Product coach, Randy Silver, discusses the purpose and problems with roadmaps, the importance of clear communication and ownership of roadmaps, conflicts between roadmap, vision, strategy, and objectives, the significance of roadmaps as communication and alignment tools, and the importance of audience participation.
Roadmaps should be seen as statements of intent and communication vehicles, rather than detailed project plans.
Collaboration and involving various stakeholders in the roadmap process is crucial for alignment and avoiding surprises.
Deep dives
The Problem with Roadmaps
Roadmaps are often treated as dogma and create more problems than they solve. They should be seen as statements of intent and not as detailed project plans. Roadmaps should be used as communication vehicles and help stakeholders understand the product manager's thinking and priorities.
Collaboration and Communication
Roadmaps should be created collaboratively with input from various stakeholders. It is important to have conversations and involve others in the roadmap process to avoid surprises and misinterpretations. Regular communication and coordination with other product managers and teams is crucial for alignment and avoiding conflicting plans.
Tailoring the Roadmap
Roadmaps should be tailored to meet the needs of different audiences. Different departments like sales, marketing, and operations have specific perspectives and priorities. It is essential to communicate to each group in their own language and align with the overall corporate or divisional strategy.
Balancing Intent and Flexibility
Roadmaps should balance being a statement of intent with allowing flexibility for changes and learnings. They are not rigid project plans. Incorporating the idea of a corporate record can help track what has been delivered and avoid repeating unsuccessful endeavors. Deeds and detailed delivery dates should be included in release plans rather than roadmaps.