What are the best practices for product road mapping with legacy or mature technology platforms?

Incremental Upgrades: Plan for incremental upgrades rather than massive overhauls. Break down the roadmap into smaller, manageable releases to minimize the impact on the legacy system. Legacy System Documentation: Have comprehensive documentation for the legacy system, including architecture, APIs, and data structures. This documentation is crucial for the development team to understand the existing system and plan for changes.

Agility is key in our approach: deploying, testing, and iterating with client feedback. We work in collaborative groups, always tuned into the market to prioritize effectively. Balancing innovation and maintenance is critical, especially with legacy technology. It's about addressing technical issues while delivering new, engaging features. Understanding customer needs and our capabilities helps prioritize our roadmap. We use data-driven methods for a balanced focus on innovation and maintenance, ensuring responsiveness and communication with stakeholders.

Cross-Functional Collaboration: Foster collaboration between development, operations, and business teams. Ensure that all stakeholders understand the roadmap and are aligned with the goals of improving the legacy system. Legacy System Retirement Plan: Develop a plan for the eventual retirement or replacement of the legacy system. Consider the long-term roadmap with a view to transitioning to more modern technologies.

The very first thing to consider are different outcomes as expected by different stakeholders - then prioritizing those outcomes. Once this priority gets cleared, focus on items that help you achieve those outcomes. These outcomes can be monthly, quarterly or yearly. Figure the importance of each. Understand the trade offs between items. Second, always keep room for additional or changed requirements and/or bug fixing. For legacy platforms, the QA cycle could be large - so plan releases accordingly. Also, for long release cycles, it's always better to communicate your plans in advance to better absorb the change-shock.

It's important to focus on integration rather than just innovation. Take the time to understand the limitations and strengths of the platform. Prioritize incremental improvements that enhance reliability and improve the user experience. Involve stakeholders early in the process to align expectations and ensure that user needs are met. Regularly reassess and adapt your roadmap to strike a balance between maintaining stability in legacy systems and capitalizing on emerging technology opportunities.

A key takeaway to remember is that achieving a balance between innovation and maintenance is crucial when product road mapping with legacy or mature technology platforms. In a recent project involving a mature technology platform, we faced the challenge of maintaining a stable system while introducing innovative features. We employed a phased approach, where we dedicated specific sprints to address technical debt and enhance system stability, ensuring that the platform's foundational elements were robust. Simultaneously, we strategically interspersed these maintenance sprints with iterations focused on introducing new functionalities.

Innovation comes when we know what customers want . Those needs can be a feature not build for them or an existing bug or enhancement. Accordingly an idea can be fitted in. Now to bring them in roadmap we need to build a strong measurement so that we know exactly the benefits customer will reap once we bring the solution .. we can generate multiple pitches or ideas but without an outcome all are jazzy stickers . So to summarise. Identify the gap or next opportunity. Map customer and their personas to validate the fitment of the idea. Next build a solid measurement plan based on heuristics. Finally if funding comes in build and launch.

O equilíbrio entre inovação e manutenção na evolução de um produto depende fundamentalmente do tipo de mercado atingido pelo produto. Bens de capital normalmente preferem mais manutenção do que inovação por conta do perfil de investimento em sua aquisição. Por outro lado, bens de consumo são bem mais inovação, aceitam obsolescência de forma natural.

Incremental Modernisation: Prioritise gradual upgrades over large-scale changes, focusing on critical components impacting performance. User Feedback Priority: Gather user input to drive feature development. Cross-Functional Collaboration: Foster teamwork among development, operations, and business teams for cohesive product development and issue resolution. Data Migration and Monitoring: Develop a robust strategy for data migration, and invest in monitoring tools to track both legacy and modern components' performance, ensuring a smooth transition. By following these best practices, we can ensure a balance between innovation and the stability of existing systems.

Technical debt is like the clutter in your home - it might be out of sight, but it sure slows you down. Convincing stakeholders to clean up isn't just about tidiness; it's about making the house more livable and functional. Quantify how this 'clutter' impacts product quality and costs, then tie it to the big picture - customer satisfaction and strategic goals. It's about turning technical housekeeping into a compelling story of enhanced user experience, agility, and innovation. Involve stakeholders in the cleanup plan, showing tangible progress and results. After all, a clutter-free home is a happy one, in software and life!

DevOps books like The Phoenix Project are good starting point for understanding how to reduce technical debt and use simple tools like Kanban boards for visual representation of tracking. Apart from DevOps, It’s also common to adopt new ways of working secure software supply chain (DevSecOps), site reliability engineering (SRE) and CI/CD, as part of application modernization initiatives. Modernized applications are often more agile and flexible, allowing development teams to respond quickly to changing market conditions and customer needs. Modernized modular applications enable collaboration, so development teams to work together & share code, leading to increased productivity. New tools & tech can be added during the cycle.

Technical debt, often overlooked, can significantly impact product quality and customer satisfaction. It's essential to articulate its effects on performance, reliability, and security. Stakeholders need to understand that reducing technical debt is not just about fixing issues; it's an investment in the product’s future. Quantifying its impact on quality, cost, and speed, and linking it to strategic goals and customer outcomes is crucial. Educating stakeholders on the long-term benefits, such as enhanced user experience and increased agility, helps prioritize technical debt reduction alongside new features. Involving stakeholders in planning and demonstrating progress is key to successful reduction efforts.

