Roadmaps Relaunched Bruce McCarthy Workshop BoS Boston 2018 Tesla
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The document discusses the relaunch and evolution of product roadmaps, emphasizing their importance in articulating business strategy and aligning stakeholders. It outlines strategies for creating effective roadmaps, including gathering inputs, defining product vision, and prioritizing themes and objectives. The document also highlights common challenges in roadmapping and provides exercises to enhance collaboration and buy-in from teams and stakeholders.
![@d8a_driven
HENRY GANTT (1861-1919)
WAS A PROPONENT OF
“SCIENTIFIC
MANAGEMENT.” HE
CREATED THE GANTT
CHART IN THE 1910 FOR
PROJECTS LIKE THE
HOOVER DAM.
[ HINT: IT WAS LATE ]](https://image.slidesharecdn.com/roadmapsrelaunchedbrucemccarthyworkshopbosboston2018tesla-181011113649/85/Roadmaps-Relaunched-Bruce-McCarthy-Workshop-BoS-Boston-2018-Tesla-30-320.jpg)
![@d8a_driven
PRODUCT VISION ≠ COMPANY VISION
PRODUCT VISION TEMPLATE
To [realize a benefit]
For [customers]
By [a bit about how - when inventing something new or different]
Derived from Geoffrey Moore’s Value Proposition Template
To perfect American lawns by perfecting water delivery.](https://image.slidesharecdn.com/roadmapsrelaunchedbrucemccarthyworkshopbosboston2018tesla-181011113649/85/Roadmaps-Relaunched-Bruce-McCarthy-Workshop-BoS-Boston-2018-Tesla-62-320.jpg)
![WE ACCEPT THAT WE DON’T
KNOW WHICH SPECIFIC FEATURES
WE’RE GOING TO BUILD, AND WE
GIVE THE TEAMS THE FREEDOM.
[ TO FIGURE IT OUT ]
Elli Rego, Product Manager @ Wodify
WHAT SHE SAID](https://image.slidesharecdn.com/roadmapsrelaunchedbrucemccarthyworkshopbosboston2018tesla-181011113649/85/Roadmaps-Relaunched-Bruce-McCarthy-Workshop-BoS-Boston-2018-Tesla-71-320.jpg)
Roadmaps Relaunched Bruce McCarthy Workshop BoS Boston 2018 Tesla
- 1. @d8a_driven ROADMAPS RELAUNCHED BUSINESS OF SOFTWARE - BOSTON 2018
- 2. @d8a_driven Bruce McCarthy Founder, Product Culture ORACLE ATG IMARKET D&B NETPROSPEX NUANCE LOCALYTICS SKYHOOK WIRELESS VISTAPRINT ZIPCAR HOBSONS JOHNSON & JOHNSON ENERNOC SCHNEIDER ELECTRIC EVARIANT HUAWEI INTRALINKS BPMA PRODUCT MANAGER DIRECTOR VP CHIEF PRODUCT PERSON PRESIDENT CEO STRATEGIC PARTNERSHIPS ENGINEERING MANAGER UX DESIGNER DATA ANALYST MARKETING SALES SCRUM MASTER ENTERPRISE COACH STARTUP ADVISOR TRAINER AUTHOR SPEAKER
- 5. @d8a_driven
- 6. @d8a_driven BREAKING UP WITH OLD ROADMAPS DEAR ROADMAP PURPOSE Break up with your current roadmap or roadmap process INSTRUCTIONS 1. Pen a “Dear John/Jane” letter explaining why you want to breakup with the old product roadmap or process 2. Swap letters with a neighbor 3. Read letters aloud to your table 4. Identify top 3 issues per table related to roadmapping OUTPUT DEAR ROADMAP, IT’S NOT ME, IT’S YOU … SINCERELY, - DISGRUNTLED PM 15 MINS
- 8. @d8a_driven THE STRUGGLE IS REAL COMMON ROAD BUMPS ‣ No defined process ‣ Not tied to business strategy ‣ Not enough customer input ‣ Lack of stakeholder alignment ‣ Unclear prioritization ‣ Broken promises ‣ Overly incremental ‣ “Shiny object syndrome” ‣ No clearly defined target ‣ Poor use of data ‣ “Groundhog Day”
