ProductPlan makes a strong case for excluding features from your product roadmap. Instead, develop your roadmap using strategic themes. Features are better positioned in your backlog as the way to achieve your roadmap themes and goals.
Victoria Fitoussi, content marketing manager at ProductPlan, explains why features fail in the article “10 Ways a Feature-Less Roadmap Helps Your Product Strategy.” The first thing to realize is that you can’t make a good prioritization based on features because they don’t directly address the who, why, and when value for your customers/consumers. Features should be traced to your goals and themes for execution when the theme is prioritized and moved into “ready” in your roadmap. Features are very important, just not the right container for solid decision making.
Keeping your roadmap focused on goals, strategy, and themes aligns to the “Vision” area of our Build a Better Product Owner capability model capability model. Within your vision, your market analysis and business alignment help sequence the desired outcomes in your product roadmap. The KPIs and financial management from “Value Realization” validate that the intended value from your roadmap was achieved, which then enhances your market research to improve the next roadmap update. This is a value estimate and validation cycle that should make roadmap planning and approval more effective.
Learn more about the “10 Ways a Feature-Less Roadmap Helps Your Product Strategy.”
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.