如何創(chuàng)建Roadmap產(chǎn)品路線圖
產(chǎn)品路線圖是最重要的產(chǎn)品工具之一。本篇介紹如何在2020年創(chuàng)建你的產(chǎn)品路線圖（包括5個(gè)模板），你可能會(huì)從中獲得一些靈感。
產(chǎn)品路線圖是最重要的產(chǎn)品工具之一。本篇介紹如何在2020年創(chuàng)建你的產(chǎn)品路線圖（包括5個(gè)模板），你可能會(huì)從中獲得一些靈感。
記住，工具就像錨一樣，它的作用是幫助我們來(lái)協(xié)調(diào)管理靈感，最終實(shí)現(xiàn)你的目標(biāo)。特別對(duì)于團(tuán)隊(duì)協(xié)作得工作，因?yàn)橛泻芏喈惖販贤ǎ晕覀兛梢酝ㄟ^(guò)一些程序來(lái)改善溝通得結(jié)果。
Roadmap路線圖是產(chǎn)品領(lǐng)域的無(wú)名英雄之一。雖然最初的頭腦風(fēng)暴和產(chǎn)品上線可能是個(gè)人產(chǎn)品經(jīng)理的天才輸出，但如何繪制你的路線才應(yīng)該被認(rèn)為是真正的長(zhǎng)遠(yuǎn)之道。與其說(shuō)做roadmap是一件沉悶的事情，不如可以調(diào)整下，理解是一種興奮的期待未來(lái)產(chǎn)品成功的表達(dá)。
創(chuàng)建產(chǎn)品路線圖Roadmap的原則
1. 持有隨時(shí)調(diào)整優(yōu)化的能力Hold the ability to improvise
作為PM，你被認(rèn)為擁有隨時(shí)調(diào)整優(yōu)化的能力。特別在技術(shù)領(lǐng)域，因?yàn)槭虑榘l(fā)展得太快，情況很容易向意想不到的方向發(fā)展。一個(gè)有經(jīng)驗(yàn)的產(chǎn)品經(jīng)理應(yīng)該對(duì)這些陷阱有所準(zhǔn)備，但記住，即使是最聰明的思想家面對(duì)未來(lái)某些程度來(lái)說(shuō)也是毫無(wú)準(zhǔn)備。
As PMs, you are assumed to hold an ability to improvise. In tech, things move so fast that a situation can easily move to unexpected corners. An experienced product person should be prepared for [these pitfalls], but even the smartest thought leaders are unprepared for the future.
所以，第一個(gè)建議是：提前做好計(jì)劃，但如果有什么變化，要做好拋棄原有計(jì)劃的準(zhǔn)備。也就是說(shuō)，產(chǎn)品路線圖是一個(gè)很好的工具，實(shí)際上可以預(yù)見(jiàn)錯(cuò)誤。
So the first advice: plan ahead, but be ready to discard the plan if anything changes. That said, a Product Roadmap is a good tool to actually anticipate mistakes.
簡(jiǎn)單地說(shuō)，你將能夠評(píng)估漏洞，了解一個(gè)功能可能會(huì)在哪里變得復(fù)雜或形成瓶頸。很有用，對(duì)吧？
Simply, you will be able to assess vulnerabilities, understand where a feature might get complicated or a bottleneck might form. Useful, right?
路線圖還可以幫助你在特定的領(lǐng)域內(nèi)建立商業(yè)意識(shí)，因?yàn)槟惚仨殲槲凉撛诘目蛻糇鲆粋€(gè)樣板。
Roadmaps can also help you establish commercial awareness within a particular sector, [as you have to make a case for potential customers and the way to attract them.]
這就是為什么在做其他事情之前，你必須先做一些調(diào)查。如果你在一個(gè)成熟的組織工作，你很可能有既定的產(chǎn)品方針和特定的商業(yè)方向。
This is why, before doing anything else, you have to do some research. If you work at an established organization, you are likely to have set product guidelines and a particular commercial direction.
2. 知道不應(yīng)該包括什么Knowing what not to include
知道什么是不應(yīng)該包括的，與知道什么是你希望包括的一樣重要。如果你有良好的溝通渠道，那么說(shuō) "不 "應(yīng)該不會(huì)引起團(tuán)隊(duì)內(nèi)部和團(tuán)隊(duì)之間的沖突。
At this point, you should be aware that knowing what *not *to include is as important as knowing what you wish to include. If you have good communication channels, saying “no” should cause no conflicts within and between your teams.
