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 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
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
This presentation discusses how you can leverage the innovation strategy and the product lifecycle to get your product strategy right and achieve product success; how to make your product stand out from the crowd; and how you can effectively capture your product strategy.
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
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
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
This presentation discusses how you can leverage the innovation strategy and the product lifecycle to get your product strategy right and achieve product success; how to make your product stand out from the crowd; and how you can effectively capture your product strategy.
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
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
Tips for Effectively Applying the Product Owner RoleRoman Pichler
This slide deck offers tips to successfully apply the product owner role. It distinguishes different product owner flavours, explains hope the Scrum product owner role differs from the SAFe one, and how product ownership can be scaled.
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.
As product managers and product owners, we make a myriad of decisions—from shaping the product strategy to deciding the detailed functionality of our products. But do we make all these decisions effectively? And do we always secure the necessary buy-in? This slide deck wants to helps you make better decisions. It discusses five common decision rules and explains when to apply them.
Product roadmaps are an important product management tool. But traditionally, they map features onto a timeline that often extends many months into the future. This makes them hard to apply in an agile context where change and uncertainty are present. My talk shows how you can use agile product roadmaps, roadmaps that describe the value the product should create, align the stakeholders and development teams, and unburden the product backlog while avoiding premature commitments and preserving the ability to inspect and adapt.
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.
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.
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.
Every great product needs a clear, well-defined product roadmap. This Slideshare explains the whats, whys and hows of Product Roadmaps in plain English.
Product Roadmaps - Tips on how to create and manage roadmapsMarc Abraham
This presentation is focused on two areas with respect to product roadmaps. Firstly, a roadmap is a not a loose collection of timings and features. Secondly, it is key to define a product vision, goals and strategy before creating a roadmap.
Agile is a philosophy for delivering solutions that embraces and promotes evolutionary change throughout the life-cycle of a product. Many teams and organizations have been using Agile to, deliver software more timely, increase quality, and ultimately increase customer satisfaction.
These planning levels were originally described by Hubert Smits in the whitepaper "5 Levels of Agile Planning: From Enterprise Product Vision to Team Stand-up".
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.
This presentation offers best practices and lessons learned regarding finding and developing Agile Product Owners. The presentation goals are:
- Understand the value of the Product Owner;
- Provide real-world applications of CSPO training;
- Offer ideas for positively influencing team members; and
- Offer suggestions for continuous improvement.
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
The Butterfly Principle for Product Management by GameBench CEOProduct School
Startups have changed the way technology companies perceive product management. Experimentation and application of lean principles are no longer just for startups. Large enterprises want to cultivate a startup mindset and mimic such an environment.
So what’s the startup product mindset? How does obsession with a customer problem help startups succeed? And what makes them fail?
Sri shared his experiences and real examples around customer-centric and pragmatic product management that gives enterprises an edge over their competitors. He discussed the butterfly principle in product creation and how it helps create products customer love.
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
Tips for Effectively Applying the Product Owner RoleRoman Pichler
This slide deck offers tips to successfully apply the product owner role. It distinguishes different product owner flavours, explains hope the Scrum product owner role differs from the SAFe one, and how product ownership can be scaled.
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.
As product managers and product owners, we make a myriad of decisions—from shaping the product strategy to deciding the detailed functionality of our products. But do we make all these decisions effectively? And do we always secure the necessary buy-in? This slide deck wants to helps you make better decisions. It discusses five common decision rules and explains when to apply them.
Product roadmaps are an important product management tool. But traditionally, they map features onto a timeline that often extends many months into the future. This makes them hard to apply in an agile context where change and uncertainty are present. My talk shows how you can use agile product roadmaps, roadmaps that describe the value the product should create, align the stakeholders and development teams, and unburden the product backlog while avoiding premature commitments and preserving the ability to inspect and adapt.
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.
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.
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.
Every great product needs a clear, well-defined product roadmap. This Slideshare explains the whats, whys and hows of Product Roadmaps in plain English.
Product Roadmaps - Tips on how to create and manage roadmapsMarc Abraham
This presentation is focused on two areas with respect to product roadmaps. Firstly, a roadmap is a not a loose collection of timings and features. Secondly, it is key to define a product vision, goals and strategy before creating a roadmap.
Agile is a philosophy for delivering solutions that embraces and promotes evolutionary change throughout the life-cycle of a product. Many teams and organizations have been using Agile to, deliver software more timely, increase quality, and ultimately increase customer satisfaction.
These planning levels were originally described by Hubert Smits in the whitepaper "5 Levels of Agile Planning: From Enterprise Product Vision to Team Stand-up".
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.
This presentation offers best practices and lessons learned regarding finding and developing Agile Product Owners. The presentation goals are:
- Understand the value of the Product Owner;
- Provide real-world applications of CSPO training;
- Offer ideas for positively influencing team members; and
- Offer suggestions for continuous improvement.
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
The Butterfly Principle for Product Management by GameBench CEOProduct School
Startups have changed the way technology companies perceive product management. Experimentation and application of lean principles are no longer just for startups. Large enterprises want to cultivate a startup mindset and mimic such an environment.
So what’s the startup product mindset? How does obsession with a customer problem help startups succeed? And what makes them fail?
Sri shared his experiences and real examples around customer-centric and pragmatic product management that gives enterprises an edge over their competitors. He discussed the butterfly principle in product creation and how it helps create products customer love.
How to Use Data to Build Products by Tradesy Product AdvisorProduct School
In this presentation:
-Product Management is probably the most exciting function in technology organizations - it's an art and science that's well-suited for certain personalities
-The goal of a good Product Manager is NOT to launch a product - rather, it's to move a planned metric in the right direction by the right amount
-A good Product Manager can answer the question, "How did your product do yesterday?" We can't answer that without a well-defined analytics strategy and data requirements built into our products
How to Use Data to Build Products by Tradesy Product AdvisorProduct School
Main takeaways:
- Product Management is probably the most exciting function in technology organizations - it's an art and science that's well-suited for certain personalities
- The goal of a good Product Manager is NOT to launch a product - rather, it's to move a planned metric in the right direction by the right amount
- A good Product Manager can answer the question, "How did your product do yesterday?" We can't answer that without a well-defined analytics strategy and data requirements built into our products
2017-04-13 Agile Product Management - BandungMichael Ong
Presented at Scrum User Group Bandung on 13th April 2017
https://www.meetup.com/Ekipa-Scrum-User-Group-Bandung/events/238693423/
http://agileindonesia.org/april-meetup-report-bandung-agile-product-management-open-space/
How to Set Product Priorities Presented by Michael Ong
Great products rarely happen by luck — they involve careful planning, consideration, and management. In this talk, you'll learn how to put together a product or project roadmap that inspires by studying and applying an objective and collaborative prioritization method that balances both value and effort, helping stakeholders focus on what's important and come to consensus.
