Roadmap Planning

Without full context, I will assume you are not a start up but rather a profitable business with growing revenue. When considering whether to build, buy or partner (BBP), work with your team to put to

I don't have a specific framework I use for determining build vs buy, but I've typically used a series of questions to help evaluate the decision: - What is the problem you're trying to solve by buil

I typically advocate for using full-time engineering talent on the most innovative features, hardest problems to solve and outsource to third party services for things that I can depend on, not requir

A public roadmap can serve as a tool to attract potential customers and increase the retention of existing customers by demonstrating that you are continually investing in the product and addressing t

Since I have joined GitLab, where our product roadmaps are publicly accessible (https://about.gitlab.com/direction/), I don't think I will ever go back to internal roadmaps. A public roadmap as a numb

This is an interesting question, because I think it highly depends on the leadership and culture of the company you work in. I've seen leadership figures have very strong opinions on how much they wan

Interesting question! From my experience, there are two key questions to answer when thinking about going public with your roadmap. 1) Do we have a predictable sprint velocity? 2) Do we have a predica

I am a huge fan of public roadmaps! But, I think this is depends on:  Organizational cultural preference  Mission of the company / product (are you building a product to help companies provide public

The level of detail that people on other teams need depends on what they are using the roadmap for. Our roadmap planning tool enables us to create multiple views of the roadmap - we tailor each view t

Identify who wants and needs visibility of the Roadmap. Ask each group why and what they will do with the information. Then tailor the experience for them. For example sales may want to demonstrate to

I love this question - the audience is everything! I typically have 3 pre-prepared altitudes for my product roadmap which correspond to a specific persona and time horizon  1. Annual Thematic Roadmap

I've found that there are basically 2 levels of detail that matter, with the goal of each being somewhat different: Executive summary (Director/VP/C-suite audience) - which focuses much more on the p

Thanks for the question! Earlier in my PM career, I used to keep my roadmap a “secret”. As I gain more experience, I realized that it’s valuable to share the roadmap openly with sales, marketing and k

I tailor the product roadmap to the person / group with whom I'm communicating. I often will use Google Slides for a customer or sales facing presentation. With engineering, I'll often use a spreadshe

Let's align on terminology first. https://medium.com/productfolio/release-plan-vs-launch-plan-774526d2817b The PMs lead on the Product Roadmap, but the PMMs lead on the GTM / Launch Plan. We package

Wow, what a great question! I like to think that product marketing offers a different lens to the market landscape, competitive positioning, and product launches. As a result, I typically rely on four

Our Product Marketing team is a key cross-functional partner and therefore provides us with suggestions, feedback, and market factors they are noticing through several channels. This is one of the way

I consider product marketing managers (PMM) part of the core partner group working with Product in roadmap creation (also including engineers, design, analytics, research, and other key functions base

At Splunk, we’ve built a tightly executed roadmap update process where we spend about 2 weeks each quarter to refresh our roadmap so our customers, sales and GTM teams have the latest and greatest roa

I think it depends on what you mean by "building the roadmap." If you meant "how does product marketing help communicate the roadmap to sales and customers?" - this is a huge benefit to close partner

A PM's job is to take in a lot of inputs (including the 3 listed in this question) and articulate a compelling strategy and roadmap around achieving the best outcomes for your business. Within those a

I deal with this a fair emount in my current role - Delivery at ezCater to some degree touches all possible users of our multi-sided marketplace (customers, supply & fulfillment partners, internal

I wrote this post that covers a high level framework I use, aka Value stacking:  https://medium.com/@TheUpstartGuy/value-stacking-multiplying-product-growth-88230ee4cfc2I will post a follow up on medi

Prioritization is the most important role of the product management function, and there seems to be a general sense that there is one major moment of prioritization that culminates in a completed road

I could give a really detailed answer about my process, but I don't really have one. I've found that my "prioritization process" is actually pretty simple and is about attempting to answer the questio

I think this depends on whether you've been a people manager (e.g at the Director or Head level) previously.  If you're a fist time people manager, it can be a challenging transition. The biggest tra