一旦你們有了大致的愿景，就需要達(dá)成共識(shí)；如果這一點(diǎn)無(wú)法達(dá)成，那么至少應(yīng)該對(duì)齊目標(biāo)。
Once you have a general vision in place, you need to breed consensus; if this is not achievable, then alignment should be enough.
但是，在這個(gè)階段獲得組織內(nèi)部的認(rèn)可是至關(guān)重要的：就是在你起草路線圖過(guò)程中讓整體團(tuán)隊(duì)了解情況。這是因?yàn)槿绻阍诤笃诼涞貢r(shí)受到質(zhì)疑，路線圖可以成為你很好的背書(shū)。你們可以隨時(shí)參考它：“當(dāng)時(shí)我們都同意這樣做，還記得嗎？”
But gaining acceptance within the organization at this stage is vital: as well as keeping teams informed when you progress in your drafting. This is because the roadmap can become your go-to source of legitimacy if you are questioned during its application. You can always refer back to it: we *all *agreed to this, remember?
另一個(gè)需要尊重的特殊原則是 "媒介即信息"。如果你面對(duì)質(zhì)疑或詢問(wèn)時(shí)不能以簡(jiǎn)單、直接、有效的方式描繪出對(duì)應(yīng)的結(jié)果；那么最好回到規(guī)劃的原點(diǎn)。贏得人心才是王道，如果你不能與內(nèi)部受眾建立聯(lián)系，你的產(chǎn)品就不會(huì)走得很遠(yuǎn)。這為你未來(lái)需要對(duì)外部利益相關(guān)者的溝通活動(dòng)提供了很好的實(shí)踐。
Another special principle to be respected is “the medium is the message”. If you are not able to portray the result of your inquiries and planning in a simple, direct and effective way; then go back to the drawing board. Winning hearts and minds is what it’s all about, and you will not get very far with your product if you cannot connect with your internal audience. This provides excellent practice for the communication campaign you will need for external stakeholders.
3. 功能劃分The categoritzation of features
最后的一些原則包括功能的分類。一個(gè)經(jīng)驗(yàn)是建議你從大的開(kāi)始，然后考慮那些可以解決更多問(wèn)題還是有意思想之間的平衡。
Some final principles include the categorization of features. A rule of thumb suggests that you start with the big ones, and then think of the interstitial gaps that can solve more problems and suggest ideas at the same time.
讓它們 "按主題 "排列也有很大的幫助：比如，你們可以制定一些重要的 "核心功能"，就可以可能會(huì)產(chǎn)生大部分價(jià)值的東西。然后，圍繞這些功能分配任務(wù)。
Having them “thematically” arranged also helps a great deal: for instance, you can draft important “cores” where most value will be generated. Then, allocate tasks around those features.
4. 任務(wù)繁重程度Levels of effort
最后，應(yīng)該與工程師協(xié)商了解任務(wù)的繁重程度。確保你與技術(shù)團(tuán)隊(duì)有良好的溝通渠道。
產(chǎn)品路線圖應(yīng)該包括哪些內(nèi)容？
Finally, Levels of Effort should be consulted with engineers. Make sure that you have good communication channels with your technical teams.
產(chǎn)品路線圖應(yīng)該包括什么？What Should I Include on a Product Roadmap?