Takeaways
Set product or project goals based on company strategic goals
Learn the art of shuttle diplomacy as a way to get buy-in on your priorities
Open Space Topics
- What is Agile ? (Isaac)
- How to do Agile Contracts Work? (for service delivery companies) (Aulia)
- Best practices to calculate business value of Products (Mulky)
- How to create a good roadmap
- Design sprints
- How to have a good retrospective (Thofhan)
World Product Day 2019 / Product Tank HCMC #9: How to advocate product manage...Amanda Lam
Product Management is relatively new and unfamiliar to many company stakeholders. It has never been a major in colleges, and many people often have misconceptions that Product Managers = Project Managers, or holding a belief that digital Product Managers are just doing "IT".
Arguably, proper Product Management is vital to the longer-term sustainability of most companies. While visionary leaders with product-focused mindset are rare; we shall rely on no others but ourselves to pitch and convince upper management and key stakeholders the necessity to invest time and money into Product Management.
In this talk, we will discuss about:
- how Product Management practices can fit into the context of company strategy
- the key values that Product team drives and delivers to both external (clients / users) and internal (other departments) environments
- the processes that facilitate development of market-responsive products
There is no single formula of success, and each company should adjust and adopt its own unique ways to set up its Product team and strategy according to their talent mixes, business priority, stage of growth and competitive landscape. As such, we anticipate active dialogue and discussions among us so that we can learn our experiences from each other!
Building an Amazing Relationship Between Product Management and MarketingProductPlan
It's not unusual for friction to exist between product and marketing teams — especially because "product manager" and "product marketing manager" are often loosely defined job functions. In this webinar, we'll share five practical tips for how product managers and marketers can work better together.
The eBook is now translated into a course and live on Udemy. Check http://productguy.in/udemy-course/ for more details.
GREAT product roadmap evolves from the product vision and product strategy. Further, it acts as one of the single most important documents that provide a unified and consistent view of where the product is heading to all the relevant stakeholders (Engineering Team, Sales Team, Account Team, Business Development Team, Sr Management, Customers and Partners).
Product vision and strategy should provide a framework and guidance for the preparation of GREAT product roadmap, and it should be the overarching principle that governs the process of preparing product roadmaps. eBook attempts to define the approach to building GREAT product roadmap with product vision and strategy as its guiding principle.
Building Enterprise Products - For Moving Targets of Customer Needs and OutcomesMurali Erraguntala
Building new product is an exciting phase in the career of every Product Manager and each Product Manager would yearn for an opportunity to conceptualize, build and launch new products. The primary goal of every product manager is to ensure the commercial success of new product. Yet, only 50% of new products succeed [1]. New product development is definitely a challenge and Product Manager falters somewhere during the course of building new product. In order to provide some guidance to build new products, I decided to drop my experiences of building new product. Please note that some of the information listed as part of this guide may be biased because of my experiences of building and sustaining B2B HW product of an existing product line.
The primary reason for drafting the guide is to streamline my experiences of building a new product and share actionable points as part of the guide. I have learned about Product Management by reading books, blogs, articles etc and primarily through my role as a Product Manager. The guide is a way of giving back to my fraternity and sharing my experiences. I would be deeply humbled if someone finds the guide helpful and I am open to comments to make it better. The information shared in this guide is already available in my blog @ www.ProductGuy.in. I appreciate if you could visit my blog and drop your thoughts/comments.
Building Enterprise Product - For Moving Targets of Customer Needs and OutcomesMurali Erraguntala
Building new product is an exciting phase in the career of every Product Manager and each Product Manager would yearn for an opportunity to conceptualize, build and launch new products. The primary goal of every product manager is to ensure the commercial success of the new product. Yet, only 50% of new products succeed [1]. New product development is definitely a challenge and Product Manager falters somewhere during the course of building a new product. In order to provide some guidance to build new products, I decided to drop my experiences of building a new product. Please note that some of the information listed as part of this guide may be biased because of my experiences of building and sustaining B2B HW product of an existing product line.
Through elaborating my experiences of building the new product in this eBook I have structured actionable plans for successfully building the new product that is:
• Built on a foundation of strong product vision formulated after careful consideration of customer analysis, market analysis, industry trends, technology trends etc.
• Built in alignment with customer real needs and as desired by them.
• Built not just for needs of today but for needs of tomorrow.
• Built with all essential attributes that drive customer preferences to buy the new product.
The primary reason for drafting the guide is to streamline my experiences of building a new product and share actionable points as part of the guide. I have learned about Product Management by reading books, blogs, articles etc and primarily through my role as a Product Manager. The guide is a way of giving back to my fraternity and sharing my experiences. I would be deeply humbled if someone finds the guide helpful and I am open to comments to make it better. The information shared in this guide is already available in my blog @ www.ProductGuy.in. I appreciate if you could visit my blog and drop your thoughts/comments.
This document outlines the strategy for Nokia to regain the market share in smartphone market.
The views expressed in this article purely belongs to the authors of the article. Neither the college nor the professors endorses the article
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
2. Why a Course on Product Roadmap
Among many things that a Product Manager does, (s)he
● Aligns the product to the Organizational goals and objectives
● Build consensus on product vision, strategy, and objectives
● Say NO to lots of things – To focus on a few things that can help accomplish product objectives
● Realign investments and provide directions on resource allocation and prioritization
● Unambiguously communicate the overall direction of the product
But, to accomplish them….
4. Most Product Managers build Good Product Roadmaps … but
… to build Great Product, we need Great Product Roadmap
5. Objectives of this Course
Facilitate Product Managers to build Great Product Roadmap on the foundation of Product Vision and Product
Strategy
Product
Roadmap
Product
Strategy
Product Vision
6. Key Takeaways of this Course
At the end of this course
You will realize that Product Roadmap is not just a tactical tool, it is a strategic tool.
