The document outlines the importance of creating a product roadmap as a strategic tool for defining how a product delivers value over time and aligns with business goals. It emphasizes the necessity of articulating business value, maintaining flexibility for change, and prioritizing based on market needs and customer feedback. Additionally, it provides insights on managing product portfolios, prioritization techniques, and utilizing frameworks for effective product strategy development.

1. CREATING A
PRODUCT ROADMAP
A powerful tool to define how a product will deliver value over time, whilst
maintaining strategic direction. If frames the work in business language
which helps with senior stakeholder buy-in and alignment, as well as
securing resources for developing the product.
Product Strategy Series with Mike Biggs
Mike Biggs
@MetaMikeBiggs

2. KEY GOALS OF A PRODUCT ROADMAP
● Define business value, (and metrics) over time
which allows executives to engage with the
product development at an appropriate level.
● Ensure the business value of each product is
aligned with the business strategy and vision
● Allows key decision makers to see what product
developments are expected as far into the
future as possible, and therefore can plan and
influence appropriately.
● Articulate a vision that is certain enough to
provide a meaningful tension with the delivery
constraints WHILST being vague enough to
withstand change based on learning
(experience).
The Roadmap may also provide:
6. It can articulate external considerations such as
dependencies, market and business context
issues, and PESTLE DE as a general
environmental scan.
7. Align multiple products so their combined value
is meaningful. (Portfolio version)
Is Visionary by definition and:
a. Generative (abductive) in its thinking
b. Articulates what could be, not what is
c. Tells a narrative (right brain)

3. PARALLEL PROCESS
Product Strategy

4. PARALLEL PROCESSES
Research/
learnings
Themes/
epics
Stories
Story
map
Release
plan
Product
vision
Discrete
solution
elements
Product
roadmap
Delivery
backlog
TensionTensionTension
Begins to provide tangible
feature elements that pair
with Stories. May consist of
wireframe elements.
Articulates a unique
combination of:
● Market
● Solution
● Human Need
Articulates the business value
delivered over time (releases)
including goals, and key
business metrics.
Broad customer
problems to solve.
Breakdown of epics to define
the granular stories that need
to be built over time.
Brings together the
granular problems to solve
with granular solutions
whilst structuring them into
value goals over time.
How big are the things to
build? When can we get them
done by?
Hey, build this stuff.
Deep
Reductive
Constraints
Probability
Broad
Abductive
Generative
Possibility
Where does product visioning and
roadmapping fit into the world?

5. MANAGING THE TENSION
At any point in time, there must be a healthy tension
that combine and balance the value embodied in the
vision, with the tangible reality of action.
Outcomes of the balance are to:
● Remain relevant to customers and market
● Be able to change according to new information
from any potential source
Roadmap pulls to the future and defines value
Story breakdown & Analysis drives
deep into what can and will be done.
Build,
measure,
learn

6. PRODUCT ROADMAP TEMPLATE

7. INVENTORY MANAGEMENT PRODUCT ROADMAP
~One Quarter
Capture Data
“Ability to capture data in current blackspots and share that information with key actors.
Provided data will allow a user to more accurately order and allocate meters.”
Scan in, out, at key gates.
View captured data.
System is considered USABLE to: Store Person and Inventory controller.
# in stock physically is equal to # in stock in our system.
Accuracy of ordering information is improved, compared to current system.
Example

8. INVENTORY MANAGEMENT PRODUCT ROADMAP
Following (up to) 7 weeks
Interpret and Predict
“Ability to draw more complex insights from new and existing data sources. The process of
drawing insights for increased ordering accuracy is automated.”
Capture additional existing sources of data.
Apply business logic to data.
Generate specific ordering data.
Accuracy of order numbers generated are more accurate than current manual system.
Reduction in human effort required to generate order accuracy.
Reduction in interactions/ handoffs required to place an order.
Example

9. INVENTORY MANAGEMENT PRODUCT ROADMAP
Following (up to) 9 weeks
Increase quality of the system and reduce human effort
“Tighten the precision of measures to improve accuracy. Automate more standardised tasks.”
E.g.
Stock to order validation points.
Ability to lodge an order rejection (acceptance testing)
Automated stock order creation and send.
Reduction in human effort for same outcomes and quality of predictions. (ratio)
Example

