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 == See Also ==
-*[[IT Roadmap|Information Technology Roadmap]]
+*[[IT Roadmap]]
 *[[Enterprise Architecture]]
 *[[IT Governance]]

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 == Defining Goals for a Roadmap<ref>How to define goals for a roadmap? [https://www.roadmap-planner.io/blog/how-to-build-a-roadmap-strategy/#1 Roadmap Planner]</ref> ==
 This step is arguably the most vital. After all, if you don’t set your targets right, it won’t matter how well you perform other steps – you will be heading in the wrong direction altogether. That’s why it’s crucial to grasp a couple important concepts when you start planning your own strategy.
-*Vision: Vision is all about imagining your organization reaching its goals. Understand how this will affect it, what implications this might have, how the business environment will react, etc. Why is this so essential? Because you don’t want your aims to be set in vacuum, not bound to real problems and background. Envisioning your company having achieved its targets may help you come up with important related questions, like “what if we actually get there?” and “is this really what we need?”. Take heed – developing a Vision hides a certain pitfall. Seeing how it is usually a mental product of a business owner or a [[Chief Executive Officer (CEO)|CEO]], Vision can be subject to [[Cognitive Bias|cognitive biases]]. This is a topic for another day, but for now – double make sure your goals pass the reality-check.
+*Vision: Vision is all about imagining your organization reaching its goals. Understand how this will affect it, what implications this might have, how the business environment will react, etc. Why is this so essential? Because you don’t want your aims to be set in vacuum, not bound to real problems and background. Envisioning your company having achieved its targets may help you come up with important related questions, like “what if we actually get there?” and “is this really what we need?”. Take heed – developing a Vision hides a certain pitfall. Seeing how it is usually a mental product of a business owner or a CEO, Vision can be subject to [[Cognitive Bias|cognitive biases]]. This is a topic for another day, but for now – double make sure your goals pass the reality-check.
 *Structural thinking: Many of us have heard about Pareto-efficiency – a principle that 20% of our efforts generates 80% of the results, and vice versa. Well, you could say that structural thinking is what you use to determine those most efficient 20% of efforts. This is how it works (don’t forget to set [[Key Performance Indicator (KPI)|KPIs]] for each level!):
 **choose your grand goal (for instance, earn X amount of $)

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 **use subgoals to define milestones for your roadmap (more on that later)
 The pitfall of structural thinking is in how difficult it is for us humans to conduct proper induction. In general, you can’t be 100% sure that whatever subgoals you’ve derived are actually the crucial ones. That’s why it’s always recommended to double check them by performing a reverse operation to see if your trains of thought come back to the initial point.
-*Black Swan theory: State of modern markets can be easily described by the [[VUCA (Volatility, Uncertainty, Complexity, Ambiguity)|VUCA concept]]. That is, they are Volatile, Uncertain, Complex, and Ambiguous. Any old-school long-term planning becomes nigh-impossible in such environment. It takes a [[business Vision]], Understanding, Clarity, and [[Agility]] to have a chance to succeed on these markets. In this regard, no wonder why the Black Swan Theory by Nassim Nicholas Taleb becomes more and more popular nowadays. In this theory, a black swan is an event that has a major effect on business results, yet occurs unpredictably. What’s important is that you don’t have to try and forecast such events, but rather to build up the robustness of the business – being able to withstand the negatives while still exploiting the positives. Be sure to plan for big swans when deciding on your goals.
+*Black Swan theory: State of modern markets can be easily described by the [[VUCA (Volatility, Uncertainty, Complexity, Ambiguity)|VUCA concept]]. That is, they are Volatile, Uncertain, Complex, and Ambiguous. Any old-school long-term planning becomes nigh-impossible in such environment. It takes a business Vision, Understanding, Clarity, and Agility to have a chance to succeed on these markets. In this regard, no wonder why the Black Swan Theory by Nassim Nicholas Taleb becomes more and more popular nowadays. In this theory, a black swan is an event that has a major effect on business results, yet occurs unpredictably. What’s important is that you don’t have to try and forecast such events, but rather to build up the robustness of the business – being able to withstand the negatives while still exploiting the positives. Be sure to plan for big swans when deciding on your goals.
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 *Roadmaps link [[Business Strategy|business strategy]] and market data with product and technology decisions. Roadmapping prompts a team to be specific with respect to planned features or performance in terms of value for customers.
 *Roadmaps reveal gaps in product and technology plans. Areas where plans are needed to achieve objectives become immediately apparent, and can be filled before they become problems.
-*Roadmaps prioritize investments based on drivers. At every stage of the roadmapping process, the focus is on the few most important things: customer needs, product drivers or technology investments. The team is prompted to identify, implement, develop, or acquire the most important things first, spending time and resources in the best way. Also, with a set of roadmaps in a common format, portfolio decision makers are better equipped to make the tradeoffs and choices that meet the [[Business Objective|corporation’s objectives]].
+*Roadmaps prioritize investments based on drivers. At every stage of the roadmapping process, the focus is on the few most important things: customer needs, product drivers or technology investments. The team is prompted to identify, implement, develop, or acquire the most important things first, spending time and resources in the best way. Also, with a set of roadmaps in a common format, portfolio decision makers are better equipped to make the tradeoffs and choices that meet the corporation’s objectives.
 *Roadmapping helps set more competitive and realistic targets. Product performance targets are set in terms of the industry competitive landscape. For example, experience curves are an especially useful tool for establishing industry based targets. Recognizing that a winning product strategy usually cannot be all things to all people, the team sets objectives to lead, maintain parity, or lag competitors in specific areas.
 *Roadmaps provide a guide to the team, allowing the team to recognize and act on events that require a change in direction. Part of the process of developing a roadmap is to create a risk roadmap, identifying those events or changes in conditions that signal a need to reevaluate and revisit the plan during the development journey.
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 == See Also ==
 *[[Enterprise Architecture]]
 *[[IT Governance]]
 *[[Project_Portfolio_Management_(PPM)|Project Portfolio Management]]
 *[[Stage-Gate]]
 *[[IT_Strategy_(Information_Technology_Strategy)|IT Strategy]]
 *[[Strategic Planning]]

