I am starting to kick the tires on a roadmap. I am building an honest-to-goodness roadmap and it feels good it after more than four years of just talking about them.
As I started to think about which features should be in my roadmap, I began to think about what bits of information do I need that would sell my stakeholders that the features are valid. As a side note, I am pushing my roadmap closer to the front of the process and will try to focus it on problems and not features.
So I am throwing this question to you. We talk a lot about collecting facts or evidence before making decisions. I wonder specifically what everyone means by this. I have my own ideas, but I am interested in your thoughts. Please comment below.
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Stewart,
Can you elaborate on what kind of decisions you are thinking about when you ask the “what facts / evidence” question
Imagine you are my CEO, what information do you want to see on my roadmap that convinces you that I have selected the right features? The decision is really scope approval.
I am also working on planning at the moment. I am doing a market opportunity analysis which included market sizing, competitive analysis, and a bit of internal analysis. Within the competitive analysis, I am looking at trends in our current and adjacent markets.
As to data, I am looking at mostly secondary research (from PEW, Forrester, Gartner, etc.), since we don't have a lot of primary research. In addition, I am looking at not only the competitive feature set, but also what their users are saying about them (via watching twitter for their name, searching blogs, analyzing “get satisfaction” and similar sites). User forums are also a great source of info. None of this is really statistically sound, but if used as inputs for future primary research, can be very useful.
As the CEO I want to know that you are (a) solving real vs. imagined problems and (b) that you are creating differentiators in the marketplace. Also, is there an overall product strategy map that the product roadmap ties into? Are you serving the various constituencies or opening up new ones that we can sell to?
Evidence will be in the form of # of customer requests, RFP items, and competitor features. win/loss analysis will also give you feedback.
But also some features come from an understanding of what might be lacking in the marketplace and conversations with customers, partners, users, etc.
Frankly I build roadmaps with a mix of all of that plus intuition and understanding of marketplace and things I've heard/seen/etc. We don't have empirical evidence for every feature–but if you keep close to your customers and field, you'll have what you need.
A good track record also helps!
I am going to take an initial stab at this before I give it additional thought. I would look at what value add any new functionality has above just solving a problem. In fact, I consider one of my greatest strengths is the ability to reduce the complicated to the simple. Look at your customers (the major stakeholders) – look beyond their immediate problems to discover what value add they need most.
Is it to increase revenue? Do they need to do a better job of customer retention? Do they need more name recognition?
Let's say it is too increase revenue. There are basically three ways to increase revenue: 1) Raise prices; 2) Get more customers; and 3) add additional products or services.
1) Raise prices – tricky and requires quite a bit of analysis. It also is not an area where you can add value.
2) Get more customers – a better answer than raising prices. This is an area where you have the chance to add value with new product features and services.
3) Add new products/services – this may be your greatest opportunity. The challenge is to determine what those products and services are that will be of greatest value to your customers.
The important thing here is to always focus on your customers. Your increased revenue will come as a result of adding value to their company.
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Henry, if I understand you correctly, you are happy if I can convince you that your objectives will be accomplished? So focus on the internal goals versus strictly quantifying research.
Interesting, you are coming at this from a different angle than Henry.
Shannon this effort seems more like work to support the 'convincing yourself' initiative.
I'm trying to remember where I read this recently – perhaps “Made to Stick”. But the quote was “Your opinion, though interesting, is irrelevant”. That speaks to getting facts and customer input behind your roadmaps and product strategy.
I think Henry is answering a different question. Although the answer is related. The question is what goes into the roadmap.
Henry is basically talking about ways to increase revenue and his answer is correct. Basically all product roadmap decisions are governed by overall corporate strategy and if the strategy is to get more customers OVER raising prices or product/line extensions then you will most likely go after new features that will be designed to get more immediate customers over, perhaps, features that would make existing customers happier. For example, you may add features that address a growing trend in your industry but you may choose not to strengthen how another area works that is an area of complaint from customers. There are many things that sound good in the sales process that customers may not completely like when they get it. So instead of fixing that area, you may devote resources to a totally different area.
So while Henry and I are approaching the problem differently, I agree with what he says.
Oh — and one book I'd highly recommend is Four Steps to the Epiphany by Stephen Gary Blank. Best book on building products that customers want and building new markets. Step #1 — get out of the building.
(http://www.amazon.com/gp/product/0976470705?ie=...)
Interesting topic in respect to roadmaps…Other comments already mention the relationship to strategy. I always ask teams to define their product vision before roadmapping. Then define the value proposition and competitive differentiators. Then they're usually ready to talk about high level goals and feature groups – the ones that “move the needle” (attribution: Scott G. & Luke H.). What features will make you $$$? Are you moving into a new market? Are you adding new modules that will generate revenues? Are you adding a mobile offering? A cloud offering? I have also been coaching people to track customer enhancement requests, analyst inputs, competitive analysis, win/loss data, etc. So when the “Who wants that?” question comes up, a prepared PM can say, “27 or our 49 customers.” And I really hope you're using some type of multi-dimensional roadmap format to link features/benefits, markets/customer groups, architecture, events/rhythms and other factors into your roadmap. If not, go to enthiosys dot com and download a template. They generate great conversations with depth beyond why are we doing this.
“Your opinion, though interesting, is irrelevant” – This is a Pragmatic Marketing quote. Made to Stick has lots of great quotes too.
Thanks for the book recommendation!
If I understand, you are suggesting that I be able to trace my addressable market problems to the input research, show alignment to the vision and I should be able to satisfy my CEO?
Thanks for the template suggestion, I'll check it out.
“Your opinion, though interesting, is irrelevant” – This is a Pragmatic Marketing quote. Made to Stick has lots of great quotes too.
Thanks for the book recommendation!
If I understand, you are suggesting that I be able to trace my addressable market problems to the input research, show alignment to the vision and I should be able to satisfy my CEO?
Thanks for the template suggestion, I'll check it out.
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