以下是理想產(chǎn)品路線圖應(yīng)該包括內(nèi)容的簡(jiǎn)要列表。
Here is a brief list of the desired contents that a Product Roadmap should include:
時(shí)間線A timeline:
這是至關(guān)重要的，是路線圖關(guān)鍵目標(biāo)之一。知道前面還有什么事情，每個(gè)階段可能要花多長(zhǎng)時(shí)間，什么會(huì)導(dǎo)致途中的延誤......這對(duì)很多事情都有幫助，從預(yù)算到與大公司內(nèi)其他產(chǎn)品發(fā)布的協(xié)調(diào)，都有幫助。
this is essential and possibly one of the key goals behind the map. Knowing what lies ahead, how long to spend at each phase, what could cause delays along the way… It is just all-around helpful for many reasons, from budgeting to coordinating with other product launches at big companies.任務(wù)描述Task descriptions:
沒(méi)有必要窮盡所有需要action的清單并將分配給團(tuán)隊(duì)或個(gè)人。但你應(yīng)該明確主要的任務(wù)，從一般功能開(kāi)始，到具體細(xì)節(jié)功能結(jié)束。這將有助于從一開(kāi)始就明確優(yōu)先級(jí)、職責(zé)以及時(shí)間分配。
There is no need to exhaust the list of action points and allocate each one to teams or individuals. But you should pinpoint what is to be done, starting with general functions and finishing with specific ones. This will help clarify priorities, responsibilities and time allocation from the get-go.每階段功能目標(biāo)Goals at each phase and function:
就是目標(biāo)和關(guān)鍵結(jié)果，就是那些對(duì)結(jié)果和時(shí)間敏感的東西。換句話說(shuō)，隨著計(jì)劃的推進(jìn)，用什么東西來(lái)衡量它的進(jìn)展（或缺乏進(jìn)展）。如果沒(méi)有，那么就會(huì)感覺(jué)像瞎子走路一般。
These are the Objectives and Key Results, those of the product and those which are time-sensitive. In other words, as the plan moves forward there should be a way to measure its progress (or lack of it). Otherwise, it would feel like walking in the dark.數(shù)據(jù)值Data, data, and data:
雖然你不希望用數(shù)字來(lái)繪制你的路線圖，但你應(yīng)該能夠用正確的數(shù)據(jù)來(lái)佐證每個(gè)決定的合理性。為什么這個(gè)功能是高優(yōu)先級(jí)的？做這件事能得到什么好處？你應(yīng)該有數(shù)字信息來(lái)支持這些。
While you do not want to draw your roadmap with numbers, you should be able to justify each decision with the right sort of data. Why is this function a priority? What can we gain from doing this last? You should have information to back that up.整體愿景Overall vision:
最后，這個(gè)路線圖的每一個(gè)元素都應(yīng)該證明并加強(qiáng)你的產(chǎn)品愿景。這就是你的產(chǎn)品所要尋求完成的使命。記住學(xué)習(xí)如何講故事哦！
Finally, every single element of this roadmap should justify and reinforce your product vision. That is the mission that you are seeking to fulfill with your product. Learn how to tell a story!
簡(jiǎn)而言之，產(chǎn)品路線圖是介于營(yíng)銷策略、商業(yè)計(jì)劃、功能描述、基本任務(wù)和優(yōu)先目標(biāo)之間的東西，同時(shí)也是這些東西的整體描述。
In short, a Product Roadmap is somewhere in between a marketing strategy, a business plan, a feature description, a list of essential tasks and priority targets; all at the same time.
讓我們看看這些在不同的例子中是怎么樣的。
Let’s see how these are fleshed out across various examples.
5 產(chǎn)品路線路案例Product Roadmap Examples for 2020
讓我們來(lái)看看一些不同的路線圖方式，可以讓你的產(chǎn)品在2020年更上一層樓。
Let’s check out some diverse ways of roadmapping that can take your product to the next level in 2020.
1. 如果你需要兼顧不同的產(chǎn)品If you are juggling different products
如果你今年需要同時(shí)完成多種產(chǎn)品，這種類型的產(chǎn)品路線圖將非常合適。雖然復(fù)雜了一些，但它可以幫助你有效地協(xié)調(diào)。記住，一定不要因?yàn)樾畔⑦^(guò)多而讓roadmap過(guò)于臃腫：你的綜合能力對(duì)于跨同隊(duì)協(xié)作非常重要。
This type of Product Roadmap will be very appropriate this year if you are working with different products at the same time. While adding complexity, it can help you coordinate effectively. Make sure not to bloat it with information: your synthesis skills are extremely necessary so this becomes usable across teams.
這種類型對(duì)于大公司來(lái)說(shuō)更有幫助，可以解決很多溝通上的問(wèn)題，讓工作順利進(jìn)行，不用開(kāi)那么多煩人的會(huì)議。
This is more helpful for large companies and can solve many communication problems, allowing for smooth progress without the need for so many meetings.
2. 如果你是按照功能來(lái)組織工作的If you are organizing work by features
你的整個(gè)戰(zhàn)略是否依賴于你為用戶解決特定問(wèn)題的能力？不用擔(dān)心。其實(shí)你可以把你的產(chǎn)品計(jì)劃做成一個(gè)專門(mén)的 "購(gòu)物清單"，在這個(gè)清單中，你所需要的功能就是大家關(guān)注的中心。
Does your entire strategy rely on your ability to solve particular problems for your users? Not to worry. You can actually make your Product Plan a dedicated “shopping list” where your desired features are at the center of everybody’s attention.
這種模板特別適用于那些尋求變革特定行業(yè)或服務(wù)的數(shù)字電子化產(chǎn)品，需要確保協(xié)調(diào)所有功能同時(shí)完成。
This plan is particularly suited for digital products that are seeking to revolutionize a particular sector or service, and thus need to ensure that all functions are finished and coordinated at the same time.
