The document is a presentation by Luke Hohmann on collaborative roadmap development and agile product management. It outlines the importance of continuous customer collaboration, the evolution of agile methodologies, and the structure of effective product roadmaps. Key points include the distinction between fixed and variable approaches in product development, the significance of market-driven roadmaps, and the role of innovation games in understanding customer needs.

1. Collaborative Roadmap Development Presentation to UT & Friends Luke Hohmann Founder & CEO, Enthiosys, Inc.

2. Founder/CEO of Enthiosys Agile Product Management consulting Customer needs, roadmaps, business model Product management mentoring and training Agile product guy VP Bus Dev (Aladdin), VP Eng &Product Dev’t (Aurigin), VP Systems Eng (EDS Fleet Services) Board of Agile Alliance Author, speaker, blogger “ Innovation Games” “ Beyond Software Architecture” “ Journey of the Software Professional” agile PM blog at www.Enthiosys.com About Luke Hohmann

3. Services for Business Agility continuous customer collaboration to understand complex markets and provide input throughout the development process agile transformation of your entire company to leverage the power of Agile product development and management pricing, licensing and creation of business models to capture the full value of your solutions Product roadmaps for individual products and portfolios with processes and best practices to sustain them over time service design to improve the customer experience by delivering a whole product solution and additional revenue

4. Enthiosys Services

5. Agile, Scrum, Projects, and Products A few slides to help us set context

6. Agile Development Processes Agile is all about planning for and participating in the infinite game

7. The Agile Manifesto (2001) We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. www.agilemanifesto.org

8. Dominant Approaches Waterfall-Centric Agile-Centric (Scrum) Information known up front Manage and reduce risk Change is expensive (avoid) Contractual (“sign off”) Document centric Resources variable Emergent knowledge/behavior Deliver highest value Change is inevitable (embrace) Negotiated Communication centric Resources fixed

9. Iterative-Incremental Development Iterative: The system is subject to continuous improvement through refactoring and entropy reduction. Incremental: Deliverables are created in “chunks” – each increment delivers more functionality to the user We don’t expect you to get it right the first time. We do expect you and the system to improve. We want to reduce risk and increase flexibility of market deliverables.

10. Product Development Cycle Domain of Development (Agile) Domain of Development Influence A defined process to help people work efficiently across the organization defining and building products.

11. Fixed Vs. Variable Fixed Estimated Requirements Time Resources Time Features Plan Driven Value Driven The Plan creates cost/schedule estimates Release themes & feature intent drive estimates Waterfall Agile Resources

12. Getting it On the Shelf Inception Planning and Analysis Development End-Game Change Control Board Change Management

13. Getting it Off the Shelf Marketing Sales Distribution Service and Support

14. The Product Lifecycle success leads to more releases… failure leads to…

15. The Scrum Framework

16. Scrum  Project Mapping Strategy / Vision Inception Planning and Analysis Development End-Game

17. Agile is Growing Up! Agile was… Agile is… Small teams  Global scale IT projects  All product categories Engineering focus  Whole company focus Backlogs  Roadmaps & Portfolios Business value  Sustainable profits Something you do  Something you are

18. Let’s Draw Your Product Close your eyes. Reflect on Current capabilities / features of your product Your customers, users and buyer personas Future capabilities / features of your product Draw a picture of what you see.

19. What Kind of Picture Did You Draw? Backlog / Stack of Cards Organic Model Roles and Goals Object Translation Service Layer Domain Model Persistent Store

20. Agile Roadmaps The FIRST STEP in Prioritizing Your Backlog

21. Planning Time Horizons Daily Sprint Strategy Portfolio Product Release Exec PM Dev Team 2-4 wk 2-9 mon many mons years many years Iteration Plan Portfolio Map Release Plan Vision & Roadmap

