmap and treating the roadmap as a living document.
From Product Vision to Story Map - Lean / Agile Product shapingJérôme Kehrli
A lot of Software Engineering projects fail for a lack of shared vision due to poor communication among people involved in the project.
A sound maintenance of the product backlog can only be achieved if all the people have a good understanding of what they have to do (common vision).
Roman Pichler, in a post originally written in Jul 16 2012, has proposed a really interesting approach: use various canvas to create and share product vision and product backlog creation and refinement.
This presentation is a drive through these various boards and canvas that should be designed in prior to any product development: the Product Vision, the Lean Canvas, The Product Definition and the Story Map.
Practical Product Management for new Product ManagersAmarpreet Kalkat
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
You'll learn:
- How to create a roadmap for current, near-term, and future projects
- How to communicate priorities clearly with your team
- How to present your roadmap to executives
A small presentation inspired by Roman Pichler's work aiming to start a discussion about what product vision, strategy and roadmap are, why to use them and how to take advantage of them.
The product roadmap is a plan of action that outlines of tactical steps to execute the product strategy pushing the product ahead in the trajectory of planned direction in alignment with the product vision while accomplishing short-term and long-term product objectives
Behind every great product is a great team doing work in a way that guarantees results. They are following a roadmap from the starting point to the end product. But a product roadmap can be elusive. This talk addresses why it is important and presents an approach to make one.
This document provides an introduction to product roadmaps and discusses best practices for planning and communicating a product roadmap. It covers defining the key role of product managers, tying a roadmap to product strategy and goals, and planning and prioritizing initiatives for the roadmap. The document emphasizes establishing a clear product vision and goals before beginning the roadmap and treating the roadmap as a living document.
From Product Vision to Story Map - Lean / Agile Product shapingJérôme Kehrli
A lot of Software Engineering projects fail for a lack of shared vision due to poor communication among people involved in the project.
A sound maintenance of the product backlog can only be achieved if all the people have a good understanding of what they have to do (common vision).
Roman Pichler, in a post originally written in Jul 16 2012, has proposed a really interesting approach: use various canvas to create and share product vision and product backlog creation and refinement.
This presentation is a drive through these various boards and canvas that should be designed in prior to any product development: the Product Vision, the Lean Canvas, The Product Definition and the Story Map.
Practical Product Management for new Product ManagersAmarpreet Kalkat
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
You'll learn:
- How to create a roadmap for current, near-term, and future projects
- How to communicate priorities clearly with your team
- How to present your roadmap to executives
A small presentation inspired by Roman Pichler's work aiming to start a discussion about what product vision, strategy and roadmap are, why to use them and how to take advantage of them.
This document discusses key aspects of product management including defining the role of a product manager, common frameworks used in product definition and design such as Facebook's three questions, jobs to be done framework, product canvas, and design thinking. It also covers prioritization frameworks like MoSCoW and RICE, different types of product metrics like north star metric, behavioral metric and success metric, and the AARRR pirate metrics framework. The document provides an overview of processes, methodologies and metrics used in planning, developing and measuring success of products.
The document outlines a whole product roadmap developed for an application software company providing laboratory information management systems (LIMS) software to genomic labs. The roadmap was created using a framework involving qualitative and quantitative customer research, competitive analysis, and identifying capabilities to address across five dimensions. Key elements of the strategic roadmap included a role-based user interface, API for integration, preconfigured instrument interface, improved search and reporting, regulatory compliance, and partnerships. The roadmap was communicated internally and externally and helped guide the company's product strategy and generate thought leadership.
The Product Visioning Workshop: A Proven Method for Product Planning and Prio...Perfetti Media
Is your team looking for new product concepts to capture a new market? Do you need to establish a long-term product strategy? Are you working to set a direction to drive roadmap decisions?
In this presentation, we will share a proven approach for creating a long-term product vision that your team can understand and rally behind. We will share all of the techniques you'll need to successfully run a Product Visioning Workshop with your product team and business stakeholders.
You will learn how to create a long-term vision for your product, establish consensus and buy-in across your organization, and prioritize features for the product roadmap. Your product managers will come away equipped to create roadmaps that align with your long-term product strategy.
The document provides an overview of Agile product management. It discusses the problems with traditional waterfall methodology, introduces Agile concepts like short iterations and frequent reassessment. It outlines Agile roles like product owner, scrum master, and product manager. It also discusses characteristics of effective product managers, including being customer-driven, responsible for product success, and having a positive reputation among coworkers. The document aims to educate others on fundamentals of Agile product management.
A talk I gave at Google on Strategy and Product Discovery
We discussed:
Discovering Features and Products (Product Strategy)
Discovering Products and Product Lines (Product Line / Company Strategy)
Marty Cagan: Using High Fidelity Prototypes for Product Discovery
Certified Scrum Product Owner: class desk, posters and photosAlexey Krivitsky
The document provides an overview of agile product management and scrum. It discusses key concepts like lean, agile, scrum roles and artifacts, ceremonies like sprints and planning, and topics like minimum viable products, user stories, prioritization techniques, and product backlog refinement. The document is a training guide or presentation on agile product management best practices.
The slides are for a course that is LIVE on Udemy.com (https://www.udemy.com/product-roadmap-101/)
The slides outline how to build an effective product by translating product strategy into product roadmap for enterprise products.
The document discusses product roadmaps in an agile context. It defines a product roadmap as a plan showing how a product will evolve over coming months or versions. Roadmaps provide continuity, alignment, and communicate strategy. Goal-oriented rather than feature-based roadmaps are recommended. The roadmap sits within the wider product strategy and helps focus the product backlog. Regular reviews ensure the roadmap stays dynamic and aligned with goals.
The document outlines the key steps and considerations in a product management cycle, including defining product vision and strategy, prioritizing a backlog, development, and tracking success. It discusses interacting with stakeholders, understanding customers and their needs, structuring team efforts around objectives and key results, and regularly reporting on progress.
This information provides a deep understanding of a product vision, explains what a product vision is, and must-have for product visions, it also includes a sample product vision board and a sample roadmap. It describes what a roadmap is and the benefits of using a roadmap.
Sample examples of product visions are included in the slides.
Prioritization Method for Every Case by fmr Atlassian Principal PMProduct School
This document discusses prioritization methods for product management. It provides examples of prioritizing features for a restaurant website, online furniture store, and kitchen remodeling project. For each case, it assigns the features to different prioritization buckets like "must-have" and "could-have". It also discusses challenges with prioritization like lack of data and stakeholder alignment. The document recommends using an importance vs difficulty matrix method which allows for group discussion to better understand priorities and reduce risks when data is limited. It emphasizes that the goal of prioritization is understanding and alignment rather than using a single method.
This document outlines different product management roles and their responsibilities. It focuses on the key roles of product manager and product marketer. The product manager focuses on users, solving problems, and working with development. Their KPI is cost and they generate and validate ideas. The product marketer focuses on buyers, selling products, and working with sales and marketing. Their KPI is revenue and they plan marketing and messaging. Both roles contribute to gross margin. The document also briefly outlines other product roles like product strategist and product analyst that may share some responsibilities.
The document discusses the roles and responsibilities of the Product Owner in Scrum. It states that the Product Owner is responsible for maximizing the value of the product and work of the Development Team by managing the Product Backlog. This includes clearly expressing backlog items, ordering them to achieve goals, optimizing value, and ensuring the team understands the items. The Product Owner is the sole person responsible for the backlog and represents the desires of stakeholders. For the Product Owner to succeed, the entire organization must respect their decisions reflected in the backlog content and ordering.
When building a product roadmap, a number of strategic business and design concepts need to be considered in order to maintain a product that responds to both the user and business' objectives. This presentation outlines some of the key concepts and an example of a product planning process
This slide deck shares my thoughts on the product owner role. It discusses what it means to own a product, and how the product owner role can be scaled.
