PRODUCT ROADMAPS - Set Direction for Success

Most of the time creating a roadmap is painful work for product owners. Our stakeholders want clarity on what features product will deliver and at what dates? There is less focus on what is customer need and what is a vision of the product?
This workshop will engage each participant and they will work together to understand how to focus on outcomes rather output in developing a product roadmap and how to set a clear direction.

 
 

Outline/Structure of the Workshop

- Set the stage - An introduction of the product roadmap and let participants know what is crucial in developing product roadmap. It would be an interactive discussion
- A case would be given to participants to engage and explore product vision. Now there could be many ways to achieve a product vision. We have a habit to directly jump on a solution to a customer problem and start focusing on features. This workshop will assist how a participant can engage customers and other stakeholders to get product vision and customer themes.

Here is the detailed insight of the session:

I will put product requirements as a customer, and the workshop teams will discuss and come up with a:
--Vision
-Key customer problems
- Business objectives related to key customer problems
- Components of a Roadmap
- Challenges of keeping Product Roadmap up to date with:
changing Business Situations & Objectives,
external Pressures,
and with special requests
- How to respond to the evolving situations in revising Roadmap

Note:
1. In teams, different roles will be identified, few will belong to the product team, and others will take part as different stakeholders. Product Team will gather inputs from stakeholders.
2. Different Case Studies will be given to different teams
3. I will be around to observe and to provide clarification whenever needed.

  1. Once I see that product Roadmap is about to finish by groups, I will put the situation of changed Business Goals and will request them to update Product Roadmap. Here I will give an idea, where and how Product Roadmap components needs have to be changed. I will invite a small discussion about the impact of changes to product roadmap and the release plan.

One of the representatives will be invited to share how they come up with vision, key customer problems, product roadmap, and finally roadmap. Also, how they responded and reflected changed Business Situations in the Product Roadmap.

In closing, I will summarize to communicate how a roadmap can get customers excited about product direction.
Here is the tentative time breakup:
- Initial Discussion to understand audience and give them an idea to go ahead with case study: 15 MInutes
- Team Formation and Case Study Discussion with stakeholders and Roadmap Development: 15 Minutes
- Teams Presentation: 10 Minutes
- Summary of Product Vision and Roadmap Including final Q&A : 5 Minutes

Learning Outcome

- Does Product Roadmap equal to release plan or project plan?
- What are the critical components of a Roadmap?
- Do customer needs equal to features?
- Is there any template to create product roadmap?

- How to respond to changing business situations for the Product Roadmap

Target Audience

product managers, product owners, Development team members, Business Doers, transformation consultants

schedule Submitted 1 year ago

Public Feedback


    • Liked hariharganesh
      keyboard_arrow_down

      hariharganesh - Culture and You

      45 Mins
      Talk
      Intermediate

      Organization's culture is the sum of belief and behaviors of all employees. It is built on values and drives Organizational effectiveness through Competitive advantage. The visible part of cultural iceberg drives us to think what we see and believe in our Organization constitutes the culture. There is also big portion of cultural iceberg that is not visible to the employees that drives the hard reality.

      Culture is a soft concept and like strategy it cannot be copied. Is there a way to measure culture? If not, then how do we say whether particular culture is good or bad? As an individual how often do we change our behavior to adapt to a new situation? If changing one’s behavior is tough, then how difficult is to change behavior of big Organization?

      Come join me to visualize and understand a world of culture delivered to you in a capsule. You would not only multiply your knowledge but will go home with resonating thoughts that would drive you to do more of cultural transformation at work place!!

    • Liked Nitin Mittal
      keyboard_arrow_down

      Nitin Mittal - A Mindset Transformation journey - Bringing in Cultural Change

      45 Mins
      Talk
      Intermediate

      Mindset and Culture change is at the core of agile and DevOps adoption. While we all know it’s importance, there is no single approach or process to make this change happen.

      We have embarked on a mindset transformation Journey at our workplace.

      In my session I will cover pragmatic approach of bringing in mindset and culture change. An approach which we are adopting in our workplace and seeing the change resulting in multifold benefits. You will learn Echo system of Mindset, Culture and Behaviors and leave the session with multiple ideas and an insights on how to make cultural and mindset shift in your organization.

    • Liked Ranjith Tharayil
      keyboard_arrow_down

      Ranjith Tharayil / Jeffson Dsouza / Parvinder Jeet Singh - Dojo Delivery Agility : The Art of Crafting High Performing Teams

      45 Mins
      Talk
      Intermediate

      Micro Abstract: A single demo is worth a 100 meetings

      Abstract:
      Dojo Delivery Agility is an abstract (non prescriptive ) Agile product development framework built to augment the Dojo way of working across teams. Built on the concept of hyper sprints, Dojo Delivery Agility enables teams to build “E-shaped” skills to unlock the next level of productivity and predictability. Dojo Delivery Agility as a process framework is crafted on the fundamentals of SCRUM, XP, and Agile Dojo.

