Slides from a product management training workshop with our partners at the Department of the Interior's Office of Natural Resources Revenue as a part of work together on revenuedata.doi.gov.

1. The “what” and
“why” of setting the
product vision
Alex Pandel & Nikki Lee, 18F
In partnership with the Department of the Interior’s Office of Natural Resources Revenue

2. Let’s start with a
quick refresher on
product
management

3. Product managers sit
at the intersection of
design+research,
development,
business, policy, and
politics.
user need stakeholders
technology business

4. PMs own four questions:
1. What’s the problem we’re solving?
(and why does it matter?)
2. What will our impact be?
3. How are we doing it?
4. Is our solution good?

5. PMs own four questions:
1. What’s the problem we’re solving?
(and why does it matter?)
2. What will our impact be?
3. How are we doing it?
4. Is our solution good?

6. PMs own four questions:
1. What’s the problem we’re solving?
(and why does it matter?)
2. What will our impact be?
3. How are we doing it?
4. Is our solution good?

7. PMs own four questions:
1. What’s the problem we’re solving?
(and why does it matter?)
2. What will our impact be?
3. How are we doing it?
4. Is our solution good?

8. PMs own four questions:
1. What’s the problem we’re solving?
(and why does it matter?)
2. What will our impact be?
3. How are we doing it?
4. Is our solution good?

9. Product teams have to be able to
provide good answers to all of these
questions. When the answer is “we
don’t know”, they need to have a
concrete plan to get to an answer.

10. Product teams have to be able to
provide good answers to all of these
questions. When the answer is “we
don’t know”, they need to have a
concrete plan to get to an answer.

11. But what does a
product manager
actually do?

12. Product managers wrangle team
members and stakeholders to create a
shared vision, then communicate it
internally and externally.

13. Product managers are responsible for
the strategy, roadmap, and feature
definition of a product or product line.

14. Product managers make sure team
members have what they need to get
the work done.
This means clearly scoping features,
troubleshooting blockers, and do
whatever necessary to build & maintain
momentum.

15. Product managers may also do
marketing, budgeting and business
planning.

16. Product managers are always focused
on delivering the right solution (bought
or built) for the right market.

17. Product managers are not:
Project managers
Scrum masters
Agile coaches
Engagement managers
Designers
Researchers
Strategists
Coffee getters
Note takers
Developers
Data scientists
Security experts
Infrastructure experts
Marketers
PR people
Salespeople
The team’s psychologist
The team’s parent

18. Product managers sometimes play one
or more of these roles in order to fill a
need on the team (sometimes the team
really needs a scrum master and some
coffee).

19. What does this
work actually
look like?

20. What should product managers create?
● Clear vision statement for their area of ownership
● Key Performance Indicators for their area of ownership
● Prioritized list of feature areas/modules within their area of ownership
● An actionable product backlog for the team
● A product roadmap for upcoming milestones
● Product quality, testing, and bug triage process/practice

21. What should product managers be able to tell
you about?
● Pros and cons of their product vision and how it supports the overall
organization vision
● Key questions, decision points, and concerns within their area of
ownership
● Project trajectory and status of research, design, and development
● Status of stakeholders and internal partners
● Their plans to correct any blockers or red flags in any of these areas
● Any areas where they need additional support or resources

22. Developing a
product vision and
strategy

23. strategy
noun
a plan of action designed to achieve
a major or overall aim
23

24. What’s our goal?
What do we need to
do to achieve it?
How will we execute
on that plan?
vision
execution
strategy

25. Strategy and tactics without vision
are aimless.
Vision and strategy without tactics
are just pipe dreams.
Product managers are the glue that
binds the three.

26. Strategy and tactics without vision
are aimless.
Vision and strategy without tactics
are just pipe dreams.
Product managers are the glue that
binds the three.

27. Hang on, isn’t
planning waterfall?

28. Planning is baked into the traditional
waterfall development process. It’s
also key to the agile development
process!
28

29. Planning
Design
Testing
Development
29

30. Planning is baked into the traditional
waterfall development process. But
it’s also key to the agile development
process!
30

31. Planning
MVP MVP + 1 MVP + 2
31

32. Planning
What problem are
we solving?
What does solving
it mean?
MVP MVP + 1 MVP + 2
32

33. Planning
What problem are
we solving?
What does solving
it mean?
MVP MVP + 1 MVP + 2
Build and learn
with confidence.
33

34. And you can do your planning in an
agile way.
34

35. Planning
MVP MVP + 1 MVP + 2
build
learn
refine
build
learn
refine build
learn
refine build
learn
refine
35

36. What does planning
mean in today’s world?
36

37. 37

38. 38

39. Planning isn’t about knowing
everything up front and writing it
down.
Planning means knowing what
you’re trying to achieve (and why).
39

