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Jun 23 13 tweets 4 min read
The product lifecycle constantly evolves. Keeping everyone informed w/ a product roadmap is critical to getting the 360-degree buy-in you need to position your product for long-term success.

#productmanagement #agile #agilecoach #productdevelopment

blog.logrocket.com/product-manage…

1/13
A product roadmap is a shared, living document that outlines the vision & direction of your product throughout its lifecycle. It articulates what you are building & why. It also lays out a strategy for delivering value & serves as a plan for executing this product strategy.

2/13
It’s the product manager’s responsibility to build & manage a live roadmap that is fluid & resilient. They must convince stakeholders why the investment makes sense, obtain buy-in from inside & outside the org, set expectations, & generate excitement about what’s to come.

3/13
PMs can generate the support they need by:

• Securing executive buy-in to build the product
• Specifying short- & long-term needs from all teams
• Demonstrating cohesion w/ partners
• Showing customers why the product solves their needs
• Being flexible to adapt

4/13
The key to building a good product roadmap is to understand your audience. A roadmap designed to gain buy-in from company leadership looks very different from one meant to appeal to customers.

5/13
A roadmap for leadership needs to capture when the MVP will be available, the target customers, expected revenue, and demographics of product usage. Stakeholders will want to know when attaining total market potential is feasible and considerations for upsell opportunities.

6/13
Creating product roadmaps for peer organizations requires a much broader perspective beyond the engineering team. Consider every team the product touches internally, including legal, procurement, analytics, and implementation.

7/13
System integrators are often the intermediary between the product & user. Their adoption could make or break your offering.

Webinars are a great way to relay the roadmap for the next quarter. It's also critical to document & forewarn of possible compatibility issues.

8/13
Customers expect your product to provide immediate relief to a current pain point.

A customer-facing roadmap is typically a quarterly or monthly timeline highlighting significant enhancements. It needs to relay in about 15–20 words why the feature drives value for them.

9/13
Knowing what feedback is crucial versus what is noise is essential to building sustainable products.

Get on a call with the customer and have an open-ended discussion; you might discover unpolished diamonds that could lead to new avenues for success.

10/13
As a PM, you own the backlog. Be sure to capture backlog items, drive transparency within the organization, & provide a rationale.

The roadmap is a fluid document that may evolve based on a change in strategy, a shift in the market, the arrival of a new competitor, etc.

11/13
Below is an example product roadmap for a real-world product. Notice how it transitions from one phase to the following entry criteria considerations, including fine-tuning the product, people, & processes. These also provided filters to determine the beachhead customers.

12/13
It is critical to make sure there is alignment across the board. As a PM, your job is to ensure that the leadership, internally facing, and customer-facing roadmaps are synchronized.

Remember, product management is 70 percent science and 30 percent craft, so get creative!

13/13

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More from @LogRocket

Jun 22
In #Agile, the daily scrum (aka daily standup), is a #scrum ceremony that occurs once each day of the sprint.

The daily scrum is a time-boxed event (15 mins) in which the team syncs & plans its activities for the day. #agilecoach #productmanagement

blog.logrocket.com/product-manage…

1/14
The purpose of the daily standup is to inspect the progress being made toward the sprint goal and to adapt the work where necessary.

This ensures that the team’s work and progress is visible to all team members and provides a regular feedback loop for the team.

2/14
Effective daily scrums promote collaboration and self-organization.

For PMs, this is a game changer: rather than having to liaise, track, and manage work across the team, the daily standup encourages team members to self-organize and hold each other accountable.

3/14
Read 14 tweets
Jun 21
If you’re part of a cross-functional product team, you may have taken part in a sprint retrospective. If you’re new to #productmanagement, this guide will get you up to speed on what a sprint retro is and why it’s important

#agile #agilecoach #scrum blog.logrocket.com/product-manage…

1/12
A sprint retrospective is a scrum ceremony that is held once a sprint has ended to reflect on the work that has just taken place.

The team reviews processes, ways of working, and key learnings with the aim of improving the team’s performance during subsequent sprints.

2/12
A sprint retrospective is held at the end of a sprint, before the next sprint begins. If your sprint is 2 weeks long, the sprint retro meeting might be as short as 1 hour. If you’re working on a longer sprint cycle or on a larger team, the retro might last up to 3 hours.

3/12
Read 12 tweets
Jun 20
The Agile Manifesto has sparked innovation in ways the authors didn’t expect and has reached far beyond the world of software.

Let's break down the Agile Manifesto with a focus on its four values. A thread (1/10)...

#productmanagement #agilecoach #agile
blog.logrocket.com/product-manage…
The four values of the Agile Manifesto are:

1. Individuals and interactions over processes and tools
2. Working software over comprehensive documentation
3. Customer collaboration over contract negotiation
4. Responding to change over following a plan

1/10
People often reference the four values without considering the introduction, but it’s important to establish a philosophy of constant change and improvement as well as generosity:

"We are uncovering better ways of developing software by doing it and helping others do it."

2/10
Read 11 tweets

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