- 9. @d8a_driven “EITHER I’M GOING TO DISAPPOINT YOU BY GIVING YOU EXACTLY WHAT WE THOUGHT SIX MONTHS AHEAD OF TIME WAS THE BEST SOLUTION WHEN IT’S NOT, OR BY CHANGING COURSE AND HAVING LIED TO YOU.” David Cancel, CEO, Drift
- 11. @d8a_driven "PRODUCT ROADMAPS MATTER. YOU CAN’T BUILD A GREAT COMPANY UNLESS YOU HAVE A GREAT STRATEGY AND A PRODUCT ROADMAPS IS A WAY OF CLEARLY ARTICULATING THE STRATEGY.” Jeffrey Bussgang, General partner, Flybridge Capital
- 12. @d8a_driven "WHEN YOU FOLLOW THIS BOOK’S BRILLIANT ADVICE, YOU’LL SHIFT FROM THE STANDARD APPROACH OF ‘LOOK AT US AND WHAT WE CAN DO’ TO ‘WE UNDERSTAND WHAT YOU’RE DEALING WITH AND WE CAN HELP YOU.’ ROADMAPS WILL BE YOUR COMPANY’S COMPETITIVE STRATEGIC ADVANTAGE.” Jared Spool, CEO/Founding Principal of UIE
- 14. @d8a_driven WHAT SHOULD THEY DO? A ROADMAP SHOULD ‣ Put your plans in a strategic context ‣ Focus on delivering value ‣ Embrace learning ‣ Rally the organization around a single set of priorities ‣ Get customers excited
- 15. @d8a_driven WHAT SHOULD THEY NOT DO? A ROADMAP SHOULD NOT ‣ Make promises you can’t keep ‣ Act as a project plan or a release plan ‣ Require wasteful up-front design and estimation
- 16. @d8a_driven OUR WORKSHOP VISION: YOU BUILD A ROADMAP!
- 17. @d8a_driven HOW WE'LL PLAY RULES OF ENGAGEMENT Devices only when necessary Write big, with a Sharpie! We’ll manage our work — together! Let’s break into teams of 3-5 DON’T hold your questions until the end — it’s always Q&A time!
- 18. @d8a_driven TODAY AGENDA Dear Roadmap What is a Roadmap? Roadmap Components Product Vision Business Objectives Themes & Features Prioritization Buy-In Roadmap Evolution Relaunching Roadmaps in Your Organization
- 23. @d8a_driven A STATEMENT OF INTENT AND DIRECTION A ROADMAP IS…
- 25. HOW YOU WILL REALIZE YOUR PRODUCT VISION A ROADMAP IS… @iamctodd
- 26. @d8a_driven WHAT DOES ROADMAP LOOK LIKE? A ROADMAP TAKES MANY FORMS Figure 1-1. Product roadmaps can take many forms, and aren’t necessarily a single artifact or document. In fact, it’s really not about creating artifacts at all—it’s about creating a shared understanding of where you’re going and why. Kanban board Slide deck Spreadsheet Other
- 27. @d8a_driven NOT A RELEASE PLAN OR A PROJECT PLAN A ROADMAP IS…
- 28. NOT A LIST OF FEATURES WITH DATES A ROADMAP IS… @iamctodd
- 29. @d8a_driven
- 30. @d8a_driven HENRY GANTT (1861-1919) WAS A PROPONENT OF “SCIENTIFIC MANAGEMENT.” HE CREATED THE GANTT CHART IN THE 1910 FOR PROJECTS LIKE THE HOOVER DAM. [ HINT: IT WAS LATE ]
- 34. @d8a_driven PRODUCT VISION BUSINESS OBJECTIVES TIMEFRAMES THEMES DISCLAIMER PRODUCT AREA FEAT/SOLUTIONS CONFIDENCE TARGET CMRS DEV. STAGE PROJECT INFORMATION EXTERNAL EVENTS STATUS DEPENDENCIES PRIMARY SECONDARY COMPLEMENTARY
- 37. @d8a_driven PRODUCT VISION BUSINESS OBJECTIVES TIMEFRAMES THEMES DISCLAIMER A product vision as how a specific customer will benefit from your product when it is fully realized and ubiquitous.
