But, where the *uck are the dates?
You can always have some cadence in which you review your goals internally to ensure the value you plan to deliver is resonating well with your cross-functional teams. If some goals are hard to achieve for a specific cadence, you can reevaluate whether the plan is still the right one given the changing priorities and your team’s ability to deliver them. Your role as a product manager is to ensure you have the right team and setup in place in order to achieve these specific goals.
Other than that, there are no dates for specific features. We are a SaaS product, not a professional services company, sorry. You have to trust us that we will deliver the best possible value for you. If there is a certain promise you need to make to a customer, you can always do that. No need to let the whole world know about it.
Your cross-functional team doesn’t need dates for feature delivery, but the short-term product goals. I would recommend writing your value drivers as OKRs, so that you can track and measure them over time. Here are a few examples of how we track the progress of our value drivers:
Objective: Save customers time
- Decrease the time it takes for a customer to crunch an invoice manually to X seconds.
Objective: Save customers money
- Decrease overspend on subscriptions renewals for customers by X%
Objective: Acquire customers cheaply
- Decrease our cost of acquisition to X$
But how do we do a marketing campaign launch?
You can always organize a big launch campaign for a Theme. It’s even easier to spot a specific theme out of the value you are delivering with a valuemap.
You have to explain it to customers and just stick to the idea that this is the way you communicate your new “roadmap” to customers.