the product roadmap is the plan for how you will deliver on product vision and strategy, so needless to say, they have to be in place first. the first step in creating the product roadmap should be determining the high-level themes that could be worked on so as to deliver on the product vision, strategy, and strategic goals. for the themes that you will start working on right away, you then need to further define the scope and goals.
with the framework of scope and goals for each theme set, it’s time for the cross-functional teams working on the short-term themes to start working independently. in product development, you can’t be certain that an idea to address a certain opportunity will actually deliver the value (to the customer or business) that you hope for. you can now put the prioritized opportunities and the validation of the associated hypotheses in a rough order in which the team will work on them. the outcome of this step is the closest you should get to a “traditional” roadmap: you have a long-term horizon of themes; for the medium term, theme scopes, objectives, and opportunities; and for the near term, an ordered list of hypotheses to address opportunities along with ideas for validating them.
but it’s also a great metaphor for product management, and for explaining why a strategic product roadmap is not the same thing as a product backlog. a product roadmap is a daring vision that brings the entire team together, unites us in our ambition to create the most beautiful product the world has ever seen, and puts us in a state of organizational bliss. a product backlog is an operational tool focused on the development approach . overlooking a strategic roadmap hurts the team’s abilities to see the big picture. grouping more detailed items in a set of higher level themes is also a great way to communicate about the roadmap — and much more likely even your high-up-there-super-busy stakeholders get to understand the product vision.
i’m not here to argue the overall viability of the model, but in the context of a product roadmap there are better ways to approach this. “feature x is a would have” is most likely to be perceived as something that is simply not worth the effort, and will never happen. it can help address the issues covered above and provide a solid foundation for product discussions. but when it comes to a strategic product overview, it might not be the best approach for multiple reasons: it’s too detailed to be easily understood, it’s not inspiring enough for a high level ambition setup, it’s linked to production capabilities rather than value-added for consumers, and it’s likely not accurate enough in the long-term. and the cool part about a journey is that it’s unpredictable, it’s about learning and pivoting as much as it is about reaching specific milestones. and knowing where you’re headed does tend to make a big difference in terms of where you end up.
sign up for medium and get an extra one the product roadmap is the plan for how you will deliver on product vision purpose-based roadmaps. the main purpose of a roadmap is to communicate strategy and a product roadmap is a daring vision that brings the entire team together, unites us in our ambition to, product roadmap template, product roadmap template, agile product roadmap, product roadmap example, lean product roadmap.
nevertheless, as a product manager, it always helps to plan your roadmap to the best of your as a product owner, you are responsible for product backlog management, stakeholder management and up until recently, no one really knew what product roadmaps were supposed to look like, but we, how to create a product roadmap, what does a good product roadmap look like, types of product roadmaps, product roadmap presentation example
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