Agile Roadmapping: For Fun and Profit!

Get engagement and buy-in from business stakeholders, eliminate waste from the process, andbuild better products faster!

Jeff Brantley Enthiosys Senior Consultant

Contact me at: jbrantley@enthiosys.com @jeffbrantley (twitter)

Motivated from Within

EVERYTHING IS ABOUT INNOVATION THESE DAYS

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BUT THIS ISNT FUN. NOR PROFITABLE.

DO YOU KNOW YOUR ORGANISATIONS STRATEGIC VISION?

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TO BE NUMBER ONE AT _____? TO BE THE LEADER IN _______? TO CHANGE THE WORLD OF ______?

DO YOU KNOW WHAT YOU OR YOUR TEAM IS BUILDING THIS MONTH?

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TO FIX THIS BROKEN _____? TO REFACTOR THAT _____? TO CODE AND TEST THESE ______?

HOW DO YOU KNOW THESE THINGS?

THE VISION. LEADERS TOLD YOU.
STRATEGY
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RELEASE SPRINT DAILY

THE STORIES/TASKS. THE BACKLOG TOLD YOU.

MIND THE GAP!

PRODUCT GAP

STRATEGY

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RELEASE SPRINT DAILY

GAP

THE PRODUCT GAP IS AN INNOVATION PROBLEM

CH R EA ES R PORTFOLIO ILE MINIMIZING MINIMIZING G PROCESS WASTE: MARKETING WASTE: DA AN PRODUCT ARE WE BUILDING PS ARE WE BUILDING A IT RIGHT? THE RIGHT IT? DM A RO RELEASE ILE G A
STRATEGY SPRINT DAILY

THE PROBLEMS ARE RELATED

ROADMAPS ARE ABOUT THINKING YOU KNOW WHERE YOU ARE GOING QuickTime

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MARKET RESEARCH IS ABOUT GOING OUT TO CLARIFY YOUR THINKING

SOLVE THESE PROBLEMS WITH AGILE METHODS

individuals & interactions over processes and tools working software over lengthy documentation customer collaboration over contract negotiation responding to change over following a plan
While there is value in items on the right, agile teams value items on the left more

- agile manifesto

LETS TALK ABOUT ROADMAPS

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MOST ROADMAPS ARE USELESS

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WASTEFUL INNOVATION THIEVES AND ANTI-COLLABORATIVE

TYPICAL ROADMAP FAILURES

No visible logic Created unilaterally
Lack of buy-in Poor technical and market inputs

No plan for internal or external sharing No connection to the actual planning

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TYPICAL ROADMAP - VAGUE

June 12 Sept 12 Dec 12 Mar 13 June13

Idaho Thundercloud Jayko Version 5.0 Wide screen mode Extra fast install Comprehensive Platforms Multi-site Collaboration

Version 3.01 Security Patch Better Scalability

Version 3.2 New platform support Security Management Scalability enhancements Usability improvements Better Integration

CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION

WHO ARE THE INTERNAL CUSTOMERS OF THE ROADMAP?

INVOLVE THEM!

Whole Team Product Planning

Agile PMs manage and leverage inputs from stakeholders

Sales

Support Other Teams

Services Product Operations

Executive

R&D/ Eng.

Marketing

Bring these stakeholders in to the Roadmapping session to build collaboration and buy-in across functional lines

COLLABORATIVE (AGILE) ROADMAPS

STRATEGY PORTFOLIO PRODUCT

REMOVE WASTE FROM THE ROADMAP PROCESS AGILE ROADMAP CONNECT BUSINESS & MARKET NEEDS TO THE FEATURES AND ARCHITECTURE UNLEASH THE INNOVATION INSIDE THE ORGANIZATION.