This document provides guidance on creating a product vision. It discusses why a product vision is useful, including to get buy-in, compare initiatives, and serve as a decision-making standard. It provides a template for the product vision board with categories for the user, their needs, key features, and business goals. These elements should align and deliver on the overall vision statement. The document also covers how to develop a product vision, including preparing for a workshop, facilitating the session, and next steps after the vision is created. It discusses how to manage multiple visions using a Lean Value Tree to focus on value outcomes and connect initiatives to organizational goals and strategies. Finally, it addresses using OKRs and PIRATE metrics together to measure
Tips for Building a Compelling Product Vision by Amazon Sr PMProduct School
- The key elements of a compelling product vision, what’s important and what’s not
- How to come up with a compelling product vision without relying on luck or magic
- How to use a product vision as a mechanism to guide your team
Product management boils down to owning the vision, design, and execution for your product. This presentation walks you through the roles and responsibilities of product managers and attributes of the most successful product folks.
Enjoyed this presentation? Subscribe to my weekly essays at http://www.sachinrekhi.com
The experience is the product (for Mind The Product 2016)Peter Merholz
The field of user experience emerged to compensate for poor product management. When we recognize that "the experience is the product," it becomes clear that these two fields are closely aligned.
This document discusses key aspects of product management including defining the role of a product manager, common frameworks used in product definition and design such as Facebook's three questions, jobs to be done framework, product canvas, and design thinking. It also covers prioritization frameworks like MoSCoW and RICE, different types of product metrics like north star metric, behavioral metric and success metric, and the AARRR pirate metrics framework. The document provides an overview of processes, methodologies and metrics used in planning, developing and measuring success of products.
The document outlines a whole product roadmap developed for an application software company providing laboratory information management systems (LIMS) software to genomic labs. The roadmap was created using a framework involving qualitative and quantitative customer research, competitive analysis, and identifying capabilities to address across five dimensions. Key elements of the strategic roadmap included a role-based user interface, API for integration, preconfigured instrument interface, improved search and reporting, regulatory compliance, and partnerships. The roadmap was communicated internally and externally and helped guide the company's product strategy and generate thought leadership.
The Product Visioning Workshop: A Proven Method for Product Planning and Prio...Perfetti Media
Is your team looking for new product concepts to capture a new market? Do you need to establish a long-term product strategy? Are you working to set a direction to drive roadmap decisions?
In this presentation, we will share a proven approach for creating a long-term product vision that your team can understand and rally behind. We will share all of the techniques you'll need to successfully run a Product Visioning Workshop with your product team and business stakeholders.
You will learn how to create a long-term vision for your product, establish consensus and buy-in across your organization, and prioritize features for the product roadmap. Your product managers will come away equipped to create roadmaps that align with your long-term product strategy.
The document provides an overview of Agile product management. It discusses the problems with traditional waterfall methodology, introduces Agile concepts like short iterations and frequent reassessment. It outlines Agile roles like product owner, scrum master, and product manager. It also discusses characteristics of effective product managers, including being customer-driven, responsible for product success, and having a positive reputation among coworkers. The document aims to educate others on fundamentals of Agile product management.
A talk I gave at Google on Strategy and Product Discovery
We discussed:
Discovering Features and Products (Product Strategy)
Discovering Products and Product Lines (Product Line / Company Strategy)
Marty Cagan: Using High Fidelity Prototypes for Product Discovery
Certified Scrum Product Owner: class desk, posters and photosAlexey Krivitsky
The document provides an overview of agile product management and scrum. It discusses key concepts like lean, agile, scrum roles and artifacts, ceremonies like sprints and planning, and topics like minimum viable products, user stories, prioritization techniques, and product backlog refinement. The document is a training guide or presentation on agile product management best practices.
The slides are for a course that is LIVE on Udemy.com (https://www.udemy.com/product-roadmap-101/)
The slides outline how to build an effective product by translating product strategy into product roadmap for enterprise products.
The document discusses product roadmaps in an agile context. It defines a product roadmap as a plan showing how a product will evolve over coming months or versions. Roadmaps provide continuity, alignment, and communicate strategy. Goal-oriented rather than feature-based roadmaps are recommended. The roadmap sits within the wider product strategy and helps focus the product backlog. Regular reviews ensure the roadmap stays dynamic and aligned with goals.
The document outlines the key steps and considerations in a product management cycle, including defining product vision and strategy, prioritizing a backlog, development, and tracking success. It discusses interacting with stakeholders, understanding customers and their needs, structuring team efforts around objectives and key results, and regularly reporting on progress.
This information provides a deep understanding of a product vision, explains what a product vision is, and must-have for product visions, it also includes a sample product vision board and a sample roadmap. It describes what a roadmap is and the benefits of using a roadmap.
Sample examples of product visions are included in the slides.
Prioritization Method for Every Case by fmr Atlassian Principal PMProduct School
This document discusses prioritization methods for product management. It provides examples of prioritizing features for a restaurant website, online furniture store, and kitchen remodeling project. For each case, it assigns the features to different prioritization buckets like "must-have" and "could-have". It also discusses challenges with prioritization like lack of data and stakeholder alignment. The document recommends using an importance vs difficulty matrix method which allows for group discussion to better understand priorities and reduce risks when data is limited. It emphasizes that the goal of prioritization is understanding and alignment rather than using a single method.
This document outlines different product management roles and their responsibilities. It focuses on the key roles of product manager and product marketer. The product manager focuses on users, solving problems, and working with development. Their KPI is cost and they generate and validate ideas. The product marketer focuses on buyers, selling products, and working with sales and marketing. Their KPI is revenue and they plan marketing and messaging. Both roles contribute to gross margin. The document also briefly outlines other product roles like product strategist and product analyst that may share some responsibilities.
The document discusses the roles and responsibilities of the Product Owner in Scrum. It states that the Product Owner is responsible for maximizing the value of the product and work of the Development Team by managing the Product Backlog. This includes clearly expressing backlog items, ordering them to achieve goals, optimizing value, and ensuring the team understands the items. The Product Owner is the sole person responsible for the backlog and represents the desires of stakeholders. For the Product Owner to succeed, the entire organization must respect their decisions reflected in the backlog content and ordering.
When building a product roadmap, a number of strategic business and design concepts need to be considered in order to maintain a product that responds to both the user and business' objectives. This presentation outlines some of the key concepts and an example of a product planning process
This slide deck shares my thoughts on the product owner role. It discusses what it means to own a product, and how the product owner role can be scaled.
This document provides guidance on creating a product vision. It discusses why a product vision is useful, including to get buy-in, compare initiatives, and serve as a decision-making standard. It provides a template for the product vision board with categories for the user, their needs, key features, and business goals. These elements should align and deliver on the overall vision statement. The document also covers how to develop a product vision, including preparing for a workshop, facilitating the session, and next steps after the vision is created. It discusses how to manage multiple visions using a Lean Value Tree to focus on value outcomes and connect initiatives to organizational goals and strategies. Finally, it addresses using OKRs and PIRATE metrics together to measure
Tips for Building a Compelling Product Vision by Amazon Sr PMProduct School
- The key elements of a compelling product vision, what’s important and what’s not
- How to come up with a compelling product vision without relying on luck or magic
- How to use a product vision as a mechanism to guide your team
Product management boils down to owning the vision, design, and execution for your product. This presentation walks you through the roles and responsibilities of product managers and attributes of the most successful product folks.
Enjoyed this presentation? Subscribe to my weekly essays at http://www.sachinrekhi.com
The experience is the product (for Mind The Product 2016)Peter Merholz
The field of user experience emerged to compensate for poor product management. When we recognize that "the experience is the product," it becomes clear that these two fields are closely aligned.