40. We’re going to climb
that hill over there. It
will be a good place
for us to camp.

41. Ok! What’s the best
way to get there?

42. I don’t know! We’ll
find out as we hike.

43. Vision
We should climb a
mountain! It will be
great!
Strategy
We should climb
this mountain. It
has a spectacular
view and great
campgrounds.
Execution
Let’s start hiking up
this trail! We’ll find
good resting points
and adjust our
route as we go.
43

44. Vision
We should climb a
mountain! It will be
great!
Strategy
We should climb
this mountain. It
has a spectacular
view and great
campgrounds.
Execution
Let’s start hiking up
this trail! We’ll find
good resting points
and adjust our
route as we go.
44
we are here

45. In order to make solid choices about
our strategy and tactics, we need to
start with a clear vision.
Developing a sound product vision
requires framing the problem we’re
trying to solve.
45

46. In order to make solid choices about
our strategy and tactics, we need to
start with a clear vision.
Developing a sound product vision
requires framing the problem we’re
trying to solve.
46

47. Framing is the process of defining a
problem or opportunity.

48. Framing documents help people*
quickly understand the big picture.
*people like new team members, senior
stakeholders, and other collaborators.

49. Good project framing reduces risk,
increases velocity, and helps
stakeholders stay connected.

50. Problem
What problem are we solving,
and why does it matter?
Vision
What will the future look like when
we’ve successfully solved this
problem?
User scenarios
How will solving this problem
change people’s lives?
Metrics
How will we know if we’ve
succeeded?
Core components of a framing document

51. Let’s look at an
example framing
document

52. Problem
Low-income Alaskans seeking public assistance currently
need to submit separate, paper applications for each
program. This process is so daunting and frustrating that
many eligible Alaskans fail to complete the enrollment
process at all, robbing them of the opportunity to receive
the support they need.
Vision
Alaska Department of Health & Social Services is
developing a modern, integrated eligibility system that
enables staff to more efficiently issue correct and
timely benefits to Alaskans who need help meeting
their basic needs.
Priority Scenario Measure(s)
1 Jessica is in a tough spot and needs help paying for groceries
and health care this month. She is able to quickly, easily, and
securely submit information about herself and receive a timely
and accurate determination of which benefits she is eligible
for.
Decrease in average amount of time from
information submission to eligibility
determination.
Increase in average number of accurate
eligibility determinations made per week.
2 Sam, who doesn’t own a computer, calls Sarah at the Alaska
Division of Public Assistance to check why his food assistance
benefits suddenly stopped. Sarah is able to quickly and
securely locate Sam’s information, troubleshoot the issue, and
get his benefits started back up again.
Decrease in average amount of time from
incoming customer service call to resolved
issue.

53. Problem
Low-income Alaskans seeking public assistance currently
need to submit separate, paper applications for each
program. This process is so daunting and frustrating that
many eligible Alaskans fail to complete the enrollment
process at all, robbing them of the opportunity to receive
the support they need.
Vision
Alaska Department of Health & Social Services is
developing a modern, integrated eligibility system that
enables staff to more efficiently issue correct and
timely benefits to Alaskans who need help meeting
their basic needs.
Priority Scenario Measure(s)
1 Jessica is in a tough spot and needs help paying for groceries
and health care this month. She is able to quickly, easily, and
securely submit information about herself and receive a timely
and accurate determination of which benefits she is eligible
for.
Decrease in average amount of time from
information submission to eligibility
determination.
Increase in average number of accurate
eligibility determinations made per week.
2 Sam, who doesn’t own a computer, calls Sarah at the Alaska
Division of Public Assistance to check why his food assistance
benefits suddenly stopped. Sarah is able to quickly and
securely locate Sam’s information, troubleshoot the issue, and
get his benefits started back up again.
Decrease in average amount of time from
incoming customer service call to resolved
issue.
A clear description of the
problem or opportunity and
why it’s worth tackling.

54. Problem
Low-income Alaskans seeking public assistance currently
need to submit separate, paper applications for each
program. This process is so daunting and frustrating that
many eligible Alaskans fail to complete the enrollment
process at all, robbing them of the opportunity to receive
the support they need.
Vision
Alaska Department of Health & Social Services is
developing a modern, integrated eligibility system that
enables staff to more efficiently issue correct and
timely benefits to Alaskans who need help meeting
their basic needs.
Priority Scenario Measure(s)
1 Jessica is in a tough spot and needs help paying for groceries
and health care this month. She is able to quickly, easily, and
securely submit information about herself and receive a timely
and accurate determination of which benefits she is eligible
for.
Decrease in average amount of time from
information submission to eligibility
determination.
Increase in average number of accurate
eligibility determinations made per week.
2 Sam, who doesn’t own a computer, calls Sarah at the Alaska
Division of Public Assistance to check why his food assistance
benefits suddenly stopped. Sarah is able to quickly and
securely locate Sam’s information, troubleshoot the issue, and
get his benefits started back up again.
Decrease in average amount of time from
incoming customer service call to resolved
issue.
A clear, concise, inspiring
“elevator pitch” of the vision
for the future, that the team
and others can use to quickly
explain the product and
galvanize support.

