Innovation Roadmapping Process

⏰ How To Improve Your Time Estimates (https://lnkd.in/egWd45RF), an honest article of lessons learned from going massively over on a fixed-price contract — with action points on what our estimates typically miss, how to estimate better and how to be prepared when things go sideways. By Dave Stewart. ✅ “Planned work” may be as little as 20% of the total project effort. ✅ “Extra work” increases proportionally to the complexity of the work. ✅ Account for changes (20%) and unexpected slowdowns (15%). ✅ Access to data, docs, tools, people is a huge estimate trap. ✅ Run postmortems on past projects to anchor yourself to reality. ✅ Estimate with at most 6–6.5 productive hours per day. ✅ Always estimate in ranges, and never in precise numbers. ✅ Safe way to estimate better is to estimate smaller units of work. ✅ Always add at least 15–20% of buffer time: you will need them. ✅ Every new team member speeds up the work by 1.5–1.8×. 🚫 Troubles start when designers aren’t involved in estimates. 🚫 Stakeholders rarely know what causes delays and extra costs. ✅ Re-iterate that late changes are expensive and cause delays. ✅ Life is full of surprises: budget too much, not too little. ✅ When in trouble, raise a hand, rather than doubling down. As Dave has rightfully noted, much of the work we do is actually happening “around the work” — on the fringes of the project, before, between and beyond actual design work. It covers everything, from daily routine tasks (emails, meetings, reports) to complex dependencies, unknowns and legacy limitations. In the past, I was always trying to underpromise and overdeliver. I was thinking that ultimately that would put me in a good light — appearing as accountable, reliable and committed to quality work, despite the initial scope. Yet it has also resulted in poor estimates, delays, late night work and overlapping projects. So instead, I started dedicating time into drafting a very detailed scope of work to estimate better. Typically it includes: 1. That’s how we understood the problem, 2. That’s what we believe the solution requires, 3. That’s the breakdown of tasks we’ll do, 4. That’s the assumptions we make, 5. That’s dependencies we uncovered, 6. That’s data, docs, tools, people need to be involved, 7. That’s how we are planning to solve it, 8. That’s when stakeholder’s (timely) input will be needed, 9. That’s milestones and timelines we commit to, 10. That’s the fixed scope of our final delivery, 11. That’s the delivery date we commit to, 12. That’s how pricing and payment will work, 13 That’s how we’ll deal with late adjustments and scope changes. And most importantly: for every step of the process — in emails, calls, meetings — make sure to mention that late scope changes are very expensive and will eventually cause delays. So ask for the best channels and frequency for communication with stakeholders. Chances are high that you will need it. #ux #design