You will start using Product Roadmap for
● Building consensus among stakeholders
● Defining the strategic direction of the product
● Communicating the product direction
● Saying ‘NO’ to lots of things while saying ‘YES’ to few things that really matter
● Clarity on what is required to – Run Business, Grow Business and Transform Business
● Making rational decisions – realigning investments, resource allocation, and prioritization
● Making a successful product or technology transitions at every inflection point
● Saying ‘NO’ to a customer and yet make the customer happy
Finally, how to evaluate the efficacy of the product roadmap
7. Targeted Audience of this Course
Obviously, Enterprise Product Managers who are on a mission to build great products
But… applicable to Development Engineers, Sales Engineers, Account Managers and BDMs (Business
Development Managers) as well
When Product Manager declines a request to approve an awesome idea or decides to let go off a $M
opportunity or says ‘NO’ to one of the key customers
The rationality lay in the PRODUCT ROADMAP
It is essential for every stakeholder involved to understand the process of roadmap preparation
9. Course Outline
Starts with defining why Product Roadmap should be built on a foundation of Product Vision and
Product Strategy
Next outline the journey of Product Roadmapping
From creating product backlog to accomplishing product objectives through ruthless prioritization
process
Product
Roadmap
Product Strategy
Product Vision
10. Course Outline (contd…)
Product Backlog
Categorization of
Requirements
Tactical
Strategic
Disruptor
Prioritization
x.y release x.z release
Measure efficacy of
prioritization process
Product Objectives
Translation of Needs Requirements
Discovery and Understanding Needs
Collaborative Gathering of Needs
11. Course Content
The Journey of Product Roadmapping
● Introduction
○ Course Outline
● Fundamentals of Product Roadmap
● Product Vision, Strategy and Roadmap
● Product Backlog
○ Discovery and Understanding of Needs
○ Collaborative Gathering of needs
○ Journey of Needs Requirements
● Prioritization Process
○ Objectives Strategy Roadmap
○ Prioritization Methodology - Scorecard
● Categorization of Requirements
○ Tactical, Strategic and Disruptor
● Inflection Point – Seizing the Opportunity
○ How Incumbents can cause disruption
● Efficacy of Product Roadmap
● How to say ‘NO’ – Yet, Not lose Customers
12. About Me
Hi Everyone!
I am an Enterprise Product Manager and
Blogger @ ProductGuy.in
Connect me @emurali or
Murali.Erraguntala@gmail.com
https://www.linkedin.com/in/muralierraguntala/
14. Why Product Roadmap?
● The product sans roadmap would render it directionless
● Stakeholders will steer the product in multiple conflicting
directions
● Lack of clarity on the overall direction of the product
● No immediate impact, slowly but steadily
○ Sales plummets
○ The acquisition rate of new customers dwindles
○ Gaps widen with competitor products
○ Customers whine about lack of new features that excites them
○ Lack of innovation and
○ Exodus of all the best performing employees
15. Purpose of Product Roadmap (1/3)
Customers
• Provides a confidence that the product is actively evolving
• Helps them plan their business
Sales Team
• Sell the vision of future to customers
• Close deals with the help of product roadmap
16. Purpose of Product Roadmap (2/3)
Business Development Managers
• Plan expansion into new markets
Engineering Team
• Alignment of engineering resources
• Creating a sense of purpose and excitement about the overall
direction of products
17. Purpose of Product Roadmap (3/3)
Executive Team
• Communication tool
• Unambiguously articulate how the work done by different teams
steer the products in its planned directions
Product Managers
• The impetus to consciously focus on Product Vision, Product
Strategy
• Alignment of Product Roadmap to Vision and Strategy
18. Internal vs External Roadmap
External Roadmap
Audience – Customers, Sales Team, Account
Managers and BDMs
External facing – Strictly driven by PMs
Outlines outcomes or value delivered to customers in
each release
Conceals certain internal features that do not directly
impact customers
Reviewed by various stakeholders to determine –
what to share, how much to share and when to share
Internal Roadmap
Audience – Engineering team
Strictly internal facing – Driven by both PMs and
Engineering team
Outlines exhaustive list of features delivered in each
release
Every feature committed in each release will be
visible
Reviewed and mutually agreed by both PM and
Engineering team
19. What is (not) a Product Roadmap
● Not a committed plan
● Adapts to changes in business – Roadmap is not carved on rocks
● Not prepared in haste and definitely not in reactive mode
● Every item added to the roadmap is carefully evaluated by the following criterion
○ How it helps customers’ business?
○ How it helps in achieving product objectives?
○ How it helps in realizing product purpose?
○ Is it in alignment with the product strategy?
21. Definition of a Product Roadmap
The product roadmap is a plan of action that
outlines a series 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.
22. How often did you
care about
alignment to
Product Vision?
23. Tangible goals i.e. OKRs (Objectives and Key Results)
● Increase in market cap
● Expansion into new markets (aligning to market trends)
● Growth in sales, revenues, and margins
● Addition of new technology (aligning to technology trends)
What is the core belief of the Organization?
What is the true purpose and reason behind the creation of
products?
What is the future that the Organization intends to create?
Product Vision
Product Purpose aka Product Principles Product Objectives
Moving target – In accordance with the Organization objectives
and product adoption lifecycle
Product Principle – Aids in making better product decisions
Defines THE WHY? Defines the true purpose of the product i.e. why the product exist
Defines the overall direction of the product
Product Vision
24. Product Principles
● Isn't the vision statement of great companies like Apple, Google, Toyota reflect their beliefs.
● Are n’t the products they create is a testimonial to their beliefs
25. Product Vision - Examples
We believe that we’re on the face of the Earth to make great
products.
We believe in the simple, not the complex.
We believe in saying no to thousands of products so that we can
really focus on the few that are truly important and meaningful
to us.”
27. Product Strategy
Outlines the path to accomplish product objectives within the boundaries of product purpose
E.g., Introducing new products, altering existing products, targeting new markets/segments, launching new
marketing campaigns, etc.
