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Collaboration at Scale:
Agile Roadmapping
14-Sep-2016
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.
3
Common Scrum Challenges
Tech
Debt
Release
Planning
Roadmap
Retros
Liftoffs
Refining
Value/
ROI
Priorities
Depend-
encies
Done,
Done
CI/CD
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
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
Why We Roadmap
6
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
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
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.
Most Roadmaps are Broken!
Why?
10
I know exactly
what should be on
the roadmap!
Created Unilaterally
No Visible
Logic
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!)
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!)
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)
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)
Poor input from
Engineering,
Marketing or
Sales
Lack of buy-in
Outcome:
Unable to
Execute =
Fail to Deliver
Roadmaps Bridge the Gap between
Vision
and
Product
Backlog
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
Roadmaps are Scary
Forces you to articulate what you are
not going to build
Motivates commitments to uncertain
futures
Where Roadmaps “Fit” into Scrum:
Strategy-Glue-Tactics
for
Agile Product Management
24
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
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
Feature
User story

Bug Fix
Enhancement
User Story

Roadmaps and Backlogs Are
Independent But Linked
release release
“Infinite”
Backlog
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
Agile Roadmap Format and Structure
29
http://bit.ly/roadmapping-patterns
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?
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
Building Your Roadmap
32
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
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
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
36
Online
Roadmapping
Release
N
Release
N+1
Future
Release
N
Release
N+1
In-Person Roadmapping
37
11 meters
2meters
Summary
38
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
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
Picking the Next Webinar
41
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
http://bit.ly/collab-at-scale
43
Discussions
44
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

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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!
  • 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)
  • 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
  • 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
  • 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

  1. Copyright (c) 2001-2003 by Luke Hohmann
  2. 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
  3. Insufficient detail – content, context and connection to SALES!
  4. Insufficient detail – content, context and connection to SALES!
  5. Missing detail, logic and marketing
  6. Missing detail, logic and marketing
  7. Poor technical and market inputs: wrong people participating. Some from each department “assigned,” but mostly include junior or non-core members
  8. 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.
  9. 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.
  10. 22
  11. 23
  12. 30