55. Vision
Alaska Department of Health &
Social Services is developing a
modern, integrated eligibility system
that enables staff to more efficiently
issue correct and timely benefits to
Alaskans who need help meeting
their basic needs.

56. Who are we helping?
Alaska Department of Health &
Social Services is developing a
modern, integrated eligibility system
that enables staff to more efficiently
issue correct and timely benefits to
Alaskans who need help meeting
their basic needs.

57. What do they need?
Alaska Department of Health &
Social Services is developing a
modern, integrated eligibility system
that enables staff to more efficiently
issue correct and timely benefits to
Alaskans who need help meeting
their basic needs.

58. How are we helping?
Alaska Department of Health &
Social Services is developing a
modern, integrated eligibility system
that enables staff to more efficiently
issue correct and timely benefits to
Alaskans who need help meeting
their basic needs.

59. What is the outcome?
Alaska Department of Health &
Social Services is developing a
modern, integrated eligibility system
that enables staff to more efficiently
issue correct and timely benefits to
Alaskans who need help meeting
their basic needs.

60. Problem
Low-income Alaskans seeking public assistance currently
need to submit separate, paper applications for each
program. This process is so daunting and frustrating that
many eligible Alaskans fail to complete the enrollment
process at all, robbing them of the opportunity to receive
the support they need.
Vision
Alaska Department of Health & Social Services is
developing a modern, integrated eligibility system that
enables staff to more efficiently issue correct and
timely benefits to Alaskans who need help meeting
their basic needs.
Priority Scenario Measure(s)
1 Jessica is in a tough spot and needs help paying for groceries
and health care this month. She is able to quickly, easily, and
securely submit information about herself and receive a timely
and accurate determination of which benefits she is eligible
for.
Decrease in average amount of time from
information submission to eligibility
determination.
Increase in average number of accurate
eligibility determinations made per week.
2 Sam, who doesn’t own a computer, calls Sarah at the Alaska
Division of Public Assistance to check why his food assistance
benefits suddenly stopped. Sarah is able to quickly and
securely locate Sam’s information, troubleshoot the issue, and
get his benefits started back up again.
Decrease in average amount of time from
incoming customer service call to resolved
issue.
Scenarios that describe how the solution
changes users’ lives. Notice that these do not
describe how the solution looks, behaves, or
anything else about how it’s designed or built.

61. Scenario
Jessica is in a tough spot and needs
help paying for groceries and health
care this month. She is able to
quickly, easily, and securely submit
information about herself and receive
a timely and accurate determination
of which benefits she is eligible for.

62. Who are we helping?
Jessica is in a tough spot and needs
help paying for groceries and health
care this month. She is able to
quickly, easily, and securely submit
information about herself and receive
a timely and accurate determination
of which benefits she is eligible for.

63. What does she need?
Jessica is in a tough spot and needs
help paying for groceries and health
care this month. She is able to
quickly, easily, and securely submit
information about herself and receive
a timely and accurate determination
of which benefits she is eligible for.

64. What’s the end result?
Jessica is in a tough spot and needs
help paying for groceries and health
care this month. She is able to
quickly, easily, and securely submit
information about herself and receive
a timely and accurate determination
of which benefits she is eligible for.

65. Problem
Low-income Alaskans seeking public assistance currently
need to submit separate, paper applications for each
program. This process is so daunting and frustrating that
many eligible Alaskans fail to complete the enrollment
process at all, robbing them of the opportunity to receive
the support they need.
Vision
Alaska Department of Health & Social Services is
developing a modern, integrated eligibility system that
enables staff to more efficiently issue correct and
timely benefits to Alaskans who need help meeting
their basic needs.
Priority Scenario Measure(s)
1 Jessica is in a tough spot and needs help paying for groceries
and health care this month. She is able to quickly, easily, and
securely submit information about herself and receive a timely
and accurate determination of which benefits she is eligible
for.
Decrease in average amount of time from
information submission to eligibility
determination.
Increase in average number of accurate
eligibility determinations made per week.
2 Sam, who doesn’t own a computer, calls Sarah at the Alaska
Division of Public Assistance to check why his food assistance
benefits suddenly stopped. Sarah is able to quickly and
securely locate Sam’s information, troubleshoot the issue, and
get his benefits started back up again.
Decrease in average amount of time from
incoming customer service call to resolved
issue.
Success indicators or metrics for each
scenario (as appropriate). These tell you
whether or not your solution is working
as you expected.

