Summary of C. Todd Lombardo, Bruce McCarthy, Evan Ryan & Michael Connors's Product Roadmaps Relaunched

By IRB Media

Please note: This is a companion version & not the original book.

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#1 A good roadmap is not so much a project plan as a strategic communication tool. It should state the company’s direction and intent, and be flexible enough for teams to adapt to the lean and agile methods they have adopted.

#2 The term customer refers to the recipient of the value your product provides. It can refer to the buyer and the user of your product, but it is often used to describe the consumer of your product.

#3 The mismatch between traditional roadmaps and the reality of most product development efforts has gotten bad enough that many product teams have abandoned the practice altogether or restricted access to the roadmap to a few trusted team members.

#4 The traditional roadmap is so focused on deliverables that it often leaves out the critical context of why the organization is focused on these specific things in the first place.

• Language: English
• Publisher: IRB Media
• Release date: Mar 29, 2022
• ISBN: 9781669377542

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Insights on C. Todd Lombardo, Bruce McCarthy and Evan Ryan & Michael Connors's Product Roadmaps Relaunched

Contents

Insights from Chapter 1

Insights from Chapter 2

Insights from Chapter 3

Insights from Chapter 4

Insights from Chapter 5

Insights from Chapter 6

Insights from Chapter 7

Insights from Chapter 8

Insights from Chapter 9

Insights from Chapter 10

Insights from Chapter 11

Insights from Chapter 1

#1

A good roadmap is not so much a project plan as a strategic communication tool. It should state the company’s direction and intent, and be flexible enough for teams to adapt to the lean and agile methods they have adopted.

#2

The term customer refers to the recipient of the value your product provides. It can refer to the buyer and the user of your product, but it is often used to describe the consumer of your product.

#3

The mismatch between traditional roadmaps and the reality of most product development efforts has gotten bad enough that many product teams have abandoned the practice altogether or restricted access to the roadmap to a few trusted team members.

#4

The traditional roadmap is so focused on deliverables that it often leaves out the critical context of why the organization is focused on these specific things in the first place.

#5

Before you begin working on your product, make sure it makes sense from a big picture perspective. Why are you doing this in the first place. What will it mean if you are successful.

#6

The traditional product roadmap is more of a project plan focused on efficient use of resources, maximizing throughput, and hitting dates. However, many highly detailed roadmaps entirely leave out discussion of what is expected as a result of all this effort.

#7

The next level down in detail should not be a laundry list of features, functions, and fixes with dates. Instead, start with the chunks of value you intend to deliver that will build up over time to accomplish your vision.

#8

The traditional roadmap tries so hard to predict an unpredictable future that it invites these types of conversations. It would be better to have a conversation about value, goals, and why the features the customer is demanding are important.

#9

When a customer or stakeholder asks about a particular feature or design detail, experienced product people have learned