Here are five quick steps that will streamline your product development process, boost your product success rate, and keep you and your team from drowning in a sea of spreadsheets and competing priorities.
Step 1: Get a Wizeline account. (Don’t worry! You can try the platform free for 14 days. And it literally takes 30 seconds to get going…) As part of the log in process, you’ll be asked to create your first product.
Step 2: Invite team members. These are people in your organization from whom you’ll get input about which features should be prioritized. We recommend you invite people from all parts of your company: Sales, Marketing, Engineering, Product Management, Finance, Customer Success, et cetera. Put simply, the more inputs, the better.
Step 3: Create a release. This is the target date when you plan to deliver your features to market. Release timelines can be long or short, and scopes can be wide or narrow — whatever works best for your organization.
Step 4: Add features. These are all the items in which your organization could potentially invest as part of the release. Since you can’t do everything, you’ll have to collectively decide which features will drive the most upside. Features may be created individually by you and your team — or they can be imported via existing spreadsheets.
Step 5: Create and complete a survey. Simply select which features for which you’d like your team’s input and invite people to participate. Pro tip: the surveys are mobile friendly, so you can get your team to weigh in regardless of where they are in the world.
A typical prioritization survey takes about 5 minutes to complete. The end result is a stacked list of features, programmatically ranked to reflect the collective knowledge of your entire organization. The items that fall above the Wizeline should be prioritized; those that fall below should be scrapped or pushed to a later product development cycle.
Of course, we’re strong believers that product management is part art, part science. So, Wizeline allows teams to engage in some horse-trading before publishing a final product roadmap. Maybe a must-have feature for Sales fell below the line — or perhaps Engineering needs to allocate time to reduce technology debt. These items could be dragged up above the Wizeline as part of cross-team negotiations — before product work actually begins. For a good example, check out Wizeline’s own product roadmap process.
At the end of the day, you’ll have a clearly defined roadmap to share with as many, or as few, team members as you see fit. The goals are faster, smarter decisions, and stronger buy-in from the broader organization.
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