This is phase 3 of an end-to-end product development process at Nuvocargo. 

Check out the blank template for this phase here.

By the time you're in P3, the deadlines are fixed-flex, but probably more fixed than flex. You can't predict the future, but also you need to hold yourself accountable. If not, it's going to take you the whole year to do this thing. So by the time we're in P3, we have a deadline. And if we're not going to meet it, then we need to take responsibility and be very public about communicating to the stakeholders what's getting pushed back, why it's getting pushed back, and what we've learned in this process. 

The intent of such a robust product development process is to make us more efficient and agile when executing because we feel confident about what we're doing and have a clear plan to do so. So there's a culture of wanting to be really accountable, which can be hard when you have a lot of projects going on at once, and you want to make sure people don't burn out. The fine art of setting deadlines that are aggressive yet attainable is something that I constantly work on.

Training is generally owned by our L&D team, but we co-create it together since I'm the subject-matter expert on the project. Once we're in P3, I'll set up a meeting with my colleague on L&D and I'll walk her through the project, timeline, why it matters to these teams, and what the training goals are. And then we'll co-create the materials. Typically for the V1 when we launch, I'll probably run the training because I have the most experience and knowledge about what's happening. Then as we start onboarding more people to the carrier scorecard, L&D becomes more equipped to lead. 

It's still a relatively hands-on process for PMs, which I'd love to change in the future so that L&D fully owns it. But inevitably, it's hard for somebody who has no context on the solution to be training a team on it. So I'm comfortable with co-creating the materials and leading the training sessions early on.

Anaid Chacon

Isa Oliveres

To get the Carrier Scorecard launched, I created a phased release plan to deliver value as soon as possible while also not burning out my team.

Approver: Head of Carrier Team, Head of Marketplace 

Team Collaborators: Marketplace Analyst, Carrier Team Analyst, Lead Product Manager, Head of Finance, Head of Operations, Senior Engineer, Data Team, L&D Specialist 

Informed: EPDM Meeting Notes, Leadership,

How will the implementation be rolled out? Over what time period?

The implementation will be rolled out progressively with each release outlined in 

Release 2: 10/25 - internal (bounce data included in scorecard)

Internal - updates to scorecard announced

External TBC - carriers learn about scorecard and begin receiving it on a weekly basis (

Note: the external launch is dependent on achieving high certainty in our on-time data reporting and may be pushed back)

Note: Training timeline assumes above release timelines are met - the intent is that trainings take place the week the release goes live.

What external documentation are we creating for users (Help Center, Q&A)?

What is the criteria to move from one step of the rollout to the next? (e.g. What's the goal for a beta vs full release)

Data completeness milestones have been met (we are recording and incorporating metrics as outlined in the ‣)

Scorecard data accurately reflects Carrier performance (measured by number of Carriers complaining re: scorecard metric accuracy <10% active Carrier base starting in Release 2)

Internal scorecard adoption by reps achieves expectations (measured by 100% of reps viewing scorecard on a weekly basis, which can be tracked via Google Sheets) and monitoring top booked carriers vs. top scoring carriers

Rollout of next release is delayed until the above criteria is met

Can it be rolled back (or only fixed forward)?

While the scorecard can technically be rolled back, it should be 

, given that the risks outlined above (data being incomplete/inaccurate and internal adoption) require getting real feedback from internal/external customers and can be addressed in an iterative manner

How are customers affected if a rollback is needed?

The Marketplace team will provide the tools for the Carrier Team to maintain the scorecard once this initial project is complete

What dashboards and alerts should exist to ensure this capability is healthy from the product and engineering side?

Release Plan: Carrier Scorecard at Nuvocargo

Phase 3: Release Plan - Carrier Scorecard

Release Plan and Schedule

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