This document discusses different organizational patterns for product management departments. It identifies four common patterns: specialization, external-internal, product area, and emerging. The specialization pattern structures the department into functional roles with rigid responsibilities. The best structure depends on business context, but rigid roles should be avoided. Agile product management aims to be adaptive to changing markets and customer needs.
Agile205: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role -- product manager -- responsible for identifying market needs/opportunities, making product-level decisions about offerings/benefits/pricing/packaging/channels/financial goals, and managing sales/customer relationships on behalf of executives. Since products often span multiple scrum teams, some products have a mix of product owners and product managers. We'll introduce product owners, map that against software product managers, and talk through approaches to meet all of the product needs for a market-successful product.
Nathalie Nahai - Naughty or nice? The psychology behind successful productsNathalie Nahai
In this talk, I explore the psychological principles behind the successful conversion, adoption and monetisation of products.
From decision-making, fluency and cognitive load, to dopamine loops and habit-creation, you'll come away with concrete examples and actionable tips you can use to start optimising your products immediately.
This document provides 10 tips for new product managers to get off to a flying start in their new role. The tips include finding the right people to talk to, asking smart questions to understand customer needs, analyzing the collected data without jumping to solutions, understanding the product through use and research, measuring the right key performance indicators, communicating findings internally, and continually developing skills to improve performance. The overall message is that good product management is about delivering customer-centric products that provide business value through a blend of logic, insight and creativity.
A regular talk I give across the globe for both corporate innovation and startup ideation. I took a great group of Hubbers through the process of finding product market fit with their ideas, startups and products
Intro to Product Management - Launch48 Pre-Accelerator WeekJanna Bastow
This document discusses principles for developing products and startups. It provides quotes emphasizing the importance of developing the market before the product, using an iterative process where product, design, and engineering work together, owning the development process rather than being owned by it, and learning fast rather than failing fast. The quotes come from experts in venture capital, product management, design, and government digital services.
The Double Diamond Model of Product Definition and ExecutionPeter Merholz
The document outlines a process for product development that includes defining strategy and requirements, iterative design, implementation, and delivery. It involves understanding user needs through activities like market research, prototyping solutions, testing with users, and refining based on feedback before shipping the final product. Design is presented as integral to making strategy concrete and supporting delightful, engaging experiences.
How to Use Your Product Roadmap as a Communication ToolJanna Bastow
Find out how making this one small change at your company can completely shift the way you communicate with your customers for the better.
In this webinar, ProdPad co-founder Janna Bastow will talk about how companies have successfully gone public with their product roadmaps - and share exactly what steps you’ll need to take to launch yours.
You’ll see two dramatic changes when you open the door to your product roadmap to your customers:
- Your customers will know your product vision and your priorities as a company
- Your support team will be able to confidently take customer feedback and answer questions about feature requests.
Even among companies that claim to be committed to transparency, product roadmaps have generally been shrouded in secrecy - the result of a fear of backing out on commitments or missing release dates.
The reality is that companies that share their roadmaps are able to set practical expectations with their customers, communicate priorities and the future of their products clearly and retain their strongest customers.
The Product Owner and the Product Manager, are they a single role? a single person?
Find out what people like Dean Leffingwell, Henrik Kniberg, Craig Larman, Bas Vodde, Roman Pichler and Marty Cagan have to say about this
New is Easy but Right is Hard: Hacking Product ManagementBernard Leong
Talk given on 15 Nov 2013, in Hackers & Painters (http://http://hackersandpainters.sg/), Singapore @ Blk 71.
Synopsis: A great product is a synthesis of technology and business thinking. How do we decide what goes into the product and determine the roadmap of the product? How do we establish the balance between the business and technology of the product? In this session, we discuss some interesting lessons learned on product management and why both business leaders and technologists don't get it.
User Experience and Product Management: Two Peas in the Same Pod?Jeff Lash
What is the difference between User Experience and Product Management? Where do you draw the line between the two? How can UXers work better with Product Managers? How can a UXer transition into product management? All these questions and more, answered in this presentation by Jeff Lash for the 2011 St. Louis User Experience conference on Feb 25, 2011.
From talk to CTO School in NYC
- what is good product management
- how engineering can be a good partner to product (and how to structure product leadership)
- how to hire
Lean Product Management for Enterprises: The Art of Known Unknowns Thoughtworks
Natalie Hollier presentation was given at the Lean Strategy + Design Salon meetup in New York: http://www.meetup.com/LeanStrategyPlusDesign/events/200913392/
Check out Natalie's website: http://www.nataliehollier.com/
This presentation provides a framework for product managers and C-level executives to discuss and prioritise their product investments. Maintaining a practical focus, it condenses highlights from McKinsey's three horizons model and more recent successors developed by academics at Wharton and MIT.
Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...Dan Olsen
Best practices in using metrics to optimize your web product. I gave this webinar on Dec 17, 2008, as part of FeaturePlan's series "The Product Management View".
Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...Rishi Dean
These slides were used to facilitate a discussion of entrepreneurial MIT alums, mainly from the MIT Sloan business school. My intention was to introduce many of the newer, leaner concepts of early stage start-up development to a group that often sees "technology first" businesses.
This presentation centers on the concept of Product / Market Fit: what it is, why it's important, and how to achieve it. I propose my "Product Market Fit Matrix" that helps to characterize the issues of the start-up and presents various frameworks that can help guide development. In a sense the Product / Market Fit Matrix is a meta-framework.
For more information please visit: http://www.rishidean.com
The document provides an overview of product management for startups. It discusses what product management is, understanding customer needs, and prioritizing features to maximize return on engineering resources. The key aspects covered include translating business objectives and customer needs into product requirements, defining and tracking metrics, and identifying and planning high-impact product ideas. Understanding customer problems and priorities is emphasized as critical for developing successful products.
How to best create and manage product roadmaps?Marc Abraham
The document discusses best practices for creating and managing a product roadmap. It recommends taking a step back to focus on high-level goals, problems and themes rather than specific features. An effective roadmap provides strategic direction, aids communication, and facilitates collaboration. It should be treated as a living document that is updated transparently in response to changes. The key aspects are having strategic context, stakeholder communication, and focusing on goals rather than just features and dates.
Are your Product Managers using an appropriate framework? What do Sales, Implementations and your customers say about your products? Is too much time spend on process, and not enough on value and outcomes?
These are some ideas on a simple framework for Product Management that might work for you.
Speed Wins: Launching new products and services. pptxPeter Eales
Learn how to get your products and services to market on time to enhance your range of services. Peter Eales gives practical examples and case studies for a range of businesses across all sectors, showing how to use product management for business growth. This session is a presentation for people in marketing and business owners. It shows how to work with customers and suppliers to test ideas, products and services using prototypes, MVPs (Minimum Viable Products which are like prototypes), and methods to save wasted time and cost. Peter shows the importance of good project management and how to adjust plans and tactics up to and after launch. It was originally a presentation given to 2014 to marketers and business owners.
Peter Eales is MD of o i solutions ltd and Marketing Manager at Hixsons Ltd. He is a CIM chartered marketer, CIM and IDM Fellow and ex regional chair, and Dorset CIM Vice Chair. A Dorset Community Foundation Board Member and Dorset Business Angels GM and Director. Previously a plc director and experienced product manager across the UK and Europe.
Discussion of what technology product managers do, and how this differs from program/project management. Presents idealized role division, knowing that no organization matches the idea. For IEEE-TMC local meeting
Coordinate Roadmaps & Work with Multiple Teams by Amazon PMProduct School
Main takeaways:
- Gathering requirements from various teams and assessing their impact.
- Create the product vision, Prioritize all the collected requirements based on product vision, and create a roadmap.
- Communicate the roadmap to the respective teams and revise based on their feedback.
