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The Dirty Dozen Roadmap Roadblocks
The document outlines the 'Dirty Dozen' roadblocks in product roadmapping that can hinder success, such as being too agile, prioritizing decisions based on gut feelings, and failing to gain stakeholder buy-in. It emphasizes the importance of aligning roadmaps with strategic goals, keeping them simple, and tailoring them to different markets while ensuring they tell a coherent story. Bruce McCarthy provides insights on improving roadmaps through better planning and understanding customer needs.
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The Dirty Dozen Roadmap Roadblocks
- 1. The Dirty Dozen Roadmap Roadblocks Roadmapping 312 Bruce McCarthy Founder & Chief Product Person, Reqqs www.reqqs.com
- 2.
- 3. What is aRoadmap?
- 4. A good roadmap inspires
- 5. It keeps youon course when storm clouds threaten
- 6. “Is this moreimportant than what’s already on the roadmap?”
- 11. The Dirty Dozen 1. Being Too Agile 2. Prioritizing on Gut 3. Over- or Underestimating 4. No Strategic Goals 5. Inside-out Thinking 6. Trying Too Hard to Please 7. Focusing on Features 8. No Buffer 9. Playing Catch-up 10. Not Getting Buy-in 11. Being Too Secretive 12. One Size Fits All
- 12. 1. Being TooAgile
- 13. “Plans are worthless,but planning is everything.” Dwight D. Eisenhower, 1957
- 14.
- 15. Value / Effort = Priority
- 16. 3. Over- orUnderestimating
- 17. 4. No StrategicGoals
- 18. Ask yourself: “Whyare we doing this product in the first place?”
- 19. Deriving Product Goalsfrom Company Goals Improve Student Outcomes Serve Sm-Md Districts Improve Customer Satisfaction Increase New Wins Improve Engagemen t X X X Measure Usage X X Show Results X X X X
- 20.
- 21. A roadmap demonstratesyour commitment to solving problems for a specific market
- 22. 6. Trying TooHard to Please
- 23. Roadmaps are nota popularity contest
- 24. 7. Focusing onFeatures
- 25. Keep Things Simple Fewer steps in the check-in, check-out process Streamlined workflow High-level, few words
- 26. Keep Things Simple Quicker access to your data A list of access points and time stats Consolidate details
- 27. Keep Things Simple Support millions of colors Match your branding Make the benefit obvious
- 28.
- 29.
- 30. 1. Be acategory of one Analyze your losses Scare yourself
- 31. 10. Not GettingBuy-in
- 32.
- 33. Eng UX Marketing Services Sales HR Finance BD Customers Partners Analysts Your Boss C-Suite Other Tech PMs Lead Legal Architects
- 34. 11. Being TooSecretive
- 35. 12. One SizeFits All
- 36. Roadmaps should comein flavors for different markets, but all made from the same basic ingredients
- 37.
- 38. Your roadmap shouldtell the story of how you will make people (and yourself) successful
- 39. The Dirty Dozen 13. No story 1. Being Too Agile 2. Prioritizing on Gut 3. Over- or Underestimating 4. No Strategic Goals 5. Inside-out Thinking 6. Trying Too Hard to Please 7. Focusing on Features 8. No Buffer 9. Playing Catch-up 10. Not Getting Buy-in 11. Being Too Secretive 12. One Size Fits All
- 40. Product X isfocused on solving problem Y best for market Z H1‘14 H2’14 2015 2016 Benefit A Likely Feature 1 Likely Feature 2 Likely Feature 3 Benefit B Benefit D Benefit E, Phase II Benefit C Benefit E, Phase I Benefit F Weaselly Safe Harbor Statement
- 41. The Wombat GardenHose is focused on perfecting the landscapes of affluent Americans H1‘14 H2’14 2015 2016 Indestruct-ible hose 20’ length Easy connections No-kink armor Delicate Flower Management Putting Green Evenness for Lawns Infinite Extensibility Severe Weather Handling Extended Reach Permanent Installations Weaselly Safe Harbor Statement
- 42.
- 43. I Help ProductPeople Team coaching via UpUp Labs Tools: Reqqs - the smart roadmap tool for product people Blog: ProductPowers.com Slideshare.net/bmmccarthy Twitter: @d8a_driven Email: bruce@reqqs.com Want to chat?: sohelpful.me/brucemccarthy
Editor's Notes
- #35 You probably serve more than one market segment. When you are talking to customers or partners in one segment, the roadmap you show should focus on how you will address their needs. Make sure your roadmap is not one-size-fits-all. If a customer sees their interests in only 1 of the next 6 releases, they’ll get the message that you are not focused on them.
- #36 If you serve more than one target market, you should develop a separate vision roadmap document (or at least a slide) for each. Notice I didn’t say a separate roadmap for each product; I said a separate one for each market. Unless your products are strictly vertical with no overlap, your roadmap for a given market should include any and all products that you sell or intend to sell in that market. If the same features of the same product would be viewed by individual markets differently, sell those benefits differently in each. Let’s say you have a new version of your tablet coming out next spring which will feature much greater graphics processing capabilities. You have two core markets that will care about this: gamers and architects. When you show your roadmap at E3, the main theme you’ll want to hit is “stunningly realistic explosions.” When you visit the annual AIA convention, though, you’ll emphasize “dramatically reduced rendering times.” And if you’ve got a third vertical, say delivery services, for whom graphics power is unimportant, leave that theme out entirely. Focus instead on the lighter weight or the adjustable brightness for outdoor use that will come out in the follow-on model.
- #37 Ok, so it’s a baker’s dozen.
- #38 A roadmap should tell a story It needs an honest assessment of reality (a beginning), plans for moving things toward your goals (a middle) and a clear vision for where you will end up that makes your customers and your company successful (a happy ending).
- #40 A simple, strategic product roadmap template