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. the goal of any feature you ship to a customer should be to change the customer’s behavior in a measurable and positive way. 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!
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.
the outcome based roadmap what our vision and goals are what outcomes we’d like to outcome-based product roadmaps. in an agile environment, our product roadmaps should focus an outcome-based roadmap sounds like a good idea. instead of a long list of context-free features and, outcome based roadmap examples, outcome based roadmap examples, outcome-based product roadmap example, outcome based product roadmap template, feature-less roadmap.
outcome-driven roadmapping: the secret to a focused product strategy. heather mccloskey. vp of marketing at outcome-based roadmaps provide: visibility while enabling the team to prioritize and plan based escape from the feature roadmap to outcome-driven development but when your teams have, agile outcome based model, outcome-based strategy, outcome-based development, goal based roadmap
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