How to Ditch your Timeline Roadmap for Good
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The document discusses the drawbacks of traditional timeline roadmaps in product management, highlighting issues such as lack of autonomy, direction, and psychological safety. It proposes a new approach to roadmap creation that emphasizes product vision, objectives, time horizons, and experimentation instead of fixed timelines. The author encourages adopting a lean roadmap strategy to foster a more adaptive and innovative product culture.
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How to Ditch your Timeline Roadmap for Good
- 1. How to DitchYour Timeline Roadmap For Good @simplybastow
- 2. Hello! I’m Janna Bastow Youcan talk to me about product or say hi at @simplybastow
- 3. (really big productmanagement community)
- 4. (really nice productmanagement tool)
- 5. Let’s chat about productculture
- 7. Culture: Decisions your teammake in your absence.
- 8. Elements of good companyculture
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- 16. Formula for goodculture: Clear direction Autonomy Psychological safety( ) + +
- 17. How does theroadmap help with this?
- 18. A roadmap canbe a diagnostic tool for the state of the company
- 19. A bad roadmapis a symptom of underlying issues in a company
- 20. Symptom: Initiatives written asfeatures or solutions, not problems to be solved. Diagnosis: Lack of autonomy
- 21. Symptom: Missing roadmap orvision, nothing tied back to company-level objectives. Diagnosis: Lack of clear direction
- 22. Symptom: Roadmap dictated fromabove, no room for questions or experiments. Diagnosis: Lack of psychological safety
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- 25. JAN FEB MARAPR MAY JUN JUL AUG SEP OCT NOV DEC Designed to fail (and not in the good way)
- 26. Time Thingstodo Designed to fail(and not in the good way)
- 27. Time Feature A Thingstodo Designed tofail (and not in the good way)
- 28. Feature A Thingstodo Time Feature B Designedto fail (and not in the good way)
- 29. Feature A Thingstodo Feature B Time FeatureC Designed to fail (and not in the good way)
- 30. Feature A Thingstodo Feature B Time FeatureC Designed to fail (and not in the good way)
- 31. Thingstodo Time Due dates& duration ALL THE THINGS! Designed to fail (and not in the good way)
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- 33. You assume youknow how much work and how long each feature is going to take. Assumption #1 Time Feature A Feature B Feature C
- 34. You assume thatnothing else is going to disrupt your timeline. Assumption #2 Time
- 35. You assume thateach feature will work as soon as it is launched. Assumption #3 ✔ ✔ ✔
- 36. You assume thateach of these features actually deserves to exist! Assumption #4 ✔ ✔ ✔
- 37. The grand assumption: Nothing’sgoing to change.
- 38. Made up releasedates Development death marches Mismanaged expectations Missed market opportunities Building the wrong thing Sad product managers What could possibly go wrong?
- 39. Vicious cycle Big buffers, slowwork Blame culture Tighter controls, less freedom
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- 42. So is therea better way?
- 43. Ditch your timelineroadmap
- 44. 4 steps to ditchingyour timeline roadmap and building a better product culture
- 45. Step 1: Productvision FOR (target customer) WHO (statement of need or opportunity) THE (product name) IS A (product category) THAT (key benefit, reason to buy) UNLIKE (primary competitive alternative) OUR PRODUCT (statement of primary differentiation) Find this free template at: www.prodpad.com/vision-template
- 46. Formula for goodculture: Clear direction Autonomy Psychological safety( ) + + Product vision
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- 49. Step 3: Timehorizons
- 50. Formula for goodculture: Clear direction Autonomy Psychological safety( ) + + Objectives and time horizons
- 51. Measure Learn Build Step 4: Experimentation& Validation
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- 55. Your roadmap is aprototype for your strategy
- 56. Result: Lean Roadmapping Toppriority for next work opening Likely 6+ months away, but aligns with vision Objective Objective Objective Objective Objective Objective Objective Objective Objective Immediate problem to be solved, currently in development Immediate problem to be solved, currently being prototyped Now Next Later
- 57. Likely 6+ months away,but checking that it aligns with vision Objective Objective Objective Objective Objective Objective Objective Objective Objective Current development work in progress - experiment 1 - experiment 2 - experiment 3 Current prototyping work in progress - experiment 1 - experiment 2 - experiment 3 - experiment 4 Top confidence for next work opening Experimenting on a Lean Roadmap Now Next Later
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- 59. Objective Objective Objective Objective Completed (validation roadmap) Result: Testing resultsnow Result: Increase by $200! Result: No change in #... Result: Decrease by 10%! Top priority for next work opening Likely 6+ months away, but aligns with vision Objective Objective Objective Objective Objective Objective Objective Objective Objective Now Next Later Immediate problem to be solved, currently in development Immediate problem to be solved, currently being prototyped Validating on a Lean Roadmap
- 60. Formula for goodculture: Clear direction Autonomy Psychological safety( ) + + Experimentation and validation
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- 62. What if Ihave to give delivery dates?
- 63. Dates on roadmaps Whyit’s sometimes necessary
- 64. Good Examples ● GDPR(Legal compliance - regulatory driven due date) ● Christmas (Market opportunity - market-driven due date) Strategically important. Externally driven.
- 65. Bad Reasons ● Youthink your bosses expect it
- 66. Bad Reasons ● Youthink your bosses expect it ● Your roadmap format implies it
- 67. Bad Reasons ● Youthink your bosses expect it ● Your roadmap format implies it ● You think it’ll focus the team and speed them up
- 68. Ask yourself - What’sdriving this need for a date? - What are we willing to sacrifice for this? - Is this strategically important?
- 69. What kind oforganisation are you? Nimble and lean Slow and risk-averse
- 70. Product-led, lean companies changethe world
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- 72. Thank you! I’m JannaBastow Let’s go for or and talk product to @simplybastow or [email protected]