there are so many features you may want to add to your product, but there never seems to be enough time, am i right? there are at least two reasons to explain it: if you think about it, the whole concept of roadmap is against the lean principles. the lean analytics stages model by alistair croll and ben yoskovitz outlined in lean analytics allows you to identify in which phase of your startup you are. based on this, you will know what is your main objective that you have to achieve in this phase. what you can create with software nowadays is almost limitless. some practitioners say you just have to follow purely expected revenue, but the lean analytics stages disagrees with this concept. and so do i. for this lean roadmap model, iâm going to use the hooked model outlined in hooked by nir eyal.
this is why i chose this model. by trying to solve both problems, reorganize your features on a canvas that takes care of both of them. plus, they will allow you not to waste time on features that are not required in the startup phase you are going through right now. here is where the âleanâ comes in. this will allow you both to be lean and to have a mid-long term view of your product. i think this is because this model is strongly based on the hook and lean analytics stages models. i think that they are revolutionizing not only the startup movement, but also slowly the whole corporate environment.
one of the things i do when working with teams is to visualize how the work people are doing relates to the strategy the organization is pursuing. to do that, i often start by just writing out the organizationâs strategy and how they are planning to achieve that strategy. so i started to try to capture what i thought were the riskiest assumptions. the lean roadmap captures these three concepts, strategy, assumptions, and action, and allows you to see the whole end-to-end logic of the effort in one left-to-right view. (if you donât have a basic understanding of kanban, the discussion that follows may be confusing to you. you list the diagnosisâthe problem youâre trying to solve as a company â and a small number of big bets that youâre placing in the current period. you canât boil the ocean. what are the things that might cause our bets to fail?
list everything you can think of in the first risks column. outcomes are the things youâre trying to change in the world. they are the thing youâre going to measure to let you know that you are making progress on your strategy and your bets. what do you need to learn in order to eliminate a high-priority risk?list your learning goals in this column. look at the outcomes youâre trying to achieve. what action will you take? what are you going to do? use the final column to track questions and issues you want to raise in your next team retrospective. feel free to clone the board as a starting point for your work.
solution: the lean roadmap canvas. by trying to solve both problems, reorganize your features on a a lean roadmap communicates how you will build your product and business using the principles of lean learn what a lean transformation roadmap is. see how to plan and execute a transformation initiative in a knowledge, lean transformation roadmap, lean transformation roadmap, lean roadmap template, lean journey roadmap, lean product roadmap.
our workshop vision: you build a roadmap! page 5. your day. agenda. why relaunch roadmaps? – 5 a lean roadmap acts as a prototype for the product strategy. constantly being tested, reviewed and feedback added to it a lean product roadmap is not a list of deliverables with dates, a release plan or a product, lean implementation roadmap, lean roadmap to success, lean roadmap example, product roadmaps relaunched pdf
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