2019 Product Planning Report

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Product Planning ReportProduct planning insights from theworld’s leading companies

What’s insideIntroduction.31 Report Highlights.42 Planning & Prioritization.63 Crafting the Plan.144 Communicating the Plan. 205Conclusion. 28Report Methodology.31

IntroductionFour years ago, we published our first annual Product Planning Report based on a survey of product managers from aroundthe world. We did so in part due to our own curiosity, but mostly because we wanted to shed more light on the productplanning process and give product teams ways to benchmark themselves against their peers. Since then, we’ve watchedseveral trends in the product management space evolve and have shared our findings each year.Our 2019 Planning Report is our largest yet. More than 1,300 product management professionals from around the worldshared insights into their processes with us. Many of those who participated opened up to us and spoke candidly about whattactics are working and which could use improvement. We’ve distilled those insights into this report along with our advice onhow the industry can continue to iteratively improve their processes.We hope our report helps your team not only understand how others approach product planning, but also to identifyactionable ways to adjust and adapt the process in 2019 and beyond.Jim SemickCo-Founder and Chief Strategist2019 Product Planning Report3

1Report Highlights2019 Product Planning Report4

1 Report HighlightsThe Product Planning ProcessPlanBuildMost product teams update theproduct roadmap monthly orweekly.The vast majority of productmanagers spend between 1 and5 hours per week managing theproduct roadmap.CommunicateMore than half of product teamsmake different versions of theirproduct roadmaps for differentaudiences.How satisfied are product managers with their processes?Planning and Prioritization - (2.88/5)Roadmap Communication - (2.92/5)2019 Product Planning Report5

2Strategic Planningand Prioritization2019 Product Planning Report6

2 Strategic Planning“Strategic planning is a key part of the product management role.Product teams are expected to craft strategies that support broad,organization-wide objectives while also making the most productiveuse of finite time and development resources.While working with thousands of product management professionalsover the years, we’ve heard time and time again that strategicplanning is one of the most difficult aspects of the job. In thissection, we’ll look at how product teams approach this critical, butchallenging part of the job.Key Insights:32% 58% 66% 69%of product managerssay their biggestproduct managementchallenge is planning& prioritizing initiatives.of product teamsplan their roadmapsout between4 and 12 months.of product teamssay their primarysuccess metricsare product andbusiness metrics.of product teamsupdate the productroadmap monthlyor weekly.The product planningprocess takes a hitwhen stakeholdershave different views ofpriorities. A sound productroadmap can make adifference.“& PrioritizationProduct Manager at an organizationwith 1000 employees2019 Product Planning Report7

Product Success MetricsWell-defined success metrics are an important starting point for enabling strategic planning. We found that the majority of product teams havedefined success metrics for their products. Product metrics (such as product usage, product adoption, etc.) and business-oriented metrics(such as customer acquisition cost, average revenue per user, etc.) are the most common success metrics for product teams of all sizes,experience levels, and industries.However, approximately 13% of product managers don’t have defined success metrics for their product team or don’t know what they are. Onaverage, product management teams without pr

Treating the product roadmap as a living document rather than a plan carved into stone is one way product teams adapt to change. 69% of product teams update the product roadmap monthly or weekly. Our high-level results are similar to those we saw in 2018. The majority of product teams

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