Section title;Priority;What should be written here;<span style="color:#f25055">What you should not do</span>

<b style="color:white";>Elevator pitch</b>;<span style="color:#f25055";>Required</span>;A short and clear summary of the entire document. Imagine presenting a project to the director (a common situation), and you have 30 seconds. How do you highlight the main essence?;If you can’t formulate the main idea yet, don’t rush to present it, because you won’t be able to come up with it on the fly. <b style="color:white";>Problem / requirements</b><br>;<span style="color:#f25055";>Required</span>;What kind of user/customer problem are we solving? Why do we need to decide anything at all? Why is this a problem? What is its price (1 user or 1000, $1 or $100,000)? This slide should also answer the question: “Why should I continue to listen to you?”;Don't replace the problem with the solution. Example: "We need to build system X" is replacing the question "Why" with the question "What". System X is just one of the options for the other part of your deck. <b style="color:white";>Context</b>;<span style="color:#f25055";>Required</span>;Put yourself in the shoes of someone who sees your topic for the first time. What facts do you need to tell them to outline current affairs? Here you can describe previous attempts to solve the problem and mention relevant neighboring projects.;Don't get bogged down in details, so as not to lose your audience. Mention only the main results: what you have done and learned, and not what you "were doing.” <b style="color:white";>Goals</b>;<span style="color:#f25055";>Required</span>;What do we plan to do about these problems? You can set either an OKR or make a “Before → After” slide in a more visual form.;Do not set unrealistic or too vague goals, otherwise experienced leaders will lose confidence in your strategy. <b style="color:white";>Metrics/KPI</b>;<span style="color:#f25055";>Required</span>;How will we measure business success? That question usually goes together with the target. Without metrics, any strategy is just theory. The PM should be able to say something like: “The main metric will be X (because...), the proxy metrics will be Y and Z (because...), and I plan to raise X from value A to value B by the end of the year.”;Don't present a strategy without measurable goals and metrics - you'll be asked about them anyway. Scared to give a forecast? That means the strategy hasn't been fully worked out yet. <b style="color:white";>Roadmaps</b>;<span style="color:#f25055";>Required</span>;It is critical to connect the goal with the tactics to show how ideas flow into concrete steps. The trick here is to provide enough detail (for example, 20 planned experiments over the course of a year) without overwhelming the listener.;Don’t present a strategy until you have a roadmap of specific steps ready, at least the first few of them. Otherwise, you risk giving the impression of being a PM theorist, which is not good. <b style="color:white";>MVP</b>;<span style="color:#e6ac39";>Optional</span>;For projects with a clear structure (for example, a team that sets a goal for the next year), the MVP is simply the “left side of the roadmap”. For new launches (for example, a new product line), the MVP should answer the question: what is the absolute minimum to test the strength of the described strategy? Maybe a landing page is enough? Or do you need a feature X?;Don't make your MVP unnecessarily big (it will take years to prove) or too small (we won't gain anything from the launch). <b style="color:white";>Non-goals</b>;<span style="color:#e6ac39";>Optional</span>;What we don't plan to do in this project. It is usually used to make sure you the audience don’t get too many expectations.;Do not bring in vague formulations, so that in a year you don’t hear from the director: “How come is this not done!? This was in the strategy!” <b style="color:white";>Strategic fit</b>;<span style="color:#e6ac39";>Optional</span>;How does the project fit in with the company's goals? For example, the new feature helps develop the family segment, which is the company’s priority this year.;Do not include ideas that are disconnected from the company's reality. If a strategy does not help any of the priorities, then consider whether it is worth developing at all. <b style="color:white";>Details</b>;<span style="color:#e6ac39";>Optional</span>;This is usually added to the end of the doc (appendix) to clarify statements in the presentation. For example, in the roadmap you mention “Add feature for families X, link”, and at the end of the document on a separate slide, you show what it is, why, and a rough design.;Do not use any non-obvious statements that one cannot click on and figure out what it actually is. For example, “Add an X-tracking system (x2 conversion)” without explanation will irritate the audience.