Marion Nammack

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 to the use cases of the consumers. For example, we have the following views: * A view for our quarterly planning process - this view is primarily used to communicate to execs so it focuses on the high level business goals that each roadmap item supports and doesn’t contain many implementation details. * An internal view that go-to-market team members can use to understand estimated delivery dates for items in active development or beta - this view contains much more detail - for example the user needs that the release addresses and how to sign up for betas. * A public view that is available to our customers - this view contains customer facing explanations of each project and information on how our customers can help us develop it. For example, an item might have a few questions about the customer’s use case and interested customers can send us answers to those questions.

Good framing is essential for effective prioritization, especially in cases where departments have different perspectives on what to prioritize. In many companies, including my own, the sales team is an important stakeholder in the product roadmap. When working with other departments or teams, you want to ensure that there’s a common language in which to communicate. For example, are both departments aligned on the prioritization of high level business goals? Is there a clear ownership model? Once there's tentative alignment on these topics, it's much easier to have an objective discussion about the opportunities to influence a goal. At Braze, feedback and observations from Sales and Sales leadership is one of the many inputs that we incorporate into forming a perspective on the best way to achieve high level business objectives.

Let’s say that a product team and an executive team are aligned on the goal of improving customer satisfaction with the product (measured by a CSAT survey). The product team will then do research and perform experiments to validate the best way to impact customer satisfaction. Including executives in the research process via stakeholder interviews is a great way to get input early - executives are viewing things from a much different perspective than team ICs and often have great ideas. When the team prioritizes opportunities to pursue, the framework they use for prioritization can also be used to convey their point of view on the best way to impact customer satisfaction. If an exec suggests making an adjustment to the roadmap during the team’s roadmap review, seek to understand why and dig into their thought process. Then, seek the truth. Is there a quick way to validate or invalidate the feedback? What does the objective evidence point towards as the best opportunity to impact the goals? For more on this topic, I recommend “Cracking the PM Career” by Jackie Bavaro which has a chapter on working with executives.