A technology can have functions and features that address many markets, but it that makes it hard to sell…. (Noise Cancellation) An interesting feature can be complex and revolutionary, can be given away, but may not be a product… (Twitter)

If you are starting a company, you need to think beyond R1. If you want to get something out the door, you need to take your vision and break it into releasable chunks Set in stone, set in wet concrete, set in quicksand….

Developing Your Strategic Product Plan How to succeed in the Software Business over the long run

What is a Software Product? A collection of functions and features: That can be purchased Or licensed, rented, subscribed, etc. That meet the needs of a specific buyer …. and has a life beyond the first release

What is a Product Roadmap? A Product Vision translated into a plan of action Product Vision = What does the perfect product look like? A Product Architecture that weaves together: New Components Platforms Industry and Technical Standards Covers at least 3 major release cycles An agreed upon Release Schedule: Major releases (12-18 mos.) Minor release (4-6 mos.) Bug Fixes (as needed) The closer in time the more specific the release details Plans can change; but you must have one. "In preparing for battle I have always found that plans are useless, but planning is indispensable." – Dwight Eisenhower

Who are the Planning Participants? Product Planning Committee Led by the “owner” of the Product Vision Often the CTO in an early stage technology company Marketing, Tech Support and Customers Components, Features and Bugs Sales and Marketing Needs beyond the customer base Knowledge of Competition Industry standards. Regulatory requirements CTO and Engineering Platforms and Technical Standards Ex. New browser versions, Windows 7, iPhone OS 3.1 Technical Standards A resolution method that: Balances needs, time and company resources Resolves conflicting requirements "Alice: 'Would you tell me, please, which way I ought to go from here?' Cat: 'That depends a good deal on where you want to get to.'" – Lewis Carroll, Alice’s Adventures in Wonderland

What are the Business Impacts? Potential Investors Want a market and a vision (no vision, no funding) Customers Want to know that they will be supported now and in the future (no support, no money) Management ROI on new components, features, platforms and standards (miss something, lose a market; over-commit, lose a business) Makes buy/build/partner decisions on major components

Essential Reading Geoffrey Moore; Crossing the Chasm Pick a market Clayton Christensen; The Innovator’s Dilemma Have a strategic vision Steven Gary Blank; Four Steps to the Epiphany Know your buyer and adjust