Scrum Alliance Collaboration at Scale Webinar: Agile Roadmapping
- 1. Collaboration at Scale: Agile Roadmapping 14-Sep-2016
- 2. Collaboration at Scale Designed for Scrum-centric organizations with more than 10 Scrum teams, the Collaboration at Scale webinar series provides focused, outcome-driven solutions to collaboration problems faced by Product Owners, ScrumMasters, and Development Teams. Produced by the Scrum Alliance and Conteneo, Inc., we’re proud of the many distinguished experts who will be joining our series.
- 4. Agenda 1 Why Build a Roadmap? 2 Sadly, Most Roadmaps are Broken… 3 Strategy-Glue-Tactics 4 Agile Roadmapping Format 5 Building Roadmaps at Scale 4 Jason Tanner Laura Richardson Luke Hohmann
- 5. Do You Have a Roadmap? • We do not have a roadmap. • We have a roadmap but we pretty much ignore it. • Our roadmap is somewhat effective in guiding our team. • Our roadmap is very effective in guiding our team. 5 POLL QUESTION
- 7. Strategy vs. Execution Strategy is a way of thinking about the future that transcends a focus on the immediate. You’re generally not free to pursue any possible strategy (consider regulatory constraints) Prior actions constrain future strategies Execution refers to the set of actions we take to produce the results envisioned in the strategy. Communicating strategic choices enables effective execution
- 8. Agile Planning Time Horizons Daily Sprint Strategy Portfolio Product Release Exec PM Dev Team 1-4 wks 2-9 mos 1 – 3 years years many years Sprint Backlog Portfolio Map Release Plan Vision & Roadmap Org level Planning level Time Horizon Artifact
- 9. Estimates Are Less Precise When Time Horizons are Longer 9 Daily Sprint Strategy Portfolio Product Release 1 – 2 QTRS 1 – 2 Months 1 – 2 Days Roadmap Time Horizon? 1-2 years Release Plan: 3 – 9 mons Sprint: 3 wks Note that as the time horizon increases the precision of our projections decreases. We still plan.
- 10. Most Roadmaps are Broken! Why? 10
- 11. I know exactly what should be on the roadmap!
- 13. No Visible Logic
- 14. 4/1 7/11/1 Cust A 10/1 GA Q2 R5.3/R6 Project DeliveraryProject Design R5.2 Maintenance Release Server & Apps Storage+ Custom Project Target Dates Cust B GA Q1 RA May GA Aug DB R5.1 Analysis Roadmap (from a Startup Board Presentation!)
- 15. 4/1 7/11/1 Cust A 10/1 GA Q2 R5.3/R6 Project DeliveraryProject Design R5.2 Maintenance Release Server & Apps Storage+ Custom Project Target Dates Cust B GA Q1 RA May GA Aug DB R5.1 Analysis Roadmap (from a Startup Board Presentation!)
- 16. Q105 Objective: • 5.1 Maintenance release Product Highlights: • Performance & security Delivery Timeline: • 5.1 GA 3/18 Objective: • 5.2 Server performanc monitoring (Phase 1) Product Highlights: • Reporting and analysis for servers and applications • Partner integration Delivery Timeline: • End Q2 GA Reporting • End Q3 GA Analysis Objective: • 5.3 Server performance monitoring (Phase 2) Product Highlights: • More data sources • Packaged applications • Additional analysis models • Optimization analytics • Partner requirements Delivery Timeline: • Q4-Q1 Q205 Q305-Q106 Product Roadmap (Basic Timeline)
- 17. Q105 Objective: • 5.1 Maintenance release Product Highlights: • Performance & security Delivery Timeline: • 5.1 GA 3/18 Objective: • 5.2 Server performanc monitoring (Phase 1) Product Highlights: • Reporting and analysis for servers and applications • Partner integration Delivery Timeline: • End Q2 GA Reporting • End Q3 GA Analysis Objective: • 5.3 Server performance monitoring (Phase 2) Product Highlights: • More data sources • Packaged applications • Additional analysis models • Optimization analytics • Partner requirements Delivery Timeline: • Q4-Q1 Q205 Q305-Q106 Product Roadmap (Basic Timeline)
- 18. Poor input from Engineering, Marketing or Sales
- 19. Lack of buy-in
- 20. Outcome: Unable to Execute = Fail to Deliver
- 21. Roadmaps Bridge the Gap between Vision and Product Backlog
- 22. Benefits of a Roadmap Roadmaps match short-term plans and long-term strategic goals with specific technology solutions to help meet those goals. Internally: Becomes the filter for prioritizing development 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
- 23. Roadmaps are Scary Forces you to articulate what you are not going to build Motivates commitments to uncertain futures
- 24. Where Roadmaps “Fit” into Scrum: Strategy-Glue-Tactics for Agile Product Management 24
- 25. 25 Strategy Tactics Glue Longer term Holistic Shorter Term Focused Product Vision Product Purpose Why Roadmap User Story map Backlog Release Plan Lean Canvas Business Model Canvas Business Drivers Sprint
- 26. 26 Strategy Tactics Glue Longer term Holistic Shorter Term Product Vision Product Purpose Why Roadmap User Story map Release Plan Lean Canvas Business Model Canvas Business Drivers
- 27. Feature User story Bug Fix Enhancement User Story Roadmaps and Backlogs Are Independent But Linked release release “Infinite” Backlog
- 28. 28 Strategy Tactics Glue Longer term Holistic Shorter Term Focused Product Vision Product Purpose Why Roadmap User Story map Backlog Release Plan Lean Canvas Business Model Canvas Business Drivers Sprint Prune The Product Tree Speed Boat Vision Box Me and My Shadow Start Your Day Buy a Feature Whole Product
- 29. Agile Roadmap Format and Structure 29 http://bit.ly/roadmapping-patterns
- 30. A Good Roadmap “Glues” Strategy to Tactics WHO are my markets/market segments? WHAT features and benefits will they pay for? WHEN and how frequently should I release? HOW will my technical architecture evolve? WHAT marketing events will drive awareness/sales? ARE there any external factors to address?
