Product Roadmaps: lessons from the trenches

Ratnesh SharmaDirector, ProductsCovigo, Inc. June 2001

AgendaSpeaker BackgroundUse and Importance of RoadmapsHow to create effective RoadmapsLessons learntQ&A

Speaker PM BackgroundEnterprise software focusedSun: Solaris 7Sun: Sun Clusters 2.2 and 3.0, Solaris Enterprise Server 1.0Sun: NetDynamics 5iPlanet: NAS 4.0, iAS 6.0Covigo: Mobile Applications Server: Multiple Releases

Importance of RoadmapsEstablish leadership and visionUseful to allocate resourcesMotivational tool for inter company stakeholdersPlan for executing corporate strategies and directionTool to get everyone on same page

Large CorporationsCustomer Retention and increase barriers to switchingEffective competitive signaling and positioning mechanism Input and Audience: customersLower Relative importance (smaller scale/departmental level)EvolutionaryProduct packaging an effective componentMarket timing affected by external factorsLonger time frames Rigid procedure oriented process.

Early Stage Company (in Early Market)Important aid in establishing company direction, revenues etc.Effective Differentiation toolAudience: VCs, Future Customers, AnalystsInput: Internal focus (initially)RevolutionaryShorter time frames (six months)Market timing is criticalFlexible process- easily adaptable to changing technologies, market and business conditionsImportance of executing on roadmap

The Roadmap ProcessWell defined strategy and business plan is key input.Feedback from Markets, competition, technology trends, analysts, sales, global trendsDetailed competitive analysis.High level product roadmap and MRD. Established release dates and themesBuy-in from engineering, marketing, salesFeedback from AnalystsSign off

Roadmap ProcessBig CompanyBottom up process. Many steps before decision maker approvalMultiple committees and teamsLongerAdherence to Big RulesInput from existing customers and salesBMFO (Building a Market Focused Organization) process

Roadmap ProcessStartup in Early MarketInitial roadmap based on strategy and business planTwo month MRD cycle (based on predefined target markets). Visits to customers, subject experts, partners etc. Research results in updated business planDetailed competitive analysis.High level product roadmap. Feedback from analysts.One approach: known requirements, catching up, leapfrogging the competition (revolutionary)Consensus reached in one meeting: CTO, Eng, Products, Sales, MarketingFlexibility. Constantly evolve to support changing company strategy. Initially inward focused.

Lessons LearntExposing roadmap information: risks vs rewardsImportance of keeping engineering and sales in sync on a continuous basisLeveraging analysts for inputMuch tighter relationship with sales: product features, product numbering, release cycles etc.Hiring: A great team makes all the differenceProducts as an effective differentiator