You're trying to build a successful product roadmap. What's the best way to get started?

In order to create a useful product vision, there will always be a need for the leaders in the organization to give guidance on what they feel the general direction of the company needs to take. It's at that point where they need to talk about the larger need that they company should work to fulfill. Then give you an idea of types of things they are looking for products/services to do. They should also give you clear delineation of things they are NOT looking for to minimize waste of precious time. Finally they should give you reference of areas to investigate to stimulate ideas of what is needed. Once that is known, a product roadmap is a function of ideation, discovery and execution.

A product vision describes the future state of a product that a company or team desires to achieve. You can also define that future state as a goal. Make sure targets and milestones are well communicated and agreed

Defining your product vision is the most essential part of the product development journey. It involves setting the right context for the problems your product aims to solve and defining the strategic goals to focus on in the future. Another important aspect is understanding your core target audience and potential customers, along with their needs, preferences, and expectations. Therefore, a well-thought-out vision will ultimately determine the success of your product roadmap!

The product vision is your opportunity to set the right context from Day 1. Your number one concern should always be what problem your product is intended to solve for your intended customer. There's no point going any further if you can't articulate this. Tools like the value proposition canvas or the product vision canvas are a fantastic way of capturing the constituent parts, but your vision statement needs to be inspiring! You're trying to articulate the positive change you're trying to bring about, so lean into storytelling techniques. Frame your product as the hero that's looking to overcome some kind of conflict. Tell your reader a story that makes them buy into the outcomes you're trying to create.

If we don't start with an contextually underserved opportunity, a meaningful-at-a-human-level problem to solve, all onward product development will likely only deliver a short term portfolio patch, an unremarkable experience, or technology without true purpose. How do you know you you have a meaningful problem? When you get out of the office into the field, and see people getting fired up about their current experiences - good and bad! A good innovation team can translate raw insight into a robust, evidence-based, potentially winning specification. No innovation is without risk, but a 'good problem' to solve is in the DNA of a sustainable product roadmap. Of course, then there's capability and strategic fit, brand 'right to play' etc...!

Product goals should always be tied back to who your product is creating value for i.e. the customer. You won't create value for your business if you can't create value for the customer. Keeping this in mind OKRs (Objectives & Key Results) are a good way of articulating product goals. Objectives should be strategic goals - a qualitative and aspirational end-state. They should be stretch goals, but not impossible to achieve in the agreed time frame. Whereas your Key Results should be quantified and specific. Ask yourself, how will we know we've achieved our objectives? What numbers will prove that? Finally, your OKRs should be rooted in strong evidence, with a clear link to your vision and explicit buy in from your product team(s).

The product for whom ? for the end beneficiary ( the customer ) that’s mean we need before understanding the product to understand what’s our customers needs and what’s their pains . By fully understanding for the customers behaviours and experiences we can shape a valuable products meets the expectations and exceed it .

Criar um roteiro de produto bem-sucedido é como planejar uma viagem de carro. Você n?o partiria sem um destino em mente, certo? Da mesma forma, definir sua vis?o de produto é o passo crucial antes de mapear recursos e tarefas. Pontos principais: -Vis?o primeiro: Sua vis?o é o "porquê" por trás do seu produto. Qual problema você está resolvendo? -Objetivos e métricas: defina como você medirá o sucesso ao longo do caminho. -Priorize as iniciativas: Cada tema se divide em iniciativas menores, as paradas na sua viagem de carro. Priorize-os com base no impacto e na viabilidade. Portanto, antes de acelerar, pergunte a si mesmo: para onde você está indo e por quê?

A crucial initial step in crafting a successful product roadmap is identifying clear product goals and metrics. Begin by aligning with stakeholders to define the overarching objectives that the product aims to achieve. These goals should be specific, measurable, achievable, relevant, and time-bound (SMART). Concurrently, establish key performance indicators (KPIs) and metrics that will gauge the success of the product in meeting these goals. Whether it's user engagement, conversion rates, or other relevant metrics, having a well-defined set of measurable objectives will not only guide feature prioritization but also provide a means of evaluating the roadmap's success in achieving the desired outcomes.

