- Product or application owners and managers are tasked with breaking down overarching goals into manageable and plannable tasks to be executed by different delivery teams.
- They are also expected to build a roadmap that will communicate components of those plans to various stakeholders to obtain buy-in, validate strategy, and manage the product lifecycle.
- While planning is imperative to development, long-term planning can prove to be wasteful when strategic elements are yet to be validated or requirements are subject to change.
- Stakeholders have drastically different communication requirements, priorities, and technical understanding of development, which demands different views of the product.
- Projects can learn from products. While clear-cut distinctions exist, many aspects of product-based delivery will benefit your projects, including dynamic, strategic, and flexible product roadmaps.
- Consider roadmapping as a spectrum. Don’t treat roadmaps as either tactical, technical, detailed, and committed or strategic, goal-based, high-level, and flexible. Use elements of both to build the ideal roadmap.
- How flexible do you need to be? Shorter delivery cycles and greater volatility require more flexibility to drive value with your roadmap.
Impact and Result
- Determine the characteristics of your product and its disposition and also the internal and external constraints of your organization to establish the appropriate type of roadmap you should use.
- Establish the communication objectives of the roadmap: Who is the audience? What language will you use to describe the future of your application?
- Build the structure of your roadmap and define the standards for the artifacts that will populate it.
After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve. See our top member experiences for this blueprint and what our clients have to say.
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