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My recommendation on key points in the presentation: 0:01 - 2:43 Intro, Where do ideas come from 3:20 - 4:00 Say No 5:10 - 7:00 Roadmap 8:00 - 10:00 Inputs or items to take into account for roadmap 12:10 - 14:10 Roadmap sessions 22:43 - 25:00 Prioritize 26:00 - 26:25 Quick Win area 31:20 - 32:15 - Let's do it area 37:18 - 39:00 Template for Roadmap 59:30 - 1:00:30 Ghant (sic!) 1:10:30 - 1:13:00 Conflict 1:14:09 - 1:14:40 Conflict Marketing vs Core 1:22:20 Conclusions
1:00 Where the idea comes from 5:12 What should a product roadmap do? 7:57 Inputs and considerations when building a roadmap 12:11 How do I build one? 21:00 / 22:44 Prioritizing 37:20 DIfferent types of roadmap 59:33 Ghant roadmap (Right name: Gantt Chart*) with teams involved 1:10:33 Possible Conflicts *Gantt Chart isn't agile they are waterfall, I think they are just naming the Roadmap with the wrong idea, just ignore the name, and focus at the solution
Appreciate Video! Forgive me for the intrusion, I would love your opinion. Have you thought about - Teannah Psychic Sucker (probably on Google)? It is a smashing one off guide for finding the best project management and business templates minus the hard work. Ive heard some decent things about it and my close friend Aubrey after a lifetime of fighting got great results with it.
As a program/engineering manager, this was very beneficial for me to understand what to expect from my great product manager, where I can help in the product road map process, and set priorities with my engineering team, and help with the tough decisions. Thank you so much !
Very good tour on what a road map is and how a product manager uses it and work during a year in a large company. Good work. I would watch the other videos on this channel.
Yeah, I agree with the comment below. I think it's a normal reaction to repeat questions that were said quietly from the first row for people in the back, but as virtual attendees everyone without a mic is whispering.
Hi, you did show the strategy on how to determine a product delivery date. That would really have been nice to see your approach. Finally, thank you for the wonderful tutorial.
Hi, Thank you for sharing. As a product manager, do you write the product requirements or you have the product owner working closely with you? In what level you write requirements?
Hi everyone, hoping someone can clarify this question for me from 51:00. When validating if a new feature/idea was successful, how long should the validation process be, before running a PIR? Example, if I roll out a CTA optimisation tactic across site. Should I wait at least 1 month before PIR?
Great content to begin with and understand better. One point though - At 17:10 Hudson is responding to a lady that customer should not be brought for feature prioritization. I think this is just applicable for B2C products, in B2B scenarios - many times customer's has their say in which feature they want first. Though essentially it boils down to the fact of business value, higher it is for a feature, higher is its chances of being at the top in the list.
Great presentation but I am a bit uncomfortable with it. How do you articulate this roadmap regarding the Product Management Workflow? The roadmap talks about features, but that would mean you have already done the discovery about the problems and the solution has been conceptualized (raw idea about the solution, tech feasibility, and rough estimation). I have the impression there is a huge pitfall with the way we work as a Product Manager. At the beginning of a quarter, the company has defined the goals / high-level problems they want to work on, but most of the time the discovery has not been done on those topics. I feel like it is a mistake to already talk about features and deadlines while not knowing the potential impact and feasibility of the feature. And when those roadmaps are made by leaderships and engage the team on solutions instead of problems / needs, most PM ends up being Project managers more than Product Managers
i also thought the same! discovery and figuring out if you're building the right thing at all is a more critical skill as a PM than building roadmaps (even though its also important). how can the roadmap be a "single source of truth" when you're not even sure what the "truth" is?
You have a great point but the it's a challenge to drive agile discovery when the waterfall mindset is deeply entrenched, especially among the leadership. Execs want to see timelines, ROI estimations, growth metrics etc before they put their money on the table. It will be a long time before the discovery becomes agile as well as the delivery. I know this comment is really late but would appreciate your thoughts on some of the questions in my mind: 1- how long should the discovery process take and what do the teams work on while discovery process is still ongoing? 2- do you always prototype the solutions and when you do, how do you fit in the prototyping effort into the roadmap? thanks and appreciate your inputs
Use a 5-scale for both Benefit and Effort. Label Benefit A..E and Effort 1..5. Then, the sequence of working the features is 1A; 1B, 2A; 3A, 2B, 1C; 3B, 2C. Don't waste your time on anything lower than that. Part of valuing the Benefit would be the priority of that Benefit. When you determine the Benefit calculation, weigh based on which is more important of your criteria. Keep the final analysis simple.
