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Product Roadmaps: lessons from the
            trenches



        Ratnesh Sharma
        Director, Products
           Covigo, Inc.
            June 2001
Agenda

•   Speaker Background
•   Use and Importance of Roadmaps
•   How to create effective Roadmaps
•   Lessons learnt
•   Q&A
Speaker PM Background

•   Enterprise software focused
    •   Sun: Solaris 7
    •   Sun: Sun Clusters 2.2 and 3.0, Solaris Enterprise
        Server 1.0
    •   Sun: NetDynamics 5
    •   iPlanet: NAS 4.0, iAS 6.0
    •   Covigo: Mobile Applications Server: Multiple Releases
Importance of Roadmaps

•   Establish leadership and vision
•   Useful to allocate resources
•   Motivational tool for inter company
    stakeholders
•   Plan for executing corporate strategies and
    direction
•   Tool to get everyone on same page
Large Corporations

•   Customer Retention and increase barriers to
    switching
•   Effective competitive signaling and positioning
    mechanism
•   Input and Audience: customers
•   Lower Relative importance (smaller
    scale/departmental level)
•   Evolutionary
•   Product packaging an effective component
•   Market timing affected by external factors
•   Longer time frames
•   Rigid procedure oriented process.
Early Stage Company (in Early Market)

•   Important aid in establishing company direction,
    revenues etc.
•   Effective Differentiation tool
•   Audience: VC’s, Future Customers, Analysts
•   Input: Internal focus (initially)
•   Revolutionary
•   Shorter time frames (six months)
•   Market timing is critical
•   Flexible process- easily adaptable to changing
    technologies, market and business conditions
•   Importance of executing on roadmap
The Roadmap Process

•   Well defined strategy and business plan is key
    input.
•   Feedback from Markets, competition, technology
    trends, analysts, sales, global trends
•   Detailed competitive analysis.
•   High level product roadmap and MRD. Established
    release dates and themes
•   Buy-in from engineering, marketing, sales
•   Feedback from Analysts
•   Sign off
Roadmap Process

•   Big Company
    •   Bottom up process. Many steps before decision
        maker approval
    •   Multiple committees and teams
    •   Longer
    •   Adherence to ‘Big Rules’
    •   Input from existing customers and sales
    •   BMFO (Building a Market Focused Organization)
        process
Roadmap Process

•   Startup in Early Market
    •   Initial roadmap based on strategy and business plan
    •   Two month MRD cycle (based on predefined target
        markets). Visits to customers, subject experts, partners
        etc. Research results in updated business plan
    •   Detailed 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, Marketing
    •   Flexibility. Constantly evolve to support changing
        company strategy. Initially inward focused.
Lessons Learnt

•   Exposing roadmap information: risks vs
    rewards
•   Importance of keeping engineering and
    sales in sync on a continuous basis
•   Leveraging analysts for input
•   Much tighter relationship with sales:
    product features, product numbering,
    release cycles etc.
•   Hiring: A great team makes all the
    difference
•   Products as an effective differentiator

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Creating Killer Product Roadmaps

  • 1. Product Roadmaps: lessons from the trenches Ratnesh Sharma Director, Products Covigo, Inc. June 2001
  • 2. Agenda • Speaker Background • Use and Importance of Roadmaps • How to create effective Roadmaps • Lessons learnt • Q&A
  • 3. Speaker PM Background • Enterprise software focused • Sun: Solaris 7 • Sun: Sun Clusters 2.2 and 3.0, Solaris Enterprise Server 1.0 • Sun: NetDynamics 5 • iPlanet: NAS 4.0, iAS 6.0 • Covigo: Mobile Applications Server: Multiple Releases
  • 4. Importance of Roadmaps • Establish leadership and vision • Useful to allocate resources • Motivational tool for inter company stakeholders • Plan for executing corporate strategies and direction • Tool to get everyone on same page
  • 5. Large Corporations • Customer Retention and increase barriers to switching • Effective competitive signaling and positioning mechanism • Input and Audience: customers • Lower Relative importance (smaller scale/departmental level) • Evolutionary • Product packaging an effective component • Market timing affected by external factors • Longer time frames • Rigid procedure oriented process.
  • 6. Early Stage Company (in Early Market) • Important aid in establishing company direction, revenues etc. • Effective Differentiation tool • Audience: VC’s, Future Customers, Analysts • Input: Internal focus (initially) • Revolutionary • Shorter time frames (six months) • Market timing is critical • Flexible process- easily adaptable to changing technologies, market and business conditions • Importance of executing on roadmap
  • 7. The Roadmap Process • Well defined strategy and business plan is key input. • Feedback from Markets, competition, technology trends, analysts, sales, global trends • Detailed competitive analysis. • High level product roadmap and MRD. Established release dates and themes • Buy-in from engineering, marketing, sales • Feedback from Analysts • Sign off
  • 8. Roadmap Process • Big Company • Bottom up process. Many steps before decision maker approval • Multiple committees and teams • Longer • Adherence to ‘Big Rules’ • Input from existing customers and sales • BMFO (Building a Market Focused Organization) process
  • 9. Roadmap Process • Startup in Early Market • Initial roadmap based on strategy and business plan • Two month MRD cycle (based on predefined target markets). Visits to customers, subject experts, partners etc. Research results in updated business plan • Detailed 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, Marketing • Flexibility. Constantly evolve to support changing company strategy. Initially inward focused.
  • 10. Lessons Learnt • Exposing roadmap information: risks vs rewards • Importance of keeping engineering and sales in sync on a continuous basis • Leveraging analysts for input • Much tighter relationship with sales: product features, product numbering, release cycles etc. • Hiring: A great team makes all the difference • Products as an effective differentiator