Product Strategy
Product roadmap executes a subset of the strategy related to the product
28. Definition of a Product Roadmap – A Recap
The product roadmap is a plan of action that
outlines a series 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
29. How do we build Product Roadmap
The product roadmap should always be built on the foundation of Product Vision and Product Strategy
Product
Roadmap
Product Strategy
Product Vision
Series of tactical steps to execute the product
strategy
Defines path to accomplish the product vision
Overarching goals – Product purpose and
objectives
30. Product Roadmap vs Product Objectives
T + 12M
Release IV.
T + 9M
Release III
T + 6M
Release II
T + 3M
Release I
Product Objectives
aka Goals
Product objectives are split into sub-goals, each release accomplishes at least one sub-goal
Sub-goal defines the theme of each release, i.e. compelling reason for customers to adopt it
Change in objectives, changes the sub-goals and the direction/contents of the product roadmap
34. Product Backlog – Role of Great Product Roadmap
Great product roadmaps are just not known for
their ability to prioritize effectively but also for their
ability to gather exhaustive set of customers’ needs
Drawback – Bloating of product backlog – It is a
good problem to encounter
39. Understanding Customer Needs – Why?
Understanding customers is
delivering what they require and not
what they ask for
40. Why to deliver what customers need and not what they ask for?
41. Customers do not think twice to dump the
product that exactly contains what they
asked for in favor of the product that
optimally addresses their needs
45. Need for Empathy Map?
What people say, what
people do, and what they
say they do are entirely
different things
Margaret Mead
46. Empathy Map
• What users think and feel about
addressing the need
• What users say about the need and how
do they address it
Eliminate inconsistencies among actions
thoughts and emotions
49. Discovery of Needs
Customer Focus
• Knowing customers better than they know themselves
• Telling customers what they need even before they tell us
Market Focus
• Anticipate the overall direction of the market
• Predict or foresee shifts in the market
50. Discovery of Needs – Customer Focus
Know your customers better than they know about
themselves
Anticipate what they might require in short-term
51. Discovery of Needs –Market Focus
Source: https://designabetterbusiness.com/2016/05/12/how-understand-your-market-crush-competition/
• Anticipate and survive shifts in the market
• Identify the impact of technology trends,
altering customer behaviours, changes in
regulation, etc. on customers’ business
52. Discovery of Needs – How?
Immerse in customer business
Eliminate bias
Open-minded
Get ready to be surprised
Firm understanding of technology, industry, and
competition
54. Gathering of needs either through discovery or understanding should be a collaborative effort involving
However, the PMs are responsible to facilitate collaboration
Collaborative Gathering of Needs
Support Team
Engineering Team
Sales Team
Business Development
Team
55. Collaboration – Support Team
Support Team
Scale enhancements
• ‘Gangnam Style’ views broke the views counter
Outcome of support cases
1. Lack of intuitiveness – Customers lack of knowledge about product
2. Inability to achieve desired outcome – Quality issues or Design issues
3. Incompleteness – Gap between what customers desire and what is delivered
4. New feature requests
56. Collaboration – Engineering Team
Engineering Team
Product Managers own problem space (Why and What)
Engineers own solution space (How)
Magic happens when two come together to deliver
• New outcomes – Making the product better
• Technology integration – Making bets on the right emerging technology
• Value engineering - Increasing efficiencies, reducing COGs
57. Collaboration – Sales Team
Sales Team
Win/Loss analysis of
• Why do customers buy our products?
• Why are customers whining?
• What deals did the product lose? Is there any trend?
• Is there a pattern of new requests in RFPs?
Helps Product Manager identify
• Product gaps – Competition
• Identify areas of investment
• Altering customer behaviours and needs
58. Identify opportunities for product growth
• Grow the business
• What contributes to product growth?
• How to capture it?
• Demand generation – Identify white spaces
• Same product – New use-case, new target segment
• Identify risks of adjacencies
• What smartphones did to cameras and navigation devices?
• What phones did to pagers?
Collaboration – Business Development Team
Business Development Team
59. Collaborative Gathering of Needs – Basic Tenets
● Never demand – Influence without authority
● Nurture relationship before collaboration
● Unfair to expect them to deliver needs in a platter
● Each collaborator might provide a small piece of a puzzle
● Help them ask the right questions – Make them think like a Product Manager
● Aid them with tools – 5Ws
61. Five Ws – Washington Monument Example
● Most needs are a manifestation of a solution
● There is always a gap between what customers say they need and what
they actually need
● Product backlog should accumulate problems or needs, not solutions
● Understand what triggers the need
● Comprehend cause and the effect
● 5Ws through an iterative process of Why? - An ideal tool to understand the
REAL PROBLEM or REAL NEED
62. Five Ws Approach
Why were gnats on the monument?
Because the gnats were attracted to the lights at dusk
Why were spiders on the monument?
Because spiders feasted on all the gnats there
Why did the Monument attract birds?
Because birds feasted on all the spiders
Why the Monument should be cleaned?
Because of the bird droppings?
Why the Washington Monument was falling apart?
Because harsh chemicals were used to clean it
63. Five Ws Approach – Effect vs Cause
Effect
Cause
Washington
Monument was
falling apart Monument was
1st to turn on
lights
Why? Why? Why? Why? Why?Effect Cause
64. Traditional Approach vs 5Ws Approach
Problem • Washington Monument was falling apart
Analysis • WHY? Because of using harsh chemicals
Solution • Use alternate chemicals that can clean without harming
the monument
Problem • Washington Monument was falling apart
Analysis • WHY? Because the monument was 1st to turn on lights
Solution • Turn on lights 30 minutes later
66. ● Each stakeholder speak unique language
○ Customers’ talk about outcomes
○ Sales team talk about deals, discounts, pipeline etc.
○ Engineering team talk is laced with technical
jargons
● Product Manager should communicate in the
language of the stakeholder
Each Stakeholder is Unique BDM
Customers
Sales Team
Support Team
Executives
Engineer
Product Manager
68. Need vs Requirement
Need
● A need is any customer business challenge or pain point or a
desired business outcome.
● Also referred to as job-to-be-done (JTBD).
● Need outlines the WHY
● Example – ISP (Internet Service Provider) is looking for
opportunities to monetize subscribers’ traffic
Requirement
● A requirement is a need when translated into a form
understandable by the engineering team.
● Requirement outlines WHAT
○ Functional spec to implement the need describes the HOW.