The document provides guidance for product managers on developing effective product roadmaps. It discusses the key role of product managers and the importance of tying a product roadmap to overall company strategy. The document outlines a process for planning and communicating a roadmap, including setting strategic goals and product visions, gathering initiatives, prioritizing initiatives, and stakeholder engagement. It emphasizes that roadmaps should be living documents that are regularly updated based on new information and priorities.
This document summarizes an outline for a presentation on outcome-based product roadmaps. The presentation discusses how focusing on outcomes rather than outputs can help product teams achieve their goals. It recommends defining a product vision, goals, opportunities, and desired outcomes to guide strategy, discovery, and delivery. The presentation also provides tips for adapting legacy roadmaps to this outcome-focused approach and taking an outcome-driven mindset when planning roadmap releases.
This document provides guidance on strategic roadmap planning. It emphasizes that the most important part of roadmapping is setting the product vision and strategic goals through top-down planning before building the roadmap. It covers developing the product strategy, defining goals, integrating roadmapping with agile planning, addressing common challenges, and using metrics to support the strategy. The overall message is that roadmaps should communicate high-level strategy and priorities rather than detailed plans to align stakeholders and guide product development.
Highest quality code in your SaaS project. Why should you care about it as a ...The Codest
We are launching a SaaS report dedicated to the whole SaaS market.
It is a useful pill of knowledge for the non-technical founders who are struggling with many challenges, especially the technological ones. In the report, we cover the specific problems/dilemmas such as:
- Is it worth making SaaS start-up if you are a non-technical founder?
- What are the biggest challenges to a non-technical founder?
- MVP as the most popular way to deliver product time to market
- Useful tips on how to build a SaaS product in 6 simple steps
Check out the report and make sure to eliminate common mistakes that can hurt your business. Are you a non-technical founder? Don’t worry!
In the short tutorial, you will learn how to successfully build a SaaS product with no programming skills.
This document provides an introduction to product roadmaps and discusses best practices for planning and communicating a product roadmap. It covers defining the key role of product managers, tying a roadmap to product strategy and goals, and planning and prioritizing initiatives for the roadmap. The document emphasizes establishing a clear product vision and goals before beginning the roadmap and treating the roadmap as a living document.
Using Amazon's PRFAQ Methodology! by Amazon Product LeaderProduct School
Main takeaways:
- Working backwards and structuring your thinking
- The PRFAQ process and adapting to your needs
- Planning to consensus building to execution
This document provides an overview of product roadmaps and how to plan and communicate an effective roadmap. It discusses that the key role of a product manager is to set the long-term product strategy and manage the roadmap. An effective roadmap ties the product vision and goals set during strategic planning. It also discusses challenges product managers face in roadmapping and provides tips for overcoming them, such as treating the roadmap as a living document rather than fixed plan and focusing on high-level strategy rather than long-term locked-in plans.
Product Management 101: Techniques for SuccessMatterport
This is a snapshot from a living document. To see the current document, please go to https://goo.gl/yFFrml.
Topics covered include:
- Resources
- General Overview
- The Role of Product Management
- Characteristics of Great Project and Product Managers
- Problem Space and Solution Space
- Customer Personas
- User Stories
- Product Documentation
- Agile Product Development
- Succeeding with Agile from The Lean Playbook
- Analytics, Customer Engagement, & Monetization
- Pricing Strategies
- Overall Leadership and Organizational Development
- Final Guidelines and Recommendations
How to Combat the First 90 days as a PM by Twilio Sr PMProduct School
The document provides guidance on how to combat the first 90 days as a new product manager. It outlines the 3 P's of onboarding to focus on - Product, People, and Processes. It recommends spending the first 30 days observing and learning about the product and users, the first 60 days evaluating the product and building collaboration, and the last 30 days starting to drive your own strategy and deliver value. Key tasks outlined for each phase include deep diving into product data and customer needs, building relationships, owning small features, and aligning roadmaps. The document also provides tips for dos and don'ts of onboarding like focusing on the big picture, asking questions, avoiding comparisons, and being willing to fail fast.
DataDreamin presents: A Cup of Data vol 4 - Spilling the Tea on UX Design Principles - November 12th, 2021 by Elena Migunova.
You know how to build recipes and dashboards, got your Tableau CRM skills. But how do you create EFFECTIVE dashboards? This session will teach you how you can become a design hero and give you the right tools to apply UX design principles to your Tableau CRM dashboards.
14 steps to build a professional reseller partner programDaniel Nilsson
Learn how to sell and promote your product / solution efficiently through a reseller partner network. The presentation gives you 14 detailed steps on how to build your own professional reseller partner program including tips and tools.
I created this presentation after doing extensive research on how to create professional partner programs. The data I have reviewed are from marketing experts, Gartner, reports, vendors and my own personal experience building several global partner programs.
The purpose of the presentation is to share my conclusions on how to build a successful partner program that works for any type of organization.
Please feel welcome to share your thoughts, insights or comments. I love feedback. You can send an email to info@daniel-one.com or visit my webpage www.daniel-one.com. I look forward to hear from you.
Some pictures can be a bit blurry when you view the presentation directly from the web. To see a high quality version of the presentation simply download it. If you have any questions please don't hesitate to contact me at www.daniel-one.com
Main Takeaways:
- Understanding how product functions in different organizations and leveraging that to take the next step
- Working within a product team
- Taking core product principals and making them your own
How To Unify Data with Bespoke Dashboards for True InsightsTinuiti
Today’s landscape requires Marketing leaders to stay informed on a daily basis and act with purposeful agility. With an adaptive, frequently updated look across all channels and budget performance, marketers can expose inefficiencies and seize opportunities faster than their competitors to drive real business results. Join our insights experts to see how they empower clients with a fully customized and automated dashboard so they can spend more time acting on data opposed to pulling it.
The document discusses the importance of product strategy for businesses. It provides tips for developing an effective product strategy, including identifying target customers, understanding the problem to be solved, defining a product vision and goals, focusing on the core experience, and establishing metrics to measure success. An effective strategy considers both the current state and desired future state, involves cross-functional teams, and evolves with the business. The overall message is that taking time to thoughtfully plan a product strategy helps ensure the development of the right solutions to meet customer needs.
Similar to Product Roadmaps - Tips on how to create and manage roadmaps (20)
The reality is that products and features will fail. How do we make sure they don't fail in vain?
The F.A.I.L. framework helps us make sure that products won't fail in vain. F.A.I.L. provides the tools and techniques which unlock valuable information and learnings that we need to make sure that even if our products do fail, they don’t fail in vain.
This document outlines key concepts from books about product management and developing a product mindset. It discusses facts versus fiction about what it takes to be a successful product manager. Some key points include understanding that product management is about delivering customer value, having clarity as a team sport through effective communication, asking questions out of curiosity, and solving problems creatively while applying constraints. The document then summarizes chapters from "The Book of You" which discuss developing a product mindset, achieving incremental wins through a game of inches approach, and building your own toolkit of tools and techniques while remaining flexible.
What can we learn from the facts and fictions in product management books?! In this presentation, Marc talks about how we can distill valuable learnings from product management books, whilst creating our own story and toolkit.
Seek and you shall find - hiring and getting hired in product managementMarc Abraham
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How Do We Collaborate Inclusively? (PM Day 2021)Marc Abraham
This document discusses how to collaborate inclusively. It notes that while diverse teams are more likely to create inclusive products due to a variety of perspectives, psychological safety is also needed. Psychological safety exists when people feel safe taking interpersonal risks without repercussions. Key aspects of psychological safety discussed are trust, empathy, purpose, and transparency. The document also suggests questioning assumptions, engaging in open conversations, and experimenting to create an environment where people can safely collaborate.