66. Problem
Low-income Alaskans seeking public assistance currently
need to submit separate, paper applications for each
program. This process is so daunting and frustrating that
many eligible Alaskans fail to complete the enrollment
process at all, robbing them of the opportunity to receive
the support they need.
Vision
Alaska Department of Health & Social Services is
developing a modern, integrated eligibility system that
enables staff to more efficiently issue correct and
timely benefits to Alaskans who need help meeting
their basic needs.
Priority Scenario Measure(s)
1 Jessica is in a tough spot and needs help paying for groceries
and health care this month. She is able to quickly, easily, and
securely submit information about herself and receive a timely
and accurate determination of which benefits she is eligible
for.
Decrease in average amount of time from
information submission to eligibility
determination.
Increase in average number of accurate
eligibility determinations made per week.
2 Sam, who doesn’t own a computer, calls Sarah at the Alaska
Division of Public Assistance to check why his food assistance
benefits suddenly stopped. Sarah is able to quickly and
securely locate Sam’s information, troubleshoot the issue, and
get his benefits started back up again.
Decrease in average amount of time from
incoming customer service call to resolved
issue.
Priority levels assigned to each
scenario. This helps the team balance
tradeoffs and prioritize what’s most
important.

67. Problem
Low-income Alaskans seeking public assistance currently
need to submit separate, paper applications for each
program. This process is so daunting and frustrating that
many eligible Alaskans fail to complete the enrollment
process at all, robbing them of the opportunity to receive
the support they need.
Vision
Alaska Department of Health & Social Services is
developing a modern, integrated eligibility system that
enables staff to more efficiently issue correct and
timely benefits to Alaskans who need help meeting
their basic needs.
Priority Scenario Measure(s)
1 Jessica is in a tough spot and needs help paying for groceries
and health care this month. She is able to quickly, easily, and
securely submit information about herself and receive a timely
and accurate determination of which benefits she is eligible
for.
Decrease in average amount of time from
information submission to eligibility
determination.
Increase in average number of accurate
eligibility determinations made per week.
2 Sam, who doesn’t own a computer, calls Sarah at the Alaska
Division of Public Assistance to check why his food assistance
benefits suddenly stopped. Sarah is able to quickly and
securely locate Sam’s information, troubleshoot the issue, and
get his benefits started back up again.
Decrease in average amount of time from
incoming customer service call to resolved
issue.

68. How do you use
your framing?

69. Planning
MVP MVP + 1 MVP + 2

70. Released to usersInternal development
Planning
MVP MVP + 1 MVP + 2

71. Internal development
Planning
MVP MVP + 1 MVP + 2
During planning, framing gets the
team (and leadership) aligned around
a shared vision.

72. Internal development
Planning
MVP MVP + 1 MVP + 2
When you’re building, framing makes
it easy to prioritize your work.

73. Internal development
Planning
MVP MVP + 1 MVP + 2
It tells you how to test what you build
and assign priority and severity to
the problems you find.

74. Internal development
Planning
MVP MVP + 1 MVP + 2
And gives you a framework for
deciding when your product is ready
to ship.

75. Internal development
Planning
MVP MVP + 1 MVP + 2
As you iterate, framing helps you
understand how well your product is
performing.

76. Internal development
Planning
MVP MVP + 1 MVP + 2
And gives you a way to prioritize
product improvements and new
functionality.

77. How does this fit in with
the work we already
have in flight?

78. framing
document
goal in
roadmap
goal in
roadmap
user story in
Waffle
user story in
Waffle
user story in
Waffle
big picture detailed

79. framing
document
goal in
roadmap
goal in
roadmap
user story in
Waffle
user story in
Waffle
user story in
Waffle
What we’re going to
do.

80. framing
document
goal in
roadmap
goal in
roadmap
user story in
Waffle
user story in
Waffle
user story in
Waffle
Why it’s important
to do it.

81. Some examples:
● Alaska’s integrated eligibility system
modernization
● Center for Medicaid & Medicare Services’
funding request form prototype
81

82. Questions?

83. Exercise:
writing a scenario

84. Let’s try writing a scenario for
the NRRD site.

85. Think about the user you’re most
interested in serving, and what
you know about their needs.
Take 10 minutes to write 1-2
sentences about what will be
changed for the better for that
user if the NRRD site has a
succeeded.
Write down who is affected, why
they need help, and what the end
result will be. Don’t worry about
the software part yet.
Consider these formats:
(person) is trying to (action) because
(problem). They are able to (new action) so
that (result that solves problem).
(person) needs to (action) in order to
(achieve goal). With the new system, they
are able to (new action). As a result,
(benefit).

86. Next steps

87. Thank you!