Getting comfortable with giving timelines for product launches
Mastering the art of setting realistic launch dates while managing expectations
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When I first started as a product manager, the question I dreaded most was, "When will this feature be ready?" I'd squirm, give a vague answer, and hope for the best. Sound familiar? I wasn't alone. Many of us PMs hesitate to commit to timelines, and for good reason. Product development often feels like exploring a new city without a map. You know where you want to go, but you're unsure of the exact path. Unforeseen challenges pop up, dependencies on other teams can cause delays, and some features are just plain tricky.
Understanding the Hesitation
Why do we, as product managers, often hesitate to give precise timelines? The development process is inherently uncertain. Shreyas Doshi summed it up in one of his recent YouTube videos: effort and time estimation are never perfect. There's no magical spreadsheet or template that will make scoping issues disappear. We need to accept that our estimates are just that—estimates. The reality is, even with all the tools and techniques at our disposal, predicting exact timelines is an imprecise science.
This uncertainty is further complicated by the pressure we face from business leaders. CEOs and sales teams push for dates to manage expectations with customers, and in turn, we feel the need to provide something concrete. But the right approach is not about finding the "correct" answer—it's about managing expectations effectively.
The Dangers of Arbitrary Timelines
Remember the infamous Windows Vista launch? Microsoft rushed to meet a deadline, leading to a product that was not fully baked, which ultimately resulted in negative feedback and damaged trust with customers (that's when I switched to Apple).
Arbitrary timelines can be dangerous. They set unrealistic expectations and create a pressure-cooker environment for the development team. It's better to say, "I don't know yet, but I'll find out," than to give a false sense of certainty.
Effective Roadmaps
Roadmaps like Now-Next-Later are fantastic for internal planning. They provide a high-level view of where the product is heading without locking us into specific dates. However, business stakeholders and customers often struggle with these vague timelines. They want to know when they can expect new features to help plan their own activities. It's like ordering on Uber Eats and being provided, "Your order will come out soon" as a delivery estimate. That's not helpful when you have hangry guests over.
Mapping Roadmaps to Business Expectations
So, how do we bridge the gap between high-level roadmaps and business expectations? It's all about communication and alignment. Here are a few strategies that have worked for me:
Regular Updates: Provide regular updates to key stakeholders to discuss progress and changes in priorities. I used our weekly product review sessions as the forum for this, along with async writeups.
Milestone Mapping: Translate your roadmap into potential commitments by breaking down big features into smaller, manageable milestones. Instead of saying "Later," say, "We're targeting Q4 for this release, pending our current progress on X and Y." It sets clear expectations without overpromising.
Buffer Time: Always include buffer time for unforeseen issues. It's better to under-promise and over-deliver. Consider the concept of "slack time" in project management—it's essential for absorbing unexpected delays.
When to Give Timelines
I am a fan of Marty Cagan's high-integrity commitments. This means making timeline promises only after the product and engineering teams have thoroughly explored the problem and understood the scope of work and related risks.
A practical tool that I find works is using two dates—a "target date" and a "committed date." The target date is aggressive and internal, helping the team stay motivated. On the other hand, the committed date includes a buffer and is the date communicated to external stakeholders. This method respects the inherent uncertainties in the development process while providing a clear plan for managing expectations.
Practical Tips with Examples
If you are thinking this easier said than done, here are a few practical tips for handling timeline requests, along with common objections and how to address them:
1. Transparent Communication
Build trust by showing you are thorough and considerate of their needs without committing prematurely.
Objection: "We need a date to give to our clients!"
Response: "I understand the urgency. At this point, we are still assessing the scope and potential challenges. I prefer to give you an accurate date rather than an optimistic guess. Let's aim for a detailed update by the end of next week."
2. Collaborative Estimation
Involving the team ensures all aspects are considered, reducing the risk of oversight. It's about aligning everyone on the fact that estimates are just that—estimates.
Objection: "Can't you just give an estimate now?"
Response: "I could give a rough estimate, but I want to involve the engineering team to ensure it's realistic. This way, we can avoid any unpleasant surprises later. Can we schedule a meeting with the team this week to discuss it?"
3. Phased Approach
This approach aligns with the Agile methodology, delivering incremental value and allowing for adjustments based on real-world feedback.
Objection: "Our customers are asking for this feature ASAP. When can we deliver it?"
Response: "To manage expectations, we can break down the feature into smaller phases. We can aim to deliver the core functionality by Q3, with additional enhancements following in Q4. This phased approach allows us to provide value sooner and iterate based on feedback."
4. Under-Promise, Over-Deliver
Setting conservative timelines helps manage expectations and builds credibility when you deliver early.
Objection: "We need to know the worst-case scenario."
Response: "Given the complexities, I suggest we target a conservative timeline of Q4. This gives us room to handle any unforeseen issues. If we can deliver earlier, which we will strive for, it will be a pleasant surprise for everyone."
Conclusion
Navigating the landmines of giving timelines for product launches is not easy, but it is not impossible either. It requires managing the delicate balance between product development and business expectations.
Feel free to share your thoughts or experiences on this topic in the comments below. How do you handle timeline requests in your organization?
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— Sam ✌️