Roadmaps Relaunched Bruce McCarthy Workshop BoS Boston 2018 Tesla

@d8a_driven
ROADMAPS RELAUNCHED
BUSINESS OF SOFTWARE - BOSTON 2018

@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

@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

@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”

@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

@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

@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

@d8a_driven
RELAUNCHING
ROADMAPS

@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

@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

@d8a_driven
OUR WORKSHOP VISION:
YOU BUILD A ROADMAP!

@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!

@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

@d8a_driven
WHAT *IS* A
ROADMAP?

@d8a_driven
WHAT’S YOUR
DEFINITION?

@d8a_driven
A STRATEGIC
COMMUNICATION
TOOL
A ROADMAP IS…

@d8a_driven
A STATEMENT OF
INTENT AND
DIRECTION
A ROADMAP IS…

HOW YOU WILL
REALIZE YOUR
PRODUCT VISION
A ROADMAP IS…
@iamctodd

@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

@d8a_driven
NOT A RELEASE
PLAN OR A
PROJECT PLAN
A ROADMAP IS…

NOT A LIST
OF FEATURES
WITH DATES
A ROADMAP IS…
@iamctodd

@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 ]

@d8a_driven
MANAGES OUTCOMES
MANAGES OUTPUTS

@d8a_driven
ROADMAP
COMPONENTS

@d8a_driven
WHAT’S IN YOUR
ROADMAP?

@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

@d8a_driven
PRIMARY
COMPONENTS

@d8a_driven
5PRIMARY
COMPONENTS
PRODUCT VISION
BUSINESS OBJECTIVES
TIMEFRAMES
THEMES
DISCLAIMER

@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.

@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

@d8a_driven
H1’17 H2’17 2018 2019
Indestructible hose
Features:
• 20’ & 40’ lengths
• No-kink armor
Delicate Flower
Management
Stage: Prototype
Putting Green
Evenness for Lawns
Stage: Discovery
Infinite
Extensibility
Pro Market
Severe Weather
Handling
Extended Reach
Stage: Discovery
Fertilizer Delivery
Pro Market
OBJECTIVES
Increaseunitsales
PRODUCTVISION
WOMBAT
VISION

@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

@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

@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

@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

@d8a_driven
WHAT INPUTS DO
YOU GATHER?

@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

@d8a_driven
GET THE INFO. FILTER IT
YOUR “PRODUCT” FOR TODAY
SELF-DRIVING
FAMILY CAR

@d8a_driven
ESTABLISH
PRODUCT VISION

@d8a_driven
WHAT’S YOUR
PRODUCT VISION?

@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

@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.

@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.

@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

@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.

@d8a_driven
THEMES ARE
CUSTOMER /
STAKEHOLDER NEEDS

NOT A LIST OR A
GROUPING
OF FEATURES
THEMES ARE
@iamctodd

@d8a_driven
FULL REUSABILITY
REFUELING IN ORBIT
PROPELLENT PRODUCTION ON MARS
RIGHT PROPELLANT
THEMES

@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

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

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

@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

@d8a_driven
BUSINESS
OBJECTIVES

@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.

@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

@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

@d8a_driven
PRIORITIZE
WITH MATH

@d8a_driven
HOW DO YOU PRIORITIZE?

@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

@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.

@d8a_driven
The time and
business objectives
(V1+V2+V3)
ROI Scorecard

@d8a_driven
The time and
business objectives
(E1+E2)
ROI Scorecard

@d8a_driven
VALUE / EFFORT = PRIORITY(V / E) * C
Conﬁdence
Certainty that your scores are accurate
ROI Scorecard

@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

@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

@d8a_driven
HOW DO YOU GET YOUR
STAKEHOLDERS TO BUY-IN?

@d8a_driven
ALIGNMENT
CONSENSUS
COLLABORATION
THREE CONCEPTS

@d8a_driven
DIFFERING OPINIONS
CAN STILL ALIGN ON
INTENT & OUTCOME.
ALIGNMENT IS…

@d8a_driven
NOT
CONSENSUS.
ALIGNMENT IS…

@d8a_driven
EVERYONE
AGREES ON A
DECISION.
CONSENSUS IS…

@d8a_driven
WHEN INDIVIDUALS
COOPERATE TO
ACCOMPLISH A
COMMON GOAL.
COLLABORATION IS…

@d8a_driven
A WILLINGNESS TO COMMIT
TO A DECISION / DIRECTION
 
TO ACHIEVE A COMMON
GOAL.
ALIGNMENT IS…
(that you may not agree with)

@d8a_driven
Core Team
Product Owner
Design
Engineering
Operations
Customers
Executives
Research
Customer
Support
Production
Finance
Vendors
& Partners
Sales
Marketing
& PR
Other
Product Teams

@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?

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

@d8a_driven
WHY SHARE YOUR
ROADMAP INTERNALLY?

@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

@d8a_driven
WHY SHARE YOUR
ROADMAP EXTERNALLY?

@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

@d8a_driven
YOUR TIME TO SHINE

@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

@d8a_driven
EVERYONE HAS A PLAN
UNTIL THEY GET PUNCHED
IN THE MOUTH.
Mike Tyson
ROADMAP EVOLUTION

@d8a_driven
LIKE ANY LIVING THING
A ROADMAP MUST EVOLVE OR DIE

@d8a_driven
HOW LONG IS YOUR
ROADMAP? HOW OFTEN DO
YOU UPDATE IT?

@d8a_driven
PLANNED CHANGE
HOW FAR OUT SHOULD YOUR ROADMAP GO?
The refresh rate of your roadmap should match its time scale

@d8a_driven
COMMUNICATING CHANGE
ROADMAP MARKUP
H1’17 H2’17 2018 2019
Indestructible hose
Features:
• 20’ & 40’ lengths
• No-kink armor
Delicate Flower
Management
Stage: Prototype
Putting Green
Evenness for Lawns
Stage: Discovery
Infinite
Extensibility
Pro Market
Severe Weather
Handling
Extended Reach
Stage: Discovery
Fertilizer Delivery
Pro Market
OBJECTIVES
Increaseunitsales
PRODUCTVISION
WOMBAT

@d8a_driven
WHAT DID YOU
LEARN TODAY?

@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

@d8a_driven
RELAUNCHING IN
YOUR ORGANIZATION

@d8a_driven
www.goroadmaps.com/resources

www.goroadmaps.com
bruce@productculture.com
@d8a_driven
C Todd Lombardo Bruce McCarthy Evan Ryan Michael Connors
@iamctodd @d8a_driven @evanfryan

Roadmaps Relaunched Bruce McCarthy Workshop BoS Boston 2018 Tesla

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Roadmaps Relaunched Bruce McCarthy Workshop BoS Boston 2018 Tesla