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In a recent webinar on the Product Management View, we had a discussion about Roadmapping. There was a lot of discussion about creating a strategic roadmap. In the product management world, typically this isn’t the type of roadmap product managers are responsible for.  A roadmap is often thought of as a timeline of releases or features. It tells me what new features we’re going to add to my product in the next quarter or next few quarters. It’s typically focused on a single product and done be the product manager. These feature roadmaps are important to realizing the strategic roadmap. The strategy of the organization should drive, at least in part, the feature set of each release in the roadmap.

However, the roadmap isn’t just a feature planning tool for an individual product; it can be used by senior management to communicate the strategy and desired direction of the organization to each individual product manager. In the book “Leading Product Development” by Wheelwright and Clark it talks about these roadmaps and the role senior management plays as Product Line Architect. In this role, senior management defines the types of products that will be in the product line, such as breakthrough products or platform products. Take into consideration what the product line looks like to today’s customer, what it should look like in the near future, and the long-term view. They also determine the revenue and growth desired from each type of new product development.

Using a roadmap, senior management can plot out all the new products and their relationships to each other in order to communicate the desired direction of the company and the strategic vision. Having lunch with a VP of product management a few months ago, we discussed this type of roadmap. We plotted out on a timeline the current and future products in the product line and lifecycle of each going forward. We determined how much revenue, market share, growth, etc. we expected from each of the products at different times in the roadmap. This helped us plan out the new product projects to be introduced and products planned for end of life as well.

This type of roadmap, that I refer to as a strategic roadmap does not include feature sets, it is focused only on the types of products or new product projects, when they should be rolled out, and their relationship to each other. When used in this way, the roadmap becomes a key tool for communicating the direction of product development and our overall strategy.

DerickWorkman Product Portfolio Management