Identify all requirements that will impact the solution's performance, such as Standards, (BSI, CE marking...), to make the vision you articulated viable.

More then themes we should seek for inspirations and then design. we can redesign an existing product with a new concept that should not be just a change of color or print.

I believe that more than themes and initiatives, you should be very honest to yourself on what are your assumptions, how are you testing them and what strategies is your product team following to improve. Keep track of your efforts and set the expectations before you run your experiments to prevent moving the bar to fit your heart's desires.

To develop product themes and initiatives for food products, start with a thorough market analysis to identify current trends, needs and consumer preferences. Set clear goals and prioritise them based on the identified market potential and strategic business objectives. Ensure that your initiatives are aimed at solving real problems or offering unique benefits to create clear added value for consumers. Finally, take an iterative approach to continuously gather feedback, make adjustments and ensure your product themes and initiatives meet changing market needs.

We believe in long term relationship, sustainability and soberness. So one should decide theme of the products depending on the product and value proposition. Classic taste is the theme we work towards. So classic design in a leather good may not have volume, or frequent sales like Fashionable goods, but it is long lasting and something to carry everyday

To answer this question I would suggest that AI and predictive algorithms could be used in this cases, otherwise it was wasting the time?

Lost in roadmap limbo? Fear not! Vision Quest: Define your product's hero tale in 30 seconds. What epic problem do you slay for users? ? Metric Mountain: Climb peaks of progress! Set SMART goals for key metrics like user engagement. Theme Trail: Blaze a path through features with clear themes and bite-sized initiatives. Iteration Island: Embrace the uncharted! Adapt, review, and recalibrate with regular checkpoints. This is your map to product glory! Share your roadmap hacks and conquer the labyrinth together!

Important?? This should be your first guess of what your product could be. Its not a fix document that describes a perfect plan. You should be changing and adapting this documentation along your development path. There is no need for this to exhaustively describe the solution from the get go, just to have a clear path forward for your team to help you discover the product, their limits and the user's reactions to your implementation of the idea.

In my role as a product manager, emphasizing the utmost importance of breaking down complex tasks into manageable components is crucial. I consistently adopt the approach of dividing the product into modules and subsequently into smaller, functional features. This practice not only facilitates a clear understanding within my development and QA teams but also enables us to embrace agility, swiftly addressing issues and implementing changes.

An essential "input" to any product roadmap (presuming you have a product in-market already) is to have a direct line to your customer support, service and success orgs. The first be fundamental. If something is broken, and recurring for many users/customers, these issues or fixes needed to be waited more heavily than embarking on new feature dev. As the old adage goes: a unsatisfied or disappointed customer will share that experience more so than a happy customer.

This will always be a living document. You learn as you move through the process. Given the amount of work accomplished prior to this step, you should be able to do a meaningful breakdown of efforts and find the right team members to assign. It's better to let the specificity happen as the work is undertaken. You can have a vision for a feature that turns out to be to distracting from the main goal given the timelines expected. There will be times when a new "feature" is easy and quick based on where you are in the work. This give and take is how things actually happen and the best product managers have learned to surf the ups and downs while keeping the end goal in sight.

I've always found that Now, Next Later (NNL) Roadmaps tend to be the most useful. This is because they're not only a simple, visual representation of your prioritised initiatives, but they also embrace the uncertainty that's inherent to product delivery. You want to avoid falling into the trap of making your roadmap a release calendar. As you progress each initiative you should be testing assumptions and learning more about how your initiatives address your customer needs. This will create (positive) changes to your plan, so you need to revisit your roadmap regularly with that context. The NNL format also forces you to keep things at a high level which makes it easier to tie priority decisions to your customer and business objectives.

To kick off a great product roadmap, start by making a cool visual that lays out your plan. Think of it as a map that shows where you want your product to go and how you'll get there. You can use simple tools like spreadsheets or slides, or even try out some neat roadmap software. Also, you can go for something like a timeline, a Gantt chart, or a Kanban board - whatever makes sense for you. The key is to keep it easy to tweak because things always change based on new ideas or feedback you get.