● The PRD should contain both WHY and WHAT.
● Example – Outlines specific features or solutions when
added to the product will facilitate ISPs to monetize their
subscribers’ traffic
69. Context of Requirement
Lots of possibilities… But, which is the RIGHT SOLUTION?
Context is required to determine the RIGHT SOLUTION
What is a context?
Context defines the circumstances that form the setting for a
need
How to derive contexts? Five Ws and a H
• WHY?
• WHAT?
• WHEN?
• WHO?
• WHERE?
• HOW?
Need? – Shopping Cart
70. Five Ws and a H
The actual purpose of the requirement?Why
What would customers accomplish?What
When would customers use itWhen
User Personas?Who
Where do customers use it?Where
How do customers desire to use it?How
72. Prioritization of Product Requirements
Identifying the right set of requirements that fit within the framework of product purpose and yet has the potential
for collectively accomplishing product objectives
Objective
73. Where do we start?
Tangible goals i.e. OKRs (Objectives and Key Results)
● Increase in market cap
● Expansion into new markets (aligning to market trends)
● Growth in sales, revenues and margins.
● Addition of new technology (aligning to technology trends)
What is the core belief of the Organization
What is the true purpose and reason behind creation of
products?
What is the future that the Organization is intending to create?
Product Vision
Product Purpose aka Product Principles Product Objectives
Outlines the path to accomplish product objectives within the boundaries of product purpose
E.g. Introducing new products, altering existing products, targeting new markets/segments, launching new marketing campaigns etc.
Product Strategy
Moving target – In accordance with the product lifecycle stages
74. Understanding Lay of the Land
Know your Industry
Know your customers
Know your competition
Know your technology
75. Know Your Industry
● How industry has progressed until now?
● What has caused transformation of the
industry in the past?
● What might potentially transform the
industry in the future?
76. Know Your Customers
● How did customers needs and behaviours
change until now?
● What new customers could get added to the
target segment?
● What emerging technologies could trigger
changes in customers needs and
behaviours?
77. Know Your Competition
● What is the current state of the competition?
● Who are the prominent players? What will be
their direction going forward?
● Are there any new players that can be a
potential threat?
78. Know Your Technology
● How has technology progressed over the
last few years?
● Which emerging technology has the
potential to transform the industry?
● What new outcomes can emerging
technology deliver to disrupt the industry?
79. Understanding Lay of the Land
Know your Industry
Know your customers
Know your competition
Know your technology
Anticipate the overall
direction of the market
in 2 – 3 years
Analyse strengths,
overall position of the
market and competition.
Later, define your
direction
80. Outline Product Vision and Strategy
Product Vision
Product Purpose (Customer Centric) Product Objectives (Organization Centric)
- What is your belief?
-
-
-
- What is your vision for the product in the future? Market leader
or niche player?
-
-
-
Product Strategy
- What is the path to accomplishing the product vision?
-
82. Product Objectives Strategy Customer Value
Scenario – Enterprise IoT Product for Retail Stores
● Product Objectives – Customer Acquisition, Revenue
● Strategy – Outlines how to accomplish product objectives (measurable goals) – Expansion into new markets, new
business models (SaaS), new channels (Cloud), etc.
○ Translate objectives into sub-goals
○ Derive 3-month, 6-month and 12-month plan to accomplish those sub-goals
● Customer Value – Identify value when delivered in the product will help accomplish sub-goals (e.g., expand to new
markets, migrate customers to new business models and channels, etc.)
Market
Expansion
New
Channels
(Cloud)
New
Business
Models
3M 6M 12M
83. Focus on Customer Value… Not on Objectives
Product Objectives are by-product of delivering right customer value
So… Focus on delivering the RIGHT CUSTOMER VALUE
Product
Roadmap
Customer
Value
Product
Objectives
Prioritize Requirements
Accomplish
84. Think Long-Term, Act Short-Term
T + 12M
Release IV.
Market Expansion
T + 9M
Release III
Market Expansion
T + 6M
Release II
New Channels (e.g. Cloud)
T + 3M
Release I
New Business Models
Product Objectives aka
Goals
1. Customer Acquisition
2. Revenue Increase
Each release focus on delivering some customer value that can accomplish sub-goal
Customer value delivered in each release provides the foundation for a THEME
Cumulative value delivered by subsequent release accomplishes products objectives
85. Product Objectives vs Customer Value
Scenario – IoT product for B2B Retailers
● List ‘Product Objectives’ in the order of priority
● List ‘Customer Value’ in the order of their ability to accomplish product objectives
● Accomplish 1 or 2 customer values in each release
Product Objectives Customer Value
1. Customer Acquisition
2. Revenue
1. Omni Channel Experience
2. Customer Insights
3. Grab and Go
4. Cost Reduction
5. Search my Store
86. Identification of Product Attributes
● Identify product attributes - Tangibly measure the ability of a feature to deliver the chosen customer value
● Assign weights to each attribute (in %) depending on their relative importance to deliver customer value
● Don’t pick more than 5 attributes – Otherwise, it is tough to quantify the ability of each feature to deliver customer
value
Customer Value – Omni Channel Experience and Insights
Product Attributes Attribute Weights (in %)
Notifications 10
Sensors, Beacons 35
Personalization 15
Customer Insights 25
User Experience 15
88. A Quick Recap
Scenario – IoT product for B2B Retailers
Product Objectives Customer Value
1. Customer Acquisition
2. Revenue
1. Omni Channel Experience
2. Customer Insights
3. Grab and Go
4. Cost Reduction
5. Search my Store
Customer Value – Omni Channel Experience and Insights
Product Attributes Attribute Weights (in %)
Notifications 10
Sensors, Beacons 35
Personalization 15
Customer Insights 25
User Experience 15
89. Scorecard Methodology – Assign Value
● Measure each feature relatively on a scale of 1-10 against each attribute.
● 10 indicates that the feature has a higher impact on the corresponding attribute
Attributes Notifications Sensors,
Beacons
Personalization Insights User
Experience
Feature1 7 10 9 9 8
Feature2
Feature3
…
…
FeatureN
90. Brainstorming
• Multiple PMs manage most enterprise products
• Avoid unduly importance given to HIPPO (Highest Paid Person’s Opinion)
• Adds pluralism of thoughts ensuring appropriate evaluation of each feature
• Establishes transparent guidelines for prioritizing features
WHY?
