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The Dirty Dozen Product Roadmap Roadblocks

In my last post on defining an MVP in corporate innovation, I talked about how best practices in garnering stakeholder buy-in for product roadmaps espoused by Bruce McCarthy can be used as a framework for the same when defining an MVP in an “internal” startup product. Here, with permission, is a re-post of his excellent post on the the “Dirty Dozen” product roadmap roadblocks, and in a way, they seem applicable to internal startup products as well.

By Bruce McCarthy

A good product roadmap is one of the most important and influential documents an organization can develop, publish and continuously update. It’s the one document that steers the entire organization in delivering on the company strategy.

It’s key to success, and yet many organizations struggle to produce effective roadmaps. In fact, many organizations don’t create one, even to publish internally. Or they do, but it is simply a collection of unrelated features and dates.

What Is A Product Roadmap?

A roadmap is your vision for how a product (or product line) will help achieve your organization’s strategic goals. In that sense, it is literally a map of the steps involved in getting your business where you want it to go. To make it even more concrete, I also like to think of a product roadmap as a timeline view of your priorities.

A good roadmap inspires. It inspires buy-in from executives, inspires confidence from customers and salespeople, and inspires development teams to produce the groundbreaking products that drive significant growth.

A good roadmap keeps your organization on course toward its destination. Stating what you will do and when makes it easy to judge when you fall behind schedule or get detoured by good ideas that just don’t fit your strategic vision.

The Dirty Dozen

In my experience, though, there are some specific areas where companies commonly break down in developing roadmaps, hitting roadblocks that often keep them from getting where they want to go. I call these roadmap roadblocks the “Dirty Dozen.”

1. No Strategic Goals

If a roadmap is the path toward your goals, you obviously need to set those goals before you start. Yet many companies fail to sit down and explicitly describe the destination they are driving toward.

Is your product roadmap aligned with your strategic goals? Have a conversation with your CEO or another exec in the know. It may clarify a lot of your prioritization dilemmas.

2. Focusing on Features

A lot of roadmaps are just a list of features in upcoming releases. This is meaningless to most people outside of the development team. A roadmap should make it obvious how things will improve for your customers, organization or shareholders. Like any good sales pitch, it should focus on delivering value.

Look at your roadmap from the point of view of a board member or a customer. Would they see their interests reflected?

3. Inside-Out Thinking

Focusing on features can be a symptom of failing to understand your market. Yes, priorities should be driven by internal goals, but those goals must also respond to market reality.

Ask yourself whether your roadmap priorities are driven by the needs of the people and organizations you intend to serve. Strive to bring that message from the outside in.

4. One Size Fits All

You probably serve more than one market segment. When you are talking to customers or partners in one segment, the roadmap you show should focus on how you will address their needs.

Make sure your roadmap is not one-size-fits-all. If a customer sees their interests in only 1 of the next 6 releases, they’ll get the message that you are not focused on them.

5. Trying Too Hard to Please

That said, many roadmaps are simply lists of customer requests prioritized by number (or size) of customers requesting or voting for the feature. This may help with retention for a while, but will not drive your company into new markets or to invent anything new.

Rather than just taking requests, listening for unsolved problems in your market (and doing something about them) is the best way to avoid a roadmap that’s really just a popularity contest.

6. Playing Catch-up

It’s often a mistake to focus on matching your competition feature-for-feature. All this does is commoditize your market. Instead, focus on creating unique value by developing solutions your competition can’t easily duplicate.

How many items on your roadmap are “me too” features designed to close perceived competitive gaps? How many of those have actually lost you business?

7. Not Getting Buy-in

The best-conceived roadmap won’t get you where you need to go if you can’t get anyone else to come along for the ride. You’ve got to get your development, sales, marketing, finance and other stakeholders involved early so it becomes their plan, not just yours.

If people use words like “intellectual,” “cerebral,” “theoretical,” or “ivory tower” to describe you or your work, this is code for lack of buy-in.

8. Prioritizing on Instinct

Good product people develop good instincts for their market. As a company grows, though, it’s hard to get the buy-in you need from all players based just on your instincts.

Can you tie everything on your roadmap back to your strategic goals? Can you show the ROI calculations that put priority 1 ahead of priority 2? A little data settles a lot of arguments.

9. Being Too Agile

Agile was developed as a response to lack of consistent direction from business execs. That doesn’t mean it’s incompatible with good direction. Yet many companies fear to map out a course thinking it’s not allowed in Agile.

Don’t let being agile become an excuse for indecision. You may choose to adjust course down the road, but you’ll move a lot faster if you first take your best guess at a destination.

10. Being Too Secretive

Some organizations have a roadmap but shy away from sharing it with anyone. It might be fear of revenue recognition issues, lack of confidence in the company’s direction, or just not wanting to look foolish if things change.

A good roadmap is not a contract. It can and should be designed as a statement of direction and intent, but customers and investors expect you to accept and act on feedback from the market. They expect your roadmap to change, so stop worrying.

11. No Buffer

One reason an organization might be reluctant to share is if their roadmap is too detailed. A roadmap consisting of 40 bulleted features in each of 10 precisely-dated releases is impossible to read, and can really constrain your options for adjusting course down the road.

Your roadmap should consist of problem-solving themes and broad time-frames. This gives you the leeway to cut or defer a specific feature without risking on-time arrival at your destination.

12. Over- or Underestimating

ROI is a critical consideration in prioritization, yet many product teams make the mistake of setting business priorities without considering development costs. Conversely, some teams spend months estimating every possible product initiative without first considering which are likely to be worth the time.

Approach your technical partner for a quick, high-level estimate of the work involved in your 10 most wanted. What if #4 turns out to be trivially easy compared to the 3 ahead of it? Wouldn’t you like to know that up front?

