Amnesty International Digital Product Roadmap

58
Digital Product Roadmap An introduction April 2015

Transcript of Amnesty International Digital Product Roadmap

Digital Product Roadmap

An introduction

April 2015

Why we are here

. To share our new roadmap for the website

. To explain how it works

. To get the ball rolling

What we will cover today

1. Principles for creating an agile product roadmap

2. The proposed structure for the AIUK DPR

3. A recommended process for operating the DPR

4. The current roadmap

A bit of background

Work to date

- Desk research on product roadmaps

- Analysis of the previous roadmap

- Two workshops with the digital team

- Two governance meetings with stakeholders

- Site visit to GDS (.gov.uk roadmap)

"Probably the toughest challenge in

roadmapping on a large, multi-team

product is striking the right balance

between (top-down) business goals

and (bottom-up) team priorities."

Strategic goals

- Improve the overall Amnesty experience

- Increase campaign impact

- Increase revenue and membership

- Increase operational capability

(to be considered alongside MATH and CP)

1. Guiding principles

Designed to deliver against

strategic goals.

. Following an open and transparent process

. Striking a balance between audiences and needs

. With prioritisation baked-in

A living document with

routines and cycles.

. Physical, visible and accessible to all

. Updated and shared frequently

. Demonstrating progress

Simple and easy to

understand.

. Non-technical

. High-level

. At-a-glance

Mapping a direction, not a

specification.

. Big and broad development themes

. Representing priorities rather than dates

. A bridge to detailed specs and release planning

Created in collaboration with

all stakeholders.

. Open to new ideas and responsive to change

. Actively managed by a diverse team

. Part of an on-going dialogue about our future

Designed for continuous

improvement.

. To trial as a beta (starting now!)

. To iterate and evolve internally

. To roll-out, iterate and evolve externally

2. Structure of the AIUK DPR

Column headingsHow we represent time and priority.

Row headingsHow we represent themes and teams.

Feature cardsHow we represent ideas.

Column headingsHow we represent time and priority.

Deadlines and static project plans can be useful planning tools but they

can also be notoriously difficult to predict, stressful to manage and

consistently subject to change.

There are of course times when deadlines cannot be ignored, like when

preparing for the AGM, however more often than not it is the relative

priority of work that matters, not specific dates or time-frames. This is

particularly true for the technical development of a website.

By presenting time in terms of relative priority, our roadmap provides a

clear sense of direction without being tied down to dates that can easily

become, well, out-dated! We use a simple language for scheduling work

based upon this relative priority over the short and mid-term.

Done In Progress Next Later Ideas

Done In Progress Next Later Ideas

Features that are

live on the website.

Performance will be

monitored.

Follow-up actions

can be added.

Done In Progress Next Later Ideas

Features that are

assigned and being

worked on.

Progress is tracked

as a percentage.

Features move

from Discovery to

Design to Delivery.

Done In Progress Next Later Ideas

Features that will

be worked on when

capacity allows.

Exploration and

business cases

may be required.

Some features may

stay here if there is

a specific deadline.

Done In Progress Next Later Ideas

Features that will

be worked at a

suitable time.

Exploration and

business cases

may be required.

Some features may

stay here if there is

a specific deadline.

Done In Progress Next Later Ideas

Ideas that have

been scored but not

scheduled.

Exploration and

business cases

may be required.

Done In Progress Next Later Ideas

OVER TIME

Done In Progress Next Later Ideas

NEW IDEAS

Row headingsHow we represent themes and teams.

To support the prioritisation of a balanced portfolio of features on the

roadmap, we can create horizontal groups of related features, often

referred to as ‘lanes’.

Each lane might represent a different area of the website and a different

set of strategic goals. The lanes also provide a visual guide for

stakeholders, allowing them to get a quick overview of the features on the

roadmap that will be of the most interest to them.

In the future the lanes could each be assigned to a dedicated team given

some autonomy, thereby enabling a smarter operational model whilst

using the roadmap to keep all the teams tightly aligned.

In Progress Next Later

Architecture & Design

Community Services

Revenue, Fundraising &

Membership

Content & Comms

In Progress Next Later

Architecture & DesignSystems, applications,

CMS, data and global

user experience design.

Goals of improving the

overall experience and

our ops capability.

Objectives of

performance, security

and efficiency.

Community Services

Revenue, Fundraising &

Membership

Content & Comms

In Progress Next Later

Architecture & Design

Community ServicesFeatures to help users

and AIUK communities

to ‘get involved’.

Goals of improving the

experience, campaign

impact and capability.

Objectives of

engagement and

retention.

Revenue, Fundraising &

Membership

Content & Comms

In Progress Next Later

Architecture & Design

Community Services

Revenue, Fundraising &

Membership

Features to help users

give, donate, join, self-

serve and shop.

Goals of improving the

experience, connecting

people and revenue.

Objectives of

acquisition and

conversion.

Content & Comms

In Progress Next Later

Architecture & Design

Community Services

Revenue, Fundraising &

Membership

Content & CommsIssues, campaigns,

actions, blogs, media

and social.

Goals of improving the

experience, connecting

people and impact.

Objectives of

awareness and

engagement.

