Your roadmap is your principal tool for communicating the value, path, and priorities for your product or service. Unfortunately, many roadmaps are a list of features and dates that provide little clarity to your key stakeholders. Instead, consider a visual roadmap approach. A strong visual roadmap will facilitate decisions and align teams to your goals.
A visual roadmap aligns your key goals, strategy, and market into a prioritized timeline. According to “Building Your First Visual Product Roadmap,” a free guide published by ProductPlan, the product owner needs to take a calculated approach to building a living roadmap. First, start with what your stakeholders care about. If you don’t understand your audience, you won’t be able to address their needs and concerns. Use your stakeholder analysis to structure your roadmap into actionable items, building backwards from your desired outcome.
Product management tools provide a better way of translating your product changes into a strategic and visual roadmap. The product management tool you select should have a visual roadmap view available, such as ProductPlan, Aha!, Productboard, Airfocus, Targetprocess, Craft, Backlog, ProdPad, and Roadmunk. Some even have presentation view support so you can focus your visual roadmap and content on different stakeholder groups (ProductPlan, Aha!, Productboard, ProdPad, and Roadmunk).
Traditional accounting practices are tailor made for waterfall project management. Organizations that have transitioned to the use of standing product teams using Agile and DevOps need to transform their accounting practices as well or they will leave valuable capital expenditure dollars on the table.
IBM is changing the terms of its ubiquitous Passport Advantage agreement to remove entitled discounts on over 5,000 on-premises software products, resulting in an immediate price increase for IBM Software & Support (S&S) across its vast customer landscape.
So you’ve gone Agile. You do daily scrums, retrospectives, and all the “right” Agile ceremonies. But still your organization isn’t quite convinced. It is now critical to balance the drivers and goals of both Agile and traditional thinking in order to achieve organizational success.
Do you feel like your Agile teams are treading water – going through the motions but never going anywhere? It’s a risk, and practices such as daily standups, retrospectives, and demonstrations need to be used wisely or you risk losing discipline to meeting fatigue.
Stakeholders expect the speed and responsiveness of product delivery does not come at the expense of quality. QA tools offer retailers the ability to continuously ensure both business and technical quality standards are upheld, but these tools should not be viewed as a silver bullet.
When trying to implement Agile as a defined process, Scrum turned BAs or other roles into order takers with the title “product owner.” This undermines the entire value proposition of product management.
No matter how good your product roadmap and backlog are, they are only as good as your audience’s ability to understand your vision and priority.
The scrum master is like the conductor of an orchestra, ensuring that every piece fits together at the right time to create something greater than the sum of the parts. You don’t have to know how to play each instrument, but you do have to understand what each part contributes to the overall masterpiece.
Tools are important to product teams, but only when they support solid people and processes.