amnesty.org.uk represents a constantly evolving platform. This presentation sets out how we operate our Digital Product Roadmap to respond to user needs, expectations and changing technology.

1. Digital Product Roadmap
An introduction
April 2015

2. Why we are here
. To share our new roadmap for the website
. To explain how it works
. To get the ball rolling

3. What we will cover today
1. Principles for creating an agile product roadmap
2. The proposed structure for the AIUK DPR
3. A recommended process for operating the DPR
4. The current roadmap

4. A bit of background

5. Work to date
- Desk research on product roadmaps
- Analysis of the previous roadmap
- Two workshops with the digital team
- Two governance meetings with stakeholders
- Site visit to GDS (.gov.uk roadmap)

7. "Probably the toughest challenge in
roadmapping on a large, multi-team
product is striking the right balance
between (top-down) business goals
and (bottom-up) team priorities."

8. Strategic goals
- Improve the overall Amnesty experience
- Increase campaign impact
- Increase revenue and membership
- Increase operational capability
(to be considered alongside MATH and CP)

9. 1. Guiding principles

10. Designed to deliver against
strategic goals.
. Following an open and transparent process
. Striking a balance between audiences and needs
. With prioritisation baked-in

11. A living document with
routines and cycles.
. Physical, visible and accessible to all
. Updated and shared frequently
. Demonstrating progress

12. Simple and easy to
understand.
. Non-technical
. High-level
. At-a-glance

13. Mapping a direction, not a
specification.
. Big and broad development themes
. Representing priorities rather than dates
. A bridge to detailed specs and release planning

14. Created in collaboration with
all stakeholders.
. Open to new ideas and responsive to change
. Actively managed by a diverse team
. Part of an on-going dialogue about our future

15. Designed for continuous
improvement.
. To trial as a beta (starting now!)
. To iterate and evolve internally
. To roll-out, iterate and evolve externally

16. 2. Structure of the AIUK DPR

17. Column headings
How we represent time and priority.
Row headings
How we represent themes and teams.
Feature cards
How we represent ideas.

18. Column headings
How we represent time and priority.
Deadlines and static project plans can be useful planning tools but they
can also be notoriously difficult to predict, stressful to manage and
consistently subject to change.
There are of course times when deadlines cannot be ignored, like when
preparing for the AGM, however more often than not it is the relative
priority of work that matters, not specific dates or time-frames. This is
particularly true for the technical development of a website.
By presenting time in terms of relative priority, our roadmap provides a
clear sense of direction without being tied down to dates that can easily
become, well, out-dated! We use a simple language for scheduling work
based upon this relative priority over the short and mid-term.

19. Done In Progress Next Later Ideas

20. Done In Progress Next Later Ideas
Features that are
live on the website.
Performance will be
monitored.
Follow-up actions
can be added.

21. Done In Progress Next Later Ideas
Features that are
assigned and being
worked on.
Progress is tracked
as a percentage.
Features move
from Discovery to
Design to Delivery.

22. Done In Progress Next Later Ideas
Features that will
be worked on when
capacity allows.
Exploration and
business cases
may be required.
Some features may
stay here if there is
a specific deadline.

23. Done In Progress Next Later Ideas
Features that will
be worked at a
suitable time.
Exploration and
business cases
may be required.
Some features may
stay here if there is
a specific deadline.

24. Done In Progress Next Later Ideas
Ideas that have
been scored but not
scheduled.
Exploration and
business cases
may be required.

25. Done In Progress Next Later Ideas
OVER TIME

26. Done In Progress Next Later Ideas
NEW IDEAS

27. Row headings
How we represent themes and teams.
To support the prioritisation of a balanced portfolio of features on the
roadmap, we can create horizontal groups of related features, often
referred to as ‘lanes’.
Each lane might represent a different area of the website and a different
set of strategic goals. The lanes also provide a visual guide for
stakeholders, allowing them to get a quick overview of the features on the
roadmap that will be of the most interest to them.
In the future the lanes could each be assigned to a dedicated team given
some autonomy, thereby enabling a smarter operational model whilst
using the roadmap to keep all the teams tightly aligned.

28. In Progress Next Later
Architecture & Design
Community Services
Revenue, Fundraising &
Membership
Content & Comms

29. In Progress Next Later
Architecture & Design
Systems, applications,
CMS, data and global
user experience design.
Goals of improving the
overall experience and
our ops capability.
Objectives of
performance, security
and efficiency.
Community Services
Revenue, Fundraising &
Membership
Content & Comms

30. In Progress Next Later
Architecture & Design
Community Services
Features to help users
and AIUK communities
to ‘get involved’.
Goals of improving the
experience, campaign
impact and capability.
Objectives of
engagement and
retention.
Revenue, Fundraising &
Membership
Content & Comms

31. In Progress Next Later
Architecture & Design
Community Services
Revenue, Fundraising &
Membership
Features to help users
give, donate, join, self-
serve and shop.
Goals of improving the
experience, connecting
people and revenue.
Objectives of
acquisition and
conversion.
Content & Comms

32. In Progress Next Later
Architecture & Design
Community Services
Revenue, Fundraising &
Membership
Content & Comms
Issues, campaigns,
actions, blogs, media
and social.
Goals of improving the
experience, connecting
people and impact.
Objectives of
awareness and
engagement.