RELEASE SPRINT DAILY

How to do it
Use a Simple Template - Build iteratively
Q1 Q2 Q3 Q4 H1

Market Segments
(Customer Groups)
Small Offices

New segment focus

Medical Clinics

?
Features and Benefits
Feature Benefit Feature Benefit Feature Benefit Feature Benefit Feature Benefit Feature Benefit

Vet Clinics

Benefit

Feature Benefit

Architecture and Systems

Technical Capability Technical Capability Technical Capability Technical Capability

??

Technical Upgrade

Events and Rhythms

Sales Kickoff

Regulation 22-A In effect European Conference

Ops Env Freeze

Butler Group Reports

American Conference

DB EOL V. 7.0t

REPEAT (REPLAN) EVERY QUARTER

Example Roadmapping Process

18

<-- First do this.

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An Agile Roadmap is:

An Agile Roadmap is a living document designed to answer key strategic product questions:
Who are my desirable markets/market segments? What do they care about? Why? When, how, and how often should I serve them? What technologies can I leverage? How must my current product change to deal with the answers to these questions?

Other Very Important Benefits

Team Collaboration

Builds Trust

21

REMEMBER THIS?
DONT WE NEED TO ANSWER THESE QUESTIONS??
Q1 Q2 Q3 Q4 H1 Market Segments
(Customer Groups)
Small Offices

New segment focus

Medical Clinics

?
Features and Benefits
Feature Benefit Feature Benefit Feature Benefit Feature Benefit Feature Benefit Feature Benefit

Vet Clinics

Benefit

Feature Benefit

Architecture and Systems

Technical Capability Technical Capability Technical Capability Technical Capability

??

Technical Upgrade

Events and Rhythms

Sales Kickoff

Regulation 22-A In effect European Conference

Ops Env Freeze

Butler Group Reports

American Conference

DB EOL V. 7.0t

OH, AND IF THE MARKET OR EPIC ISNT ON THE ROADMAP, WE DONT HAVE TO THINK ABOUT IT

HOW DOES THIS HELP WITH INNOVATION?

PROVIDES FOCUS AND CONTEXT FOR WORK THAT MATTERS TO THE MARKET PROVIDES TIME TO THINK BY FOCUSING FUTURE RESEARCH QUESTIONS PROVIDES A COLLECTIVE TEAM UNDERSTANDING OF ALL ISSUES, TOP DOWN AND BOTTOMS UP

LETS TALK ABOUT MARKET RESEARCH

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Whole Product Thinking

Key Concept for Agile Product Managers Potential Product
(as imagined)

Generic Product
(as developed)

Augmented Product
(as services enhanced)

Expected Product
(as bought)
Source: Levitt

POOR (OR LATE, OR NO) MARKET RESEARCH CAN CREATE MARKETING WASTE

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SEE! MY IDEA WON!

COST OF A WRONG DECISION

BAD ROADMAPS/RESEARCH = WASTE
http://www.enthiosys.com/insights-tools/soln-costing/

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CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION

WHO ARE THE REAL CUSTOMERS OF THE PRODUCT?

TALK TO THEM!

COLLABORATIVE (AGILE) MARKET RESEARCH

STRATEGY PORTFOLIO PRODUCT

INNOVATION GAMES

USE INNOVATIONGAMES TO ENGAGE WITH CUSTOMERS, NOT TALK AT THEM LEARN MORE, FASTER, (AND HAVE MORE FUN!) UNLEASH THE INNOVATION OF YOUR CUSTOMERS!

RELEASE SPRINT DAILY

Know Dont Know

Dont Know You Dont Know INNOVATION LIVES HERE

Innovation Through Understanding

Yup. External Collaboration is Essential

Expanding the Innovation Horizon IBM Global Business Services

Really collaboration?

Internal Collaboration

External Collaboration Twice as Much!

So?
Who do you talk with? What do you talk about?

Is it working for you?