𝗛𝗼𝘄 𝘁𝗼 𝗰𝗿𝗲𝗮𝘁𝗲 𝗮 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗥𝗼𝗮𝗱𝗺𝗮𝗽? 🛣 Product roadmaps are not just a list of features. It's not even a project plan. 👉🏻 They are like your product’s GPS that specifies where your product is headed and outlines the vision, strategy and priorities over time. This is where a PM should spend most of their time - strategizing. It helps aligns your team and keeps everyone focused on long-term goals. 🔵 There are different types of roadmaps, each serving different needs: - 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗥𝗼𝗮𝗱𝗺𝗮𝗽: This is the high-level view, capturing the product vision and major initiatives for the next 12-24 months. - 𝗥𝗲𝗹𝗲𝗮𝘀𝗲 𝗥𝗼𝗮𝗱𝗺𝗮𝗽: A more granular view, detailing the features and enhancements for the next few releases, typically over 3-6 months. - 𝗙𝗲𝗮𝘁𝘂𝗿𝗲 𝗥𝗼𝗮𝗱𝗺𝗮𝗽: Focuses on specific features, breaking down sub-features, dependencies, and timelines. 🔵 𝗔 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 𝗿𝗼𝗮𝗱𝗺𝗮𝗽 𝘁𝘆𝗽𝗶𝗰𝗮𝗹𝗹𝘆 𝗶𝗻𝗰𝗹𝘂𝗱𝗲𝘀: - Product vision: The goal of your product - Key themes or initiatives: The major areas of focus for your product over time - Timeframes: When you plan to deliver each theme or initiative, such as quarters or releases - Milestones: Key deliverables or checkpoints along the way - Dependencies: Factors that could impact your roadmaps, such as engineering constraints or market conditions 🔵 𝗛𝗲𝗿𝗲 𝗮𝗿𝗲 𝘁𝗵𝗲 𝗸𝗲𝘆 𝘀𝘁𝗲𝗽𝘀 𝘁𝗼 𝗰𝗿𝗲𝗮𝘁𝗲 𝗿𝗼𝗮𝗱𝗺𝗮𝗽𝘀: 1️⃣ Start with the Vision. What is your product’s ultimate goal? Identify the key initiatives that will drive you toward that vision. 2️⃣ Gather input from your team, customers, and other stakeholders. Their insights are crucial for setting the right priorities. 3️⃣ Focus on initiatives that offer the highest value and are most feasible. Prioritize them. The best roadmaps emphasize impact over sheer volume. 4️⃣ Break down your roadmap into timeframes - whether by quarters or releases and identify key milestones. 5️⃣ Choose a roadmap format that suits your product and audience. Whether it’s a Gantt chart, Kanban board, or timeline, keep it simple and focused. 6️⃣ Share your roadmap widely. Ensure everyone is on the same page, from your team to stakeholders and executives. 7️⃣ Iterate it constantly based on new insights and changing market needs. 👉🏻 𝗠𝗮𝗸𝗲 𝘀𝘂𝗿𝗲 𝘆𝗼𝘂 - - Prioritize solving user problems over building specific features. Great roadmaps are outcome-oriented. - Don't reinvent the wheel. Explore resources and best practices from experienced product managers. 𝗣𝗦. Share with people who might need this within your network!

Estimating time and effort for data projects doesn't have to be a shot in the dark. Here’s how you can nail it: 1. 𝗕𝗿𝗲𝗮𝗸 𝗜𝘁 𝗗𝗼𝘄𝗻: Start by breaking your project into smaller tasks. The more detailed your breakdown, the easier it is to estimate accurately.     2. 𝗛𝗶𝘀𝘁𝗼𝗿𝗶𝗰𝗮𝗹 𝗗𝗮𝘁𝗮: Look back at similar projects. How long did those take? Use past experiences as a benchmark to forecast future timelines.     3. 𝗖𝗼𝗻𝘀𝘂𝗹𝘁 𝘁𝗵𝗲 𝗧𝗲𝗮𝗺: Involve your team when planning. They bring different perspectives and expertise that can highlight tasks you might miss and provide realistic time estimates.     4. 𝗕𝘂𝗳𝗳𝗲𝗿 𝗧𝗶𝗺𝗲: Always add a buffer. Unexpected issues will arise as they always do! Factor in extra time for these unforeseen challenges. A buffer of 10-20% is a good assumption to be on the save side without bloating the project artificialy.     5. 𝗥𝗲𝘃𝗶𝗲𝘄 𝗮𝗻𝗱 𝗔𝗱𝗷𝘂𝘀𝘁: Estimates are not set in stone. Regularly review progress and adjust your timelines as needed. Don't forget to cummunicate any changes to your stakeholders.     6. 𝗨𝘀𝗲 𝗧𝗼𝗼𝗹𝘀: Leverage project management tools to track progress and stay on top of deadlines. You could use tools like Jira, Trello, or Asana. 𝗜𝗻 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗲 Imagine you’re tasked with developing a dashboard for sales performance. Start by breaking down tasks into requirements engineering, data extraction, cleaning, analysis, visualization, and stakeholder feedback. Leverage historical data from similar projects, involve your team in discussions, and use estimation techniques to refine your timeline. Don’t forget to add contingencies for data anomalies or last-minute changes. By following these steps you’ll be setting realistic timelines and hitting your targets with confidence. What techniques do you use to estimate time and effort for your data projects? ---------------- ♻️ Share if you find this post useful ➕ Follow for more daily insights on how to grow your career in the data field #dataanalytics #datascience #projectmanagement #timemanagement #careergrowth