great insightful interview videos. I also conduct mock interviews to help people prepare for their actual interview.. I specifically have Indian context incorporated in my questions and suited for Indian Product Managers
I am confused. This sounds more the job description of a project manager. Product manager won’t get into sprints handling. This is what a project manager does. Another confusion is many companies have product managers, product owners and project managers and then some mix this and one or two people end up doing all thee positions. So by watching this, I am not sure which position you are describing; or, what are the differences of the three mentioned above, at Walmart?
@@ProductSchoolSanFrancisco Hi! I just watched the video and tried to click the link to have the presentation, but it says the SlideShare was suspended. Can I get any help?
I am trying really hard to get the Product managers work phone number at Wal-mart, so I can call! I am a product developer, I want to submit my Ideas to your company! Thanks
Join the Most Exclusive Community of Product Leaders with a members only forum, LinkedIn badge, exclusive templates and more! Join us! bit.ly/productschoolcommunity
One of the most focused and real PM talks out there in the internet
There are a lot of awful product manager presentations on youtube, this is actually useful and applicable.
My recommendation on key points in the presentation:
0:01 - 2:43 Intro, Where do ideas come from
3:20 - 4:00 Say No
5:10 - 7:00 Roadmap
8:00 - 10:00 Inputs or items to take into account for roadmap
12:10 - 14:10 Roadmap sessions
22:43 - 25:00 Prioritize
26:00 - 26:25 Quick Win area
31:20 - 32:15 - Let's do it area
37:18 - 39:00 Template for Roadmap
59:30 - 1:00:30 Ghant (sic!)
1:10:30 - 1:13:00 Conflict
1:14:09 - 1:14:40 Conflict Marketing vs Core
1:22:20 Conclusions
btw, it's not Ghant it's Gantt
1:00 Where the idea comes from
5:12 What should a product roadmap do?
7:57 Inputs and considerations when building a roadmap
12:11 How do I build one?
21:00 / 22:44 Prioritizing
37:20 DIfferent types of roadmap
59:33 Ghant roadmap (Right name: Gantt Chart*) with teams involved
1:10:33 Possible Conflicts
*Gantt Chart isn't agile they are waterfall, I think they are just naming the Roadmap with the wrong idea, just ignore the name, and focus at the solution
Appreciate Video! Forgive me for the intrusion, I would love your opinion. Have you thought about - Teannah Psychic Sucker (probably on Google)? It is a smashing one off guide for finding the best project management and business templates minus the hard work. Ive heard some decent things about it and my close friend Aubrey after a lifetime of fighting got great results with it.
Amazing presentation! Loved how he dug into his experience to give clarity to his points.
As a program/engineering manager, this was very beneficial for me to understand what to expect from my great product manager, where I can help in the product road map process, and set priorities with my engineering team, and help with the tough decisions. Thank you so much !
Very good tour on what a road map is and how a product manager uses it and work during a year in a large company. Good work. I would watch the other videos on this channel.
Good job Hudson. Very well organized.
Thanks was a great way to start my World into road mapping.
Yeah, I agree with the comment below. I think it's a normal reaction to repeat questions that were said quietly from the first row for people in the back, but as virtual attendees everyone without a mic is whispering.
Found this very useful. Thanks for all the knowledge shared
Glad it was helpful!
i'm designing a product roadmapping training and found this really helpful. thanks so much for sharing!
Great to hear!
Hi, you did show the strategy on how to determine a product delivery date. That would really have been nice to see your approach. Finally, thank you for the wonderful tutorial.
Love the specific topic. Very useful. Prefer this to the "shine in an interview" type of videos.
Thanks for watching and for your feedback Pavel!
Hi, Thank you for sharing. As a product manager, do you write the product requirements or you have the product owner working closely with you? In what level you write requirements?
Great presentation on product roadmap!
Thanks Very helpful
Good presentation, great questions:)
Hi everyone, hoping someone can clarify this question for me from 51:00. When validating if a new feature/idea was successful, how long should the validation process be, before running a PIR? Example, if I roll out a CTA optimisation tactic across site. Should I wait at least 1 month before PIR?