This document discusses how to collaborate inclusively. It notes that while diverse teams are more likely to create inclusive products by bringing a variety of perspectives, psychological safety is also needed. Psychological safety exists when people feel safe taking interpersonal risks without repercussions. Key aspects that can help create psychological safety are establishing trust through transparency about goals, decisions and expectations; displaying empathy; and having a clear, shared purpose. Questioning assumptions, engaging in open discussions, and experimenting together can also help teams collaborate inclusively.
In this talk, I cover the product mindset that great product managers have and keep expanding. However, you don't need to be a product manager to develop a product mindset!
Collaboration isn't just a case of assembling a team or a squad and expecting people to just get on with it. Effective collaboration doesn't work like that and in this talk, we look at both the challenging aspects of collaboration and ways to overcome them.
Product Mindset: You don't need to be a Product Manager!Marc Abraham
This document discusses navigating uncertainty during times of change using a "product mindset". It outlines issues companies may face like decreased customer demand, supply chain issues, and reduced productivity. It acknowledges the "valley of doubt" companies now find themselves in due to lack of confidence and knowledge. It promotes adopting a mindset focused on curiosity, clarity, creativity, and customers. Specific approaches discussed include assessing product market fit, understanding the current environment, portfolio analysis, embracing new opportunities, transparency, and learning early and often. The goal is to pivot and experiment rather than maintain the status quo during turbulent times.
Product Mindset: You don't need to be a Product Manager!Marc Abraham
This document discusses adopting a product mindset without being a product manager. It emphasizes being curious, having clarity, and being creative while keeping the customer as the focus. It encourages questioning assumptions about customer needs, business models, and priorities in times of crisis. Adaptation is key - embracing constraints, learning fast, and experimenting. While change brings uncertainty, great companies improve during crises by making tough choices, pivoting quickly, and breaking conventions. Adopting a product mindset means continually learning, clearly communicating vision, and taking smart risks to fulfill changing customer needs.
Managing Frustrations = Product DevelopmentMarc Abraham
At Digitale Leute '19, I shared some of my learnings - the hard way - and tips with respect to managing the frustrations and tensions involved in developing products.
Can you predict and plan your career in product management? In this talk I explain why you can't plan your product management career, whilst offering you tips on how to nevertheless maintain control over your career.
Why Jay-Z Would Make A Great Product Manager?Marc Abraham
Don't think Jay-Z would make a great Product Manager? Think again! In this talk, I look at those attributes which make Jay-Z a great product person and ask the question "What would Jay-Z do!?"
1. Future products will be driven by artificial intelligence and large amounts of data. AI systems will need initial human input and training to develop.
2. Both people and technology will be needed to manage future products. People will be needed to train AI systems initially, while data processing power and machine learning will drive new developments in mobile and web technologies.
3. The role of products will evolve significantly, with data becoming a prime strategic advantage and interfaces changing radically over time. Respect for users and product ethics will be crucial with AI-driven systems.
Minimum Viable Product - 9 June at Makers Academy, LondonMarc Abraham
"MVP" has rapidly become a common phrase for anyone working in technology. However, the term and what MVP stands for get misused often. In this interactive talk, I delve into what makes a true MVP.
Digital Marketing Trends in 2024 | Guide for Staying AheadWask
https://www.wask.co/ebooks/digital-marketing-trends-in-2024
Feeling lost in the digital marketing whirlwind of 2024? Technology is changing, consumer habits are evolving, and staying ahead of the curve feels like a never-ending pursuit. This e-book is your compass. Dive into actionable insights to handle the complexities of modern marketing. From hyper-personalization to the power of user-generated content, learn how to build long-term relationships with your audience and unlock the secrets to success in the ever-shifting digital landscape.
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
Dive into the realm of operating systems (OS) with Pravash Chandra Das, a seasoned Digital Forensic Analyst, as your guide. 🚀 This comprehensive presentation illuminates the core concepts, types, and evolution of OS, essential for understanding modern computing landscapes.
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The narrative then shifts to a captivating exploration of prominent desktop OSs, Windows, macOS, and Linux. Windows, with its globally ubiquitous presence and user-friendly interface, emerges as a cornerstone in personal computing history. macOS, lauded for its sleek design and seamless integration with Apple's ecosystem, stands as a beacon of stability and creativity. Linux, an open-source marvel, offers unparalleled flexibility and security, revolutionizing the computing landscape. 🖥️
Moving to the realm of mobile devices, Das unravels the dominance of Android and iOS. Android's open-source ethos fosters a vibrant ecosystem of customization and innovation, while iOS boasts a seamless user experience and robust security infrastructure. Meanwhile, discontinued platforms like Symbian and Palm OS evoke nostalgia for their pioneering roles in the smartphone revolution.
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In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
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By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
This presentation provides valuable insights into effective cost-saving techniques on AWS. Learn how to optimize your AWS resources by rightsizing, increasing elasticity, picking the right storage class, and choosing the best pricing model. Additionally, discover essential governance mechanisms to ensure continuous cost efficiency. Whether you are new to AWS or an experienced user, this presentation provides clear and practical tips to help you reduce your cloud costs and get the most out of your budget.
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Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
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Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
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- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
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4. Deployment Using ArgoCD for Edge Devices
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7. What is Prometheus?
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11. What is a Jupyter Notebook?
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12. Jupyter Notebooks with Code Examples
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DeFi represents a paradigm shift in the financial industry. Instead of relying on traditional, centralized institutions like banks, DeFi leverages blockchain technology to create a decentralized network of financial services. This means that financial transactions can occur directly between parties, without intermediaries, using smart contracts on platforms like Ethereum.
In 2024, we are witnessing an explosion of new DeFi projects and protocols, each pushing the boundaries of what’s possible in finance.
In summary, DeFi in 2024 is not just a trend; it’s a revolution that democratizes finance, enhances security and transparency, and fosters continuous innovation. As we proceed through this presentation, we'll explore the various components and services of DeFi in detail, shedding light on how they are transforming the financial landscape.
At Intelisync, we specialize in providing comprehensive DeFi development services tailored to meet the unique needs of our clients. From smart contract development to dApp creation and security audits, we ensure that your DeFi project is built with innovation, security, and scalability in mind. Trust Intelisync to guide you through the intricate landscape of decentralized finance and unlock the full potential of blockchain technology.
Ready to take your DeFi project to the next level? Partner with Intelisync for expert DeFi development services today!
Letter and Document Automation for Bonterra Impact Management (fka Social Sol...Jeffrey Haguewood
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We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on automated letter generation for Bonterra Impact Management using Google Workspace or Microsoft 365.
Interested in deploying letter generation automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Skybuffer AI: Advanced Conversational and Generative AI Solution on SAP Busin...Tatiana Kojar
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With Skybuffer AI, various AI models can be integrated into a single communication channel such as Microsoft Teams. This integration empowers business users with insights drawn from SAP backend systems, enterprise documents, and the expansive knowledge of Generative AI. And the best part of it is that it is all managed through our intuitive no-code Action Server interface, requiring no extensive coding knowledge and making the advanced AI accessible to more users.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
7. Outline
Date Jan 10 Jan 10 Jan 10 Jan 10
Name Why roadmaps? Take a step back Create Manage
Goal
Understand
roadmap benefits
& pitfalls
Focus first on
product vision &
strategy
Discuss roadmap
creation
Discuss roadmap
management
Results
Shared
understanding of
roadmap role &
value
Learned what
product vision &
strategy entail
Clear on goals
Remove features
Understand pitfalls
Happy to be flexible
Learned how to
monitor & update
Metrics
No. of participants
still on hangout
No. of participants
realising need for
vision & goals prior
to creating a
roadmap
No. of times
participants will
apply a goal or
theme oriented
roadmap
No. of participants
who will rethink
stakeholder comms
and roadmap
monitoring
16. Beware! Roadmap comms
“The challenge for me with roadmaps is always the
communication and buy in part from all parts of the
business.