𝙈𝙖𝙨𝙩𝙚𝙧 𝘼𝙜𝙞𝙡𝙚 𝙀𝙨𝙩𝙞𝙢𝙖𝙩𝙞𝙤𝙣 𝙬𝙞𝙩𝙝 𝙏𝙝𝙚𝙨𝙚 𝙋𝙧𝙤𝙫𝙚𝙣 𝙏𝙚𝙘𝙝𝙣𝙞𝙦𝙪𝙚𝙨 Estimating work in Agile isn’t just about numbers—it’s about building trust, alignment, and realistic plans. Whether you’re planning a sprint or tackling a backlog, these 5 estimation techniques will help you lead your team to success: 1️⃣ 𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴 𝗣𝗼𝗸𝗲𝗿 • Team members use cards to estimate tasks, then discuss discrepancies. • Why it works: Encourages collaboration and uncovers hidden complexities. 2️⃣ 𝗔𝗳𝗳𝗶𝗻𝗶𝘁𝘆 𝗠𝗮𝗽𝗽𝗶𝗻𝗴 • Group tasks into categories based on size and complexity by comparing them. • Why it works: Ensures shared understanding and fosters collaboration. 3️⃣ 𝗧-𝗦𝗵𝗶𝗿𝘁 𝗦𝗶𝘇𝗶𝗻𝗴 • Categorize tasks as XS, S, M, L, or XL based on their size and complexity. • Why it works: Simple and intuitive, perfect for high-level planning. 4️⃣ 𝗗𝗼𝘁 𝗩𝗼𝘁𝗶𝗻𝗴 • Each team member votes on tasks they feel are most complex. Tasks with more votes get higher estimates. • Why it works: Quickly resolves disagreements and includes everyone’s perspective. 5️⃣ 𝗙𝗶𝗯𝗼𝗻𝗮𝗰𝗰𝗶 𝗦𝗲𝗾𝘂𝗲𝗻𝗰𝗲 (𝗦𝘁𝗼𝗿𝘆 𝗣𝗼𝗶𝗻𝘁𝘀) • Use 1, 2, 3, 5, 8… to assign story points, with higher numbers reflecting greater uncertainty. • Why it works: Captures effort, complexity, and risk effectively. 💡 Pro Tip: The goal isn’t perfect estimates—it’s about understanding the scope, building consensus, and delivering value. 📢 What’s your favorite estimation technique? Or do you use a mix of these? Share your thoughts or challenges below, and let’s make Agile estimation smarter, together! #AgileEstimation #Scrum #ProjectManagement #Teamwork #AgileProjectManagement

Sometimes, the most important part of a run is the moment you stop. Taking a breather by the reservoir today, it struck me how much this applies to the fast-paced world of AI right now. It feels like there is a new tool, a new update, or a new breakthrough every single day. The instinct is to sprint—to implement everything immediately so we don’t fall behind. I certainly have been guilty of this. But just like in running, if you don’t pace yourself, you burn out. With AI, it is incredibly important to take a strategic pause. We need to step back and actually think. Instead of asking, “How fast can we adopt this?” we should be asking: -How can this technology genuinely serve our core goals? -How can it create real, tangible value for our clients? -What processes does it simplify, and what does it unnecessarily complicate? AI is a powerful engine, but we still have to steer. Taking the time to think isn’t slowing down—it’s making sure you’re running in the right direction. Initially, I instructed our team and clients to think about 1) friction points, 2) tasks which were time intensive with little reward, and 3) how to bring more joy to their work. These all still apply, but I believe with proper governance and compliance we can identify patterns in data, the macro environment, and in disparate pieces of information that we would never see because we would not think to pull the underlying information or foundation together. How are you and your team carving out time to think strategically about AI? How is your path evolving? Let me know below! #AI #StrategicThinking #Innovation #FutureOfWork #PacingYourself