- 38. @d8a_driven H1’17 H2’17 2018 2019 Indestructible hose Features: • 20’ & 40’ lengths • No-leak connections • No-kink armor Delicate Flower Management Objective: Double ASP Stage: Prototype Putting Green Evenness for Lawns Stage: Discovery Infinite Extensibility Pro Market Severe Weather Handling Stage: Materials testing Extended Reach Stage: Discovery Fertilizer Delivery Pro Market OBJECTIVES Increaseunitsales Decreasenumberofreturns Decreaseoveralldefects PRODUCTVISION PerfectingAmericanlawnsandlandscapesbyperfectingwaterdelivery Updated10/30/17,subjecttochangewithout WOMBAT
- 39. @d8a_driven H1’17 H2’17 2018 2019 Indestructible hose Features: • 20’ & 40’ lengths • No-leak connections • No-kink armor Delicate Flower Management Objective: Double ASP Stage: Prototype Putting Green Evenness for Lawns Stage: Discovery Infinite Extensibility Pro Market Severe Weather Handling Stage: Materials testing Extended Reach Stage: Discovery Fertilizer Delivery Pro Market OBJECTIVES Increaseunitsales Decreasenumberofreturns Decreaseoveralldefects PRODUCTVISION PerfectingAmericanlawnsandlandscapesbyperfectingwaterdelivery Updated10/30/17,subjecttochangewithout WOMBAT VISION
- 40. @d8a_driven What are the goals your product will accomplish? What will be measurably different for your organization? These powerful questions help you explain the why of your roadmap in concrete terms PRODUCT VISION BUSINESS OBJECTIVES TIMEFRAMES THEMES DISCLAIMER
- 41. @d8a_driven
- 43. @d8a_driven
- 45. @d8a_driven Timeframes like calendar quarters or even “now,” “next,” and “later” provide guidance while preserving some flexibility. The sequence communicates what’s important now and what can wait awhile. PRODUCT VISION BUSINESS OBJECTIVES TIMEFRAMES THEMES DISCLAIMER
- 46. @d8a_driven
- 48. @d8a_driven Expressing themes as customer needs or problems is very effective in guiding the development of solutions. The key problems customers face form the themes at the heart of the roadmap. PRODUCT VISION BUSINESS OBJECTIVES TIMEFRAMES THEMES DISCLAIMER
- 49. @d8a_driven
- 51. @d8a_driven A disclaimer protects you from accusations of broken promises; it also protects your customer by making it clear that change is possible, even likely. PRODUCT VISION BUSINESS OBJECTIVES TIMEFRAMES THEMES DISCLAIMER
- 55. @d8a_driven WHAT INPUTS DO YOU GATHER?
- 56. @d8a_driven GET THE INFO. FILTER IT YOUR INPUTS Company Mission/Vision List of customer features requests Sales + Support requests Customer Journey Map Relevant Market Research Biz-objectives Comp Analysis Engineering Wish-list Exec Pet projects
- 57. @d8a_driven GET THE INFO. FILTER IT YOUR “PRODUCT” FOR TODAY SELF-DRIVING FAMILY CAR
- 60. @d8a_driven TO ORGANIZE ALL OF THE DATA IN THE WORLD AND MAKE IT ACCESSIBLE FOR EVERYONE IN A USEFUL WAY TO GIVE EVERYONE A VOICE AND SHOW THEM THE WORLD. HELPS PEOPLE AROUND THE GLOBE ENJOY GREATER ACCESS TO INFORMATION AND OPPORTUNITY THAN EVER BEFORE. TO PROVIDE A FAST, SIMPLE, AND SECURE BROWSER FOR EVERYONE TO EXPERIENCE THE MODERN WEB. @d8a_driven
- 61. @d8a_driven SpaceX Example Company Mission: Make going to Mars a reality in this lifetime. Product Vision: Create a high efficiency, low cost space travel vehicle that can carry passengers to Mars.
- 62. @d8a_driven PRODUCT VISION ≠ COMPANY VISION PRODUCT VISION TEMPLATE To [realize a benefit] For [customers] By [a bit about how - when inventing something new or different] Derived from Geoffrey Moore’s Value Proposition Template To perfect American lawns by perfecting water delivery.
- 63. @d8a_driven DEFINE YOUR PRODUCT VISION PRODUCT VISION EXERCISE PURPOSE Define a product vision for the self-driving family car INSTRUCTIONS 1. Examine your company vision from the inputs 2. On your own, write a product vision for your product 3. Pair with another person at your table 4. Read vision statements to each other 5. Discuss and select one for your team OUTPUT To _________ (benfit) For _________ (customer) By _________ (how - optional) 15 - 20 MINS
- 64. @d8a_driven YOUR PRODUCT VISION SELF-DRIVING FAMILY CAR Company Mission: To accelerate the world’s transition to sustainable energy. Product Vision: A safe, efficient, and autonomous mobile platform for your family life.
