the roadmap is a schedule of events and milestones that communicate planned solution deliverables over a planning horizon. before we further describe building roadmaps, it’s important to understand how the events and rhythms of the market impact the roadmap. in figure 2 we show three common type of events: the release of new regulations, expected moves of a competitor, and technology changes and upgrades. each element on the roadmap is a feature, capability (or even and epic) that is planned to be completed in a particular pi.
this example roadmap consists of a committed pi, and two forecasted pis, as described in the following sections. as the time horizon extends, the level of granularity and certainty is significantly reduced. as a result, the lean-agile enterprise strives to establish the right amount of visibility, alignment, and commitment, while enabling the right amount of flexibility. the correct balance may be obtained by converting long-term commitments to forecasts and to continually reevaluate priorities and business needs at each pi boundary.
that does not necessarily mean that we should leave everything to be done at an ad hoc basis which will eventually lead to a disaster at all developmental and management levels. a program increment (pi) roadmap helps in defining an outline of events or milestones that aims to communicate all the planned deliverables which have to be achieved down the product’s journey. with a roadmap, it helps to give some sense of direction and lays the groundwork for some initiatives that would take years to be made. they are crucial for making a pi roadmap as they can force organizations to adjust the development or to alter the timing of delivering the features. possessing an understanding of the market rhythms beforehand will allow you to understand what is required by the market at that given time and to get an upper hand on your competition.
a planning horizon for a pi roadmap tends to cover a span of 3 program increments which usually includes the current pi and two upcoming. if you were to plan for more than 2 upcoming pi’s, that would result in planning in more detail which is not advised, given that it may result in a shift of priorities over time. it provides clarity and visibility into what needs to be actually done by also enhancing coordination amongst all the internal and external stakeholders. they may or may not like the fact that the product they have been using for so long has gone through a change without any anticipation of an event like this happening. do you share the same opinion about having a pi roadmap as us?
a pi roadmap includes near-term commitments for an agile release train (art) or solution the solution roadmap provides a longer term—often multiyear— view, showing the key pi roadmap typically contains outline of work from next three pis. for first pi work is committed and for thus it is wise to have some level of planning done. a program increment (pi) roadmap helps in, which statement is true about estimating and forecasting the portfolio backlog?, safe implementation roadmap, safe implementation roadmap, when should innovation activities be conducted by teams on the agile release train?, what is a benefit of capacity allocation?. pi roadmap: the pi roadmap consists of a committed plan for the current pi and a small number of future pis. solution roadmap: the solution roadmap provides a longer-term\u2014often multiyear\u2014view, showing the key milestones and deliverables needed to achieve the solution vision over time.
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