a product roadmap is a key communication tool for product owners and product managers, as to how we will strategically plan and progress towards our product vision. a problem i see with many agile teams working in complex product environments is is they jump down a level too quickly from the product vision. if you are working with a highly mature product in a stable market, then yes, a feature-based product roadmap will work. the release plan makes more sense when it maps back to outcome-based product roadmaps.
user stories and story-map-type release plans will start working as intended when they map back to outcome-based product roadmaps. in an agile environment, our product roadmaps should focus on the problem space (missions, themes, problems to solve, outcomes), rather than the solution space (features). in my context, my preference is to use quarters and timespans because this resonates more than “now, next, later”, and i just call it a more vanilla goals and success metrics, rather than okrs, but i believe the principles are the exact same. the product managers and teams i work with like this concept, however, it is challenging to measure success in this way. an outcome-based product roadmap is a good way to begin that conversation.
this post is a summary of our talk and a link to our presentation. a roadmap on the other hand is a document intended to communicate the strategic direction of the company — what are our goals, what are our outcomes, and how will we win in the market. if you already have a clear and compelling product vision, you’d be in the minority of customers. a product strategy is a decision making framework that teams use to make decisions over time in order to achieve the product vision. as marty cagan observes, teams need to have deep knowledge of the customer, the data, and the market in order to solve the problems of customers, and create products that are valuable, usable, feasible, and viable.
having a strategic framework to use to measure success allows empowered and cross-functional product teams to iterate on features and solve problems until the desired objectives are met. the people best placed in a company to be able achieve outcomes and goals are those building the features and those closest to the customers. usually listing time horizons in terms of current, next and future is the way to go. you have to manage by objectives, and get out of the way. go slowly, make lots of small changes over time, and above all create alignment around a shared vision of the product using your roadmaps!
so, what’s the difference between a product roadmap and a release plan? a product roadmap an outcome-based roadmap enables product teams to focus on goals over features. but can they go wrong? and it’s why we’ve implemented outcome-based roadmaps for product design and development., outcome based product roadmap template, outcome based product roadmap template, outcome-based product roadmap example, outcome-based roadmap examples, value driven product roadmap.
escape from the feature roadmap to outcome-driven development a picture of a product feature-based vs outcome-driven roadmap. the feature-based roadmap usually contains a point of friction between outcome-based roadmaps and how they relate to scrum product, agile outcome based model, outcome-based strategy, feature-less roadmap, product outcome examples, outcome-driven development, goal based roadmap, escape from the feature roadmap to outcome driven development, outcome based roadmap invision
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