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BUT MARKET RESEARCH IS SLOW AND EXPENSIVE

Innovation Games Agile Market and Customer Research

Innovation Games are serious games that power innovation by enabling you to better understand your customers. They can be played: with customers in-person or online within or across organizational units in single or multi-game formats

What Makes Innovation Games Unique

Game playing provides a relaxed, less rigid environment and increases creativity Leverages research from cognitive psychology and organizational behavior The Games utilize verbal, written, visual and non-verbal forms of communication thereby providing greater volumes of information Some games provide wonderful player artwork which can be retained and shared with others The Games have many uses, including market understanding, strategic planning, sales effectiveness, product roadmapping and customer relationship building

User Personas Who Will Use Your System?

MORE FUN. MORE PROFITS.

A CULTURE OF INNOVATION HAPPENS WHEN EVERYONE IN THE COMPANY PARTICIPATES IN MARKET LEARNING

Accounting for Innovation

An Agile Product Manager should be consumed with encouraging innovation: By driving the Agile Roadmapping session s/he will be:
Eliminating waste from work life and the product process Building a visible and transparent market research backlog Prioritizing for Profit with stakeholders Cooperating with development to improve the Whole Product Protecting the team from "loudest voice" distractions Creating opportunities for customer engagement in research activities

DO IT!
1. Be a change agent in your sphere of influence 2. Take a Whole Product view in planning
Services, Partners, Sales, Operations, Marketing, etc Plan to Re-plan! Create Time to Innovate with your teams support Build a Team to Innovate with your co-workers

1. Innovation Time!

1. Good research now is better than great research later

Play online games. Free.

www.innovationgames.com

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About Enthiosys
Enthiosys is an Agile Product Management Consulting Firm

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About Jeff Brantley

Senior Consultant at Enthiosys
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Background Product Strategy. Product Mgmt Leadership, Product Marketing, Product Owner, Sales, Entrepreneurship Special Expertise & Training Scrum, (CSM) Agile PM, Backlog Prioritization, Pragmatic Marketing, Innovation Games, Agile Roadmapping

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Thank you!
Agile Roadmapping: For Fun and Profit!
CONTACT ME FOR MY E-BOOK ON AGILE ROADMAPPING
(TO BE RELEASED SOON)
Jeff Brantley Enthiosys Senior Consultant
Contact me at: jbrantley@enthiosys.com @jeffbrantley (twitter) WWW.INNOVATIONGAMES.COM

Motivated from Within

ADDITIONAL SLIDES

Market Map Example

Short name and key segmentation attributes
Q212 Q312 Q412 Q113 Q213

Small Office < 75 employees Web only Managed Service Minimal ERP Integration Focus on segments for just this product

Medium Office 75 - 500 employees Web, PALM On-site or managed service ADP payroll integration

Add graphics and annotate your map!

Customer Growth

Beta

Launch

Development

Beta

Launch

Market Map answers Who Cares?

How do you segment your market?
Market segmentation is hard because
Existing markets change. Predicting emerging markets is as much art as it is science (who knew lasers were for playing music?).

Market segmentation is critically important because

If you dont segment your market you run the risk of trying to serve all markets, which is almost certain failure. Different market segments require different solutions. You need to focus to win You cant identify the most profitable segments if you dont segment well. You cant meet the needs of every market. Usability requires an understanding of the market youre trying to serve.

Feature / Benefit Map Example

Only the features that move the needle!
Q306 Q406 Q107 Q208 Q308

F: Managed Service B: Rapid, easy deployment B: Low initial cost

F: Installed onsite B: Privacy, customization

F: Fixed benefit plans B: No hard work or cost in designing a new plan

F: Installed onsite B: Privacy, customization

Describe in business terms where possible

Customer Growth Beta Launch Development Beta Launch

Major Features & Benefits

Features
Our delivery of features drive (hopefully) the customer benefit List ONLY the major features (those that move the needle) These features would likely have many User Stories Remember that a feature may have multiple benefits or serve multiple segments

Benefits
Describe in business terms what benefits each feature will deliver to the customer. General is OK. Specific is MUCH better!
Reduce Costs (How? How much?) Avoid Costs (How?) Increase Revenue by Avoid human error by Reduce manpower by

Feature and Benefit Map

What do they want and Why?