3. 如果你是時(shí)間敏感型If you are time-conscious
這基本上是類似創(chuàng)業(yè)公司需要的模板類型。都說(shuō)時(shí)間就是金錢，而大多數(shù)創(chuàng)業(yè)公司這兩樣?xùn)|西都缺。通過(guò)堅(jiān)持一個(gè)厚墻不倒的項(xiàng)目截止時(shí)間計(jì)劃，為未來(lái)節(jié)省資源。
Here’s one for the startups. They say time is money, and most startups lack both. Save for the future by sticking to a plan where deadlines are in a privileged position.
此外，對(duì)于遠(yuǎn)程工作的團(tuán)隊(duì)來(lái)說(shuō)，這也非常有用，因?yàn)樗麄內(nèi)狈εc總部的日常聯(lián)系，容易錯(cuò)過(guò)重要信息。這樣一來(lái)，每個(gè)人都可以清楚產(chǎn)品開(kāi)發(fā)的每個(gè)階段的目標(biāo)是什么。
Additionally, it can be a useful picture for teams that work remotely, as their lack of day-to-day contact with the office can surely make them miss vital information. This way, everyone is clear on what are the goals for each stage of product development.
4. 如果你想把營(yíng)銷策略具體化If you want to flesh out your marketing strategy
你可能已經(jīng)有一個(gè)偉大的產(chǎn)品了，但它競(jìng)爭(zhēng)太激烈了，你需要一個(gè)堅(jiān)實(shí)的營(yíng)銷計(jì)劃來(lái)推進(jìn)。
You might have in your hands a great product, but it is surrounded by so much competition that you need a solid marketing plan to bring it to fruition.
這個(gè)模板非常適合那些已經(jīng)解決了所有技術(shù)問(wèn)題，但在市場(chǎng)敏銳度和客戶共鳴方面需要一點(diǎn)推動(dòng)力的團(tuán)隊(duì)。
This Plan is great for those teams that have sorted all technical issues but need a bit of a push in terms of market acumen and customer empathy. Try this template here.
5. 如果你遵循的是敏捷框架If you are following the agile framework
敏捷是基于團(tuán)隊(duì)實(shí)際工作的方式。這個(gè)原則的集合指導(dǎo)你以一種快速、協(xié)作、團(tuán)隊(duì)導(dǎo)向和注重質(zhì)量的方式來(lái)創(chuàng)建產(chǎn)品。
Agile is based on how teams actually work. This collection of principles guide you to building something but in a rapid, collaborative, team-oriented and quality-focused way.
這個(gè)模板對(duì)于大部分情況都是非常通用的，但你需要知道如何使用它。它是基于不斷改進(jìn)優(yōu)化，在歡迎挑戰(zhàn)和優(yōu)化流程的同時(shí)尋求滿足客戶的需求。熟悉SCRUM框架的人會(huì)發(fā)現(xiàn)這個(gè)模板是通往產(chǎn)品成功的終極高速公路。
This plan is extremely versatile for any situation, but you need to know how to use it. It is based on constant improvement, seeking to satisfy the customer while welcoming challenges and optimizing the process. Those familiar with the** SCRUM framework** will find this Plan the ultimate highway to product success.
如果你的公司需要更多的模板起點(diǎn)，F(xiàn)YI提供了幾個(gè)不錯(cuò)產(chǎn)品路線圖的例子.。
If you need more template starting points in your company, FYI provides several great examples of product roadmaps
關(guān)于實(shí)施產(chǎn)品路線圖的最后說(shuō)明 Last Notes on Implementing Your Product Roadmap
希望其中有一兩個(gè)例子應(yīng)該適合你目前的情況。
Hopefully, one or two of these examples should fit your current situation.
規(guī)劃之后，就要開(kāi)始實(shí)施了! 如上文所寫(xiě)，產(chǎn)品路線圖與其說(shuō)是GPS，不如說(shuō)是傳統(tǒng)的導(dǎo)航圖，它是由藝術(shù)和科學(xué)的組合，但是并不能預(yù)測(cè)未來(lái)。然而，有一些常見(jiàn)的錯(cuò)誤你可以盡量避免。
After planning, it’s time for implementing! As written above, a Product Roadmap is less of a GPS and more of a traditional navigation map. It is made with a mixture of art and science, and cannot possibly predict the future. However, there are some common mistakes you can avoid.
