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At the end of the day, roadmaps are a communication tool. To figure out which ones are right for your company, think about your audience and what they need to know: Product development teams: These are generally highly detailed, require commitments from engineering by quarter, discovery and delivery status, and are usually a quarter in length. Sales teams: Sales teams need fewer details. They need bigger-picture items that address problems and rough timeline on releases (either quarterly or half year). This is where the narrative/value proposition for each feature to customers is important to include as well. Leadership: These roadmaps focus on the “initiative to strategic intent” layer. They’re used to talking about dependencies and capacity planning, and follow quarterly timelines.
Product Operations
Melissa Perri and Denise Tilles
And the most visible and profound change is typically the move from funding, building and shipping features and projects on specific dates, to funding, building and shipping products to achieve the necessary outcomes.
Today, this is commonly referred to as moving from output to outcomes. I also like to explain this as moving from time-to-market to time-to-money.
Make sure you clarify—or decide—what "improve" actually means. For example, it could mean user growth, revenue growth, delight, or enabling a new use case.
Cracking the PM Career
Jackie Bavaro and Gayle McDowell
...catch up on these, and many more highlights
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