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 == See Also ==
-[[IT Roadmap]]<br />
+*[[IT Roadmap|Information Technology Roadmap]]
-[[Business_IT_Alignment|Business IT Alignment]]<br />
+*[[Business_IT_Alignment|Business IT Alignment]]
-[[IT_Strategy_(Information_Technology_Strategy)|IT Strategy]]<br />
+*[[IT_Strategy_(Information_Technology_Strategy)|IT Strategy]]
-[[Business Strategy]]<br />
+*[[Business Strategy]]
-[[Corporate Strategy]]<br />
+*[[Corporate Strategy]]<br />
-[[Strategic Planning]]<br />
+*[[Strategic Planning]]<br />
-[[Strategic Planning Cycle]]<ref>
+*[[Strategic Planning Cycle]]<ref>
-[[Strategic Management]]<br />
+*[[Strategic Management]]<br />
-[[Project_Portfolio_Management_(PPM)|Project Portfolio Management]]<br />
+*[[Project_Portfolio_Management_(PPM)|Project Portfolio Management]]<br />
-[[Kano Model]]<br />
+*[[Kano Model]]<br />
-[[Heart Framework]]
+*[[Heart Framework]]
 == References ==
 <references/>

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 == Definition of Roadmap<ref>Defining a Roadmap? [https://www.productplan.com/roadmap-basics/ ProductPlan]</ref> ==
-A roadmap is a strategic plan that defines a goal or desired [[outcome]] and includes the major steps or milestones needed to reach it. It also serves as a communication tool, a high-level document that helps articulate strategic thinking—the why—behind both the goal and the plan for getting there. When it comes to understanding the role of the roadmap, perhaps the most important concept to remember is that it is a strategic document, not a document that captures all of a plan’s details. With this in mind, it is also worth reviewing what it is not.
+A '''Roadmap''' is a strategic plan that defines a goal or desired [[outcome]] and includes the major steps or milestones needed to reach it. It also serves as a communication tool, a high-level document that helps articulate strategic thinking—the why—behind both the goal and the plan for getting there. When it comes to understanding the role of the roadmap, perhaps the most important concept to remember is that it is a strategic document, not a document that captures all of a plan’s details. With this in mind, it is also worth reviewing what it is not.
 '''What a Roadmap Is Not'''
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 *It is not a project [[management]] tracker: Many managers confuse roadmaps with the documents or [[software]] applications used to compile all of the details to complete the initiative — the individual assignments, the personnel responsible for each task, meetings scheduled to discuss specific issues or milestones, deadlines for completing each element of the project, etc. These details should be tracked and updated throughout any strategic undertaking. But the tool for this will be a project management tracker, such as Trello, PivotalTracker or JIRA.
 *It is not a list of features: Finally, many product managers mistakenly assume their planned list of features or epics constitutes the roadmap itself. But this is not the case.
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 *Roadmaps provide a guide to the team, allowing the team to recognize and act on events that require a change in direction. Part of the process of developing a roadmap is to create a [[risk]] roadmap, identifying those events or changes in conditions that signal a need to reevaluate and revisit the plan during the development journey.
 *Sharing roadmaps allows strategic use of technology across product lines. Cross-roadmap reviews look across the plans of several product lines to find common needs, capabilities that can be leveraged, or development costs that can be shared. Roadmaps can also support a common corporate database of available or needed technologies.
-*Roadmapping communicates business, technology and product plans to team members, management, customers, and suppliers. With a roadmap, a team can clearly explain to customers and suppliers where they are going. A roadmap gives customers information they can use in their own planning, and can be used to solicit their reaction and guidance. With suppliers, a roadmap is a [[framework]] for partnership and directions setting. The roadmap also tells the larger development team, corporate management, and other development teams where the product line is headed.
+*Roadmapping communicates [[Business Plan|business]], technology and product plans to team members, [[Management|management]], customers, and suppliers. With a roadmap, a team can clearly explain to customers and suppliers where they are going. A roadmap gives customers information they can use in their own planning, and can be used to solicit their reaction and guidance. With suppliers, a roadmap is a [[framework]] for partnership and directions setting. The roadmap also tells the larger development team, corporate management, and other development teams where the product line is headed.
 *Finally, roadmapping builds the development team. The roadmapping process builds a common understanding and shared ownership of the plan, incorporating ideas and insights from team members representing the many functions involved in a successful development process.

