Agile camp2016 product
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![Page 1: Agile camp2016 product](https://reader031.fdocuments.us/reader031/viewer/2022022201/589f19621a28ab7b208b4e83/html5/thumbnails/1.jpg)
PRODUCT STRATEGY AND
ROADMAP PRACTISES
July 12 2016
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RESOURCESMost of the information being delivered has been
pulled from Roman Pichler (http://www.romanpichler.com/)
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WHY IS THIS IMPORTANT? Setting EXPECTATIONS
Aligning stakeholders Team(s)
Clear Goals True understanding of Product and Deliverables
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THE STORY OF BOATY MCBOATFACE British Government Agency let people suggest name for
new $287M Polar Research Vessel
Lessons Learned: Be Honest about asking for advice. If you ask for advice, be prepared to take it. If you ask for advice, be prepared to say NO. If you don’t take advice, be clear about why.
Be clear about your expectations and why you are asking for advice!
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SO WHAT’S FIRST
Vision Product Strategy
Product Roadma
p
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VISION Guide for everyone involved in making the product a
success. The ultimate reason for creating/maintaining product. Helps to attract the right team and the right customers.
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CREATING A VISION Should not be a plan, but the motivation for developing
the product. Everyone must have the same vision – Shared Vision Keep it short and sweet!
Example of Vision Board(http://www.romanpichler.com/tools/vision-board/)
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YOUR COMPANY2 companies are merging, let’s call them Nelnet and Great Lakes to create a company, let’s call it GreatNet. GreatNet is poised to be the sole servicer for federal student loan servicing.Federal Student Aid (FSA) helps America’s families access higher education as they meet the needs of 35 million borrowers. With this comes the desire to have all functions managed on a single servicing platform, to provide all borrowers with a standardized, high-quality user experience.
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SECOND
Vision Product Strategy
Product Roadma
p
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PRODUCT STRATEGY
The high-level plan to the vision Describes who the product is for and why people would
want it What the business goals are and why the company would
invest Changes as your product changes Provides input for the Product Roadmap
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CREATING A PRODUCT STRATEGY Start with what you KNOW now
Focus on what matters MOST Use the Vision Board previously listed. Moving from Left to
Right Collaborate
Change and update your vision board
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CONT’D Put it to the TEST
You can do further interviews with specific target groups
May turn out to be WRONG…Changing the Strategy is called a PIVOT
Other tools to help with Product Strategy: Business Model Lean Canvas
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THIRD
VisionProduct Strateg
yProduct
Roadmap
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PRODUCT ROADMAP Describes how the product is likely to grow Facilitates learning and change Helps communication around product development Aligns the product and company strategy Helps set expectations for stakeholders, development,
marketing, etc. Strategic vs Tactical (Product Backlog) Owned by the PO Supports the Product Strategy and ultimately the Vision!
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GOAL-ORIENTED ROADMAP Based on shared goals rather than features Mitigates conflict for Agile teams who only commit a few
weeks at a time
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CREATING A PRODUCT ROADMAP Focus on goals and benefits – Product Strategy Tells the story of your product Keep it simple – Epics, User Stories, Designs belong in the
Backlog not Roadmap Collaborate – creates shared ownership and buy-in Say NO! Dates or NO Dates – Look at your audience Measurable – Goal level KPI’s $$$ - Look at skills possibly needed and how many
people Review and Adjust
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ROADMAP EXAMPLE
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COMMON MISTAKES Roadmap is a GUARANTEE
High level plan based on what you know TODAY Epics and User Stories Wishful Thinking
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WHAT NEXT? Do you have a VISION? Do you have a PRODUCT STRATEGY? Do you have a ROADMAP?
Are you revisiting these things? If so, how often?
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THANK YOU FOR ATTENDING!