33. In Progress Next Later
Architecture & Design
Community Services
Revenue, Fundraising &
Membership
Content & Comms

34. In Progress Next Later
Architecture & Design Up to 2 features Up to 3 features Up to 4 features
Community Services Up to 2 features Up to 3 features Up to 4 features
Revenue, Fundraising &
Membership
Up to 2 features Up to 3 features Up to 4 features
Content & Comms Up to 2 features Up to 3 features Up to 4 features

35. In Progress Next Later
Architecture & Design Up to 2 features Up to 3 features Up to 4 features
Community Services Up to 2 features Up to 3 features Up to 4 features
Revenue, Fundraising &
Membership
Up to 2 features Up to 3 features Up to 4 features
Content & Comms Up to 2 features Up to 3 features Up to 4 features
Around 18 months work represented on the roadmap

36. Feature cards
How we represent ideas.
Each idea or feature is represented on the roadmap by a single ‘card’ that
follows the progress of its development all the way through to its impact
on the website performance after it has been released.
The card gives an overview of the feature, why it is important, how
important it is and a variety of other flags and indicators that will help
product managers and stakeholders understand the roadmap from a
number of different points of view, at a glance.

38. A unique and descriptive title
(mandatory).
An explanation of what the feature
is, how it might work and how it
could fit in to the website
experience (mandatory).
A story capturing the benefit this
feature will deliver to any or all
users of the website (mandatory).

39. A reference to the assigned lane
(mandatory).
A list of any ‘bundles’ of similar or
related features, accompanied by a
colour coded dot (optional).
A unique ID as a reference for this
feature in other internal AIUK
systems or procedures (optional).

40. The assigned owner of the
development of this feature
(optional).
Any deadlines for delivery of this
feature (optional).
The value scores for this feature
(mandatory).The scoring system is explained in
detail in the following section.

41. Any risks or dependencies
that could be barriers to
delivery of this feature
(optional).
The progress in development
of this feature from scoping to
release (mandatory).
15% Discovery
30% Design
45% Specification
60% Production
100% Released

42. 3. Operating the roadmap

43. End-to-end process
How ideas flow through the roadmap.
Scoring ideas
How we assess the value of each idea.
Governance
How we jointly manage and communicate the roadmap.

44. Suggestions
User Research
Team Workshops

45. Suggestions
User Research
Team Workshops
Submissions can come from a variety of sources
- from research, stakeholders, members,
projects and on-going idea generation.
The initial review will be a sense-check for
duplication, clarity and the level of support an
idea has - both from research and from
stakeholders.
New ideas can go forward for scoring, be added
to BAU, go back to the source for refinement or
be rejected as unsuitable based upon the
judgement of the team.

46. Explore Score
Create
Review
Share
Roadmap
Suggestions
User Research
Team Workshops
BAU

47. Explore Score
Create
Review
Share
Roadmap
Governance
DiscoverySuggestions
User Research
Team Workshops
BAU

48. Explore Score
Create
Review
Share
Roadmap
Governance
DiscoverySuggestions
User Research
Team Workshops
BAU

49. Explore Score
Create
Review
Share
Roadmap
Governance
Discovery
BAU
Suggestions
Design & Build
User Research
User Research
Team Workshops
Funding

50. Explore Score
Create
Review
Share
Roadmap
Governance
Discovery
BAU
Suggestions
Design & Build
User Research
User Research
Team Workshops
Funding

51. The value scores for this feature
(mandatory).

52. Value KPIs Variables Score
Total

53. Value KPIs Variables Score
Experience of Amnesty
Returning visitors, task completion,
ease of use, sharing, complaints
Reach, user type,
frequency of use
Plus (1-10)
Campaign impact
Awareness, actions taken, topicality,
understanding, sharing, participation
Reach, campaign
priority
Plus (1-10)
Revenue
Donations, memberships, sales,
supporter value
Reach Plus (1-10)
Capability Time saving, cost saving, agility Internal reach Plus (1-10)
Total

54. Value KPIs Variables Score
Experience of Amnesty
Returning visitors, task completion,
ease of use, sharing, complaints
Reach, user type,
frequency of use
Plus (1-10)
Campaign impact
Awareness, actions taken, topicality,
understanding, sharing, participation
Reach, campaign
priority
Plus (1-10)
Revenue
Donations, memberships, sales,
supporter value
Reach Plus (1-10)
Capability Time saving, cost saving, agility Internal reach Plus (1-10)
Members at the heart
Member consultation, member
participation, retention
Reach, level of
engagement
Plus (1-10)
Connecting people
Awareness, understanding,
acquisition
Reach, audience profile Plus (1-10)
Total

55. Value KPIs Variables Score
Experience of Amnesty
Returning visitors, task completion,
ease of use, sharing, complaints
Reach, user type,
frequency of use
Plus (1-10)
Campaign impact
Awareness, actions taken, topicality,
understanding, sharing, participation
Reach, campaign
priority
Plus (1-10)
Revenue
Donations, memberships, sales,
supporter value
Reach Plus (1-10)
Capability Time saving, cost saving, agility Internal reach Plus (1-10)
Members at the heart
Member consultation, member
participation, retention
Reach, level of
engagement
Plus (1-10)
Connecting people
Awareness, understanding,
acquisition
Reach, audience profile Plus (1-10)
Budget Upfront cost, on-going cost Value for money Minus (1-10)
Human resources People, time, materials Available capacity Minus (1-10)
Total

56. Criteria for scheduling
- Value score
- Deadlines
- Funding status
- Capacity and dependencies
- Tactical opportunities

57. Governance and steering
- Heads of Campaigns, Individual Giving,
Community Organising and IT
- Meet fortnightly as required
- Ratify new cards, scores and priorities scores
- Discuss progress and iterate scheduling
- Monitor performance and improve operations

58. Thank you