- 67. NOT A LIST OR A GROUPING OF FEATURES THEMES ARE @iamctodd
- 68. @d8a_driven FULL REUSABILITY REFUELING IN ORBIT PROPELLENT PRODUCTION ON MARS RIGHT PROPELLANT THEMES
- 69. @d8a_driven NEED OR PROBLEM THEME SOLUTION Not enough fuel to return from Mars Propellent production on Mars Methane propellant manufactured via the Sabatier process 2H2 + 3CO2 → CH4 + 2O2 + 2CO
- 70. THEN NOW New invoice auto-bill Multiple payment method configurations Shared payments Recurring Invoices Membership payments Reduce support costs for payments by >##% Automated payment options OJECTIVE THEME
- 71. WE ACCEPT THAT WE DON’T KNOW WHICH SPECIFIC FEATURES WE’RE GOING TO BUILD, AND WE GIVE THE TEAMS THE FREEDOM. [ TO FIGURE IT OUT ] Elli Rego, Product Manager @ Wodify WHAT SHE SAID
- 72. @d8a_driven CREATE YOUR THEMES THEMES EXERCISE 1. As a group, write the PRODUCT VISION on a sticky. 2. Discuss what CUSTOMER NEEDS you would most need to fulfill to achieve that VISION and write 5-8 THEMES 3. Are some of these really FEATURES or SOLUTIONS? (Ask yourselves WHY is this idea important?) Label them as such. 20 MINS OUTPUT
- 74. @d8a_driven COMPANY MISSION, PRODUCT VISION, AND OKRS TIE TOGETHER EXAMPLE FROM SPACE-X Company Mission: Make going to Mars a reality in this lifetime. Product Vision: Create a high efficiency, low cost space travel vehicle that can seat multiple civilian passengers. Objective: Reducing the cost of space travel to what an average American family can afford. Key Result: A target cost for travel to Mars under $200,000.
- 75. @d8a_driven UNIVERSAL BUSINESS OBJECTIVES 3 DRIVERS / 10 OBJECTIVES GROWTH Improve recurring revenue Grow market share Fulfill more demand Develop new markets PROFIT Support higher prices Improve lifetime value Leverage assets Lower costs VALUE Support core value Barriers to competition
- 76. @d8a_driven DEFINE YOUR OBJECTIVES OBJECTIVES EXERCISE 1. Your company objectives are given 2. As a team, craft THREE business (product) objectives 3. Share with your table
- 78. @d8a_driven HOW DO YOU PRIORITIZE?
- 79. @d8a_driven Delighters (wows) Satisfier s Basic Expectations (musts) Satisfaction Did it very wellDidn’t do it at all Kano Must Haves Should Haves Could Haves Won’t Haves MoSCoW Feasibility Desirability Viability Engineering Manufacturing Supply Chain UX Design Research Sales & Marketing Customer Support Product Owner Executives Founders FVD
- 80. @d8a_driven VALUE / EFFORT = PRIORITY The time and resources required to execute the initiative Expected contribution to customer needs and business objectives ROI Scorecard Define both “bang” and “buck” to ensure you do the most leveraged things first.
- 81. @d8a_driven VALUE / EFFORT = PRIORITY The time and resources required to execute the initiative Expected contribution to customer needs and business objectives (V1+V2+V3) ROI Scorecard
- 82. @d8a_driven VALUE / EFFORT = PRIORITY The time and resources required to execute the initiative Expected contribution to customer needs and business objectives (E1+E2) ROI Scorecard
- 83. @d8a_driven VALUE / EFFORT = PRIORITY(V / E) * C Confidence Certainty that your scores are accurate ROI Scorecard
- 84. @d8a_driven Theme Value to Customer Value to Objective 1 Value to Objective 2 Effort Raw Confidence Priority Full reusability 2 5 3 2 5 75% 3.75 Refueling in orbit 3 5 1 1 9 40% 3.6 Propellent production on Mars 1 1 4 2 3 25% 0.75 Right propellant 0 0 2 4 0.5 10% 0.05 Order of priority V / E = Raw1-5 Scale
- 86. @d8a_driven CREATE YOUR THEMES PRIORITIZATION: EXERCISE 1. Put your OBJECTIVES into your Scorecard 2. As a group, score each of your THEMES as to how much you expect them to contribute to these objectives 3. Then score each for effort 4. Then score each for confidence 5. Does your team like how the priorities shake out? Discuss, iterate. Is your scoring right? Are your objectives right? OUTPUT 15 MINS
- 88. @d8a_driven HOW DO YOU GET YOUR STAKEHOLDERS TO BUY-IN?
