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Listen to the audio version of this article: [link] What is a Portfolio Roadmap and Do You Need One? Take Microsoft 365 again as an example. 1] But wouldnt it make sense to harmonise not only the product strategies but also align the product roadmaps? This is where product portfolio roadmaps come in. [2]
Listen to the audio version of this article: [link] Overview The GO Product Roadmap consists of five elements, as the image below shows: Date, name, goal, features, and metrics. The checklist I’ve created offers criteria for each element as well as the entire roadmap. Will you, for example, measure daily active users?
Overview of the Learning Roadmap. Like a modern product roadmap, a learning roadmap states the specific outcomes or benefits you’d like to achieve to become a more competent product person, and it captures them in form of learning goals. To make these ideas more concrete, let’s look at a sample learning roadmap.
To make this more concrete, let’s look at an example: Objective : Grow the product management team. As the example shows, OKRs are often written so that the objective is qualitative, and the key results are quantitative. What are Product Roadmaps? Let’s take a quick look at the roadmap’s five elements. and Android 14.0.
We’ll explore real-world examples of predictive in action and outline steps to help you maximize its value. It seems everyone has their own take on what it is and which best practices and business benefits apply. What does predictive analytics really mean?
There are many issues with having clients drive the roadmap. Secondly, waiting for clients to drive the roadmap tends to puts companies in a situation where the backlog becomes too large to practically handle. Understanding the client needs and drawing the bigger picture from these needs is essential when planning out a roadmap.
Every product manager has made the mistake of thinking a perfect product roadmap would solve the problem in front of them. For example, you’re sitting in a meeting with stakeholders at the end of a deliverable cycle. Ah, of course, the product roadmap. The product roadmap is the ShamWow of aligning stakeholders.
Traditionally, product roadmaps are output-focussed plans that map features like registration, search, and reporting onto a timeline. Such a roadmap essentially states when a piece of functionality will be delivered. This makes the product roadmap more susceptible to change and it increases the effort to update it.
Abner shares real-world examples of navigating failures, spotting unvalidated solutions, and prioritizing effectively on roadmaps to stay ahead of the curve. Abner dives into governance strategies and the importance of validating user needs to avoid costly mistakes.
Speaker: Eric Feinstein, Professional Services Manager, Looker
He will use the example of a product manager of a learning management software system and how she would go through the process of defining reporting for users of the product. Using personas to define specific reporting requirements and a roadmap that makes sense. Building a team to support your deployment.
Empowered product teams, for example, are asked to deliver outcomes each quarter. Question: How do you respond to requests for date-based roadmaps? To provide a bit more context, one CDH community member was being drawn into theoretical debates about date-based roadmaps. At best, creating a date-based roadmap is a waste of time.
Product Roadmapping Once product positioning is established, product managers move into the more action-oriented activity of roadmapping. This planning phase requires careful consideration of multiple contextual factors that significantly impact how roadmaps should be developed and managed.
How first principles can help you design product roadmaps from the ground up. Product roadmaps are no exception. Creating or even updating a product roadmap can feel like being handed a blank sheet of paper and told you have 60 minutes to write a ten-page college essay on a topic you didn’t study for….
The individuals whose buy-in to strategy and roadmap decisions is crucial are the players: They are interested in your product, as they, for example, will have to market and sell it. Smaller strategy updates and product roadmapping decisions, however, are not as critical. I refer to this group as key stakeholders.
Speaker: Megan Brown, Director, Data Literacy at Starbucks; Mariska Veenhof-Bulten, Business Intelligence Lead at bol.com; and Jennifer Wheeler, Director, IT Data and Analytics at Cardinal Health
Join data & analytics leaders from Starbucks, Cardinal Health, and bol.com for a webinar panel discussion on scaling data literacy skills across your organization with a clear strategy, a pragmatic roadmap, and executive buy-in. In this webinar, you will learn about: Launching data literacy programs and building business cases.
For example, if your brand centers around being a data-driven decision-maker, ensure that your communications emphasize this. Your personal brand isn’t just a reflection of where you are now—it’s a roadmap for where you’re headed. As the industry evolves, so should your brand. Stay tuned!
A process for improving product roadmapping using Objectives and Key Results – for product managers. Today we are talking about roadmaps. Some product people love roadmaps, while a lot hate them. Our guest has had good experience creating roadmaps from objectives and key results (OKRs), and he is going to tell us how.
Listen to the audio version of this article: [link] Traditional vs Outcome-based Roadmaps Before I share the four steps, let me briefly describe the main differences between a traditional, feature- and an outcome-based product roadmap. A traditional roadmap is essentially a list of features, which are mapped onto a timeline.
1] Below are four examples of how this can be achieved. For example, you can use an AI tool to analyse support tickets to discover and address common issues. 5] What about Product Roadmap Generation? You might have noticed that I didnt list the creation of product roadmaps as an AI benefit, even though several tools offer it.
Speaker: Christian Bonilla, VP of Product Management at UserTesting
He will discuss how a strong product vision informs your strategy and roadmap, common traps to avoid, share real-life examples, and show ways to reinforce the product vision into your team’s day to day. In this webinar, you’ll learn: Steps to creating a product vision that leads to better outcomes.
For example, a product manager might determine the product strategy and one or more development teams might be tasked with executing it. It’s a model of an iterative process that systematically links the product strategy with the product roadmap , the product backlog , the development work, and the key performance indicators (KPIs).