Informative road map presentation. Some of the questions asked are really deductible from your speech
Great content to begin with and understand better. One point though - At 17:10 Hudson is responding to a lady that customer should not be brought for feature prioritization. I think this is just applicable for B2C products, in B2B scenarios - many times customer's has their say in which feature they want first.
Though essentially it boils down to the fact of business value, higher it is for a feature, higher is its chances of being at the top in the list.
Amazing session ! Thank you sooo much !
Our pleasure!
Good Information!
Such a great talk. Could've been 10x better if the questions were reserved towards the end though.
Thanks for your feedback!
Excellent presentation, and very valuable content
Glad you think so!
"Its dangerous to bring customers early" is probably applicable for bigger companies but not really for startups
Definitely, we need the questions to be shown as subtitles.
thanks
what tool you used to create Ghnatt roadmap
Great presentation but I am a bit uncomfortable with it.
How do you articulate this roadmap regarding the Product Management Workflow?
The roadmap talks about features, but that would mean you have already done the discovery about the problems and the solution has been conceptualized (raw idea about the solution, tech feasibility, and rough estimation).
I have the impression there is a huge pitfall with the way we work as a Product Manager.
At the beginning of a quarter, the company has defined the goals / high-level problems they want to work on, but most of the time the discovery has not been done on those topics.
I feel like it is a mistake to already talk about features and deadlines while not knowing the potential impact and feasibility of the feature.
And when those roadmaps are made by leaderships and engage the team on solutions instead of problems / needs, most PM ends up being Project managers more than Product Managers
i also thought the same! discovery and figuring out if you're building the right thing at all is a more critical skill as a PM than building roadmaps (even though its also important). how can the roadmap be a "single source of truth" when you're not even sure what the "truth" is?
You have a great point but the it's a challenge to drive agile discovery when the waterfall mindset is deeply entrenched, especially among the leadership. Execs want to see timelines, ROI estimations, growth metrics etc before they put their money on the table. It will be a long time before the discovery becomes agile as well as the delivery.
I know this comment is really late but would appreciate your thoughts on some of the questions in my mind:
1- how long should the discovery process take and what do the teams work on while discovery process is still ongoing?
2- do you always prototype the solutions and when you do, how do you fit in the prototyping effort into the roadmap?
thanks and appreciate your inputs
For all these audience question sessions, can you please have the speaker repeat the question? Can't hear
Will do!
Would be great for us to listen to the audience question... may be repeat what they have said on the mic
Use a 5-scale for both Benefit and Effort. Label Benefit A..E and Effort 1..5. Then, the sequence of working the features is 1A; 1B, 2A; 3A, 2B, 1C; 3B, 2C. Don't waste your time on anything lower than that.
Part of valuing the Benefit would be the priority of that Benefit. When you determine the Benefit calculation, weigh based on which is more important of your criteria. Keep the final analysis simple.
great insightful interview videos. I also conduct mock interviews to help people prepare for their actual interview.. I specifically have Indian context incorporated in my questions and suited for Indian Product Managers
Indian context ?
Hi Product School. Do you guys have a podcast?
We do! Check us out on
Spotify --> spoti.fi/3vqh6dE
Apple Podcasts --> apple.co/3dYzYdP
Google Podcasts --> bit.ly/3aGMIUn
I am confused. This sounds more the job description of a project manager. Product manager won’t get into sprints handling. This is what a project manager does. Another confusion is many companies have product managers, product owners and project managers and then some mix this and one or two people end up doing all thee positions. So by watching this, I am not sure which position you are describing; or, what are the differences of the three mentioned above, at Walmart?
Great video, good presenter. Could have done without a lot of the random hypothetical questions on minutia
Great content ! Would have been good to hear / read the questions better.
Noted!
Walmart brand PM.
can't access the slide. it's suspended in Slide share?
Yes, unfortunately our SlideShare account has been suspended. Please give it a few weeks, it should work then.
Very interesting topic. But really long session. I would love to view 30 minute version of this talk.
Can we have the presentation please?
Hi! Here's the presentation for this event: bit.ly/2rau4fU
@@ProductSchoolSanFrancisco Hi! I just watched the video and tried to click the link to have the presentation, but it says the SlideShare was suspended. Can I get any help?
I am trying really hard to get the Product managers work phone number at Wal-mart, so I can call! I am a product developer, I want to submit my Ideas to your company! Thanks
The presentation was really good, but honestly, he did a terrible job answering the questions.