{"id":7409,"date":"2025-01-24T08:30:35","date_gmt":"2025-01-24T08:30:35","guid":{"rendered":"https:\/\/thescrumacademy.com\/?p=7409"},"modified":"2025-04-09T09:41:50","modified_gmt":"2025-04-09T08:41:50","slug":"fix-your-roadmap","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2025\/01\/24\/fix-your-roadmap\/","title":{"rendered":"Three Reasons Why Your Roadmap is Terrible . . . and How to Fix It"},"content":{"rendered":"<div class=\"fusion-fullwidth fullwidth-box fusion-builder-row-1 fusion-flex-container nonhundred-percent-fullwidth non-hundred-percent-height-scrolling\" style=\"--awb-border-radius-top-left:0px;--awb-border-radius-top-right:0px;--awb-border-radius-bottom-right:0px;--awb-border-radius-bottom-left:0px;--awb-flex-wrap:wrap;\" ><div class=\"fusion-builder-row fusion-row fusion-flex-align-items-flex-start fusion-flex-content-wrap\" style=\"max-width:1144px;margin-left: calc(-4% \/ 2 );margin-right: calc(-4% \/ 2 );\"><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-0 fusion_builder_column_1_1 1_1 fusion-flex-column\" style=\"--awb-bg-size:cover;--awb-width-large:100%;--awb-margin-top-large:0px;--awb-spacing-right-large:1.92%;--awb-margin-bottom-large:0px;--awb-spacing-left-large:1.92%;--awb-width-medium:100%;--awb-spacing-right-medium:1.92%;--awb-spacing-left-medium:1.92%;--awb-width-small:100%;--awb-spacing-right-small:1.92%;--awb-spacing-left-small:1.92%;\"><div class=\"fusion-column-wrapper fusion-flex-justify-content-flex-start fusion-content-layout-column\"><div class=\"fusion-text fusion-text-1\"><p>Most product roadmaps are just awful.\u00a0 Sadly, many people expend a lot of time and effort to create them, but most product managers know the majority of roadmaps are obsolete after three to four weeks.\u00a0 Here are three reasons why this is often the case.<\/p>\n<h2>Misunderstanding the purpose of a roadmap<\/h2>\n<p>Open any roadmap, or read any book about roadmapping, and you will see a plethora of dates, information and dependencies organized along a timeline.\u00a0 Seeing all this information about features and capabilities arranged according to specific deadlines gives the impression that a roadmap represents a series of commitments of how the business will deliver value.\u00a0 This is especially true when the roadmap has been \u201ctouched up\u201d by a graphic designer or represented as a <a href=\"https:\/\/en.wikipedia.org\/wiki\/Gantt_chart#:~:text=10%20External%20links-,Definition,the%20duration%20of%20each%20activity.\">Gantt chart<\/a> in an electronic tool.<\/p>\n<p>Unfortunately, this perspective is incorrect.\u00a0 The entire reason why businesses engage in roadmapping is to have conversations about the various tradeoffs they must make to operationalize their strategy.\u00a0 The best product-led organizations know that a roadmap is a communication tool used by product leaders to develop alignment among their stakeholders (executives, business owners, managers and development teams) on how to direct limited resources towards the organization\u2019s goals.\u00a0 The roadmap is just the artifact that documents their collective decisions.<\/p>\n<h3>Your Fix<\/h3>\n<p>Use low-fidelity tools to create, maintain and talk about your roadmap.\u00a0 I find that the roadmaps I make with low-fidelity tools, e.g., post-it notes and tape on a wall, arranged along a timeline with fuzzy dates works <em><strong>really well<\/strong><\/em> to create dialogue, discussion and decision-making.\u00a0 However, if you must\u00a0 use an electronic tool, Excel or Miro are fine alternatives but do impede the fluidity I see when using low-fidelity tools.\u00a0 Remember, the roadmap is a snapshot of how people were thinking at a certain moment of time.\u00a0 It is not the execution plan; that still needs to be created later!<\/p>\n<h2>Created in a vacuum<\/h2>\n<p>When roadmaps are created in a vacuum, this often leads to lack of coordination among key roles, introducing unnecessary delays.\u00a0 For example, at one client, the product team was responsible for creating the product roadmap.\u00a0 OK\u2026.but the product did not synchronize their roadmap with marketing.