構(gòu)建產(chǎn)品路線圖時(shí)需要避免的常見(jiàn)錯(cuò)誤Common Mistakes to Avoid When Building Your Product Roadmap
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專注于無(wú)用的功能Focusing on useless features.
聽(tīng)著，我們都有過(guò)這樣的經(jīng)歷。這一切在紙上看起來(lái)是如此完美。它甚至設(shè)計(jì)得很精美。但是，在用戶測(cè)試和測(cè)試版推出后，似乎沒(méi)有人真正關(guān)心你產(chǎn)品的這部分。為什么要堅(jiān)持在上面工作，浪費(fèi)了可以花在更重要事情的寶貴時(shí)間呢？
Listen, we have all been there. It all looked so perfect on paper. It is even beautifully designed. But, after user testing and the beta launch, it seems that nobody really cares about this part of your product. Why insist on working on it, wasting precious time that can be spent on your crown jewels? -
對(duì)某些功能感覺(jué)過(guò)于執(zhí)著Feeling too attached to certain features.
在漫長(zhǎng)的路線圖中，可能會(huì)發(fā)生你提供的特定服務(wù)變得過(guò)時(shí)的情況。你的團(tuán)隊(duì)可能會(huì)花很多時(shí)間去想如何將這個(gè)衰退的功能與產(chǎn)品的其他功能同等看待。忘掉它吧。放下它，然后繼續(xù)前進(jìn)。
This is a similar point, but for final features. It can happen that, within a long roadmap, particular services that you offer become obsolete. Your team can spend a lot of time trying to figure out how to square this declining feature with the rest of the product. Forget it. Drop it, and move on. -
太聽(tīng)某些團(tuán)隊(duì)的意見(jiàn)Listening too much to certain teams,
尤其是那些下游的團(tuán)隊(duì)。好吧，如你所知，你是 "產(chǎn)品的CEO"，但不是真正可以統(tǒng)籌一切的CEO，其他團(tuán)隊(duì)與你更多是的是橫向的聯(lián)系關(guān)系。那些與你的最終用戶、市場(chǎng)人員和銷售人員聯(lián)系更緊密的人，可能會(huì)更熱衷于提供建議。但是如果遇到?jīng)_突意見(jiàn)時(shí)，只需對(duì)照你的計(jì)劃來(lái)溝通，不要太受他們的影響!
especially those down the stream. Well, as you know, you are “the CEO of your product”, but not the CEO. But the actual CEO could chip in, or other teams that are more horizontally related to you. It is possible that those more connected with your final users, marketers, and salespeople, will be more eager to provide advice. When in conflict, simply have a chat over your plan, but don’t be too influenced by them! -
抄襲競(jìng)爭(zhēng)對(duì)手Copying the competition.
不要因?yàn)閯e人的做法看起來(lái)很成功，就一味地復(fù)制。在科技的世界里，恰好很多團(tuán)隊(duì)可以同時(shí)在做同一件事。誰(shuí)說(shuō)你的解決方案會(huì)是失敗的那一個(gè)？堅(jiān)持你的原則：你可能需要重新評(píng)估你最初的計(jì)劃，但不要因?yàn)橄旅娴娜嗽谧鐾耆煌氖虑榫屯耆艞墶?br> Do not just copy what others are doing because it seems successful. In the world of tech, it so happens that many teams can be working on the same thing at the same time. Who says that your solution will be the losing one? Stick to your principles: you might need to reevaluate your initial plans, but do not just drop them altogether because guys down the road are doing something completely different. -
出于絕望而做的事情Doing something out of desperation.
可能發(fā)生的情況是，一切似乎都是一場(chǎng)災(zāi)難，沒(méi)有任何事情按照計(jì)劃進(jìn)行，你所有試圖將船駛向不同方向的努力都是徒勞的。不要慌張! 回到你最初的靈感，檢查你的數(shù)字，回顧你的研究，定位痛點(diǎn)。如果你采取任何行動(dòng)，確保要讓它與你的計(jì)劃愿景相一致。
It could happen that everything seems a disaster, nothing goes according to plan and all your attempts to steer the ship in a different direction are in vain. Don’t panic! Go back to your initial inspiration, check your numbers, review your research and locate the pain points. If you take any action, make it so it is coherent with your plan’s vision.
所有建議只適用于你一開(kāi)始就認(rèn)真起草路線圖Roadmap的情況。所以請(qǐng)務(wù)必仔細(xì)閱讀并思考。
Obviously, this advice only applies if you took seriously drafting a roadmap in the first place. Make sure to read the whole post to get the general picture.