THE "CAFFEINATED SQUIRREL" LEADERS WHO MISTAKE MOTION FOR PROGRESS. I was in a leadership meeting last week watching our most energetic executive present his latest initiative. In 20 minutes, he outlined a new workflow, proposed restructuring two teams, and suggested three potential partnerships. The room was buzzing with his intensity. But halfway through, I noticed something telling. People had stopped taking notes. The energy that initially felt inspiring was starting to feel exhausting. This isn't just a feeling; it's a well-documented leadership pattern. Compelling new research from Harvard Business Review calls these brilliant, high-energy leaders "caffeinated squirrels"—executives who mistake motion for progress. This frantic pace has a cost. A McKinsey study found that while most executives want to move faster, for over half, that speed leads to burnout and reduced coordination. It's what Microsoft calls "productivity theater"—all activity, no strategic impact. The problem isn't work ethic; it's confusing activity with achievement. The antidote isn't to slow down, but to become more deliberate. The research points to three critical shifts: >> Institute Strategic Pauses. Before launching a new idea, take 48 hours. Ask: Does this align with our core priorities? What is the capacity tradeoff? What is the real cost of not acting immediately? >> Map Your Cognitive State. Don't just manage your calendar; manage your mental energy. Align your highest-leverage decisions with the times you're most focused, not just when you're available. >> Measure Clarity, Not Just Output. The best leaders measure their ability to reduce confusion. Do you align energy or scatter it? Your role is to be a signal in the noise, not to add to it. Your drive is an asset. But in a world drowning in input, your ability to create mental whitespace for your team might be your greatest leadership skill. What's one initiative you've been considering that might benefit from a strategic pause? #leadership #leadershipdevelopment #organizationalculture #executivecoaching #strategicthinking

The most successful founders I've worked with see runway as a strategic tool, not a countdown clock. But many founders fall into these 3 common traps: 1. Focusing on burn rate instead of strategic milestones Obsessing over monthly cash burn, but missing the bigger picture: which activities actually move the business forward. 2. Measuring time-to-zero instead of time-to-milestones Starting with "months until zero" puts you in survival mode. The strongest founders I work with map their runway against key business achievements instead. 3. Misunderstanding what investors actually value in runway planning Founders often think extending runway through aggressive cost-cutting impresses investors. But a shorter runway with clear progress beats a longer runway with stagnant growth. What Actually Works: 1. Map milestones, not just months Break your runway into phases, each with clear business achievements. Know exactly what you'll prove before your next raise. 2. Plan around proof points Build your spending plan around key business milestones. Sometimes moving faster on the right things beats moving slowly on everything. 3. Show progress, not just prudence When talking to investors, focus on what you're building, not just what you're saving. Share a clear path from today's spending to tomorrow's growth. Remember: Runway isn't about how long you can survive. It's about what you can prove along the way. ♻️ Found this helpful? Repost to share with your network. ⚡ Want more content like this? Hit follow Maya Moufarek.