• Ensures commonality of product purpose, objectives, and strategy among participants
• Discuss, debate and argue among PMs on the ability of each requirement to deliver customer value
• Challenge others viewpoint and be ready to be challenged
• Engage in dialogue and aim for collective good, not for individual wins
• Facilitated and moderated by a Lead PM
HOW?
91. PM – Engineering Collaboration
● Outline ‘WHAT’ and ‘WHY’ of each requirement
● Involve Engineering team earlier to provide a big picture view
● Outline the overall product direction and how it is influencing the prioritization process
● Instil a sense of ownership to deliver the right product and not just delivering it right
● Every engineer should be aware of why the product does, what it does
92. Scorecard Methodology – Total Value
● Multiply each value by the weights of corresponding attributes
● Repeat the process for every feature
Attributes Notifications Sensors,
Beacons
Personalization Insights User
Experience
Total Value
Feature1 7 * 10 10 * 35 9 * 15 9 * 25 8 * 15 90
Feature2
Feature3
…
…
FeatureN
+ + + + =
93. Scorecard Methodology - Cost
● Cost is the effort in relative terms to build each feature
● Cost is measured in a scale of 1-100 in relative terms and not in
absolute terms
● Identify a feature that consumes most man-months or man-weeks –
Tag the cost of that feature as 100
● Measure the cost of every other feature proportionally
● Assume that the max man-weeks of Feature3 is 15 and the man-weeks
of Feature2 is 6, then the cost of Feature 2 is measure through ratios –
15 : 6 = 100 : ?
Total
Value
Cost
Feature1 90 70
Feature2 70 40
Feature3 40 100
Feature4 35 25
Feature5 90 15
Feature6 60 80
Feature7 60 25
Feature8 90 70
94. Technical Debt
● Quick fixes accumulate technical debt
● Technical debt is a cost, add it to the cost of the corresponding
feature
● Identify cost vs. benefit analysis to rationalize the
accumulation of technical debt
● Accumulation of technical debt is catastrophic – Cost
outweighs the benefit in the long run
● Never exceed technical debt beyond the tolerance level
Tolerance
Level
95. Cost vs Value – Prioritization Graph
● Highly Likely – High Value, Low Effort. Low hanging
items on the roadmap. Definite YES
● Most Likely – High Value, High Effort. Deliver if they
are sustainable delighters or differentiators
● Less Likely – Low Value, Low Effort. Deliver if they are
only basic features
● No – Low Value, High Effort. Strictly NO
96. Total
Value
Cost Absolute
Value
Stack
Rank
Feature5 90 15 6.00 1
Feature7 60 25 2.40 2
Feature2 70 40 1.75 3
Feature4 35 25 1.40 4
Feature1 90 70 1.30 5
Feature6 60 80 0.75 6
Feature8 20 40 0.50 7
Feature3 40 100 0.40 8
Scorecard Technique – Stack Ranking
● The absolute value is the ratio of cost to total value
● Stack rank in descending order of absolute value
● As expected – Features in ‘HIGHLY LIKELY’ category –
F5, F7 and F2 are ranked TOP. Features in ‘NO’
category – F3 is ranked at the BOTTOM
● But F4 in ‘LESS LIKELY’ category is ranked above F1
in ‘MOST LIKELY’ category.
● Use stack rank only as a REFERENCE
98. Is Scorecard Methodology Ideal?
What works
● Ensures alignment of every stakeholder on
○ Product Purpose
○ Product Objectives
○ Product Strategy
○ What value to deliver to customers and
○ Finally, to quantify the ability of each feature to deliver the desired value
● Provides a rational view to prioritization of product features
What does not work
● Works best only if there is absolute clarity on what value to deliver to customers
● Purely left-brain approach but prioritization is a combination of left-brain and right-brain
● Features to validate new outcomes in alignment with technology trends and identifying next market shifts will not
get prioritized
● Basic features that customers expect will never score high on value index
99. When to use Scorecard Methodology?
● For alignment of every stakeholder on a commonality of
○ Product Purpose
○ Product Objectives
○ Product Strategy
● Traditionally there are 3 categories of requirements
○ Short-Term - Capture prevalent opportunities
○ Near Long-Term - Identify emerging opportunities
○ Long-Term - Anticipate market shifts
● Use it only on short-term requirements that have absolute clarity on what value is delivered to customers
● Split the roadmap to prioritize each category separately
● Never use it as THE METHODOLOGY
100. Kano Model
Basic
● Features that customers expect to exist in a product
● All competitors deliver it
● Points of parity
Performance or Satisfiers
● Good to have features
● Increase customers satisfaction and excitement
Delighters
● Points of difference
● Excites or delights customers
● Deliver sustainable delighters. Otherwise, they will soon become ‘BASIC’
101. As always, there never exists the RIGHT MODEL
Scorecard works best to create an alignment of product objectives, objectively measure the value delivered by each
feature
Kano in comparison works best to identify delighters and basic features
Prioritization of product feature is entirely not a science… It does not hurt to use both the methodologies
Nevertheless… Kano and Scorecard cannot balance short-term and long-term priorities
Ideal approach is to categorize requirements and adopt separate prioritization techniques for each category
What is the Right Model?
But what are those other categories… How to categorize them?
103. Categorization of Requirements – McKinsey Model
● Tactical - Run the business
● Strategic - Grow the business
● Disruptor - Transform the business
105. Categorization – How To?
Tactical Strategic Disruptor
Scope
• Focus on addressing
existing business
challenges
• Product growth in near
long-term
• Emerging opportunities –
Delivering differential
outcome embracing
technology
advancements.