22. Cost of a Solving a Problem

23. What’s a Roadmap? What does it look like? What questions does it answer? How was it created?

24. Does It Look Like This? Thundercloud June 09 Sept 09 Dec 09 Mar 10 June 10 Jayko Idaho Version 4.0 SaaS Offering Extra fast install Comprehensive Platforms Multi-site Collaboration Oracle Support Version 3.2 New platform support Security Management Scalability enhancements Usability improvements Better Integration* Version 3.01 Security Patch Better Scalability Client Access SDK

25. Does It Look This?

26. Or This?

27. Who Was Involved?

28. Agile Roadmap A living document designed to answer key strategic questions: Who are my desirable markets/market segments? What do they care about? When / how often should I serve them? What technologies can I leverage? How must my current product change to deal with the answers to these questions? What are the external factors that I must address to deal with these issues?

29. Core Artifacts What markets? When? Work to be done in release Work to be done in Sprint markets to serve Daily Sprint Strategy Portfolio Product Release backlog 1. use case 2. bug fix 3. arch change market driven road maps

30. Roadmaps and Backlogs Are Independent But Linked “ infinite” backlog 1. use case 2. bug fix 3. arch change 14. this 29. that 40. the other thing market driven road maps release release release

31. Benefits of a Roadmap Roadmaps identify and clarify the tactical and strategic intent of your product Internally: Becomes the filter for backlog prioritization Gains consensus around direction Ensures the “ship is headed in the right direction” Avoids the “last/loudest” priority problem Externally: Provides customers with access to near-term commitments and long term “points of view” Binds customers to your company

32. Typical Roadmap Failures No visible logic Created unilaterally Lack of buy-in Poor technical and market inputs No plan for internal or external sharing

33. Successful Roadmaps Creation… Active participation of key constituents Engineering (architects), Marketing, Support, next-level product strategists Extended in-person meetings Time to research issues Quarterly reviews Clear (written) distribution plan Easy to say, hard to do

34. Low-Tech Speeds Collaboration Formal results can be transcribed in various tools

35. Roadmaps are Scary Forces you to articulate what you are not going to build Makes you commit to an uncertain future

36. Creating a Strategic Roadmap Market Map Market Events & Rhythms Tarchitecture Map Feature/Benefit Map Timeline

37. Case Study: Acquisition Digestion Startup offering self-service access to small company benefits systems via “smart phones” Want to support multiple devices Innovator-adopters like the system but are frustrated with the slow frequency of releases Your unsure if system should be deployed as a service or as a customer-premise Customers have asked for backend integration Development wants to leverage more devices

38. Build Your Strategic Roadmap Iteratively Market Map Time Horizon -- Quarters work well… F/B Map Tarchitecture Roadmap Market Events / Rhythms The Real Schedule Small Office Managed Service Linux Biometric Id What technology should we use? The Result…

39. Market Map Small Office < 75 employees Web only Managed Service Minimal ERP Integration Q306 Q406 Q107 Q308 Q208 Medium Office 75 - 500 employees Web, PALM On-site or managed service ADP payroll integration Beta Customer Growth Development Beta Short name and key segmentation attributes Focus on segments for just this product Add graphics and annotate your map! Launch Launch

40. Market Events / Rhythms Expected Launch of Competing Product Int’l HR Benefits Conference Congress: 401K self-service regulations Beta Customer Growth Development Beta Q306 Q406 Q107 Q308 Q208 Events  One time Rhythms  Cyclical 401K Open Enrollment Launch Launch

41. Life “Firsts” Purchase Request Assisted Purchase 4 Savings Account 7 2 Independent Income Job Housing (Apartment) Subscription (Pager) Loan (Car, PC) Credit Card Mortgage Prom Investment (401K) ... 12 15-18 20s 18-22 Independent Purchase

42. American Life Rhythms Jan Apr Sep Aug Jul Jun May Mar Feb Oct Nov Dec Vacation Mother’s Day My Birthday Valentine’s Thanksgiving School Starts Spring Break Religious Holidays Anniversary