Banks talk about innovation. But how many actually execute it? For years, I've seen banks struggle to turn innovation into action. They know they need to evolve, but the roadblocks are everywhere: 🚧 Fear of fintech competition: Instead of seeing fintechs as enablers, they see them as threats. 🚧 Overcomplicated pilots: Too many internal hurdles stall momentum before innovation can even take off. 🚧 Lack of clear success metrics: Without defined KPIs, how do you know if your innovation efforts are working? But here is the truth: Innovation isn't just a project - it's a *strategy* Thats why I created the Banking Innovation Roadmap - a simple, tactical framework to help banks move from concept to market leadership. This isn't about adding another buzzword to your strategy - it's about real execution. A strategic approach to innovation includes 👇 ✅ Discovery & Roadmapping: Understanding your bank's goals and aligning innovation to real business outcomes. ✅ Proof of Concept Development: Testing real solutions with fintech partners in a way that's controlled and measurable. ✅ Strategic Partnerships: Banks, fintechs, and organizations like FIS coming together to create new solutions that don't exist today (ahem, FIS + Affirm collab!) ✅ Modernization & Open Banking: Without the right infrastructure, innovation can't scale. ✅ Market Insights & Thought Leadership: Staying ahead of trends and leveraging industry expertise to guide decision-making. The banks that succeed don't wait for innovation to happen - they structure it, measure it, and operationalize it. I'll be diving more into this framework as I continue to iterate it. Most importantly: I WANT TO HEAR FROM YOU! Am I missing anything? What's the biggest roadblock you see when banks try to innovate? Drop your thoughts in the comments! #bankinginnovation #fintech #innovationstrategy

𝗛𝗼𝘄 𝘁𝗼 𝗢𝗽𝘁𝗶𝗺𝗶𝘇𝗲 𝗪𝗼𝗿𝗸𝗳𝗹𝗼𝘄 𝗪𝗶𝘁𝗵𝗼𝘂𝘁 𝗪𝗮𝘀𝘁𝗶𝗻𝗴 𝗥𝗲𝘀𝗼𝘂𝗿𝗰𝗲𝘀 I often hear leaders say, "We need to optimize our workflow with digital tools." But here's what usually happens: They buy a fancy new tool. Spend weeks setting it up. Train the team. And then... Nothing changes. Why? Because they didn't solve the real problem. Here's how to actually optimize your workflow: 1. Map out your current process What steps do you take? Where are the bottlenecks? What takes the most time? 2. Identify the root causes Is it a people problem? A process problem? Or a technology problem? 3. Set clear goals What does "optimized" look like? How will you measure success? 4. Choose the right tool Look for one that solves your specific problems Not just the one with the coolest features 5. Implement in phases Start small Get quick wins Build momentum 6. Measure and adjust Track your progress Be ready to change course if needed I've seen teams cut their workflow time in half using this approach. Without spending a fortune on new tech. The key? Focus on the problem, not the solution. What's holding your team back from peak efficiency?

I’m the person business leaders come to when they feel like none of their marketing efforts are working… They’ve missed a goal and they’re ready to bring on a consultant that can help launch something “new” — new ads, partnerships, social platforms, communities, etc — and they want to do it FAST. However, my most valuable marketing advice to a frantic business leader like this is to STOP doing new things. That frantic energy just creates more chaos and spreads yourself (and team) thin. It leads to burnout and a long list of half-finished projects that don’t resonate with your audience and keep you stuck in the same position. Instead of adding new items to your plate, it’s time to take a strategic pause to understand what's *actually* working and why other things are not working. Before you launch any new marketing initiatives, here are 3 steps to take: 👉🏾 Identify Where You’re Already Winning; Don't just look at the numbers you missed. Go back to your top-performing campaigns and channels from the past 6-12 months. What worked? Why did it resonate with your audience? 👉🏾 Talk to Your Best Customers: Go straight to the source. Ask them, "What led you to us in the first place, and what do you love about working with us?" Their answers give you the insight on what to do moving forward. 👉🏾 Make Sure Your Team is On Board: Employee morale & engagement is super important for any project. Get everyone on the same page about what's currently working and hear their concerns about what’s not. Stop the new, scattered projects and focus your team's energy and resources on amplifying the 1-2 things that have already shown promise. This pause is the most valuable investment you can make in your company’s growth. -- 👋🏾 Welcome! I'm Netta, a marketing strategist, consultant and boutique agency owner. I help leaders build brands that drive significant, measurable growth through strategic planning, outsourced execution, and keynote speaking. Ready to build a plan? Let's connect! Want insights like this directly in your inbox each Tuesday morning? Subscribe to my new newsletter, The Strategic CMO: https://lnkd.in/eKGf-bfb (The first issue drops September 9th!)