- 31. Example Roadmap 31 Color Coded Feature Categories Technical Team Unsure of How to Solve Problem Q1 Q2 Q4 Q1 Parking Lot Blocking Schedule Marketing Not Sure When This Should Be Delivered Target Market Split into Two Segments Q3 WHO WHY WHEN HOW
- 33. How was Your Roadmap Created? Select all that apply. • CEO/VP/Senior Leaders create our roadmap • Product Manager / Product Owner creates our roadmap • Customers are consulted in developing our roadmap • Architects/Engineering Leaders are consulted in developing our roadmap 33 POLL QUESTION
- 34. 34 Gather Data PreparingEngagingOngoing Update Quarterly One-day Roadmap Jam 2-4 weeks Finalize Get The Right People Product Management Product Marketing Engineering Update When Messy Update Upon Release Update on Competitive Moves Prune the Product Tree Can Help! Update for New Tech Opportunity
- 35. Online Roadmapping The Scrum Alliance used Prune the Product Tree to capture ideas on how to grow the Scrum Alliance. • 5 Forums • 35 participants • 100 potential apples • 81 unique apples • Each forum lasted about ~1 hour
- 38. Summary 38
- 39. We Roadmap – So Should You Roadmaps communicate strategic intentions Roadmaps provide the “glue” between strategy and tactics Roadmaps enable organizations to have effective conversations with all stakeholders 39
- 40. References and Resources Roadmapping Pattern Language: http://bit.ly/roadmapping-patterns Prune the Product Tree: www.innovationgames.com/prune-the- product-tree Scrum Alliance Roadmapping Case Study: http://bit.ly/1JGY8zz 40
- 41. Picking the Next Webinar 41
- 42. What do you want for the Nov 2016 webinar? • Identifying and Prioritizing Technical Debt • Distributed Team Release Planning • Impact Mapping • Distributed Team Liftoffs / Kickoffs • Backlog Refinement • Building Alignment and Empathy • Building a ScrumMaster Community of Practice • My desired topic isn’t listed – email luke.hohmann@conteneo.co 42 POLL QUESTION
- 44. Discussions 44
- 45. Thank you for attending Pick our next webinar: http://bit.ly/collab-at-scale Luke Hohmann conteneo.co Jason Tanner appliedframeworks.com Laura Richardson conteneo.co
Editor's Notes
- #8: Copyright (c) 2001-2003 by Luke Hohmann
- #14: No visible logic: presents only answers, so reader can’t judge quality of decisions or identify trade-offs. Requires Product Manager (PM) to present roadmap personally, over and over and over again
- #15: Insufficient detail – content, context and connection to SALES!
- #16: Insufficient detail – content, context and connection to SALES!
- #17: Missing detail, logic and marketing
- #18: Missing detail, logic and marketing
- #19: Poor technical and market inputs: wrong people participating. Some from each department “assigned,” but mostly include junior or non-core members
- #20: Lack of organizational buy-in: Engineering doesn’t believe roadmap, since resources are insufficient. Sales/Mktg doesn’t believe roadmap, since it has been historically inaccurate. Dead on arrival No plan for internal/external sharing: e.g. sales team shares early or internal versions with customers, then demands delivery on fixed schedule.
- #22: The Gateshead Millennium Bridge is sometimes referred to as the 'Blinking Eye Bridge' or the 'Winking Eye Bridge' due to its shape and its tilting method. It’s a pedestrian and cyclist tilt bridge spanning the River Tyne in England.
- #23: 22
- #24: 23
- #31: 30