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The Dirty Dozen 
Roadmap Roadblocks 
Roadmapping 312 
Bruce McCarthy 
Founder & Chief Product Person, Reqqs 
www.reqqs.com
Bruce McCarthy
What is a Roadmap?
A good roadmap 
inspires
It keeps you on 
course when 
storm clouds 
threaten
“Is this more important than what’s 
already on the roadmap?”
The Dirty Dozen Roadmap Roadblocks
The Dirty Dozen Roadmap Roadblocks
The Dirty Dozen Roadmap Roadblocks
The Dirty Dozen Roadmap Roadblocks
The Dirty Dozen 
1. Being Too Agile 
2. Prioritizing on Gut 
3. Over- or Underestimating 
4. No Strategic Goals 
5. Inside-out Thinking 
6. Trying Too Hard to Please 
7. Focusing on Features 
8. No Buffer 
9. Playing Catch-up 
10. Not Getting Buy-in 
11. Being Too Secretive 
12. One Size Fits All
1. Being Too Agile
“Plans are worthless, but 
planning is everything.” 
Dwight D. Eisenhower, 1957
2. Prioritizing on Gut
Value / Effort 
= Priority
3. Over- or Underestimating
4. No Strategic Goals
Ask yourself: 
“Why are we 
doing this product 
in the first place?”
Deriving Product Goals from 
Company Goals 
Improve 
Student 
Outcomes 
Serve 
Sm-Md 
Districts 
Improve 
Customer 
Satisfaction 
Increase 
New Wins 
Improve 
Engagemen 
t 
X X X 
Measure 
Usage 
X X 
Show 
Results 
X X X X
5. Inside-out Thinking
A roadmap 
demonstrates your 
commitment to 
solving problems 
for a specific 
market
6. Trying Too Hard to Please
Roadmaps are 
not a popularity 
contest
7. Focusing on Features
Keep Things Simple 
Fewer steps in the check-in, check-out 
process 
Streamlined workflow 
High-level, few words
Keep Things Simple 
Quicker access to your data 
A list of access points 
and time stats 
Consolidate details
Keep Things Simple 
Support millions of colors 
Match your branding 
Make the benefit obvious
8. No Buffer
9. Playing Catch-up
1. Be a category 
of one 
Analyze your losses 
Scare yourself
10. Not Getting Buy-in
Shuttle diplomacy
Eng 
UX 
Marketing 
Services 
Sales 
HR 
Finance 
BD 
Customers 
Partners 
Analysts 
Your Boss 
C-Suite 
Other 
Tech PMs 
Lead 
Legal 
Architects
11. Being Too Secretive
12. One Size Fits All
Roadmaps should 
come in flavors for 
different markets, 
but all made from 
the same basic 
ingredients
13. No Story
Your roadmap 
should tell the 
story of how you 
will make people 
(and yourself) 
successful
The Dirty Dozen 
13. No story 
1. Being Too Agile 
2. Prioritizing on Gut 
3. Over- or Underestimating 
4. No Strategic Goals 
5. Inside-out Thinking 
6. Trying Too Hard to Please 
7. Focusing on Features 
8. No Buffer 
9. Playing Catch-up 
10. Not Getting Buy-in 
11. Being Too Secretive 
12. One Size Fits All
Product X is focused on solving 
problem Y best for market Z 
H1‘14 H2’14 2015 2016 
Benefit A 
Likely Feature 1 
Likely Feature 2 
Likely Feature 3 
Benefit B Benefit D 
Benefit E, 
Phase II 
Benefit C 
Benefit E, 
Phase I 
Benefit F 
Weaselly Safe Harbor Statement
The Wombat Garden Hose is focused 
on perfecting the landscapes of 
affluent Americans 
H1‘14 H2’14 2015 2016 
Indestruct-ible 
hose 
20’ length 
Easy connections 
No-kink armor 
Delicate 
Flower 
Management 
Putting Green 
Evenness for 
Lawns 
Infinite 
Extensibility 
Severe 
Weather 
Handling 
Extended 
Reach 
Permanent 
Installations 
Weaselly Safe Harbor Statement
Discussion & Feedback
I Help Product People 
Team coaching via UpUp Labs 
Tools: Reqqs - the smart roadmap tool 
for product people 
Blog: ProductPowers.com 
Slideshare.net/bmmccarthy 
Twitter: @d8a_driven 
Email: bruce@reqqs.com 
Want to chat?: 
sohelpful.me/brucemccarthy

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The Dirty Dozen Roadmap Roadblocks