The plan was to put a man on the moon, but only Apollo 11 achieved it. Respect the process; there is a lot of wisdom in sayings like 'Rome wasn't built in a day.' Just because you make all things AGILE doesn't mean you can speed up everything as well. Teams and ideas must mature to reach their prime. Keep this in mind, and many mistakes will undoubtedly be avoided.

The product strategy and vision must be constantly fed back, whether by technical debt, market opportunities, customer complaints, journey evolutions, legal compliance, and so on. In addition, the entire company and types of users can contribute to this construction, which should be translated into a well-structured roadmap. Roadmap is a communication tool that shows the team's focus in a prioritized way according to impact on the business, satisfaction, and company results.

Before you visualize, you should "tell the story" - that ties things together. This is not the "vision" of the product but the story of its development. More specifically an intuitive evolution given resources, timing, and customers that both supports the "strategy" and key (long pole) activities. Effectiveness is driven by efficiency and the number of buzzwords in this exercise makes me think of the term "boiling the ocean".

Realize how super-important this doc is and that it will be updated - depending on the level of abstraction - on a daily/weekly/monthly schedule and shared throughout the organization in different shapes and forms.

A estratégia e a vis?o de produto tem que ser retroalimentada a todo o momento seja por débitos técnicos, oportunidades de mercado, reclama??es do atendimento, evolu??es de jornada, adequa??es jurídicas e etc. Além disso, toda a empresa e tipos de usuários pode contribuir com esta constru??o e que deverá ser traduzida em um roadmap bem estruturado. Roadmap é uma ferramenta de comunica??o que mostra qual o foco do time de maneira priorizada de acordo com impacto no negócio, na satisfa??o e no resultado da empresa.

While reviewing our product roadmap, market research is an aspect that's often overlooked. Understanding the target market, customer segments, and identifying potential opportunities and threats is important to create a true product market fit. Staying informed about industry trends, competitors, and emerging technologies can help in aligning the product roadmap to cover any gaps in the GTM strategy.

The best way to "get started" for building a successful product roadmap is to first identify & define the IDEAL CUSTOMER PROFILE. Almost anything that you're planning in your product should be attributable to this ICP, ie, how does it affect your ideal customer profile. If it doesn't, it should be removed/de-prioritised from the product roadmap. This way your product also impacts business outcomes (and sometimes even gives direction to the business). The biggest mistake I've seen happen is when product tries to solve for every user persona. Never do that. Be clear with your ICP- Optimise your product for your ICP. This way you'll also have your internal teams better aligned to ensure that the product roadmap is successful.

Define clear goals, prioritize features based on user needs and business impact, collaborate with cross-functional teams, and create a timeline with realistic milestones. Regularly review and adjust the roadmap to adapt to changes and feedback.

- Define Goals: Clearly articulate your product objectives and align them with overall business goals. - User-Centric Approach: Understand your users' needs and pain points through extensive research and feedback. - Prioritise Features: Use frameworks to prioritise features based on impact and effort. - Timeline Planning: Set realistic timelines, considering development, testing, and potential roadblocks. - Iterative Process: Embrace an iterative approach for flexibility and adopt as per feedback. - Communication Strategy: Clearly communicate the roadmap to internal teams and stakeholders for alignment. - Make data-informed decisions, review regularly, establish continuous feedback loops and collaborate with stakeholders.

Listen to your user actively and change your product accordingly even if it means to take some hard decisions of completely redesigning the product. Over the years, I’ve seen in the products I’ve worked with that the v2 is a brand new product and not simply a better looking v1.

I often use a technique called "Project Premortem”. It is used in project management to identify possible problems before they occur, allowing preventive measures. Unlike the "postmortem," conducted after the completion to analyze what went well and what went wrong, the "premortem" takes place before the project begins. In a "premortem," the project team imagines that the project has failed and then identifies the possible reasons behind that failure. This approach helps trigger creative reflection and explore adverse scenarios that could arise during the project's execution. By actively considering potential issues before they occur, the team can take steps to mitigate risks and strengthen the planning and execution of the project.