I'm in a 23,000 people company, and is a challenge to
have everyone agree or be informed properly.”
Christian Miccio, VP of Product
18. Beware! Hard to predict
“If at all possible remove dates that are too far in the future.
Try instead for a Q1, Q2, MVP3, MVP4, Set up.
This means you can go for themes rather than actual features
once dates become too grey to predict with accuracy.
This helps mitigate changes you don't yet know are going to
happen.”
Gary Finnigan, Product Owner
20. Beware! Be flexible
“Balancing the sales/marketing teams' needs for
planned deliverables to talk about with our need for
flexibility to adapt to market changes.”
Emily Tate, Product Manager
21. Why roadmaps?
Provide strategic and product direction
Offers rationale for decisions, resource allocation
and prioritisation
Effective communication tool
Facilitate stakeholder collaboration
Create continuity of purpose
22. Take a step back
http://www.romanpichler.com/blog/agile-product-planning-vision-strategy-tactics/
24. Vision
“Based on my experience the biggest challenge is to
validate the 'vision' behind the whole roadmap”
Antti Suvanto, Product Management Consultant
30. Start with a vision - product
Short:
“Create a scalable set of tools and services which help
our partners to sell as many products as efficiently
as possible.”
Long:
“To provide an end-to-end partner experience around
those tools required by partners to solve their critical
business needs or workflow issues, irrespective of the
number and types of platforms they sell on.”
31. Start with a vision
Think big – A good vision is lofty and aspirational
A shared vision – Create a common sense of purpose
which is shared widely across the company
Motivating – Outlines product benefits for others
Use for decision-making – Use your vision as guide
when making business or product decisions
Distinguish between vision and strategy – A vision
should not be a plan that outlines how to reach a goal
32. Take a step back
“Making the complex easy and simple”
“Biggest challenge is getting budget approval without
committing to delivering features by dates”
Stephen Sherwin, Product Manager
“Getting stakeholders to accept that referencing themes
and user problems or even KPIs you want to improve is
a better way to construct a roadmap than listing features”
James Henson, Head of Product
Ryan Frederick, Product Consultant
36. Goals / OKRs
Objective:
Enable Not On The High Street (‘NOTHS’) sellers
to make product and business decisions based on
their NOTHS performance data
Results:
NOTHS partners make data informed decisions before and
throughout Christmas ’15
NOTHS partners benchmark their gross turnover stats as
we believe this will help them make product decisions
37. But …
Don’t forget about strategy, ‘the bit in the middle’
What problem are we trying to solve and for whom?
We believe our partners have a need to understand how their
products are performing on our platform. We believe they currently
suffer from a lack of transparency, making it hard to make decisions.
What is the outcome we are trying to achieve and why?
We believe that having real time access to performance data will
enable partners to make quick decisions about e.g. their stock levels,
products to remove or extra staff to hire. We also believe it will remove
some of the strain on our account managers who currently spend a lot
of time generating reports for partners.
38. Strategy – ‘Bit in the middle’
https://blog.intercom.io/talk-product-strategy-saying/
39. But …
Don’t forget about strategy, ‘the bit in the middle’ (cntd)
What are the competition doing?
Our competitors are providing sellers access to sales stats, reason
why partners expect more transparency from the platforms they sell
on. We therefore believe that providing data is therefore a basic
hygiene factor.
What does success look like and why?
At least 50% of our 5,000 partners viewing their performance data
within 3 months from release to make decision and using the data to
make decisions on e.g. stock levels and staff hiring.
40. So what …
We believe our partners have a need to have
access to their real time sales data, so that they
can make critical business and product decisions
on an ongoing basis
We believe our partners need to benchmark their real
time sales data, so that they have more context
before making decisions
41. Assumptions
We believe these needs can be solved through a real
time data dashboard which makes it easy for
partners to view and extract all the data they need for
their day-to-day operations
We believe the no. 1 value our partners will get out of
this dashboard is the ability to see at a glance how
their business and products are performing
42. Hypotheses
We believe that providing our partners with a real
time data dashboard will help them make critical
business and critical decisions
We know this is true when we see an average of 5
visits of the data dashboard per partner, within 1
month following the first dashboard release
We know this is true when we get qualitative feedback
from 100 partners within 1 month following the first
data dashboard indicating that they have used the
data to make stock level decisions
44. Strategy - ‘Bit in the middle’
Business goals
Revenue & profit
User Experience
Business model
Value chain
Customer
segmentation
Design principles
Competitors User needs
Technology Compliance
Domain Geography
Strategy
Constraints
45. Take a step back
Identify business vision-> create product vision
Ensure product goals are SMART or OKRs
Think about business and user goals to achieve
Focus on problems first
Don’t forget about strategy, the bit in the middle!
47. Create a roadmap
“Navigating that ‘if I asked them what they wanted they would
have said faster horses’ space in a way that you keep users,
bring innovation and strengthen your own identity”
Sherwyn Singh, Talent & Leadership Coach
50. Problems not features
"If I had one hour to save the world I would spend 45
minutes defining the problem and only 5 minutes finding the
solution”
Albert Einstein
53. What’s wrong?
What is the context?
Why are we doing certain things? Why not?
What value are we looking to deliver and why?
What business or user problems are we looking to solve,
for whom and why?
Don’t forget that your roadmap is a communication and
collaboration tool!
54. Pitfalls when creating
Common pitfalls when creating a roadmap:
Why? - Just a collection of features and timings
Dependencies - Not thinking about cross-product or team
dependencies
“Solution sickness” - Fixating on a feature or solution
upfront
55. Facilitate learning
“Working towards goals without getting fixated on specific
features leaves room for learning as well. Over time one may
learn more about the problems to be solved, and also possible
solutions to problems.
Going further one may even learn that the problem to be
solved is somewhere else than originally thought, i.e. there is
an even more important problem that needs to be solved, but
the customer (or the solution provider) was not able to identify
that in the beginning.”
Stefan Baggström, Solution Architect
61. Roadmap stakeholders
By Janna Bastow: http://www.mindtheproduct.com/2014/07/product-roadmapping-prioritisation-portfolio/
62. Create a roadmap
Don’t fixate on features; focus on problems, goals,
assumptions or themes instead
Important to not lose sight of measurable results
Consider adding extra layers to allow for risks,
dependencies and product discovery (‘unknowns’)
64. Manage a roadmap
“One of the challenges is around stakeholder management in
the agile world.
If it goes in a roadmap (and in some ways you have to
question the term 'roadmap') with a month/quarter against it
then that is often taken as gospel by stakeholder and reported
on from them accordingly :-)
At best the roadmap is really only accurate the day you drew
it!”
Alistair Harvey, Head of Product
72. Product Roadmap - 3 things
3 things to take away:
Take a step back before creating a roadmap
A roadmap needs strategic context
Stakeholder communication is critical
As part of the introduction, ask the participants about the biggest challenge they face when it comes to creating and managing roadmaps
I have seen product roadmaps used in lots of different organisations for lots of different purposes.
Whilst there is a lot of value to come out of product roadmaps, there a lot of common pitfalls that I see roadmaps and product managers suffer from. Today, I would like to talk about both the value and the pitfalls of roadmaps - and provide you with some concrete suggestions on how to create and manage product roadmaps effectively.
There are two core areas I would like to focus on today:
Roadmaps are not a loose collection of timings and features - I will talk about the value and the common pitfalls related to creating & managing a product roadmap, and will provide you with some concrete learnings and suggestions that will help you to achieve this value and avoid the pitfalls. In case this example looks similar to something that you or your business are using at the moment, my hope is that after this session you will have a different outlook on how to best create and manage a product roadmap, moving away from templates like this one!