43. Market Rhythms Jan Apr Sep Aug Jul Jun May Mar Feb Oct Nov Dec

44. Feature / Benefit Map Beta Customer Growth F: Managed Service B: Rapid, easy deployment B: Low initial cost F: “Fixed” benefit plans B: No hard work or cost in designing a new plan F: Installed onsite B: Privacy, customization F: Installed onsite B: Privacy, customization Development Beta Q306 Q406 Q107 Q308 Q208 Only the features that move the needle! Describe in business terms where possible Launch Launch

45. Tarchitecture Roadmap Beta Customer Growth Development Beta VoiceXML 2.0 Tools Standardized Privacy Mgt Tools 64-bit Intel Servers 2.5G/3G Cellular Location-Based Apps Q306 Q406 Q107 Q308 Q208 Typically just the large pieces Can span multiple quarters Launch Launch

46. Focus on Capabilities Major components of the application that enable multiple features EX: Notification Engine Allows users to send schedule, event, or conditional based notifications via any communication channel.

47. Managing Architectural Change SEI classifies changes as: Local fix a bug in a module Non-Local add new features within existing architecture Architectural swap out a user interface library with a new library To manage architectural change 1. Lodge the change into the roadmap 2. Ensure it is on the backlog 3. Ensure it is prioritized into actual work

48. Scheduling Considerations Holidays & vacations Internal events & rhythms Quarterly earnings calls Peer reviews Customer commitments Other milestones

49. Can We Make It Fun?

50. Background on Innovation Games® for Customer Understanding Innovation Games® Are Serious Management Tools That Create High-Output Low-Cost Organizational Performance

51. What Are Innovation Games® Innovation Games® are serious games that solve a wide range of product strategy and management problems across the market lifecycle. They can be played: with customers in-person or online within or across organizational units in single or multi-game formats

52. Organizing Innovation Games® To understand… … then consider these games Product Box Buy a Feature Me and My Shadow Give Them A Hot Tub Remember The Future 20/20 Vision Speed Boat Spider Web Show And Tell Start Your Day The Apprentice Prune The Product Tree These questions exist across the product-market lifecycle. Customer Needs Requirements Product Usage Future Products

53. Innovation Game®: Prune the Product Tree Goal: Develop ideas for new products and services. Draw a graphic image of a tree to represent growth of the product/service. Add your current project portfolio / product roadmap as leaves and apples. 5 to 8 invited stakeholders are asked to shape the “growth” of your offering. Captures very rich information about perceptions of the future, timing of new concepts, and balance among delivered offerings In-person Provides rich opportunity for “new” ideas Online Captures data for sophisticated analysis of preferences

54. Prune the Product Tree In Person

55. Prune the Product Tree -- Preparing Planners define layers and regions so that they will know where players are placing their ideas. Planners choose images to represent growth. Planners select the kind & number of items that can be placed on the image during the game.

56. Place Initial Items Any existing ideas or roadmap items are placed on the tree.

57. Playing the Game! Players collaborate in real-time to place features/benefits (leaves/apples) on the tree. An integrated chat facility enables you to understand player motivations. Players label and describe their ideas All information is recorded and available for analysis

58. Create Interpretations from the Results of Multiple Games Game 1 Results Game 2 Results Interpretation Game results are merged into a new game – which you can edit and shape, further process, or play with additional players.

59. Tabular Representation of Items for Post-Processing Layers and regions enable planners to quickly determine where players have placed their items. You can ask questions like “What are all of the features customers want in 2010?”

60. Many Ways to Play: Parties and Galas “ Dude, you sharded collaboration!” (friend from Google) What is it? Who plays? Facilitated? Number of players? Party A “dinner party”. You select and control participants Yes 5..8 Gala An “open seating event” Random participants based on a shared URL No 9+

61. Are You Done? Depends… Portfolio roadmaps manage collections of related offerings Radar roadmaps help manage EOL Scenario roadmaps assist leadership teams in strategic planning Value roadmaps assist product managers in raising prices

62. Thank You !!! Innovation Through Understanding® Luke Hohmann Founder & CEO Enthiosys, Inc. 615 National Ave., Ste 230 Mountain View, CA 94043 cell: (408) 529-0319 www.enthiosys.com [email_address]