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Mind the Product

burnout

Misconceptions about burnout in product management – Evie Brockwell (Product Leadership Coach)

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Andres is a freelance writer and digital marketer with a background in engineering and a keen interest in the latest technology advancements. He currently helps tech companies and startups tell their stories by turning their complex ideas into easy to understand material. You can reach out to him on LinkedIn

Andres Phillips

<p>The process of building products can be challenging and needs to be iterated on as much as the product itself. In this <a href="https://www.mindtheproduct.com/producttank/">ProductTank</a> San Francisco talk, <a href="https://medium.com/@rohinip">Rohini Pandhi,</a> Product Manager at <a href="https://squareup.com/us/en">Square</a>, shares her thoughts on roadmapping and its role in the product process.</p>
<p>Watch the video for her talk in full. Or read on for an overview of her key points:</p>
<ul>
<li>Strategy</li>
<li>Goals</li>
<li>Initiatives</li>
<li>Tasks</li>
</ul>
<h2>Strategy</h2>
<p>In any product team, there will be a unique set of rules and organizational cultures that influence them. However, no matter the organization or team, there will be some shared “rules of the road”. No one will have these rules down on Day 1 but over time they can create a specific process and flow. This process will eventually create habits that can drive the <a href="https://www.mindtheproduct.com/page/2/?s=roadmapping">roadmapping </a>process at different time horizons. The very top level of these horizons is the strategy, where the annual strategic plan for the team and overall business objectives are defined.</p>
<h3>Goals</h3>
<p>Following the annual strategy, the next level down should focus on quarterly goals. These can take the form of <a href="https://rework.withgoogle.com/guides/set-goals-with-okrs/steps/introduction/">OKRs</a> and allow for cross-functional buy-in.</p>
<p>Initiatives</p>
<p>This provides a more focused view of the roadmap. For Rohini and her team, these initiatives span six-week periods. These initiatives could include features that need to be worked on or other product enhancements.</p>
<h2>Tasks</h2>
<p>Finally, the lowest level of the roadmapping process focuses on tasks. This spans a two-week sprint period that favors many product teams. Tasks are taken from initiatives and then broken down into smaller tasks for team members. Using this process for creating a roadmap can connect the top of the organization to the bottom. The roadmap should allow team members to find information that is relevant to them and unblock them if there are any issues being faced.</p>
<p>The key takeaways from this talk are that roadmaps should be easy to visualize, usable, provide value to specific teams, and be kept up-to-date to make sure information is valid. Roadmapping is a process, not a destination and aligns everyone around common goals.</p>

core/freeform

Product Roadmap

Why most product roadmaps fail: Phil Hornby (Product Leadership Coach) – ProductTank Porto

Placing product bets on your roadmap by Indicative

Perfecting product roadmaps with Janna Bastow

Why roadmaps don’t matter (that much) by Stephen Culligan

Lessons learned in building product roadmaps by Jen Taylor

A designer, a product manager, and an engineer walk into a bar…by Karishma Irani

How to avoid turning your product into a feature factory by Ravi Kumar Sapata

How to adapt to unforeseen circumstances that influence your product by Patryk Pawlikowski

Startup Roadmaps and Prioritisation, by Ahmed El-Sharkasy

Creating  Consistency Within the Chaos of Roadmapping by Rohini Pandhi

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