Take a step back before creating a product roadmap - Having a product vision and strategy in place is a must before you start creating and managing product roadmap, a roadmap only comes in as part of the ‘product strategy’ layer of this onion created by Roman Pichler. I will argue that a roadmap needs to be much more about goals and user problems in order to be effective, rather than features and timings.
So I want to cover all these different elements and this is my brief outline for today’s session.
At 3pm my time I’ll start with an intro about the product roadmap and at 10 past 3 I’ll cover some relevant examples. At 3.20pm I’ll then move on to vision & strategy, after which I’ll talk about creating and managing roadmaps. I’d then love to answer any questions you might have.
With the best will in the world, I can’t and wouldn’t want to predict exact timings for the different components of my talk. Some items might take a bit longer or shorter to discuss and I won’t know until I start talking.
My previous outline presumes a very linear process: “First this, then that” … But I am sure that certain topics in my talk will overlap and I will come back to them. Also, you might have questions throughout the presentation rather than right at the end. Finally, the timings won’t mean anything to you as we’re all in different timezones.
But, for me the big problem with this outline [go back to previous slide] is that it lacks total context. For example, where it says “example”, I can imagine you might be thinking “examples of what!?” or where it says “creating & managing” … creating and managing what!?
Instead, this is probably a more representative outline of the things I would like to cover today.
At some point in my talk today we will talk about the value of roadmaps, I will cover taking a step back before putting a roadmap together. I will also give you some real life examples and tips with respect to creating and managing product roadmaps.
If you have any questions throughout the talk or you are unclear about things I am talking about, please don’t hesitate to let Jeremy know who will be moderating.
Let’s start at the beginning: I want to make sure we all have a shared understanding of what the benefits and pitfalls of a roadmap are, in other words the “why roadmaps”.
We need direction! The first benefit of having a product roadmap is that it helps to provide direction for the business as a whole, us as product managers and the teams we work with, as well as our customers, suppliers and any other external stakeholders. Product roadmaps are a great way to visualise and communicate the strategic and product direction we are taking, and explain the underlying rationale for that direction.
The second benefit of a roadmap is that it is a great way to link specific business objectives and product strategy.
A third benefit of a roadmap is that it is a great tool for creating and maintaining a continuity of purpose. Often the ‘how’ (tactics) behind achieving a purpose is likely to change or evolve, but the overarching purpose is likely to remain more stable.
The user or business problems that you will be addressing are likely to change, but having a roadmap helps in bringing it all together, visualising this evolution whilst providing a rationale for this change.
The fourth benefit of a product roadmap is that it provides opportunities for getting a wide range of stakeholders on the same page and getting their input on e.g. product or tradeoff decisions. We all know that having others involved in a roadmap comes with its own challenges, but the roadmap is a good tool to collaborate around.
The fifth and penultimate benefit is that the roadmap provides a reference point to make prioritisation decisions against. Even if you end up de-prioritising things on the roadmap, you will have something to deviate from rather than just making these decisions willy nilly.
The sixth and final benefit is that the roadmap can be a very useful communication tool, helping us product managers explaining prioritisation and product decisions, as well as the underlying ‘why’, to a wide range of stakeholders.
This diagram was created by a friend of mine called Martin Eriksson and it shows you the ‘intermediary role’ that we often have to play as product managers. A roadmap can be a very helpful communication tool when we liaise with the different stakeholders.
Now that we have looked at the benefits of product roadmaps, I want to briefly go into the pitfalls related to roadmaps.
First, breakdowns in communication is one of the reasons product roadmaps often lose their benefit to the organisation, for example when product managers stop referring to their roadmaps when explaining priorities or the ‘why’ behind certain decisions. A product roadmap can be a great communication tool when engaging with stakeholders about product direction and priorities, but you will have to use it as such!
A quote from one of our fellow product people [followed by silence]
The second issue with roadmaps is the common perception is that once a roadmap has got timings against it, things will automatically happen as planned. Not true, as product people we have lots of skills, but predicting the future is not one of them! With the product roadmap, you can come up with a plan for the next 3 or 6 months, but you will have to accept that things change or will not happen as planned.
The third roadmap related issue to beware of that since we are not clairvoyants we need to accept that things are likely to change. Think business changes, market environments, technology, etc. Our product roadmaps are likely to evolve as a result and we need to treat them as living, breathing documents rather than one off exercises.
[silence]
So … to summarise these are the key things I hope you will be able to take away from the part about ‘why roadmaps’ [point for questions]
So we have talked about why it is important to have a roadmap, I’d now like to take step back and talk about creating product vision and strategy first, before creating the product roadmap.
What I want to make clear here is the necessity to come up with a product vision and valid(ated) product strategy before you create a product roadmap. Not only is this critical for when you create the product roadmap - as it provides valuable context - it is just as important for managing the roadmap on an ongoing basis, when you want to communicate how product progress fits in with the wider product vision and strategy.
If you don’t create a vision first or linking your roadmap back to a vision, you typically end up with a list of features without people in the organisation understanding why we are doing certain things or not doing them. Same applies to having a product strategy.
The answer to these challenges is to take a step back before you start creating a roadmap:
What is the vision for our business? What are we looking to achieve as a business and why?
How does this vision translate into a product vision, strategy and Objectives-Key-Results (OKRs) or Key Performance Indicators (KPIs)
Does anyone know which company has the vision on this slide?
The answer is furniture maker and seller IKEA: their overarching vision is “to create a better everyday life for the many people.” The subsequent product strategy should align with this vision and its underlying values: well-designed, functional and affordable.
Another good example is Mozilla Firefox’ product vision statement.
Let’s look at an example that I am close to:
I work at a UK marketplace called “Not On The High Street” which small enables arts & craft businesses through an online platform.
The key part of our business & product vision is to create “the place where everything ‘less ordinary’ is found.”
Even though this might sound quite generic or lofty for your liking, as a product manager, this statement provides me with a useful starting point for thinking about what this means for my product and my plan to improve or create a roadmap.
The way you draft these statements is not set in stone, but let’s have a look at some common characteristics of what makes a good product vision [next slide]
These are the characteristics that make for a good product vision [point for questions].
Apart from creating a vision, I believe it is important to consider goals before you create a strategy to get there and a roadmap to plan it. In other words, taking a step back to look at what you are trying to achieve and why, well before you start thinking about possible solutions or features:
what are our strategic goals and KPIs that our products or services need to impact?
what user problems or market needs are we looking to solve and why?
how do we achieve these goals? what is our business and product strategy?
what is the (most pressing) customer and / or business problem that we are looking to solve and why? How do we know if we have solved this problem?
who are the relevant stakeholders and why? what is their vision? what are their objectives?
Think:
Top level - business or product vision - big, aspirational goal
Next level down - specific goals or ‘OKRs’ (from Google / John Doerr: Objectives Key Results) related to specific user or business problems that you are looking to solve
The key point that I want to make clear here is that I typically work out the specific goals or OKRs first before creating a product roadmap
We could easily spend a whole separate session on goal setting, but I just wanted to share a simple but good example for now:
A clear objective, with well defined results -> SMART (specific, measurable, realistic, achievable and time bound) -> which I can then feed into the roadmap. The one thing I would challenge on this example is that I am not the biggest fan of just asking customers what they want, but we’ll come back to that.
Real life example
Once you have established your key product goals or OKRs, I suggest not going straight into roadmap mode, as I believe it is important to think about your product strategy first. Purely as a way to figure out how to achieve your goals, considering and TESTING a number of possible product directions as part of the process and taking into a range of a factors, constraints and stakeholders that influence your product strategy.
As product managers, I feel there is often a risk of diving straight into product ideas or features, which can be a risky approach if you have not thought through and validated your wider product strategy, constraints and success factors first.