Educating stakeholders about the positive outcomes of technical debt reduction, such as improved user experience, reduced operational costs, increased agility, and enhanced innovation, helps shift the perception from a mere cost to a strategic investment. Involving stakeholders in the prioritization and planning of technical debt reduction initiatives fosters a sense of ownership and aligns efforts with overall business objectives.

Most of the people who I worked for are not ready for change. Either if the value of the new are much bigger than the actual systems they work with. When there are legacy systems yet in use there is a (”good”) reason to keep them alive: because they are expensive and dangerous. So you're strategy to replace it could not leverage on delete them from day one, but draft a roadmap to achive (little) value and decrease the need of this system. You will introduce a way to eliminate the “good” reason to maintain.

Proactively address technical debt accumulated over time. Allocate resources in the roadmap to refactor critical components, improve performance, and enhance

Showing how the EOL approach will reduce tech debt and allow the dev org to focus on the future. Every time tech debt causes a system outage or field issue, it is important to advertise this to help the point about needing to spend some energy there. I found it also important to keep the Dev org engaged in the Ops side to keep them grounded and understand what is happening in the field and prevent the same mistakes in the new systems.

Prioritize customer needs and value before delving into technical considerations. Exercise caution in relying heavily on existing data from legacy solutions, as it may provide a misleading framework. Directly seek feedback from the clients to inform executive decisions and avoid potential traps associated with legacy data.

Ein offenes, ehrliches und vertrauensvolles Umfeld ermöglichen eine gute Kommunikation über die notwendigen Schritte Technical Debt zu reduzieren. Realistische Einschätzungen zu Beginn können bereits dazu beitragen möglichst wenig Technical Debt zu anzuhäufen aber insbesondere gutes Product Ownership spielt eine Schlüsselrolle bei der Reduktion. Wenn nicht nur das schnelle neue Feature im Mittelpunkt steht sondern das große Ganze als funktionierende Einheit geschätzt wird, dann finden in agilen Methoden auch immer wieder entsprechende Stories genug Beachtung.

I don’t think most businesses can afford to live without tech debt. When incurring tech debt, it should be strategic and understood where the Tech debt has been assumed. Like alone on a house, or a vehicle, that tech Debt will become due at some point in time. The more debt that you accumulate the more you have to spend in the future to fix it. Unfortunately, if your business is scaling rapidly, that may mean a complete platform. Hass to be asked in the moment of taking on the tech Debt is can I live with us today, and how much more tech Debt will I be OK taking on

Nothing beats genuine unpaid feedbacks. The users tell the truth. Also marketing can help pump up sales in short term but dedicated improvements basis feedback turn a product into legacy

Best practice #1 Inform teams of any operational changes, upgrades, equipment, as far in advance as possible. Best practice #2 Get your team leaders on board first, explain why these changes are needed. Request leadership to embrace changes with a positive attitude because it will effect entire regions of your organization if you don’t. Best practice #3 Ask the opinions of everyone within the organization that these changes will impact regardless of how small you think the position is or how little it will be impacted. Let these people assist you to flush out potential challenges the new programs, technologies, or may cause in workflow. People embrace what they help to create. Double win factor here.

In my experience, successful collaboration with other teams and departments is pivotal for navigating the challenges of product road mapping, especially with legacy or mature technology platforms. Actively seeking feedback and input from other teams is essential. It not only enriches the roadmap with diverse insights but also ensures that the product aligns seamlessly with the needs and objectives of interconnected teams. Using collaborative tools and processes, such as shared documents and agile methodologies, enhances cross-functional cooperation. This enables efficient information exchange and the establishment of feedback loops, promoting a dynamic and responsive approach to evolving challenges.

Encouraging innovation fosters cross-functional collaboration. Different teams bring diverse perspectives and ideas, enriching the product roadmap with a variety of insights and approaches. By staying abreast of technological advancements, product roadmaps can incorporate updates or integrations that leverage the latest tools and capabilities.

Trazer todas as pessoas para a mesa com busca de soluções colaborativas, a metodologia Agile mostra que esse tipo de possibilidade pode ser aplicada em diversos setores e com saídas que podem ser úteis para a empresa como um todo, trazer isso para a frente e trazer ferramentas de colaboração pode ajudar a quebrar os silos departamentais mostrando que a soma das competências tem que ser ajustadas para o melhor atendimento do cliente que sempre é multifacetado, envolve desde o marketing, passando por vendas e por áreas meio como distribuição e suporte. É comum ver empresas se fecharem em silos departamentais onde cada um tem seu pequeno feudo e não acontece uma integração horizontal que busque trazer os melhores de cada time.

Key to successful collaboration is establishing clear roles and responsibilities among the teams. Understanding each team’s contribution, whether it’s another product team, IT, engineering, operations, marketing, sales, or customer success, is fundamental. This clarity ensures that each team’s efforts are aligned and that there are no overlaps or gaps in responsibilities. Regular, transparent communication of the product’s vision, goals, and roadmap is another crucial element.