      Agile Dojo is well known coaching strategy but this talk is about our experiences with respect to our experiments with Dojo as a product development framework across different domains. Our experiences include mostly learning from failures and successes and hence the session would be driven by case studies. We will also be discussing our studies on teams that adopted Dojo as a way of working which showcased substantial improvement in predictability, productivity, and technical agility. We will also touch upon how Dojo acted as a constructive constrain to triggers change for good. Last but not the least we will also discuss our SENSI program which helped us scale our Dojo Delivery Agility capability of practitioners

    • Liked Ranjith Tharayil
      keyboard_arrow_down

      Ranjith Tharayil / Parvinder Jeet Singh - SHE QC ideation, a story grooming technique

      45 Mins
      Talk
      Beginner

      SHE QC is an effective technique to structure your never-ending grooming meetings. The SHE QC style of grooming is an effective style for complex stories especially when we need different viewpoints to be considered. One can use the technique to structure their 3 Amigo discussion to elaborate and define scenarios. It is a highly structured & time-boxed grooming technique used by advanced engineering teams to learn, define what needs to develop and remove any second-degree ignorance - “I don’t know I don’t know something”. The technique enables teams to groom stories in a more continuous manner and ideal for teams operating in a hyper sprint mode.

    • Liked Satya Jyoti Yellapantula
      keyboard_arrow_down

      Satya Jyoti Yellapantula - Product Backlog Refinement - The UnSung "Hero"

      45 Mins
      Talk
      Intermediate

      When we speak of Scrum framework, the 3-3-5 structure is imbibed in our memories. The 3 roles, 3 Artifacts and 5 events are known to all. When we talk of processes, learnings, improvements, most of the teams confine themselves within the limits of 3-3-5. How many of us realize Product Backlog Refinement lays the foundation of the Release/Sprint planning. Do teams really give the right importance to PBR, or do they feel it distracts them from the their current sprint work? How can PBR be more effective and help teams plan better, be more predictable, help in being more productive, and encourage the teams to take calculated risks when needed - these are few of the things we would discuss during the session.

      We conducted with more than 40+ Scrum Masters across the globe in one of the organizations I was associated with, to collect the challenges w.r.t PBR. During this session, we will discuss those practical challenges, and tried and tested recommendations.

    • Liked Shweta Jaiswal
      keyboard_arrow_down

      Shweta Jaiswal - Personal Agility - A Powerful Framework for Leaders

      45 Mins
      Talk
      Advanced

      Discover the keys to truly embrace Agile values and uncover the power of gaining clarity around what really matters. In this session, you’ll learn how to create more alignment in your organization and apply Personal Agility as a leadership framework to guide your teams toward reaching a state of higher performance.

      Focusing on people over process through this simple framework will allow you to uncover better ways to identify obstacles, visualize what’s important, and focus on what really matters as individuals and as an organization.

    • Liked Mohit Jain
      keyboard_arrow_down

      Mohit Jain - Leveraging Data Analytics to improve Sprint Velocity

      45 Mins
      Talk
      Advanced

      Real life case study on analytics f story points and help identify the process inefficiencies to identify improvement areas.

      1. Relationship of velocity and sprint
      2. Relationship of story points with working days
      3. Spotting anomalies in the above relationships to define corrective plan
      4. Mapping the velocity trends against organisational SDLC process to identify potential bottlenecks.
      5. Creating the corrective plan based on the insights gathers above.
    • Liked Venkat Raman
      keyboard_arrow_down

      Venkat Raman - Inspect and adapt using metrics

      45 Mins
      Talk
      Intermediate

      Continuous learning and improvement is an integral part of agile journey for any team. Having retrospective sessions after every sprint or release is a very good way to focus team's attention on identifying

      What went well?

      What can be improved?

      What did we learn?

      What are the challenges?

      Even though it's a very powerful way for a team to identify areas of improvement, it can quickly become a mundane and pointless exercise if it is not focused towards a goal.

      End goal can be anything depending on current and future state of the team. But it is important to track that goal using appropriate metrics.

      In this talk I am going to share my experience of working with an agile team that was struggling to maintain a sustainable pace.

      Team used to do monthly retrospective meetings to identify bottlenecks and areas of improvement, but that used to quickly turn into a blame game.

      How introducing a simple metric of tracking cycle time changed the game for this team and helped drive other improvements like building awareness of sustainable flow, reduce wait time in the flow and improve backlog grooming process.

      I'll also demonstrate use of GROW coaching model for team retrospective and how it helped in identifying problems within the team.