So we have looked at taking a step before putting together a roadmap, but now it is time to look at actually creating a roadmap. I will focus more specifically on what a roadmap is and isn’t, looking at things that are important to take into account when creating a roadmap.
As part of thinking through and validating your wider product strategy, it is important to look at the competitive and understand customer expectations. As part of doing opportunity assessments I always ask myself the question “what alternatives are out there?” and “why now?”.
Also, it’s worth using the KANO template to distinguish between “delighters” and “hygiene factors” and validate this distinction with your (target) customers.
Hence I am always looking to learn about the “so what” for the customer and/or the business - some simple examples
I will then translate these learnings into testable assumptions, which can be split into business and customer assumptions. The key point I want to stress here is that it isn’t about the solution but the problem and what solving that problem looks like for the users [focus on the user outcome], irrespective of the solution
Simple example - How do we know that we have met an assumption? How do we measure success?
My example of validating the product strategy and the underlying problem statements, assumptions and hypotheses quickly and cheaply before going into roadmap and make a firmer commitment (e.g. in terms of time, money, people, etc.). This was part of a DISCOVERY iteration.
This is by no means an exhaustive list of factors that feed into a business and therefore a product strategy; some areas are more critical from a product perspective than others
Too often I see product people jump straight into a roadmap without thinking about things like the key business goals, customer problems or competitive landscape. For example, I find much easier to have a conversation with my CEO about our revenue target for the year, the customer lifetime value or about scaling the business operations instead if whether to go for feature A or B.
Summary page [point for questions]
So we have looked at taking a step before putting together a roadmap, but now it is time to look at actually creating a roadmap. I will focus more specifically on what a roadmap is and isn’t, looking at things that are important to take into account when creating a roadmap.
This quote is a nice way to tie in with the first pitfall I’d like to talk about
One of the reasons I strongly believe in thinking about vision, strategy and goals - like we just discussed - is that if you don’t, there is a risk of ending with a product roadmap which is effectively a wish list of features (often dictated by customers or internal stakeholders), without much of context or underlying rationale.
This is a real life example that I came across recently. At a customer event this company gave people 1st, 2nd and 3rd priority stickers and asked them to put these stickers against certain product ideas. As you can see, lots of people voted for the API as the most important idea for the company to implement.
One could argue that there is not much wrong with this idea since you are generating direct customer input. However:
there is a risk of customers speculating about what it is that they want (or what they think you want to hear) without thinking about whether they really want and how it solves their actual problems
it is hard to figure out why people voted 1st, 2nd or 3rd for this idea. Why do they think this idea will have value for them why not? What is the expected impact and why? For example, when company staff asked some customers afterwards why they had given their top vote to the API, some people thought the API would manage their stock levels for them or actually were not quite sure what an API actually was (-> group think)
To avoid these pitfalls, I typically work with assumptions and hypothesis which I validate as part of a product strategy, which I find a more reliable and accurate way of learning about customer needs.
However, one of the other problems with the approach we saw in the previous slide is that you are unlikely to capture the “unknown unknowns, the things we don’t we don’t know” as Donald Rumsfeld would say. There is a risk of customers speculating about the things you want to hear or not thinking through how they would actually benefit from a product or service, which of their problem(s) it would actually solve. Also, going back to the API example on the previous slide [go back to slide], when people who had voted for the API were asked about the API, some did not even seem sure about what an API was, they thought it might be a stock management system!
This is a good example of some the common pitfalls I summarised on the previous slide:
a list of features
commitment to specific solutions upfront
no sign of cross team or product dependencies
no evidence of strategic user or business context, no sign of ‘why’
What is the context? Why are we (not) doing certain things? - Link with strategic goals and measurable OKRs
Focus on problems first, not on features!
Going back to the example on the previous slide [go to previous slide] - not particularly effective from a comms perspective or inviting collaboration: yes, it tells you features and timings, but it does not tell you about underlying rationale or priority (e.g. what happens if timings are not met).
So, to summarise, these are the key pitfalls to be mindful of when creating a roadmap [point for questions].
This “goal oriented roadmap” was created by Roman Pichler in order to avoid a roadmap just becoming a collection of features and focus much more on PROBLEMS instead. The great thing about Roman’s approach is that it includes goals and metrics, which helps product managers and stakeholders to understand what we problems we are looking to resolve and how we are going to measure success.
The other benefit is that you can easily add extra layers to this roadmap. For example, you can add an extra layer for ‘dependencies’, ‘risks’ or ‘product discovery.’
When creating a goal-oriented roadmap I typically don’t include features as I want to leave some flexibility about possible solutions for when we actually get to work on specific customer theme or problem. This focus on problems follows the product strategy which includes assumptions & hypotheses to validate, before and as part of the ongoing roadmap.
Creating a theme based roadmap, as invented by Bruce McCarthy, is a similar approach to the goal oriented roadmap. Instead of focusing on features, the emphasis is much more on business or customer themes that you are looking to address.
I know it varies per organisation, but the Product Manager typically creates and manages the roadmap and is accountable for its delivery.
Creating a roadmap is one thing, but collaborating with stakeholders around the roadmap is just as critical. The range of stakeholders that can influence a roadmap and that you need typically engage with as a product manager is likely to vary. Typically, stakeholders are to be found in one of the following camps: sales, marketing, tech, suppliers, shareholders, board and customers.
One thing that I have learnt over the years is to make sure to involve DEVELOPERS early on when creating a roadmap. Most of the developers I have come across do like to know the ‘why’ behind some of the things they get to work on, so the sooner you can give them more context, the better.
We’ll talk more about how to best communicate and manage stakeholders when we talk about managing the roadmap in the last part of my talk.
This is a good overview from my friend Janna Bastow, who is co-founder of ProdPad which provides business with a tool to create ‘theme’s based roadmaps.
Creating a roadmap is one thing, but liaising with stakeholders around the roadmap is just as critical. The range of stakeholders that can influence a roadmap and that you need typically engage with as a product manager is likely to vary. Typically stakeholders are to be found in one of the following camps: sales, marketing, tech, suppliers, shareholders, board and customers.
So we have talked about creating a roadmap and things to look out for, the question now arises how to best manage a product roadmap and make sure it becomes a living, evolving tool for collaboration and communication [take questions]
Silence, give the audience a few moments to read
A product roadmap is not something you do as a one off exercise and then goes onto a shelf to gather dust …
Especially when working with stakeholders it is important to stress that a roadmap is never set in stone, its main function is to provide a strategic product direction. It enables you to deviate from a roadmap and change priorities in a well informed way.
This is a good example of where I recently my roadmap to highlight issues around certain product milestones (with the word “RED” and “AMBER” next to them), new things to consider (in orange under 31 Dec) and to bring up risks & dependencies that we are mitigating for. Weekly standups senior manageent.
Creating a roadmap isn’t a one off exercise, after which everything goes to plan. Ultimately it’s a tool to use as a basis for communication and collaboration. As product manager we constantly have to make tradeoff decisions and the roadmap gives us a tool to take into account when making these tough decisions.
A crucial part of managing your roadmaps is providing regular updates to your stakeholders. The goal of these updates is to discuss progress against the product strategy and roadmap, priority changes, tradeoff decisions and performance of previous product releases.
Regular roadmap reviews, updates and ‘product retrospectives’
Example from a webinar I joined a few years, facilitated by the CTO of GetSatisfaction, a tool for consumers to log product questions or issues -> he didn’t go through each individual feature nor committed to specific roadmap timings, but he gave a good overview of roadmap themes and underlying drivers
Take a step before creating a roadmap -> it’s important to have product vision, goals and a valid(ated) strategy
A roadmap needs context -> Don’t just create an overview of features but focus on times, problems or value instead
Stakeholder communication is critical -> A roadmap is a living document which required constant updates, progress measurement, etc.