Navigating product road mapping with legacy tech is a bit like organizing a family reunion with distant relatives. You've got various teams and departments, each with their own quirks and specialties, and somehow you need to get everyone on the same page. It's about setting clear roles, like who brings the potato salad (IT) and who's in charge of music (Marketing). Regular, transparent communication is key, along with a healthy dose of feedback – think of it as asking if anyone has a food allergy. Tools like shared docs and agile methods? They're your potluck signup sheets. The goal? To pull off a successful event (or in this case, product development) where everyone feels part of the family, even if they argue over the potato salad recipe.

Collaboration is key and bringing in SMEs to help test the roadmap and be ready for pivots when the industry or technologies are evolving. A roadmap needs to be a bit agile the further out but should provide the north star to where the ultimate outcome is.

Basado en mi experiencia, he comprobado que en la integración de soluciones digitales en plataformas tecnológicas, por sobre todo las maduras, la validación cruzada entre funciones o áreas, es clave para comprender el real impacto y agregación de valor que puede estar reportando una solución. A menudo, cuando no existe este alineamiento entre departamentos, se cae en procesos burocráticos internos o demoras que devalúan el negocio en términos de deadlines/milestones que las soluciones deben reportar y contribuir en el negocio. Existe entonces valor en el trabajo interdisciplinario y virtuoso entre distintas funciones, dado que la experiencia de usuario se puede valorizar desde una mirada interna (PoC), previa a la puesta en marcha

Effective collaboration across teams is vital for product road mapping, especially with legacy systems. It involves clear role definitions and understanding the product's scope. Regular and transparent communication of your vision, goals, and roadmap is essential. Seeking feedback from various departments ensures a well-rounded approach. Utilizing tools like shared documents and agile methodologies facilitates this cross-functional collaboration. It's about creating a cohesive ecosystem where every team’s input is valued and integrated into the roadmap.

Be ruthless about sunsetting old products/features. Legacy tech debt drags you down. Don't be afraid to "break some eggs" and disrupt the status quo. Move fast and break things. Prioritize new products/markets over legacy maintenance. Focus innovation on the future not the past. Legacy products have diminishing returns on investment. Challenge every legacy feature - does it still create real value for customers? Be willing to remove things customers barely use or forget about. Don't assign your A-players to legacy products. That's a formula for boredom and talent loss. Put your best people on new initiatives.

In my experience, platforms doesn't produce outputs. This is us to drive them to what to produce as output. Knowing the full potentials of our platforms in contrast with market needs and considering the product strategy of company are main factors to make the best decision.🎩

Tres puntos de interés: 1. Optimización Predictiva mediante Analítica Avanzada: En entornos con plataformas heredadas, la analítica avanzada puede emplear algoritmos de machine learning para anticipar necesidades del usuario y optimizar procesos. 2. Integración Holística de Soluciones con Plataformas Abiertas: En plataformas maduras, la integración se facilita con estrategias basadas en plataformas abiertas, promoviendo la interoperabilidad y flexibilidad. Esto permite una evolución ágil y una rápida adopción de tecnologías emergentes. 3. Experiencia del Usuario Impulsada por Datos y Análisis: En plataformas maduras, la analítica avanzada personaliza la interfaz según el comportamiento del usuario contribuyendo a una mejor experiencia.

Don't forget to adopt a Data-Driven approach: Leverage data analytics to inform your roadmap decisions. Monitor user behavior, performance metrics, and market trends. Use this information to prioritize features and allocate resources efficiently. I suggest to embrace agile development practices. This iterative approach allows you to respond quickly to changing requirements and technology updates. It's especially effective when dealing with legacy systems.

When road mapping with legacy or mature technology, prioritize gradual updates over radical changes to minimize disruptions. Conduct thorough assessments of existing systems, involve key stakeholders in decision-making, and allocate resources for maintenance alongside innovation to ensure a balanced approach.

Avoid introducing an excessive number of new features simultaneously. A simple UI/UX change could potentially address the genuine needs of customers. Surprisingly, customers may value knowing that you are attentive and responsive over additional features.

When dealing with legacy or mature technology platforms, creating effective product roadmaps requires a thoughtful approach. Here are some best practices for product road mapping in such scenarios: 1. **Understand the Current State:** 2. **Prioritize Technical Debt:** 3. **Incremental Updates:** 4. **Involve Cross-Functional Teams:** 5. **User Feedback and Analytics:** 6. **Risk Mitigation:** 7. **Balance Maintenance and Innovation:** 8. **Communication and Transparency:** 9. **Invest in Training:** 10. **Plan for Integration:** 11. **Continuous Evaluation:**

Do a proper assessment what you currently have (status quo assessment) and what you will really need in the near future (clients side, internal needs of your organisation, finance department's needs, etc.) and compare the latter with what technology is out there. Then develop a technology vision for in 5 years out of these two. Finally compare the status quo vista your vision and you have your technology roadmap. Note: it might be a good idea goo get outside help (a neutral opinion) with this. It is money well invested.