strategize_-_product_strategy_and_product_roadmap_practices_for_the_digital_age_-_roman_pichler
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strategize_-_product_strategy_and_product_roadmap_practices_for_the_digital_age_-_roman_pichler [2016/12/18 13:34] – [Notes] hpsamios | strategize_-_product_strategy_and_product_roadmap_practices_for_the_digital_age_-_roman_pichler [2016/12/18 14:02] – hpsamios | ||
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====== Notes ====== | ====== Notes ====== | ||
- | I've been following Roman for some time. In general I've found his approach to be useful and practical when it comes to the real world of the Product Owner / Product Management. This latest book adds to the knowledge base with a view of product roadmaps and portfolio management in general. The ideas, as always are useful. My personal view is that this book is a great accompaniment to [[manage_your_project_portfolio_-_increase_your_capacity_and_finish_more_projects_-_johanna_rothman|" | + | I've been following Roman for some time. In general I've found his approach to be useful and practical when it comes to the real world of the Product Owner / Product Management. This latest book adds to the knowledge base with a view of product roadmaps and portfolio management in general. The ideas, as always are useful. |
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+ | My personal view is that this book is a great accompaniment to [[manage_your_project_portfolio_-_increase_your_capacity_and_finish_more_projects_-_johanna_rothman|" | ||
The books commences (as a lot of these books do) with a definition of a " | The books commences (as a lot of these books do) with a definition of a " | ||
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* Channels: the ways you will contact your users and customers to inform them about your product and to sell and deliver the product. The latter can range from implementing the requirements of an online app store to working with retailers to get some shelf space for a shrink-wrapped product. Consider if the appropriate sales and marketing channels already exist, or if you have to create or acquire them. | * Channels: the ways you will contact your users and customers to inform them about your product and to sell and deliver the product. The latter can range from implementing the requirements of an online app store to working with retailers to get some shelf space for a shrink-wrapped product. Consider if the appropriate sales and marketing channels already exist, or if you have to create or acquire them. | ||
- | Of course, while the output is important, the key part of the process is to get everyone into a room to develop a lot of this as a collaboration. | + | Of course, while the output is important, the key part of the process is to get everyone into a room to develop a lot of this as a collaboration. |
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+ | Once you have a vision, you will need to establish a strategy. This is best done through a Collaborative Strategy Workshop. Once established it is not set in cement, but rather reviewed on a regular bases. A couple of tools are recommended for this: | ||
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+ | * The Strategy Canvas: The horizontal axis of the Strategy Canvas captures the key factors your industry competes on. These factors include product, service, and delivery. The vertical axis describes the degree to which each competitor offers or invests in the factors. To apply the canvas, you first determine the key factors. These are the factors that products within the same category compete on, such as price, features, and design. Then evaluate to what degree your competitors fulfill these factors. This creates the industry value curve. You then assess your own product. | ||
+ | * Kano Model: "looks at two dimensions: the degree to which a feature is provided, shown on the horizontal axis, and the resulting customer satisfaction, | ||
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+ | If you have an existing product you may be tempted to add an increasing number of features to keep it competitive. Unfortunately, | ||
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+ | One idea that I really liked was the concept of how a customer really experiences our product and the development of a Consumption Map. " | ||
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+ | The map captures the touch points customers and users have with your product and links them together in a chain. In order to create a consumption map for your product, follow these steps. First, determine how people currently interact with your product. Identify the key touch points, such as purchasing the product, installing it, and replacing it. Capture them as links in your chain. "To get the chain right, observe how people employ the product, and analyze the usage data you have; this should result in a consumption map that represents the current state. Analyze the customer experience at each link and determine how people interact with your product and your company. What prevents people from purchasing, using, or updating your product? Where do hiccups and problems occur? What happens, for example, when customers use your product on different devices? Is their experience seamless, or is it fragmented? Where do waiting and delays occur? How long does it take, for instance, until a support request is answered? How satisfied are people with the help they receive? How easy is it to return the product or cancel a subscription and receive a refund? Speak to the customer-service team to understand what the most common customer complaints are, then compare your product’s consumption chain to the competition. Find out where your chain excels and where the competition is better. Finally, create a new, enhanced consumption map. Investigate how you can add value and improve the customer experience at each link. Aim to provide what the customers want—where and when they want it—without wasting people’s time or making it difficult for them. Explore how you can prevent errors and problems from occurring. How can you reduce waiting and delays? How can you make it easier and more convenient for people to evaluate, purchase, install, use, update, and uninstall your product? All touch points have to be right to create a truly great customer experience." | ||
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+ | Once you have a strategy it is recommended that you iteratively test and correct your strategy following an iterative approach along the lines suggested in the book The Lean Startup (Ries 2011). "Start by selecting the biggest risk: the uncertainty that must be addressed now so that you don’t take the product in the wrong direction and experience late failure—that is, figuring out at a late stage that you are building a product that nobody really wants or needs. Next, determine how you can best address the risk—for instance, by observing target users, interviewing customers, or employing a minimum viable product (MVP). Carry out the necessary work and collect the relevant feedback or data. Then analyze the results and use the newly gained insights to decide if you should pivot, persevere, or stop—if you should stick with your strategy, change it, or no longer pursue your vision—and take the appropriate actions accordingly." | ||
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+ | The Product Roadmap provides a strategic high-level plan that describes how your product is likely to develop across several product releases. This is different to a product backlog which is a tactical tool that contains the items necessary to create one or more releases. Employ the roadmap to describe your product’s overall journey and the backlog to capture the details. | ||
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+ | Product roadmaps have a couple of characteristics: | ||
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+ | * Doesn' | ||
+ | * Doesn' | ||
+ | * Includes dependencies: | ||
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+ | As said, good useful book. | ||
+ | {{tag> | ||
+ | ~~LINKBACK~~ | ||
+ | ~~DISCUSSION~~ | ||
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