UseCase.org | Setting the product roadmap

What is the best way to create and maintain a Product Roadmap? My boss thinks we should meet with the stakeholders (VP of Sales, VP of Marketing, top OPs, and executives) and discuss our projects with them and everyone to decide on the list of priorities. However, as the product manager, I feel like this should be my responsibility and then I can run it by the stakeholders to see it and let me know their thoughts about it.

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1. Question of the week What is the best way to create and maintain a product roadmap? My boss thinks we should meet with the stakeholders (VP of Sales, VP of Marketing, top OPs, and executives) and discuss our projects with them and everyone to decide on the list of priorities. However, as the product manager, I feel like this should be my responsibility and then I can run it by the stakeholders to see it and let me know their thoughts about it. Perspectives from Kilian Schalk THE PRODUCT COMMUNITY Daniel Zacarias Ben Foster
2. Read more best practices on Usecase.org Product Advisor to tech startups who demand excellent design & customer engagement, team & process, strategy & prioritization. Message Ben on LinkedIn about further opportunities BEN FOSTER Ben’s Perspective The product roadmap should be the output of the product manager, not a committee. However, a good product manager recognizes the need to solicit input from the stakeholders before forming his/her own opinion about what the roadmap should be. Stakeholders such as VP of Sales, VP of Marketing, etc. (rightfully) have a vested interest in where the product goes. Those stakeholders are the ones with the KPIs (key performance indicators) representing bold business growth they are being asked to achieve. If they can hit those KPIs, then the business will be growing successfully on the shoulders of the product. You could actually think about your role as finding the best way for the product to adapt so that they are enabled to hit their KPIs (though there's an important twist -- keep reading). You should be proposing product solutions that if implemented will result in KPIs being hit. Then you should prioritize those and actively seek workarounds (partnerships, integrations, external development options, etc.) when you realize engineering capacity doesn't match the business's appetite. Now, back to the twist: product management is as much a stakeholder as anyone else. Consider that the role of product management is to ensure the success of the product in the market... now and into perpetuity. The direction the product takes now will affect the potential directions the product can take in the future, and you can't paint yourself in a corner. This is the justification for prioritizing tech debt over the next new feature, making strategic moves to capture proprietary data that can later be monetized, or establishing high user engagement through a new communication channel. These are assets that you as a product manager can leverage later as long as today's product roadmap includes the necessary investments. In summary, the roadmap needs to be created and communicated by the product manager. But it also needs to be justified through honest stakeholder interaction, a true appreciation for their KPIs, and an understanding of the corresponding product dependencies. And product management needs to develop its own long-term goals for the product, then treat itself as one of those stakeholders.
3. Read more best practices on Usecase.org Daniel is a Product Management consultant and is fascinated by the human side of making software products. On one hand, getting to understand customers’ problems and needs, driving the process to create something that will let them succeed at what they’re trying to do. On the other hand, dealing with all the internal stakeholders, teams, constraints and decisions that need to happen in order to get the product out the door. DANIEL ZACARIS Daniel’s Perspective Ok, you're talking about two different problems, so let's approach them separately. 1.) Creating a roadmap. There are many different inputs that help you determine what your product release sequencing should be: customer requests, strategic initiatives, market positioning, internal tool integrations, stakeholder requests, etc. Out of those, the only ones you have to work with and meet at the office every day are stakeholders. If not for any other reason, you should really try to keep great relationships with them. Also, the last thing you need is internal strife and discussion on the roadmap after it has been defined. An approach that has worked for me is to document all requests, analyze them and come up with a roadmap plan based on my own criteria and judgment as PM. Then, through a series of meetings with stakeholders, go over each item and make the case for each one's priority. If they don't agree with something, then try to come to a consensus to produce the "final" roadmap. This process makes everyone feel included and understand the tradeoffs involved, leading to better relationships and a shared agreement on the product's direction. 2.) Maintaining a roadmap. Roadmaps are moving things, and thus are difficult to "maintain" and keep updated. I try to use more "plastic" tools – ones that don't impose too much structure, such as Trello, spreadsheets and slide decks. This is particularly important for higher level roadmaps that look into more "distant" timeframes (currently anything over 3 months for me.) You want it to be flexible and don't waste too much time on changes that are very likely to happen. For shorter term planning, you may use more "concrete" tools such as Project Management ones. They usually have more ceremony, but also a better structure for the execution phase. Of course, the exact timing on where to switch from a low- res and high-res tool to manage your roadmap will depend on your team's context.
4. Read more best practices on Usecase.org Practical thinker who creates employee-driven, strategically-aligned, sustainable Continuous Improvement programs that increase income, decrease waste and retain staff. Particular expertise in the (re)design of digital operations to expand profitability. Message Kilian on LinkedIn about further questions KILIAN SCHALK Kilian’s Perspective Creating a product roadmap begins with collecting long-term strategic direction, priorities and "guard rails" that the company/key stakeholders have already stated. Then, restate the goals in terms that apply to your product(s). Get feedback from and confirm with each leader and adjust as needed. It can be helpful to create a visual of these restatements and who said what. Once the roadmap and the team is aligned, build product, but be sure to adjust the product roadmap according to data from customers. If the data you're getting from customer doesn’t align with the roadmap, bring leader(s) into the conversation. Compromise and adjust roadmap as needed, then repeat from building and getting data from customer feedback.
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