• Anticipate market shifts
• Opportunities with
potential to disrupt the
market
• Validate next big ideas
Customer Value
• Absolute clarity • Partial clarity
• Hypotheses to validate
exists
• No clarity
• Rigorous cycle of build,
measure and learn
Duration
• Short-term • Near Long-term • Long-term
Outcome
• Steady flow of revenues • Capture growth and
extend the lifetime of the
products
• Beat inflection point
107. Ratio of Each Category – Ideal Scenario
Tactical
Strategic
Disruptor
108. Ratio of Each Category vs Product LifeCycle
Growth - Focus on
evolving business
challenges -
Tactical + Strategic
P-M Fit - Focus on
current business
challenges – Mostly
Tactical
Validate next big
ideas
Tactical + Strategic +
Disruptor
Optimize the
product – Re-align
resources to new
product – Only
Tactical
Harden the product
– Only Support
109. Strategic Requirements - Examples
Started with a single blade
Extended the product line adding more blades and new features
113. Why does an Inflection Point Important
• Inflection point gives rise to new normal
• Old ways of doing business become irrelevant
• Product line perishes unless it adapts to new ways of doing business
• Ability to beat inflection points determines whether Organization is
‘The Disruptor’ or ‘The Disrupted’
• The faster adoption rate of new technology
115. Evolution of Music Industry
No one company has dominated
successive era of technology
transition
116. Why does Incumbents Fail?
1. Risk of cannibalization
2. Re-alignment of resources
3. Baggage of existing customers
4. Failing to adapt
5. Short-sighted and arrogance
Addressed through
roadmaps
117. What has caused Disruption?
• Technology is only an enabler
• Outcomes centred around customer needs have caused disruption
• Never validate TECHNOLOGY… Validate OUTCOMES with prospective customers
• UBER, AIRBNB and AMAZON disrupted by delivering unique OUTCOMES embracing TECHNOLOGY
Never fall in love with technology,
fall in love with problems
Technology sans OUTCOME is no
good for anyone
119. New Outcomes at Inflection Point
Birth of new outcomes
displacing older products at
Inflection point
Roadmap Strategy
Conceptualize, Validate and
Increase Adoption of Newer
Outcomes
120. Roadmap Strategy - Conceptualize, Validate and Increase Adoption of Newer Outcome
• Take small and substantial steps
• Don’t adopt a herd mentality
• Choose lighthouse customers
• Measure the adoption rate
• Trigger transition of customers to newer outcomes. Realign resources
• Newer outcomes with the potential to disrupt are mostly delivered by extending the product line
Systematically re-align and re-prioritize resources to deliver newer OUTCOMES, validate them and increase
adoption without impacting REVENUES
Objective
121. Small and Substantial Steps
• Focus on identifying the right problem
• Create choices and converge on a choice for the problem and the solution
• Adapt lean practices to validate the solution
Identify the right problem and the right solution
Spend no more than 10% of your resources to eliminate uncertainties and identify the right solution
Objective
122. Do Not Adopt Herd Mentality
• Herd Mentality is riskier - Everyone is testing waters
• None is aware of what customers need
• Uncertainty in markets, technology and outcomes
• Do not panic
• New outcomes do not cause disruption immediately
• Always rationalize why you are doing, what you are doing
Disruption
occurs here
123. Lighthouse Customers
• Light house customers are your learning laboratory
• For eliminating uncertainties around market, technology and outcomes
• Pick your lighthouse customers who are
• Trend setters and thought leaders
• Early adopters of innovations that could shape the industry
• Rest of the industry keenly observe them to follow
• Revenues are never the criteria for selecting lighthouse customers
• Priority in the order of product market fit, growth and revenues
124. Be Quick to Discard or Pivot
• Not every idea works
• Be nimble – To quickly validate ideas
• Be data-driven
• Do not irrationally stick to an idea until its get too late
• Never be afraid to fail – Pivot is not a failure, it is a learning
125. Measure Adoption
Disruptions occur at the convergence of multiple factors
• Affordability of technology
• Increasing performance curve of technology
• Evolution of an eco-system
• Viable business model for newer outcomes
• Increasing number of customers embracing newer outcomes
Adoption is to measure the convergence of above factors
Foresee signs of convergence and accelerate them to cause disruption
Objective
126. Trigger Transition of Customers to New Outcomes
After achieving P-M fit and as adoption increases
• Prioritize only ‘MUST HAVE’ features of older outcomes
• Prioritize features of older outcomes that deliver immediate value
• Prioritize features that can aid customers to migrate to newer
outcomes
• Prioritize features that can stabilize older outcomes
• Prioritize more features of newer outcomes
Excite customers to embrace newer outcomes by delivering more value
Re-align resources to newer outcomes
Objective
128. Measuring Product Objectives aka Goals
● Feature usage metrics - Measure correlation between customers value and product objectives
Product
Roadmap
Customer
Value
Product
Objectives
Prioritize Requirements
Accomplish
129. Feature Usage Metrics
● Pick top stack ranked features in last few releases
● Identify their usage metrics
● Top stack ranked features presumably deliver more value to customers and should be used more
● Understand reasons for top-ranked features not utilized appropriately
○ Are customers aware of those features?
○ Do those features address real needs?
○ Do those features address the need appropriately?
○ Do those features deliver needs as desired by customers i.e., whether the outcomes are desired by customers?
○ Finally, what new outcomes will be embraced by customers?
130. Intercom Model – Feature Audit
Top stack ranked
features should
exist in this zone
Increase adoption
or kill top stack
ranked features in
this zone
Source: https://www.intercom.com/blog/before-you-plan-your-product-roadmap/
Strategize to hook
customers more to
features in this zone
131. Conjoint Analysis
According to Wikipedia - 'Conjoint analysis' is a survey-
based statistical technique used in market research that
helps determine how people value different attributes
(feature, function, benefits) that make up an individual
product or service
132. A Quick Recap (Product Objectives vs Customer Value)
Product Objectives Customer Value
1. Customer Acquisition
2. Revenue
1. Omni Channel Experience
2. Customer Insights
3. Grab and Go
4. Cost Reduction
5. Search my Store
Product
Roadmap
Customer
Value
Product
Objectives
Prioritize Requirements
Accomplish
133. Conjoint Analysis
Organization perception of what customers values vs What customers really value
Search my Store
(10%)
Omni-Channel Experience (35%)
Cost Reduction (15%)
Customer Insights (25%)
Grab & Go (15%)
Organization Perception Customer Perception
135. Saying ‘NO’ to a Customer – 10 Step Process
1. Understand the requirement
2. Evaluate type of requirement
3. Validate the requirement – Alignment with product purpose
4. Fitment with the current strategy
5. Is it generic or custom requirement
6. Analyse the business impact
7. Evaluate alternate proposals
8. Any additional requirements
9. Negotiate and finalize
10. Lookback
It is not a formulae or a silver bullet… It is a thought process
136. Step 1 – Understand the Requirement
● Understand why they require what they require
● Always remember - What customer say they need is entirely different from
what they actually need
● Understand the real need using 5Ws
● Understand the context of the requirement using 5Ws and 1H
137. Step 2 – Type of Requirement
Scenario 1 - Existing capability – Not delivering desired outcome
○ Why has the feature not met customers expectations?
