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Product Roadmapping Once product positioning is established, product managers move into the more action-oriented activity of roadmapping. This planning phase requires careful consideration of multiple contextual factors that significantly impact how roadmaps should be developed and managed.
Share your learnings through social media, presentations, or internal discussions. Your personal brand isn’t just a reflection of where you are now—it’s a roadmap for where you’re headed. Stay Relevant and Adaptable The product management landscape is constantly evolving, and your brand should, too. Stay tuned!
The individuals whose buy-in to strategy and roadmap decisions is crucial are the players: They are interested in your product, as they, for example, will have to market and sell it. Smaller strategy updates and product roadmapping decisions, however, are not as critical. I refer to this group as key stakeholders.
When building a roadmap for the future, don’t forget to make sure it stays alive in the present. Watch and learn more from product management expert, Amin Bashi.
Speaker: Miles Robinson, Technical Project Manager, iFixIt
When adding projects to a roadmap, the question of outsourcing or doing work “in house” is always a consideration. Timeline of the project in the roadmap. It's time to get SMART about what you do in-house! Measurement rules to monitor cost and success with enough time to adjust. Alignment with your purpose and vision.
Listen to the audio version of this article: [link] Traditional vs Outcome-based Roadmaps Before I share the four steps, let me briefly describe the main differences between a traditional, feature- and an outcome-based product roadmap. A traditional roadmap is essentially a list of features, which are mapped onto a timeline.
In our latest Productside webinar, Becoming an Effective Product Management Leader , Principal Consultants Roger Snyder and Kenny Kranseler delivered a no-nonsense roadmap for new leaders who want to nail their first 90 days (and beyond) and get the tools on how to become a product management leadereffectively. The principle stays the same.
Product coach Phil Hornby gave an insightful presentation on roadmaps at ProductTank Cologne earlier this year, analysing different types of roadmaps and offering advice on what they should contain. Read more » The post Going beyond the Now-Next-Later roadmap with Phil Hornby appeared first on Mind the Product.
Leadership or investors push for short-term wins that conflict with the roadmap. Shift from fixed yearly planning to rolling quarterly reviews to allow flexibility in roadmap decisions. Present qualitative user insights alongside quantitative metrics. Stakeholders request features that dont align with core strategy.
A product roadmap needs to both capture your product’s strategy and outline your execution plan. Because these documents are such an essential component of your job as product manager, you also need to strategize your roadmappresentation. In this webinar, you will learn: How to communicate ROI in your product roadmap.
Roadmaps don’t need to be complex, nor should you need a PhD to create one. Photo by Matt Duncan on Unsplash Ahh the dreaded word roadmap… The mere mention of a roadmap can divide the room, and send Product Managers into a world of panic. Let’s face it, roadmaps have a bad reputation. the simple roadmap by David Webb 1.
5] What about Product Roadmap Generation? You might have noticed that I didnt list the creation of product roadmaps as an AI benefit, even though several tools offer it. There are two reasons for this: First, the AI-generated roadmaps I came across during my research were feature-based, which is a roadmapping approach I dont recommend.
. “You have a wide solution space… it’s the process of winding that down based on evidence and decisions and calls” If you go right back to the pre-project state, obviously we have teams, they have areas of ownership, and they figure out roadmaps around them, right? Being one with the data models.
But as long as innovation, change, and risk are present, this approach is ineffective. It’s a model of an iterative process that systematically links the product strategy with the product roadmap , the product backlog , the development work, and the key performance indicators (KPIs).
Speaker: Johanna Rothman - Management Consultant, Rothman Consulting Group
When was the last time you trusted a roadmap to show you where the product could go and how the teams might get there? Because most roadmaps are at least five years long, teams are frequently unable to see the next set of essential features. Can your customers rely on your roadmaps to find out when new features will be released?
Photo by AP Vibes Outcome-based roadmaps are considered the best practice; however, they are not as common as you would expect. Each team would have had its own roadmap and priorities, and any real results would have taken years to materialize. I’m sure you know that outcome-based roadmap planning is a good idea.
The GO Product Roadmap is the template I have developed to capture an outcome-based roadmap. Its therefore important to ensure that a product strategy effectively integrates with higher-level strategies as well as more detailed plans like a product roadmap and product backlog. You can therefore use both frameworks together. [3]
It forced me to question a belief, as a product leader, I treated as an absolute — that products always require roadmaps. Do you think every company and product needs a roadmap?” Then I thought further; maybe scenarios exist where roadmaps are optional. Roadmaps are not always needed. Roadmaps early on tend to box you in.
Blog Ebooks &Â Guides Events & Webinars Case Studies Podcast Community Sign in Get started for free Test Closure How to Present Customer Insights to Product Managers, Engineers, and Executives Posted on June 11, 2025 Austin Meyer You ran a solid test. Presenting feedback isnât just about sharing the facts.
Embedding dashboards, reports and analytics in your application presents unique opportunities and poses unique challenges. We interviewed 16 experts across business intelligence, UI/UX, security and more to find out what it takes to build an application with analytics at its core.
Successful product leaders use workshopping to develop strategy, roadmaps, and anything else where input and feedback are valuable. No multitasking - Everyone is expected to be mentally present for the work. More sample ground rules in Chapter 5, Roadmaps, from Aligned: Stakeholder Management for Product Leaders.
Market Analysis Before and With AI Customers are clamoring for a number of improvements to your product and youre on a mission to get them funded and on the roadmap. Then theres the presentation and communication of your market analysis to stakeholders. AI has no idea which sales deals are hinging on your roadmap.