- 90. @d8a_driven DIFFERING OPINIONS CAN STILL ALIGN ON INTENT & OUTCOME. ALIGNMENT IS…
- 93. @d8a_driven WHEN INDIVIDUALS COOPERATE TO ACCOMPLISH A COMMON GOAL. COLLABORATION IS…
- 94. @d8a_driven A WILLINGNESS TO COMMIT TO A DECISION / DIRECTION TO ACHIEVE A COMMON GOAL. ALIGNMENT IS… (that you may not agree with)
- 96. @d8a_driven Core Team Product Owner Design Engineering Operations Customers Executives Research Customer Support Production Finance Vendors & Partners Sales Marketing & PR Other Product Teams
- 98. @d8a_driven TEXT THE G.R.O.W. FRAMEWORK Goals — What are they trying to accomplish in the roadmap timeframe? Reality —What’s on their plate now? What’s their priority? Options —What are they advocating for the roadmap? Why? Way forward — Which themes and solutions do you both agree on?
- 100. NOW NEXT FUTURE 1. GATHER INPUTS 2. ORGANIZE & PRIORITIZE 3. PLACE INTO TIMEFRAMES ON YOUR ROADMAP 4. MAP TO SPRINT OR / RELEASE PLAN THEMES @iamctodd
- 102. @d8a_driven WHY SHARE YOUR ROADMAP INTERNALLY?
- 103. @d8a_driven WE HOPE YOU SAID... REASONS FOR SHARING YOUR ROADMAP INTERNALLY ‣ Alignment — Get everyone on the same page (er.. map?) ‣ Feedback — Your roadmap is a product strategy prototype ‣ Inspiration — Head in the right direction, with gusto! ‣ Co-Creation — The IKEA effect
- 104. @d8a_driven WHY SHARE YOUR ROADMAP EXTERNALLY?
- 105. @d8a_driven WE HOPE YOU SAID... REASONS FOR SHARING YOUR ROADMAP EXTERNALLY ‣ Feedback — Your roadmap is a product strategy prototype ‣ Avoid Overpromise + Underdeliver — Manage expectations ‣ Competitive Advantage — Leading the market vs playing catchup
- 106. @d8a_driven YOUR TIME TO SHINE
- 107. @d8a_driven SHOW YOUR WORK PRESENT & SHARE EXERCISE 1. You should have: ‣ A product vision ‣ Business Objectives ‣ A prioritized set of themes (and maybe features) 2. As a team, fill in your roadmap worksheet and be ready to present! 3. Each team will have 5 minutes to present OUTPUT 15 MINS ROADMAP
- 109. @d8a_driven EVERYONE HAS A PLAN UNTIL THEY GET PUNCHED IN THE MOUTH. Mike Tyson ROADMAP EVOLUTION
- 110. @d8a_driven LIKE ANY LIVING THING A ROADMAP MUST EVOLVE OR DIE
- 111. @d8a_driven HOW LONG IS YOUR ROADMAP? HOW OFTEN DO YOU UPDATE IT?
- 112. @d8a_driven PLANNED CHANGE HOW FAR OUT SHOULD YOUR ROADMAP GO? The refresh rate of your roadmap should match its time scale
- 113. @d8a_driven COMMUNICATING CHANGE ROADMAP MARKUP H1’17 H2’17 2018 2019 Indestructible hose Features: • 20’ & 40’ lengths • No-leak connections • No-kink armor Delicate Flower Management Objective: Double ASP Stage: Prototype Putting Green Evenness for Lawns Stage: Discovery Infinite Extensibility Pro Market Severe Weather Handling Stage: Materials testing Extended Reach Stage: Discovery Fertilizer Delivery Pro Market OBJECTIVES Increaseunitsales Decreasenumberofreturns Decreaseoveralldefects PRODUCTVISION PerfectingAmericanlawnsandlandscapesbyperfectingwaterdelivery Updated10/30/17,subjecttochangewithout WOMBAT
- 114. @d8a_driven WHAT DID YOU LEARN TODAY?
- 115. @d8a_driven IT IS A STRATEGIC COMMUNICATION ARTIFACT A ROADMAP IS NOT A PROJECT PLAN INEXTRICABLY LINKED TO BUSINESS STRATEGY FOCUS ON NEEDS, NOT SOLUTIONS ADD MORE DETAIL AS NEEDED HAVE A PLAN FOR PRIORITIZATION USE SHUTTLE DIPLOMACY (1:1) AND GROUP MEETINGS TREAT AS A LIVING, BREATHING ARTIFACT TAKEAWAYS
- 118. www.goroadmaps.com [email protected] @d8a_driven C Todd Lombardo Bruce McCarthy Evan Ryan Michael Connors @iamctodd @d8a_driven @evanfryan