○ What has gone wrong during the process of understanding and gathering requirements?
○ Is the requirement has to be genuinely addressed? Will it increase the adoption of the feature?
• GO Ahead and commit in the roadmap without altering existing items
○ Is existing outcome acceptable to most customers and improving has no positive impact on adoption? Check for alternatives
and convince the customer. Probably, customer is too demanding.
Scenario 2 - Extension to an existing capability to deliver additional outcomes
Scenario 3 - New request
○ Proceed to next step
138. Step 3 – Validate the Requirement
● Is it a valid or a reasonable requirement?
● Does it fit within the overall purpose of the product?
○ Often customers expect the product to do stuff outside its boundary
○ Example – Expecting a concierge service in a B&B hotel
Scenario 1 - Not a valid requirement
● Elaborate the rationale on why the product cannot deliver their asks
● Educate the customers about what the product is expected to deliver and what it is not expected to deliver
● Never discard any requirement abruptly – Park aside and analyse what competitors are doing
○ Probably, engage a 3rd party to provide concierge service
Scenario 2 – Valid requirement
● Proceed to the next step
139. Step 4 – Fitment with the Current Strategy?
● Does the requirement fit within the current plans
● Can the requirement deliver customer value pre-determined during the prioritization process
● There is always a possibility not to discover all the right set of requirements
Scenario 1 – Fits with current strategy
● Add to the product roadmap and share the roadmap with the customer
● Analyse why the requirement was not discovered earlier
Scenario 2 – Do not fit with current strategy
● Proceed to the next step
140. Step 5 – Generic or Custom Requirement
● Is it a custom requirement or applicable to other broader segment of customers?
● Does the requirement have a domino effect?
● What is the cost involved in delivering the requirement?
● Any prior history of product requests deviating against the overall direction of the product?
Step 6 – Analyse the Business Impact
● What is the business impact of not delivering the requirement?
● What is the impact of delivering the requirement to the customer?
● Understand the impact of both the scenarios
● Is the business impact on the customer immediate or in the future?
141. Step 7 – Alternate Proposals
● Identify alternate ways to address customer requirement
● Aim for an optimal solution, not necessarily an ideal solution
Step 8 – Additional Requirements
● Check if there are any other additional requirements from the same customers
● Identify the business criticality of those requirements vs. the requirement under contention
● Is it a WRONG customer? Does the customer belong to the target segment?
142. Step 9 – Negotiate
● Leverage information sought in step 1 – 7 to identify the right course of action (YES or NO?)
● Evaluate both short-term gains and long-term gains of every possible outcome
● Identify a WIN–WIN situation for the customer and the product
● Rationalize your decision with the customer
● Final decision should be unambiguous
● Not worth saying YES to a customer at the cost of other customers
● Finally, it is sometimes worth forgoing a WRONG customer
Step 10 – Lookback
● The process is not just to evaluate whether to say ‘YES’ or ‘NO’.
● The process is also about gathering more insights
● It also offers feedback back to Product Managers
144. Mistakes to Avoid
Common mistakes of a Product Manager during the prioritization
process
1. Using revenue as the only criterion
2. Preferential treatment to Customers with a loud voice
3. Concurring with the engineering team
4. PM believes those requirements add value to customers
5. Always putting the user first over the buyer
6. Release sans a common theme
○ Inability to articulate the benefits of a release in a single tweet
7. Yielding to the pressures of the sales team
8. It’s low effort – Let’s deliver it
○ Cost to the feature = development cost + maintenance cost
9. Beware of domino effect
○ One requirement leads to a chain of related requirements
145. Revenues are never the criteria for prioritizing features.
• Revenues are always outcome
of delivering the right customer
value
• Fitment to product purpose and
strategy
146. Do no let customers with a loud voice hijack the product roadmap
152. Low effort – Let’s do it. We often neglect maintenance cost
Source: https://www.mindtheproduct.com/2017/07/enter-matrix-lean-prioritisation/
It takes a week to
develop the
feature, let us
deliver it
154. Roadmap Tips
● Never plan for 100% of the capacity
○ If your engineering team can deliver 10 features, plan your roadmap with 8 features
○ Allow room for changes
● Constantly revisit your roadmap
○ Ensure constant alignment among Requirements Customer Value Product Objectives
○ Customers might not appreciate too many changes as well
● Roadmap items in immediate future should be deterministic and less deterministic as it heads farther into
future
● Always add a disclaimer stating that the items in the roadmap are prone to changes
● Content is king. Yet, make roadmap visually appealing
● Discovering and understanding of needs is a continuous process
155. Thank You
Connect me @emurali or
murali.erraguntala@gmail.com
https://www.linkedin.com/in/muralierraguntala/
Great PMs scale with available resources
Everyone need not act like a PM.. But they can definitely think like a PM does
PM own problem space, Engineers own solutions space… Magic happens when 2 colloborate
Customers do not know how to achieve a desired outcomes
Or customers get caught in a problem while achieving an outcome
Customers could accomplish only partial outcome
Great PMs scale with available resources
Everyone need not act like a PM.. But they can definitely think like a PM does
PM own problem space, Engineers own solutions space… Magic happens when 2 collaborate
Enable engineers to think beyond features breaking silos to understand the outcomes that those features deliver to customers
Great PMs scale with available resources
Everyone need not act like a PM.. But they can definitely think like a PM does
PM own problem space, Engineers own solutions space… Magic happens when 2 colloborate
Great PMs scale with available resources
Everyone need not act like a PM.. But they can definitely think like a PM does
PM own problem space, Engineers own solutions space… Magic happens when 2 colloborate
PM should piece together those individual pieces of a puzzle that he obtains from multiple stakeholders
When the team reverts backs with requirements and they attempt to rationalize why it is required and how it fits with the overall purpose and objectives of the product. You have built a great collaborative environment and you have successfully trained everyone to think to like PMs