  • 1. The Dirty Dozen Roadmap Roadblocks Roadmapping 312 Bruce McCarthy Founder & Chief Product Person, Reqqs www.reqqs.com
  • 3. What is a Roadmap?
  • 4. A good roadmap inspires
  • 5. It keeps you on course when storm clouds threaten
  • 6. “Is this more important than what’s already on the roadmap?”
  • 11. The Dirty Dozen 1. Being Too Agile 2. Prioritizing on Gut 3. Over- or Underestimating 4. No Strategic Goals 5. Inside-out Thinking 6. Trying Too Hard to Please 7. Focusing on Features 8. No Buffer 9. Playing Catch-up 10. Not Getting Buy-in 11. Being Too Secretive 12. One Size Fits All
  • 12. 1. Being Too Agile
  • 13. “Plans are worthless, but planning is everything.” Dwight D. Eisenhower, 1957
  • 15. Value / Effort = Priority
  • 16. 3. Over- or Underestimating
  • 18. Ask yourself: “Why are we doing this product in the first place?”
  • 19. Deriving Product Goals from Company Goals Improve Student Outcomes Serve Sm-Md Districts Improve Customer Satisfaction Increase New Wins Improve Engagemen t X X X Measure Usage X X Show Results X X X X
  • 21. A roadmap demonstrates your commitment to solving problems for a specific market
  • 22. 6. Trying Too Hard to Please
  • 23. Roadmaps are not a popularity contest
  • 24. 7. Focusing on Features
  • 25. Keep Things Simple Fewer steps in the check-in, check-out process Streamlined workflow High-level, few words
  • 26. Keep Things Simple Quicker access to your data A list of access points and time stats Consolidate details
  • 27. Keep Things Simple Support millions of colors Match your branding Make the benefit obvious
  • 30. 1. Be a category of one Analyze your losses Scare yourself
  • 31. 10. Not Getting Buy-in
  • 33. Eng UX Marketing Services Sales HR Finance BD Customers Partners Analysts Your Boss C-Suite Other Tech PMs Lead Legal Architects
  • 34. 11. Being Too Secretive
  • 35. 12. One Size Fits All
  • 36. Roadmaps should come in flavors for different markets, but all made from the same basic ingredients
  • 38. Your roadmap should tell the story of how you will make people (and yourself) successful
  • 39. The Dirty Dozen 13. No story 1. Being Too Agile 2. Prioritizing on Gut 3. Over- or Underestimating 4. No Strategic Goals 5. Inside-out Thinking 6. Trying Too Hard to Please 7. Focusing on Features 8. No Buffer 9. Playing Catch-up 10. Not Getting Buy-in 11. Being Too Secretive 12. One Size Fits All
  • 40. Product X is focused on solving problem Y best for market Z H1‘14 H2’14 2015 2016 Benefit A Likely Feature 1 Likely Feature 2 Likely Feature 3 Benefit B Benefit D Benefit E, Phase II Benefit C Benefit E, Phase I Benefit F Weaselly Safe Harbor Statement
  • 41. The Wombat Garden Hose is focused on perfecting the landscapes of affluent Americans H1‘14 H2’14 2015 2016 Indestruct-ible hose 20’ length Easy connections No-kink armor Delicate Flower Management Putting Green Evenness for Lawns Infinite Extensibility Severe Weather Handling Extended Reach Permanent Installations Weaselly Safe Harbor Statement
  • 43. I Help Product People Team coaching via UpUp Labs Tools: Reqqs - the smart roadmap tool for product people Blog: ProductPowers.com Slideshare.net/bmmccarthy Twitter: @d8a_driven Email: bruce@reqqs.com Want to chat?: sohelpful.me/brucemccarthy

Editor's Notes

  1. You probably serve more than one market segment. When you are talking to customers or partners in one segment, the roadmap you show should focus on how you will address their needs. Make sure your roadmap is not one-size-fits-all. If a customer sees their interests in only 1 of the next 6 releases, they’ll get the message that you are not focused on them.
  2. If you serve more than one target market, you should develop a separate vision roadmap document (or at least a slide) for each. Notice I didn’t say a separate roadmap for each product; I said a separate one for each market. Unless your products are strictly vertical with no overlap, your roadmap for a given market should include any and all products that you sell or intend to sell in that market. If the same features of the same product would be viewed by individual markets differently, sell those benefits differently in each. Let’s say you have a new version of your tablet coming out next spring which will feature much greater graphics processing capabilities. You have two core markets that will care about this: gamers and architects. When you show your roadmap at E3, the main theme you’ll want to hit is “stunningly realistic explosions.” When you visit the annual AIA convention, though, you’ll emphasize “dramatically reduced rendering times.” And if you’ve got a third vertical, say delivery services, for whom graphics power is unimportant, leave that theme out entirely. Focus instead on the lighter weight or the adjustable brightness for outdoor use that will come out in the follow-on model.
  3. Ok, so it’s a baker’s dozen.
  4. A roadmap should tell a story It needs an honest assessment of reality (a beginning), plans for moving things toward your goals (a middle) and a clear vision for where you will end up that makes your customers and your company successful (a happy ending).
  5. A simple, strategic product roadmap template