Connect Decisions to Customer Needs: Show how your roadmap addresses customer pain points to build trust. Visualize Findings: Present insights through charts or graphs to simplify complex data for stakeholders. Present a high-level roadmap by your 90-day mark to demonstrate strategic planning.
To keep track of what has been validated for delivery and development, a roadmap is your best tool. Product managers are often tasked with improving an existing roadmap — but sometimes you will need to create one from scratch. As you make changes to your roadmap, you will need to get feedback from stakeholders for your product.
Speaker: Johanna Rothman - Management Consultant, Rothman Consulting Group
Senior leaders often want to see months - or years - long product roadmaps. That means product leaders need to integrate experiments and options into their roadmaps. In this presentation, Johanna Rothman will explain: How to limit the duration of a roadmap and show possible options.
A Tale of Two Roadmaps — And Why You Can’t Succeed With Only One “There is no one-size-fits-all product roadmap. A roadmap can and should look different depending on the situation. Todd Lombardo Once upon a time, in a city like yours, two versions of a roadmap emerged. Both roadmaps, though different, are crucial.
If you do things that are purposeful, you’ll eventually be successful.” — Howard Schultz Several years ago, I found myself in a heated discussion about product roadmaps with a client. So as he leaned across the table and looked me in the eyes, he demanded, “Explain why I need a product roadmap.” Why not, indeed?
These are the business strategy , which is also referred to as corporate strategy , the product portfolio strategy , the technology strategy, and the product strategy , as well as the product roadmap , the technology roadmap, and the product backlog. The latter, in turn, drives the product roadmap, which directs the product backlog.
In practical terms, involve stakeholders and dev teams in decisions that affect the product strategy and the product roadmap —be it that you create the plans or that you make bigger changes to them. I find it useful to have UX design, architecture, programming, and testing skills present to make the right decision.
Our goals and work are defined elsewhere, at different times, and there are good tools for that (like face-to face discussions, presentations, and roadmapping, product design and collaboration tools). Remember the timeframe we’re addressing here: present , recent past and near future. Progress / Status.
This includes a sound understanding of the market, the user and customer needs, and the competition as well as solid product management skills such as the ability to develop an effective product strategy and an actionable product roadmap (as I explain in more detail in the article The T-Shaped Product Professional ).
If it’s executives, it may be what they need to present to the board. You won’t be there for the hundreds of decisions they’ll need to make as they execute on the roadmap, so the more context they have, the better their decisions will be. What does your boss want to show their boss, and in what timeframe? Document your Key Assumptions.
Or did they only care about the roadmap? Imagine being in that audience in 2006, excitedly waiting to see all of the items you’ll receive only to be presented with two items, one of which you’re supposed to give away to someone else. Did they actually want to see designs? Did they want walkthroughs of features?
Because market awareness drives roadmaps that have the highest likelihood of “changing the game”. You’ll learn things that change your roadmaps for the better. You’ll learn things that confirm your roadmap is right. You’ll learn things that have no impact on your roadmap. Priority Matrix.
Often, companies approach me asking for help with their product strategy and they’re really focused on the roadmap. While the roadmap and choosing features is the last step of product strategy, it’s not the whole picture. In the execution layer, put your resources into an investment roadmap.
I call these goals product or release goals and I capture them on a product roadmap. Use a Product Roadmap to Plan Multiple Releases. The former can be nicely done with a product roadmap. The goals on your product roadmap should tell a compelling story about the likely development of your product.
Communication underpinned and still does underpin my day to day to work, whether this is nonverbal communication in the morning to uplift your team, a quick rational response over slack to make informed decisions, or presenting your product roadmap to a room of customers. .
Test stakeholder alignment on your roadmap by asking a trusted outsider’s opinion before you finalize. Do this with the whole group present and it may prompt deeper discussion of the thorniest issues as they hear their own private doubts expressed by someone they respect. My LEGO shelf. Jobs Speaking of LEGO.My
Some organizations lean toward execution, with a focus on product artifacts like PRDs, user stories, and roadmaps. How far ahead is your roadmap determined? A roadmap determined too far ahead of time infers a rigid product organization, with little opportunity to incorporate learning and experimentation.
Product marketing roadmaps aren’t a staple in most B2B organizations, but there are a host of reasons they should be. What is a Product Marketing Roadmap? The execution part of the product marketing roadmap consists of the action items and artifacts required to generate demand and support the sales process.
For product strategy and roadmap meetings, I recommend involving the key stakeholders , for example, someone from sales, marketing, support, and finance, as well as development team representatives—ideally members who know about the user experience (UX), architecture, and technologies. Stay present. 2 Involve the Right People.
The word roadmap usually conjures up thoughts of a product roadmap for people in a technology product company. For customer success managers though, the intent of a customer account roadmap, while similar, is bit more surgical than a product roadmap when it comes to defining success and leading customers to it.
Hard skills like market research or roadmapping are important, but they’re not enough. Don’t be overly critical or judgmental; be present for them. Bring awareness to what is going on and increase your ability to stay present and be aware of yourself. Don’t be overly critical or judgmental; be present for them.
Previously, in order to avoid becoming a bottleneck, I could review only high-stakes communications, like emails to the CEO or all-hands presentations. You can implement a similar approach in any area where you provide consistent feedback, such as PRDs, presentations, or roadmaps. , my team has found it invaluable.
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