\u00a0 As a result, marketing was unaware of product\u2019s expectations until too late, causing the business to delay the product launch by three months.\u00a0 At another client, the product roadmap and engineering roadmap were distinct from one another and owned by separate departments.\u00a0 Consequently, this led to the product team being unable to meet their business objectives because they were starved of engineering resources (aka people) that had been assigned to work on the engineering roadmap.<\/p>\n<p>A product manager once shared this insight with me about building a roadmap, \u201cNo one person has the complete view of the customer.\u00a0 But everyone together can bring their individual pieces to create a shared understanding of what the customer needs.\u201d\u00a0 This is why CXO\u2019s, executive teams, product managers or even project managers fail to create robust, stable roadmaps.\u00a0 They simply do not have a complete view of what is necessary to operationalize the business\u2019s strategic goals.<\/p>\n<h3>Your Fix<\/h3>\n<p>The best product roadmaps are created collaboratively with all the relevant stakeholders who are affected by the product, have insight into the market or have resources to share.\u00a0 This means, at a minimum, you will invite sales, engineering, marketing, architecture, business owners and executive leadership to participate in the process.\u00a0 Depending on your funding model, you might want to include representatives from key customer accounts or other stakeholders who have useful insights into customer and\\or end user needs.<\/p>\n<h2>Roadmapping is a \u201ccheck the box\u201d activity<\/h2>\n<p>What do I mean when I say \u201croadmapping is a check the box activity\u201d?\u00a0 IME, a \u201ccheck the box\u201d activity is any activity someone does out of compliance or habit.\u00a0 So each year, companies go through a lot of time and effort to create, or update, their roadmaps because \u201cit&#8217;s part of the [planning?] process\u201d or \u201cthat\u2019s how things are done around here\u201d.<\/p>\n<p>However, since annual roadmapping is seen as a \u201ccheck the box\u201d activity, there is no intention to engage with the activity or try to get better at it.\u00a0 As a result, the roadmap rapidly diverges from reality because no one takes the time to update it based on new decisions the business makes, market conditions or customer behavior.\u00a0 Instead of being a living document, it becomes brittle artifact built once and promptly forgotten.<\/p>\n<h3>Your Fix<\/h3>\n<p>Commit to align and update your roadmap on a regular cadence.\u00a0 For most US businesses, this will be quarterly aligned with the calendar year.\u00a0 Other organizations plan around a fiscal year instead of the calendar year and some international businesses work in quadrimesters (four months as opposed to three months).\u00a0 Regardless of the length of time, you must revisit your roadmap so that it accurately captures how you intend to operationalize your strategic goals.<\/p>\n<p>Want to learn more, explore our <a href=\"https:\/\/thescrumacademy.com\/scrum-blog\/\">resources<\/a> to find many blog articles related to Agile and Scrum.<\/p>\n<\/div><\/div><\/div><\/div><\/div>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":1,"featured_media":7410,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"_price":"","_stock":"","_tribe_ticket_header":"","_tribe_default_ticket_provider":"","_tribe_ticket_capacity":"0","_ticket_start_date":"","_ticket_end_date":"","_tribe_ticket_show_description":"","_tribe_ticket_show_not_going":false,"_tribe_ticket_use_global_stock":"","_tribe_ticket_global_stock_level":"","_global_stock_mode":"","_global_stock_cap":"","_tribe_rsvp_for_event":"","_tribe_ticket_going_count":"","_tribe_ticket_not_going_count":"","_tribe_tickets_list":"[]","_tribe_ticket_has_attendee_info_fields":false,"footnotes":""},"categories":[208,209,206,221,29,370,5],"tags":[],"class_list":["post-7409","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-advanced-practitioners","category-leaders","category-practitioners","category-product-management","category-product-owner","category-roadmap","category-scrum-methodology"],"yoast_head":"<!-- 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