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 *The Go Product Roadmap by Roman Pichler — Doing this exercise, you and your team are going to list expected delivery dates, goals of each deliverable and metrics that are going to be used later on;
 *The Lean Inception by Paulo Caroli — It is a five day exercise that is going to thoroughly make you and your team think about many aspects of the product, ending up with a MVP Canvas
 == The Advantages of Having a Roadmap<ref>What are the Advantages of Having a Roadmap [https://www.clarizen.com/the-importance-of-having-a-long-term-roadmap/ Clarizen]</ref> ==

← Older revision		Revision as of 20:04, 9 October 2019
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	source: Scrum.Org		source: Scrum.Org

		+
		+	== Collaborative Techniques to Build a Roadmap<ref>Collaborative Techniques to Build a Roadmap [https://productcoalition.com/why-product-roadmaps-are-so-important-3f4682b6dd61 Product Coalition]</ref> ==
		+	*The Radical Product prioritization — It is an exercise to relate features and potential outcomes to your product’s vision;
		+	*The Go Product Roadmap by Roman Pichler — Doing this exercise, you and your team are going to list expected delivery dates, goals of each deliverable and metrics that are going to be used later on;
		+	*The Lean Inception by Paulo Caroli — It is a five day exercise that is going to thoroughly make you and your team think about many aspects of the product, ending up with a MVP Canvas

	== The Advantages of Having a Roadmap<ref>What are the Advantages of Having a Roadmap [https://www.clarizen.com/the-importance-of-having-a-long-term-roadmap/ Clarizen]</ref> ==		== The Advantages of Having a Roadmap<ref>What are the Advantages of Having a Roadmap [https://www.clarizen.com/the-importance-of-having-a-long-term-roadmap/ Clarizen]</ref> ==

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 The most straightforward thing you can do is list out the features you plan on releasing. However, to provide more context for these features, you can show these features based on a hierarchy that shows your features in context with one another. The power of this level of information is that more people across your organization can easily understand it instead of looking at a laundry list of features. This view begins to tell a clear story about what you plan on delivering. Features are attributed to higher level themes, making it clear what those features will provide in the context of a broader plan. This level of structure lends itself easily to often used categorizations, including epics, stories, and tasks, which can be helpful if the biggest consumers of your roadmap are engineers and project managers.
-[[File:Feature_driven_Roadmap.png|400px|Feature driven Roadmap]]<br />
+[[File:Feature_driven_Roadmap.png|500px|Feature driven Roadmap]]<br />
 source: Productboard
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 The key piece of information missing in the feature-based roadmap is the why. The objective-driven product roadmap ties your features to objectives, which makes it easy for anyone to understand why each feature is being developed. When using business-level objectives, this offers a clear connection between your product and business strategies. Someone might ask, “Why are we doing Feature X instead of Feature Y?” With other roadmaps, your answer may be tougher to answer. But with an objective-driven product roadmap, you can clearly show that Feature X directly ties to your company’s business objectives.
-[[File:Object_drive_product_roadmap.pngg|400px|Object driven product roadmap]]<br />
+[[File:Object_drive_product_roadmap.png|500px|Object driven product roadmap]]<br />
 source: Productboard
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 These next two roadmap views focus on the timeline. Time-based roadmaps focus on all of the features that will be coming in each product release in a general time frame. This can be helpful for teams, such as marketing, to organize activities around releases. Be wary about using tight time frames as this can set burdensome expectations. This is when roadmaps become more performative than useful, and you want to avoid this as it can lead to lower confidence in the product team. Consider using a time frame that works best to communicate your plans broadly. This may be monthly, quarterly, or any bucket of time you think works best for your needs. You also don’t need to maintain a consistent timeline to help organize features you plan on delivering in the long-term.
-[[File:Time_based_product_roadmap.png|400px|Time based product roadmap]]<br />
+[[File:Time_based_product_roadmap.png|500px|Time based product roadmap]]<br />
 source: Productboard