10. Product Roadmap (ON ONE SLIDE)
10
~ One Quarter Following (up to) 7 weeks Following (up to) 9 weeks
CAPTURE DATA INTERPRET & PREDICT
INCREASE QUALITY OF THE SYSTEM &
REDUCE HUMAN EFFORT
“Ability to capture data in current blackspots and
share that information with key actors. Provided
data will allow a user to more accurately order and
allocate meters.”
“Ability to draw more complex insights from new
and existing data sources. The process of drawing
insights for increased ordering accuracy is
automated.”
“Tighten the precision of measures to improve
accuracy. Automate more standardised tasks.”
Scan in, out, at key gates.
View captured data.
Capture additional existing sources of data.
Apply business logic to data.
Generate specific ordering data.
E.g.
Stock to order validation points.
Ability to lodge an order rejection (acceptance
testing)
Automated stock order creation and send.
System is considered USABLE to: Storeperson and
Inventory controller.
# in stock physically is equal to # in stock in our
system.
Accuracy of ordering information is improved,
compared to current system.
Accuracy of order numbers generated are more
accurate than current manual system.
Reduction in human effort required to generate
order accuracy.
Reduction in interactions/ hand-offs required to
place an order.
Reduction in human effort for same outcomes and
quality of predictions. (ratio)
Example

11. PRODUCT ROADMAP REVIEW
Example
product is
here!

12. PRODUCT PORTFOLIO
Product Strategy

13. PRODUCT PORTFOLIO

14. MINIMUM VIABLE PORTFOLIO
Developing value across the
portfolio is much like creating
a product level MVP.
It calls out the need for a clear
strategy that spans the entire
portfolio, rather than a vision
or strategy that only covers a
single product.
You will need to ensure you
have a clear statement of the
business strategy so that
meaningful and aligned
prioritisation decisions for the
portfolio can be made.

15. PRIORITISATION
Product Strategy

16. PRIORITISATION
Strategy
Products &
Services
Themes &
Epics
Stories &
Features
Value x Risk = Priority
Value / Effort = Priority
Value / Effort = Priority
Existential
risk
Effort
required
Maintaining a clear line of sight from the story being
worked on in a team, all the way up to the strategy
is important but there are different elements that
provide that alignment at each stage of the way.
At higher levels, in the business
the biggest risk is relevance, not
complexity of the solution or
effort required.
(Basic) equation used to prioritise.
(create your own using WSJF with
these considerations in mind).
Which products are the most valuable in pursuit of
our business strategy?
Which story provides the most value to
the key stakeholders within this product?
Which feature provides the best experience
to the primary users of this interface?

17. QUESTIONS
At this point you probably have some...

18. FAQ’s
How do we get client to stop focusing on features and
scope?
● Frame all conversations about needs, problems to
be solved, and value; not features to be built. This
shifts the focus away from scope, to a value based
conversation and provides flexibility in the approach
to delivering the agreed value.
● Consider the Lean/Agile maturity of the organisation
and the team you are working with. Their focus on
scope may be due to their lack of experience
working this way. They may have been working in
waterfall in the past and needed to lock down scope
to manage vendors.
● Take a point of view. Make a bold statement of what
can and will be. Be concrete about it, without being
ridiculous. This can and will change, but it’s far more
useful for executives and teams alike, to have a very
clear vision of where we need to go.
What if the timings are all out of whack across
products in the portfolio?
● In the same way you would try to break down
stories to a similar size so you can manage your flow
via WIP, and to give meaningful predictions through
VELOCITY (even though it’s voodoo), you can use the
same principle to chunk work in the roadmap.
● Chunk the releases or phases by value, and not
features. This will help you to better align them, and
maintain the focus required at this level. There is a
risk that a chunk of value may be underestimated,
but keep in mind, you could take two releases do do
a bigger piece of work if required.
● Are there external constraints or a cadence that
must be adhered to, such as integration with a
legacy system, or regulation, or compliance etc? This
may form the size of your roadmap timings.