I believe the main culprits are Mr. Roadmap and Mr. Backlog. Culprit #1: Mr. Roadmap. How should we balance technical debt vs our feature roadmap? Technical debt can be valued in terms of “future change” outcomes like improved delivery velocity or better platform scalability, for example. Why is that?
To better understand how the goals in figure 1 can be applied, let’s take a look at an example. Product Goals and the Product Roadmap. But unless you can’t see further than the next few months, I recommend determining the next three to four product goals and capturing them on your product roadmap , as figure 3 below shows.
Let’s say, for example, that the objective is to “increase engagement.” This is done by using higher-level key results as lower-level objectives, as the following example shows. The user and business goals help select the right product goals, which I capture on the product roadmap. Figure 1: Cascading OKRs.
It forced me to question a belief, as a product leader, I treated as an absolute — that products always require roadmaps. Do you think every company and product needs a roadmap?” Then I thought further; maybe scenarios exist where roadmaps are optional. Roadmaps are not always needed. Roadmaps early on tend to box you in.
The GO Product Roadmap is the template I have developed to capture an outcome-based roadmap. Here are two examples of how the system in Figure 1 follows this principle. My Strategy Stack , shown in Figure 6, explains the connections between the product strategy and the business, product portfolio, and technology strategies.
How does it differ from a product roadmap and how do the two plans relate? At the heart of the model in figure 1 are four artefacts: the product vision, the product strategy, the product roadmap, and the product backlog. With a validated strategy in place, you are in a great position to build an actionable product roadmap.
This includes a sound understanding of the market, the user and customer needs, and the competition as well as solid product management skills such as the ability to develop an effective product strategy and an actionable product roadmap (as I explain in more detail in the article The T-Shaped Product Professional ).
To make these recommendations more concrete, let’s look at an example. How Does the Strategy Relate to the Vision and Roadmap? As the image above shows, the product strategy sits between the vision and the product roadmap in my model. What are the business goals? I therefore recommend that every product has a strategy.
Few examples: Growth PM/Growth Hacker – This role focuses on increasing the top of funnel and ensuring lower drops off during the conversion. The path and the steps to reach the destination is defined through a product roadmap. Hence roadmapping is a crucial exercise which can make or break your product. Product Roadmap.
But instead of telling a clear, compelling story, they send out a spec or share a roadmap deckand hope it gets read. Example: Why: Remote teams waste time switching between disconnected tools. Example: Sarah is a support manager at a fast-growing startup. Dean said it best: If your idea isnt seen, it isnt understood.
Saying no to leadership Prioritizing customer needs over politics Aligning cross-functional teams These challenges do not reflect a lack of skill. They require balancing diplomacy, data, and leadership under pressure.
Instead, they provide a product portfolio, think of Microsoft Office/365 as an example. Let’s take Microsoft as an example again. The latter, in turn, drives the product roadmap, which directs the product backlog. To formulate an outcome-based product roadmap, I like to use the GO Product Roadmap.
For example, these stakeholders are likely to include representatives from marketing, sales, support, and finance for a commercial product. Get to know people and, for example, have lunch or coffee together, be it in the same room or online. Involve people in product decisions but don’t make the mistake of trying to please them.
Without much formal authority, you will need to get teams to rally behind your vision and you can do this through leading by influence and example, through motivating, guiding and keeping teams focused. To keep track of what has been validated for delivery and development, a roadmap is your best tool. Get the Details Right.
Let’s look at a brief example and say that I want to create a product that helps people eat healthily. An example based on the sample strategy above would be “acquire an initial user base and help the users understand their eating habits.” What are the desired user and business benefits you want to create?
Step 2: Show the path to measurable results Your CFO doesn’t need a miracle, they need a clear, measurable roadmap. To hear the full, candid discussion between Bo Bandy and Jove Oakley—including real-world examples, personal insights, and practical tips— watch the complete webinar : Watch the full webinar here Looking for other resources?
Give people a choice about the products they work on, for example, by using self-selection. Use, for example, the CEDAR model and appreciative inquiry techniques to offer feedback in the right way and help people get back on track. Don’t forget to capture the learning and development measure, for example, on a learning roadmap.
These are typically brand-new and young products as well as products that are experiencing a bigger change, for example, to extend their life cycle by addressing a new market segment or by replacing some of the technologies. Choose the next outcome on the roadmap as your product goal and copy it into the product backlog.
For example, you could be a product and a feature owner on a larger product, or you could be a portfolio owner and at the same time, manage one of the products in the portfolio, assuming that this neither leads to biased product decisions nor sacrifices sustainable pace. For example, I am writing this article using Microsoft Word.
For example, a product strategy workshop might have the objective to identify the key changes required to achieve product-market fit. As a rule of thumb, avoid meetings with more than ten attendees when you have to make high-impact decisions and/or rework the product strategy , product roadmap , or product backlog. 1 Set an Objective.
Market Analysis Before and With AI Customers are clamoring for a number of improvements to your product and youre on a mission to get them funded and on the roadmap. AI has no idea which sales deals are hinging on your roadmap. AI doesnt know if anything on your proposed roadmap will open up new markets, etc.
A product manager manages the product roadmap/product lifecycle. McDonald’s is an example of a company that successfully uses a secret menu to cater to customers. Vegetarians who want a hamburger-style sandwich, for example, could order a grilled cheese off McDonald’s secret menu. What is a secret menu?
Instead of creating, for example, product strategies and roadmaps and tracking KPIs , you should help the people on your team acquire the right knowledge and develop the right skills so that they can carry out the relevant work on their own. Developing a product roadmap and setting realistic product goals/outcomes.
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