People often think they understand the key features and benefits for a given market segment when they really dont. A feature may be a benefit to more than one market segment. Features that apply to multiple market segments may not provide the same perceived benefits to each one. Developers tend to think of features (cool), while marketing people tend to think of benefits (compelling advantages, reasons to purchase). This gap often results in poorly designed products and/or products that cant win in the market Developers need to understand the nature and intent of future benefits so that they can be certain the tarchitecture is designed to meet them.

Market Events / Rhythms Example

Events One time
Q212 Q312 Q412

Rhythms Cyclical
Q113 Q213

Expected Launch of Competing Product Intl HR Benefits Conference 401K Open Enrollment Congress: 401k self-service regulations

Customer Growth Beta Launch Development Beta Launch

Events and Rhythms

Things that occur one-time are events
IPO of competitor (or of your company) New IRS / Govt. mandate or regulation in effect Company launches new website Opening of new store or site Hurricane/Flood (part of Disaster Recovery Planning) Industry conferences Holidays Regulatory issues Gartner Quadrant or other Analyst activity US Presidential Election

Things that occur regularly are rhythms

Things that are knowable but out of your direct control.

But you might have indirect influence

Technical Architecture

Q212

Q312

Q412

Q113

Q213

Typically just the large pieces

5G Cellular Standardized Privacy Mgt Tools Med XML 2.0 Tool Location-Based Apps Big Data Svcs

Can span multiple quarters

Beta Launch

Customer Growth Development Beta Launch

Technical Capabilities
Major components of the applications that enable multiple features Typically just the large pieces Required Technologies Known updates to embedded technologies New technologies to improve stability, performance, flexibility, etc Other product releases in the company

Tarchitecture Roadmap
How do you manage technical evolution?
No matter how well an application has been architected, changes in technology can invalidate prior assumptions. Technologies usually appear on the horizon with enough time to accommodate them if theyre planned for. Developers like to understand where they are headed. Developers like to learn new things. Developers want a way to manage the architectural evolution of poorly implemented features. The want a way to make both the poor feature known to others and register their desire to change it. Technology can enable new features that marketing may want. Marketing may demand features that can be supported only by adopting a new technology. Competitors adoption of a new technology may put you in a disadvantageous, reactive state. Technical people will argue over emerging technologies. Sometimes the arguments are a way of learning more about the issues. Most of the time the only way to reach consensus is to give them plenty of time to discuss the issues.

Example Roadmap Process

56

Example Roadmap Final Result

57

Successful Roadmaps Creation

Active participation of key constituents
Engineering (architects), Marketing, Support, next-level product strategists, Fulfillment, etc.

Extended in-person meetings Time to research issues Quarterly reviews Clear (written) distribution plan Easy to say, hard to do

Benefits of an Agile Roadmap

Roadmaps identify and clarify the tactical and strategic intent of your product Internally:
Clarifies market and technical research priorities Becomes the filter for backlog prioritization Gains consensus around direction Ensures the ship is headed in the right direction Avoids the last/loudest priority problem

Externally:
Provides customers with access to near-term commitments and long term points of view Binds customers to your company

It works whether you are Agile or not

Another Example
Q2/12
Market Map Events/ Rhythms Map Features / Integrations Map Tarchitecture Map

Q3/12

Q4/12

Q1/13
Real Estate Mgmt Firms

Small Security Firms

HR Background Chks Criminal Activity Rpts

DPS System Auto upload

Bill 199 in effect for REITS

Security Mktplace

Web Services to build Approvals from Gov

??

What market segments are proposed and what do they care about? That drives decisions on HOW to create features enabling the benefits. What is the value delivered? Can we do it with what we have? What needs to change/adapt/evolve?