    • Liked Sudha Khandelwal
      keyboard_arrow_down

      Sudha Khandelwal - Are we scaling it right? – Let’s take an informed decision!

      Sudha Khandelwal
      Sudha Khandelwal
      Agile Coach
      Xebia
      schedule 1 year ago
      Sold Out!
      45 Mins
      Talk
      Intermediate

      In this session, I am going to describe some of the popular used scaling frameworks. Most of the teams start with Scrum as foundation and go up the scaling way.
      One needs to assess lot many factors to effectively adopt agile scaling at larger level. Need to see the existing culture and values of the organization and then see which fits the best.
      Start with minimum viable and see how it goes, don’t hurry into bombarding the teams and leadership with all the jargon of agile world.

      The session will be about comparing different scaling frameworks in terms of
      - Philosophy they are based on (foundation)
      - How they structure all the team and the team size
      - Roles description
      - Events and Process they suggest scaling at enterprise level
      - how do they align at various levels?
      - How do they handle integration?
      - Their USP – How are they different from each other
      - Knowledge and certification path
      - And last how do I decide which framework to use in my organization

      At the end of my talk the conclusion might be one framework, or combination of many frameworks which suits the Organization in question.

    • Carine
      Carine
      Manager
      Digital Foundation
      schedule 1 year ago
      Sold Out!
      45 Mins
      Talk
      Intermediate

      Scaling and transformation: Return on Experience

      How to keep the dynamism of your business and respond quickly to changing business contexts? How to do a sustainable change? Agility at Zalando help us to keep scaling our product vision, our platform vision, the scope of our business, and the extent to which we deliver value, impact, and satisfaction to our customers. Let’s share our successful and unsuccessful practices.

      Topics

      Agile at scale, Agility at team and organization level (scaling and transformation)

      Goal

      A better understanding about what needs to happen so that your organisation never slow down innovation and good delivery.

    • Liked ASHUTOSH RAI
      keyboard_arrow_down

      ASHUTOSH RAI - Is my Scrum Master Agile

      ASHUTOSH RAI
      ASHUTOSH RAI
      Agile Coach
      Xebia
      schedule 1 year ago
      Sold Out!
      45 Mins
      Talk
      Advanced

      Is my scrum master promotes Agile or only promoting Scrum Events?

      What all are the expectations from a Scrum master

      What should a scrum master do to enable best of the process to make teams more efficient?

      What support do a Scrum Master required from the leadership?

      How can scrum master facilitate to achieve outcome

    • Liked Srinath Chandrasekharan
      keyboard_arrow_down

      Srinath Chandrasekharan - Agile Manifesto - A different perspective

      45 Mins
      Talk
      Advanced

      Its 18+ years since the Agile Manifesto was written. Over a period of time many different flavors of Agile have come and become popular. However the manifesto never changed and it is at the core of all the different frameworks.

      While all of us try and keep ourselves as close to the manifesto as possible in terms of the philosophy, the ground reality is different. The practical challenges faced by teams and organizations on a day-to-day basis, makes many teams customize their ways of working to suit the needs of their organizations and clients.

      In my session, I plan to brings these challenges to the surface and how some parts of the manifesto needs to be re-worded as a consequence.

      The idea behind the talk is to elicit the experiences of the audience and share my own experience

    • Liked Rajan Julka
      keyboard_arrow_down

      Rajan Julka / Aanchal Nigam - Measure what matters

      45 Mins
      Talk
      Intermediate

      Synopsis

      Topic: Measure what matters

      Reference: Book by John Doerr (Board of director Google)

      Part 1

      Problem statement: “Teams today are feature factories with little regard for whether the feature actually solve business problems.” Marty Cagan (Silicon valley product group)

      • Agile as delivery mechanism over delivering outcome
      • Few areas driving agility over end to end agility
      • Output over Outcome focused mindset

      Part 2

      Possible solution: OKR’s (Objective and key results)

      Good idea with great execution is how we create magic.

      Ideas are easy, execution is everything

      • What are OKR’s
      • Benefits of OKR’s
      • How Google uses it
      • Sample OKR’s

      Part 3

      Experiential learning: Engagement increases through these processes, learning accelerates and retention improves. Improved Attitudes toward Learning – The personal nature of experiential learning engages the students' emotions as well as enhancing their knowledge and skills.

      • Write Objectives related to your personal life
      • Write measurable key results
      • Time box them and reflect back

      Time needed: 60 to 90 minutes (Preferable 90 minutes, however could be done in 60 if time does not permit)

      Logistics: Projector for content sharing

      Expected outcomes:

      • Better understanding of OKR’s
      • How to continuously improve by measuring what matters
      • Increasing focus on outcomes over just delivering features