The Dirty Dozen Roadmap Roadblocks
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You’re about to show the product roadmap you’ve slaved over to your executives, your key customers or your sales team. What could possibly go wrong? In the presentation voted most informative at ProductCamp DC 2014, Bruce McCarthy, Chief Product Person at UpUp Labs, Vice President and Chief Evangelist for the BPMA, and popular speaker, explores the myriad mistakes product people make when developing product roadmaps. He outlines what happens when you: * Focus on features * Try too hard to please * Don't get buy-in * Prioritize on gut * Fail to tell a story Voted most informative presentation at ProductCamp DC 2014, here Bruce tells you what you can do to avoid the dirty dozen roadmap roadblocks.
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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
- 3. What is a Roadmap?
- 4. A good roadmap inspires
- 5. It keeps you on course when storm clouds threaten
- 6. “Is this more important 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 Too Agile
- 13. “Plans are worthless, but planning is everything.” Dwight D. Eisenhower, 1957
- 14. 2. Prioritizing on Gut
- 15. Value / Effort = Priority
- 16. 3. Over- or Underestimating
- 17. 4. No Strategic Goals
- 18. Ask yourself: “Why are we doing this product in the first place?”
- 19. Deriving Product Goals from 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
- 21. A roadmap demonstrates your commitment to solving problems for a specific market
- 22. 6. Trying Too Hard to Please
- 23. Roadmaps are not a popularity contest
- 24. 7. Focusing on Features
- 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. 8. No Buffer
- 30. 1. Be a category of one Analyze your losses Scare yourself
- 31. 10. Not Getting Buy-in
- 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 Too Secretive
- 35. 12. One Size Fits All
- 36. Roadmaps should come in flavors for different markets, but all made from the same basic ingredients
- 37. 13. No Story
- 38. Your roadmap should tell 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 is focused 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 Garden Hose 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
- 43. I Help Product People 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
- 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.
- 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.
- Ok, so it’s a baker’s dozen.
- 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).
- A simple, strategic product roadmap template