19. FAQ’s
But we haven’t even done a Product Vision?
● If you aren’t explicit about creating and
documenting a vision, it will develop organically and
implicitly through other activities, with potential for
disaster.
● It’s ok to start from where you are now by creating a
roadmap, then step back and think about the
Product Vision with a view to revise if they are out of
sync.
● A product vision is like a simplified version of a
Business Model Canvas. If you already have a
Business Model Canvas, you can likely define a
Product Vision very easily.
● Link to Product Vision Board
How do we prioritise value chunks over time in the roadmap,
and across products in the portfolio?
● Use the Business Strategy to inform this prioritisation. You
should expect the strategy to be provided to you and meet
the following criteria:
○ Short, succinct, and easy to understand.
○ Takes into consideration: Market forces/changes,
Human / User/ Customer needs, and who the
company is, and will be in the future (identity, and
assets).
○ If you need help creating one of these try these
resources:
■ Link to Strategy Canvas
● More frameworks to come if people
are interested.
■ Mike/ Ian / Jonny

20. FAQ’s
What is a Product Strategy anyway?
This term is often used to describe two separate things.
● The strategy employed to deliver certain value as articulated in the Product Vision. This
is essentially a strategy that operates in pursuit of a particular product, and is
somewhat covered in the Vision Board. It is worth pausing at this point and thinking
about some additional issues such as the broader resources, context and principles
that will allow you to realise the product. This can be explored and defined using the
Strategy Canvas. This canvas can be useful at many points in the business. From
product, down to UX, all the way up to Corporate strategy. Link to the Strategy Canvas.
● The other meaning refers to the strategy that the products participate in. This has been
touched on in the point above about prioritising value across products. In a delivery
team you should expect this to be well understood and defined by the Product Owner,
if not, the organisation may need help with product and or strategy as a capability, or
potentially with employing a more open and aligned culture. The Strategy Canvas is
useful for this level also, but will call on very different inputs, and define an approach at
a higher level of abstraction. This strategy is largely made up of the desires and
capabilities of the organisation combined with market opportunity and human needs.

21. RESOURCES
At this point you probably need some...

22. BRINGING TOGETHER AN ACTIONABLE STRATEGY

23. EVOLUTION TO THE INNOVATION SQUID DIAGRAM

24. EVOLUTIONS OF PRODUCT SOLUTION FIT
“Remembering that a Strategic Position is a solution to a Market problem.
This model can be applied at any level of abstraction in the business.”

25. PRODUCT VISION CANVAS

26. Political: These factors determine the extent to which a government may influence the economy or a certain industry. [For example] a government may impose a new tax
or duty due to which entire revenue generating structures of organizations might change. Political factors include tax policies, Fiscal policy, trade tariffs etc. that a
government may levy around the fiscal year and it may affect the business environment (economic environment) to a great extent.
Economic: These factors are determinants of an economy’s performance that directly impacts a company and have resonating long term effects. [For example] a rise in
the inflation rate of any economy would affect the way companies’ price their products and services. Adding to that, it would affect the purchasing power of a consumer
and change demand/supply models for that economy. Economic factors include inflation rate, interest rates, foreign exchange rates, economic growth patterns etc. It also
accounts for the FDI (foreign direct investment) depending on certain specific industries who’re undergoing this analysis.
Social: These factors scrutinize the social environment of the market, and gauge determinants like cultural trends, demographics, population analytics etc. An example for
this can be buying trends for Western countries like the US where there is high demand during the Holiday season.
Technological: These factors pertain to innovations in technology that may affect the operations of the industry and the market favorably or unfavorably. This refers to
automation, research and development and the amount of technological awareness that a market possesses.
Legal: These factors have both external and internal sides. There are certain laws that affect the business environment in a certain country while there are certain policies
that companies maintain for themselves. Legal analysis takes into account both of these angles and then charts out the strategies in light of these legislations. For
example, consumer laws, safety standards, labor laws etc.
Environmental: These factors include all those that influence or are determined by the surrounding environment. This aspect of the PESTLE is crucial for certain
industries particularly for example tourism, farming, agriculture etc. Factors of a business environmental analysis include but are not limited to climate, weather,
geographical location, global changes in climate, environmental offsets etc
Recent additions:
Ethical
Demographic
PESTELE DE

27. LINKS
● Roman Pichler Product Stuff - http://www.romanpichler.com/
● Jim Kalbach - Strategy Canvas guy, and fellow Jazz metaphorist
https://experiencinginformation.com/2015/10/12/strategy-blueprint/

28. END OF PRESENTATION