In Progress Next Later

Architecture & Design

Community Services

Revenue, Fundraising &

Membership

Content & Comms

In Progress Next Later

Architecture & Design Up to 2 features Up to 3 features Up to 4 features

Community Services Up to 2 features Up to 3 features Up to 4 features

Revenue, Fundraising &

MembershipUp to 2 features Up to 3 features Up to 4 features

Content & Comms Up to 2 features Up to 3 features Up to 4 features

In Progress Next Later

Architecture & Design Up to 2 features Up to 3 features Up to 4 features

Community Services Up to 2 features Up to 3 features Up to 4 features

Revenue, Fundraising &

MembershipUp to 2 features Up to 3 features Up to 4 features

Content & Comms Up to 2 features Up to 3 features Up to 4 features

Around 18 months work represented on the roadmap

Feature cardsHow we represent ideas.

Each idea or feature is represented on the roadmap by a single ‘card’ that

follows the progress of its development all the way through to its impact

on the website performance after it has been released.

The card gives an overview of the feature, why it is important, how

important it is and a variety of other flags and indicators that will help

product managers and stakeholders understand the roadmap from a

number of different points of view, at a glance.

A unique and descriptive title

(mandatory).

An explanation of what the feature

is, how it might work and how it

could fit in to the website

experience (mandatory).

A story capturing the benefit this

feature will deliver to any or all

users of the website (mandatory).

A reference to the assigned lane

(mandatory).

A list of any ‘bundles’ of similar or

related features, accompanied by a

colour coded dot (optional).

A unique ID as a reference for this

feature in other internal AIUK

systems or procedures (optional).

The assigned owner of the

development of this feature

(optional).

Any deadlines for delivery of this

feature (optional).

The value scores for this feature

(mandatory).The scoring system is explained in

detail in the following section.

Any risks or dependencies

that could be barriers to

delivery of this feature

(optional).

The progress in development

of this feature from scoping to

release (mandatory).

15% Discovery

30% Design

45% Specification

60% Production

100% Released

3. Operating the roadmap

End-to-end processHow ideas flow through the roadmap.

Scoring ideasHow we assess the value of each idea.

GovernanceHow we jointly manage and communicate the roadmap.

Suggestions

User Research

Team Workshops

Suggestions

User Research

Team Workshops

Submissions can come from a variety of sources

- from research, stakeholders, members,

projects and on-going idea generation.

The initial review will be a sense-check for

duplication, clarity and the level of support an

idea has - both from research and from

stakeholders.

New ideas can go forward for scoring, be added

to BAU, go back to the source for refinement or

be rejected as unsuitable based upon the

judgement of the team.

Explore Score

Create

Review

Share

Roadmap

Suggestions

User Research

Team Workshops

BAU

Explore Score

Create

Review

Share

Roadmap

Governance

DiscoverySuggestions

User Research

Team Workshops

BAU

Explore Score

Create

Review

Share

Roadmap

Governance

DiscoverySuggestions

User Research

Team Workshops

BAU

Explore Score

Create

Review

Share

Roadmap

Governance

Discovery

BAU

Suggestions

Design & Build

User Research

User Research

Team Workshops

Funding

Explore Score

Create

Review

Share

Roadmap

Governance

Discovery

BAU

Suggestions

Design & Build

User Research

User Research

Team Workshops

Funding

The value scores for this feature

(mandatory).

Value KPIs Variables Score

Total

Value KPIs Variables Score

Experience of AmnestyReturning visitors, task completion,

ease of use, sharing, complaints

Reach, user type,

frequency of usePlus (1-10)

Campaign impactAwareness, actions taken, topicality,

understanding, sharing, participation

Reach, campaign

priorityPlus (1-10)

Revenue Donations, memberships, sales,

supporter valueReach Plus (1-10)

Capability Time saving, cost saving, agility Internal reach Plus (1-10)

Total

Value KPIs Variables Score

Experience of AmnestyReturning visitors, task completion,

ease of use, sharing, complaints

Reach, user type,

frequency of usePlus (1-10)

Campaign impactAwareness, actions taken, topicality,

understanding, sharing, participation

Reach, campaign

priorityPlus (1-10)

Revenue Donations, memberships, sales,

supporter valueReach Plus (1-10)

Capability Time saving, cost saving, agility Internal reach Plus (1-10)

Members at the heart Member consultation, member

participation, retention

Reach, level of

engagementPlus (1-10)

Connecting people Awareness, understanding,

acquisitionReach, audience profile Plus (1-10)

Total

Value KPIs Variables Score

Experience of AmnestyReturning visitors, task completion,

ease of use, sharing, complaints

Reach, user type,

frequency of usePlus (1-10)

Campaign impactAwareness, actions taken, topicality,

understanding, sharing, participation

Reach, campaign

priorityPlus (1-10)

Revenue Donations, memberships, sales,

supporter valueReach Plus (1-10)

Capability Time saving, cost saving, agility Internal reach Plus (1-10)

Members at the heart Member consultation, member

participation, retention

Reach, level of

engagementPlus (1-10)

Connecting people Awareness, understanding,

acquisitionReach, audience profile Plus (1-10)

Budget Upfront cost, on-going cost Value for money Minus (1-10)

Human resources People, time, materials Available capacity Minus (1-10)

Total

Criteria for scheduling

- Value score

- Deadlines

- Funding status

- Capacity and dependencies

- Tactical opportunities

Governance and steering

- Heads of Campaigns, Individual Giving,

Community Organising and IT

- Meet fortnightly as required

- Ratify new cards, scores and priorities scores

- Discuss progress and iterate scheduling

- Monitor performance and improve operations

Thank you