AN INVITATION

If your organization’s progress toward its strategic goals is slowed by any of these roadmap roadblocks, feel free to set up a time to chat with me during my free office hours. You may also be interested my hugely popular roadmapping presentation from ProductCamp Boston, or in Reqqsthe smart roadmap tool for product people.

Use your product powers for good.

Bruce McCarthy is a serial entrepreneur, 20-year product person, and sought-after speaker on roadmapping and prioritization. He is Founder and Chief Product Person for UpUp Labs, where he and his team are at work on Reqqs, the smart roadmap tool for product people.

Original article can be found here.

MVP buy-in

One of the biggest challenges product innovators in established companies face in defining an MVP is getting buy-in from internal stakeholders.

These could be senior execs, peers, other departments, partners, or even your boss.

You might say, “This is all about politics, and that just comes in the way of innovation.” That’s being naive.

You might say, “Consensus driven product development kills creativity and innovation.” You’d be right, but I’m by no means advocating a “decision by committee” approach.

You might say, “Internally defined products with no customer input leads to lousy products that fail in the market.” That statement is correct. I 100% agree with it. But it’s not the whole picture.

The reality is that product managers and corporate product innovators have multiple internal constituents to manage.

It is imperative that they somehow make everyone feel a part of the process. Else, they risk their product idea being run over, shelved, sidelined, destroyed before it’s even left the concept stage.

Lack of stakeholder traction can often be a bigger roadblock than customer traction.

I call these folks internalvangelists.

So how do you get internal traction on your product idea? How do you get buy-in on your customder-driven MVP without it getting railroaded by others?

How do you build traction internally and develop these internalvangelists?

You use good old fashion product management techniques. Specifically, by leveraging a process every Product Manager should know: roadmap prioritization.

My friend, Bruce McCarthy, has talked about the 5 pillars of roadmaps, the first 3 of which are:

  1. Setting strategic goals
  2. Objective prioritization
  3. Shuttle diplomacy

These same pillars can be used for defining an MVP and getting stakeholder buy-in.

Setting Strategic Goals

The first step is to capture your product strategy. You can use the Product Canvas to get started.

What’s great about the Product Canvas is it allows you to document your vision in a simple, portable and shareable way on just a single page. The trick is to be concise. The intent isn’t to capture every nuance of the customer’s problems, nor detailed requirements. Just stick to the top 3-5 problems and the top 3-5 key elements of your solution.

This forces you to not only sharpen your thinking, but also your communication with stakeholders. This, in turn, encourages more constructive feedback, which is what you really need at this stage.

Objective Prioritization

You’ve probably received a lot of internal input (solicited and unsolicited) on features for your product. Most have probably been articulated as “must-have’s” for one reason or another. Of course, you know that most of them are probably not really needed at this early stage, certainly not for an MVP.

To quote from the book Getting Real by the founders of Basecamp: “Make features work hard to be implemented. Each feature must prove itself.” For an MVP, each feature must be tied to tangibly solving a top customer problem.

Bruce discusses using a scorecard type system to objectively prioritize features for product roadmapping — in particular, assigning a value metric for a feature’s contribution toward the product’s business goals, and balancing it against a level-of-effort (LOE) metric. The exercise can easily be done in a spreadsheet or using almost any product management software.

A similar approach can be used to prioritize the features for your MVP:

1. Rank each Problem documented in your Product Canvas in terms of your understanding of what is the customer’s top-most problem to be solved, followed by the second, etc.

2. Map Solution elements to Problems. These may not necessarily be one-to-one, as sometimes multiple elements of your Solution may work together to solve a particular customer problem.

3. For each Solution element, identify if it’s a “must-have” for your MVP. Solution elements meant to solve customer Problem #1 are automatically must-have’s. The trick is in making the determination for the remaining Problem/Solution mixes.

4. Identify all features for each Solution element. If you already have a list of feature ideas, this becomes more of a mapping exercise. The net result is every feature idea will be mapped directly back to a specific Problem, which is awesome.

5. Mark each feature as “In MVP” or not. Be ruthless in asking if a feature really, really needs to be part of the MVP. (Tip: not every feature under a “must-have” Solution element necessarily needs to be “In MVP”.)

6. “T-shirt size” the LOE for each feature, if practical. Just L/M/S at this point. A quick conversation with your engineering lead can give you this.

Like with roadmap prioritization, this entire exercise can also be done via a simple spreadsheet. Here’s a template I’ve used that you can freely download.

The beauty of the spreadsheet is it brings into sharp focus a particular feature’s contribution toward solving customers’ primary problems. And an MVP must attempt to do exactly that.

Shuttle Diplomacy

To paraphrase Bruce from p26 of his presentation, this is probably the most important part of the process.

You need to get buy-in from your key stakeholders for your product strategy and MVP definition to be approved and “stick over time”. Bruce shares some excellent tips on how to do this on pp26-30.

When you practice shuttle diplomacy:

“A magical thing happens. ‘Your’ plan becomes their plan too. This makes [review and approval] more of a formality, because everyone has had a hand in putting together the plan.”

To be clear, you’re not looking for “decision by committee”.

As the product owner, you will still be looked upon as the final decision maker. (Remember to stand your ground). But you need to actively try to bring others along by encouraging input and providing visibility.

Lean Startup purists may vomit at this, but that ignores the realities of getting things done in an established company as a product manager. As Henry Chesbrough writes:

“You have to fight — and win — on two fronts (both outside and inside), in order to succeed in corporate venturing.”

This means corporate innovators “must work to retain support over time as conflicts arise (which they will).”

This means Stakeholder Development. And that requires shuttle diplomacy.

Download the MVP Definition Template for product managers for free.